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Andal dalam Pelayanan, Unggul dalam Kinerja Reliable in Services, Excellent in Performance 2025 Laporan Tahunan Annual Report PT Jasa Marga (Persero) Tbk
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2 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Sanggahan dan Batasan Tanggung Jawab Disclaimer and Limitation of Liability Laporan Tahunan ini dapat berisi beberapa pernyataan This Annual Report may contain statements that are yang merupakan proyeksi dan pandangan masa depan projections and forward-looking statements describing yang menggambarkan cara pandang Perseroan terhadap the Company's views on future events and financial kejadian-kejadian dan kinerja keuangan di masa depan, performance, as well as financial conditions, operating and serta kondisi keuangan, hasil operasi dan hasil usaha, kondisi business results, economic conditions, sector conditions, ekonomi, kondisi sektor, kondisi lalu lintas, serta rencana traffic conditions, and related plans and objectives. The dan tujuan terkait. Kinerja historis yang menggambarkan historical performance illustrating the Company's future risiko, peluang, dan prospek Perseroan di masa depan yang risks, opportunities, and sustainability prospects is detailed berkaitan dengan nilai keberlanjutan secara rinci disajikan in the Sustainability Report, which is a separate book, but it dalam Laporan Keberlanjutan dalam buku terpisah namun remains an integral part of this Annual Report. masih menjadi satu kesatuan dengan Laporan Tahunan ini. Pandangan-pandangan ini didasarkan pada beberapa These views are based on current estimates and estimasi dan asumsi saat ini yang dapat berubah seiring assumptions that are subject to change due to uncertainties, dengan ketidakpastian, kontingensi dan berbagai risiko contingencies, and various business, economic, and bisnis, ekonomi dan kompetisi yang dapat berubah competitive risks that may change at any time; may cause sewaktu-waktu; dapat menyebabkan hasil, kinerja dan actual results, performance, and events to differ materially kejadian sebenarnya berbeda secara material dari yang from those predicted or projected; and are beyond the telah diprediksi atau diproyeksi; dan hal ini berada di luar control of the Company and its Board of Directors. These kendali Perseroan dan Direksi Perseroan. Pernyataan- statements are not related either directly or exclusively to pernyataan tersebut tidak terkait baik secara langsung historical facts and do not reflect the Company's intentions, maupun secara eksklusif dengan fakta-fakta historis dan plans, expectations, assumptions, and beliefs regarding tidak mencerminkan niat, rencana, ekspektasi, asumsi dan future events. There is no guarantee that future events keyakinan Perseroan mengenai kejadian-kejadian di masa will occur, projections will be achieved, or the Company's datang. Tidak ada jaminan bahwa kejadian di masa datang assumptions will prove correct. These statements are akan muncul, proyeksi akan tercapai, atau asumsi Perseroan not and cannot be considered as representations of the benar. Pernyataan-pernyataan tersebut bukan dan tidak Company's future performance. dapat dianggap sebagai representasi atas kinerja Perseroan di masa datang. Laporan tahunan ini memuat kata “Jasa Marga”, dan This annual report contains the terms “Jasa Marga” and “Perseroan” yang didefinisikan sebagai PT Jasa Marga “the Company,” which are defined as PT Jasa Marga (Persero) Tbk yang menjalankan kegiatan usaha di bidang (Persero) Tbk, which conducts business activities in the pengusahaan jalan tol. Penyebutan satuan mata uang toll road sector. The currency units “Rupiah,” “Rp,” or IDR “Rupiah”, “Rp” atau IDR merujuk pada mata uang resmi refer to the official currency of the Republic of Indonesia. In Republik Indonesia, sedangkan “Dolar AS” atau USD merujuk contrast, “US Dollar” or USD refers to the official currency pada mata uang resmi Amerika Serikat. Semua informasi of the United States. All financial information is presented keuangan disajikan dalam mata uang Rupiah. Laporan in Rupiah. This Annual Report (including the Consolidated Tahunan ini (termasuk Laporan Keuangan Konsolidasian) Financial Statements) is submitted and published promptly disampaikan dan dipublikasikan secara tepat waktu sesuai following the applicable rules and regulations. dengan aturan dan ketentuan yang berlaku. Pemberitahuan Tabel dan Grafik Notice of Tables and Charts Tabel dan grafik pada Laporan Tahunan ini memaparkan data The tables and charts in this Annual Report present numerical numerik dengan standar penulisan mengikuti kaidah Bahasa data written following Indonesian language standards. Indonesia. Pemaparan numerik dalam teks menggunakan Numerical presentations in the text use Indonesian and standar kaidah Bahasa Indonesia dan Bahasa Inggris sesuai English language standards as appropriate to the context. konteks. PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 3
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4 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tema dan Arti Tema
Theme and Its Meaning
2025
Andal dalam Pelayanan,
Unggul dalam Kinerja
Reliable in Services, Excellent in Performance
Jasa Marga untuk terus memperkuat posisinya Jasa Marga continues to strengthen its position as the
sebagai pemimpin industri jalan tol di Indonesia leader in Indonesia's toll road industry through excellent
melalui pelayanan prima dan pencapaian kinerja service and sustainable performance. Reliability in
yang berkelanjutan. Andal dalam pelayanan service is the Company's dedication to providing the
merupakan dedikasi Perseroan dalam memberikan best service for all toll road users. This reliability is
layanan terbaik bagi seluruh pengguna jalan tol. realized through the fulfillment of Minimum Service
Keandalan ini diwujudkan melalui pemenuhan Standards (SPM), the application of technological
Standar Pelayanan Minimal (SPM), penerapan innovations, improvements in infrastructure quality,
inovasi teknologi, peningkatan kualitas infrastruktur, and the development of support services in rest
serta pengembangan layanan pendukung di rest areas. The goal is to create a safe, comfortable,
area. Tujuannya adalah menciptakan pengalaman and efficient driving experience. On the other hand,
berkendara yang aman, nyaman, dan efisien. Di performance excellence demonstrates the Company's
sisi lain, unggul dalam kinerja menunjukkan tekad determination to consistently maintain and improve its
Perseroan untuk menjaga dan meningkatkan financial, operational, and non-financial performance.
kinerja keuangan, operasional, dan non-keuangan This performance excellence is achieved through
secara konsisten. Keunggulan kinerja ini dicapai the optimization of the toll road portfolio, operational
melalui optimalisasi portofolio jalan tol, efisiensi efficiency, strengthening of innovative and sustainable
operasional, penguatan pendanaan yang inovatif dan funding, and diversification of non-toll businesses. In
berkelanjutan, serta diversifikasi bisnis non-tol. Selain addition, commitment to ESG (Environmental, Social,
itu, komitmen pada aspek ESG (Environmental, Social, and Governance) aspects is an important pillar for
and Governance) juga menjadi pilar penting untuk ensuring growth that focuses not only on profitability
memastikan pertumbuhan yang tidak hanya berfokus but also on sustainability. Jasa Marga emphasizes that
pada profitabilitas, tetapi juga keberlanjutan. Jasa the Company's success is not only measured by the
Marga menegaskan bahwa keberhasilan Perseroan scale of its business and financial achievements but
tidak hanya diukur dari skala bisnis dan capaian also by the quality of its reliable services and positive
finansial, melainkan juga dari kualitas layanan yang contributions to national connectivity development and
dapat diandalkan serta kontribusi positif terhadap community welfare.
pembangunan konektivitas nasional dan kesejahteraan
masyarakat.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 5
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Kesinambungan Tema
Theme Continuity
2024 2023
Membuka Jalan Menuju Masa Depan Mengedepankan Keberlanjutan Bisnis,
Berkelanjutan Meningkatkan Daya Saing
Paving the Pathway Towards Sustainable Future Emphasizing Business Continuity, Increasing Competitiveness
Perseroan di tahun 2024 berupaya meraih pencapaian target Memastikan keberlanjutan bisnis merupakan prioritas utama
kinerja secara berkesinambungan dan mempersiapkan landasan Perseroan dalam menjalankan kegiatan usahanya. Kontribusi
yang kuat bagi masa depan keberlangsungan bisnis. Peningkatan pendorong terbesar dari solidnya kinerja Perseroan di tahun 2023
teknologi inovatif dilakukan guna mendorong efisiensi operasi merupakan manifestasi dari langkah strategis dan upaya Perseroan
yang tetap memenuhi Standar Pelayanan Minimal (SPM). untuk terus meningkatkan daya saingnya. Perseroan melakukan
Pengelolaan risiko yang efektif di seluruh rantai nilai usaha, optimalisasi portofolio atas ruas tol yang dimiliki, sebagai salah
salah satunya ditunjukkan oleh keberhasilan atas eksekusi satu strategi yang memberikan dampak positif untuk mendorong
aksi korporasi dalam rangka menjaga kesehatan finansial peningkatan nilai dan kinerja Perseroan. Perseroan juga adaptif dan
Perseroan secara jangka panjang. Penerapan digitalisasi dalam inovatif dalam menerapkan dan mengembangkan teknologi digital
pembelajaran diharapkan mampu meningkatkan kapasitas secara berkesinambungan, baik pada bisnis inti maupun bisnis
modal insani. Penerapan tata kelola yang baik serta pelaksanaan pendukung. Dengan demikian, Perseroan dapat membangun bisnis
praktik berkelanjutan sebagai bentuk komitmen transparansi. yang tangguh, andal, dan berorientasi pada pelanggan. Perseroan
Melalui berbagai pendekatan ini, Perseroan tidak hanya berfokus turut membangun lingkungan kerja yang harmoni dan melanjutkan
pada kinerja jangka pendek, tetapi juga menciptakan nilai regenerasi human capital sebagai wujud dari peningkatan daya
untuk memberikan dampak jangka panjang dan berkelanjutan saing untuk bergerak maju meningkatkan produktivitas serta
bagi seluruh pemangku kepentingan. Melalui pendekatan kelincahan organisasi. Dalam hal pengelolaan bisnis, Perseroan
yang menyeluruh dan berfokus pada keberlanjutan tersebut, juga berpegang pada prinsip Tata Kelola Perusahaan yang Baik
Perseroan berupaya untuk membuka jalan menuju masa depan (Good Corporate Governance) dan mendorong transformasi
yang lebih baik bagi seluruh pemangku kepentingan. secara berkelanjutan. Seluruh aspek tersebut menjadi landasan
bagi Perseroan dalam membangun keunggulan bersaingnya
In 2024, the Company strives to sustainably achieve its sehingga tercipta kesinambungan bisnis demi memantapkan posisi
performance targets while laying a strong foundation for the Perseroan sebagai pemimpin industri jalan tol Indonesia, sekarang
future continuity of its business. Innovative technological dan di masa yang akan datang.
advancements are implemented to drive operational efficiency
while maintaining compliance with Minimum Service Standards Ensuring business sustainability is the Company’s top priority in
(MSS). Effective risk management across the entire business conducting its operations. The most significant factor contributing
value chain is exemplified by the successful execution of to the Company’s solid performance in 2023 was its strategic
corporate actions aimed at ensuring the Company’s long- measures and continuous efforts to improve competitiveness.
term financial health. The integration of digitalization in The Company optimized its toll road portfolio as part of the
learning is expected to enhance human capital capacity. The strategy, yielding positive impacts on value creation and
implementation of good governance and sustainable practices performance improvement. The Company also remained adaptive
demonstrates the Company’s commitment to transparency. and innovative in continuously implementing and developing
Through these various approaches, the Company is focused digital technology in both the core and supporting businesses.
not only on short-term performance but also on creating value This enabled the Company to build a resilient, reliable, and
that delivers long-term, sustainable impact for all stakeholders. customer-oriented business. Additionally, the Company fostered
With a comprehensive and sustainability-focused approach, the a harmonious work environment and continued human capital
Company is committed to paving the way toward a better future regeneration to enhance competitiveness, productivity, and
for all its stakeholders. organizational agility. In business management, the Company
adhered to Good Corporate Governance (GCG) principles while
driving sustainable transformation. These efforts served as a
foundation for building competitive advantages and ensuring
business continuity, solidifying the Company’s position as a
leader in Indonesia’s toll road industry, now and in the future.
6 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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2022 2021
Tumbuh Semakin Tangguh dengan Adaptif dan Inovatif Mengatasi
Memperkuat Fundamental untuk Tantangan untuk Wujudkan
Menyambut Masa Depan yang Lebih Baik Jalan Tol Berkelanjutan
Growing Stronger by Strengthening Adaptive and Innovative, Overcoming Challenges
Fundamentals to Welcome a Better Future Towards More Sustainable Toll Roads
Pada tahun 2022, Perseroan berhasil menorehkan pertumbuhan Jasa Marga senantiasa memanfaatkan peluang dari
kinerja yang terus menguat dan semakin tangguh yang perkembangan teknologi digital yang begitu pesat untuk terus
merupakan hasil dari penerapan strategi yang berfokus pada berinovasi dalam meningkatkan pelayanan di tengah tantangan
upaya menyeimbangkan pertumbuhan dan kesinambungan pandemi COVID-19. Pada tahun 2021, Jasa Marga berhasil
finansial untuk membangun ketahanan Perseroan. Perseroan meningkatkan kinerja positif dengan adanya pertumbuhan
juga terus memperkuat fundamentalnya melalui serangkaian pendapatan tol, implementasi asset recycling dan penetapan
upaya pengembangan bisnis, optimalisasi biaya, penguatan prioritas program kerja dalam rangka efisiensi beban usaha.
pendanaan, peningkatan kapabilitas human capital serta Seluruh upaya Perseroan dalam menjalankan bisnisnya
pengembangan teknologi. Berbekal keunggulan kompetitif saat dilakukan dengan asas keberlanjutan dengan memperhatikan
ini ditambah kinerja yang tumbuh berkelanjutan dan fundamental keselarasan antara ekonomi, sosial, dan lingkungan.
yang semakin kuat, Perseroan optimis dapat menyambut masa
Jasa Marga consistently leveraged the rapid advancements in
depan yang lebih baik dengan perannya untuk menghubungkan
digital technology to innovate and improve services amid the
Indonesia.
challenges of the COVID-19 pandemic. In 2021, the Company
In 2022, the Company achieved steady and strengthening achieved positive performance growth through toll revenue
performance growth due to strategies that focused on balancing increases, asset recycling implementation, and prioritization
growth and financial sustainability to build resilience. The of work programs aimed at operational cost efficiency. All
Company fortified its fundamentals through various efforts, the Company’s business activities were conducted with a
including business development, cost optimization, funding sustainability principle, emphasizing harmony among economic,
reinforcement, human capital capability enhancement, and social, and environmental factors.
technological advancement. Armed with current competitive
advantages, sustainable performance growth, and strengthened
fundamentals, the Company remained optimistic about its role in
connecting Indonesia and welcoming a brighter future.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 7
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Daftar Isi
Table of Content
Sanggahan dan Batasan Tanggung Jawab
Laporan Manajemen
02 Management Report
3
Disclaimer and Limitation of Liability
Pemberitahuan Tabel dan Grafik
3
Notice of Tables and Graphs
Laporan Dewan Komisaris
52
Tema dan Arti Tema Board of Commissioners’ Report
5
Theme and Its Meaning
Penilaian terhadap Kinerja Direksi mengenai Pengelolaan
Kesinambungan Tema Perseroan
6 53
Theme Continuity Assessment of the Board of Directors’ Performance in
Company Management
Daftar Isi
8 Pandangan atas Prospek Usaha Perseroan
Table of Content 57
Outlook on the Company’s Business Prospects
Keunggulan Utama Jasa Marga Membangun Kinerja Unggul
Pandangan atas Penerapan Tata Kelola
12 The Main Advantages of Jasa Marga Building Excellent 58
Performance Outlook on the Corporate Governance Implementation
Sasaran Strategis dan Kinerja Tahun 2025 Capaian Program Kerja dan Pelaksanaan Tugas
14 Dewan Komisaris
2025 Strategic Targets and Performance 59
Achievements of the Board of Commissioners’ Work
Program and Implementation of Duties
Penilaian Kinerja Dewan Komisaris Tahun 2025
63 Performance Assessment of the Board of Commissioners
Ikhtisar Kinerja Utama in 2025
01 Main Performance Highlights
Penilaian Kinerja Komite yang Berada di bawah
Dewan Komisaris
63
Performance Assessment of Committees under
Ikhtisar Keuangan the Board of Commissioners
20
Financial Highlights
Perubahan Komposisi Dewan Komisaris
24
Ikhtisar Operasional 64
Changes in Board of Commissioners’ Composition
Operational Highlights
Informasi Harga Saham Apresiasi
25 65
Stock Price Information Appreciation
Laporan Analis Perseroan Profil Dewan Komisaris
27 66
Company Analyst Report Board of Commissioners’ Profile
Aksi Korporasi Laporan Direksi
31 68
Corporate Action Board of Directors’ Report
Informasi Penghentian Sementara Perdagangan Saham Kondisi Ekonomi dan Industri 2025
(Suspension) dan/atau Penghapusan Pencatatan Saham 69
31 Economic and Industry Conditions in 2025
(Delisting)
Information on Stocks Suspension and/or Delisting Strategi dan Kebijakan Strategis
71
Strategy and Strategic Policies
Informasi Obligasi, Sukuk, dan/atau Obligasi Konversi
serta Pendanaan Lainnya
32 Peranan Direksi dalam Perumusan Strategi dan Kebijakan
Information on Bonds, Sukuk, and/or Converted Bonds,
Strategis
and other Financing 72
Board of Directors’ Role in Formulating Strategies and
Strategic Policies
Penghargaan dan Sertifikasi
34
Awards and Certifications
Proses yang Dilakukan Direksi untuk Memastikan
Peristiwa Penting 2025 Implementasi Strategi
46 73
Event Highlights 2025 Board of Directors’ Processes to Ensure Strategy
Implementation
Perbandingan antara Hasil yang Dicapai dengan yang
74 Ditargetkan
Comparison between Achievement and Targets
Tantangan dan Kendala yang Dihadapi dan Langkah
76 Penyelesaiannya
Challenges, Obstacles, and Solutions
Penilaian Kinerja Komite di bawah Direksi dan Dasar
Penilaiannya
78
Performance Assessment of Committees under the Board
of Directors and Evaluation Basis
Prospek Usaha
78
Business Prospects
8 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Penerapan Tata Kelola Perusahaan Informasi Perubahan Komposisi Dewan Komisaris dan
80
Corporate Governance Implementation Direksi Setelah Tahun Buku 2025
132
Changes in the Board of Commissioners and the Board of
Perubahan Komposisi Direksi Directors after the 2025 Fiscal Year
82
Changes in Board of Directors’ Composition
Profil Dewan Komisaris
133
Apresiasi Profile of the Board of Commissioners
83
Appreciation
Profil Direksi
139
Profil Direksi Profile of the Board of Directors
84
Board of Directors’ Profile
Profil Komite Audit
146
Surat Pernyataan Anggota Direksi dan Anggota Dewan Profile of the Audit Committee
Komisaris tentang Tanggung Jawab atas Laporan
Tahunan PT Jasa Marga (Persero) Tbk Tahun Buku 2025 Profil Komite Nominasi dan Remunerasi
149
86 Statement of Members of The Board of Directors and Profile of the Nomination and Remuneration Committee
Board of Commissioners on Responsibility for the Annual
Report of PT Jasa Marga (Persero) Tbk for the 2025 Profil Komite Pemantau Risiko dan Hukum
Fiscal Year
152
Profile of the Risk Monitoring and Legal Committee
Profil Komite Tata Kelola Terintegrasi
155
Profile of the Integrated Governance Committee
Profil Sekretaris Dewan Komisaris
164
Profile of the Board of Commissioners Secretary
Profil Perusahaan
03 Company Profile 165
Pejabat Eksekutif
Executive Management
Demografi Karyawan 2024-2025
176
Identitas Jasa Marga Employee Demography 2024-2025
90
Jasa Marga Identity
Pendidikan dan/atau Pelatihan Dewan Komisaris, Direksi,
Riwayat Singkat Perseroan Komite-Komite, Sekretaris Perusahaan, Unit Audit Internal
92 dan Unit Manajemen Risiko
Company Brief History 179
Education and/or Training for Board of Commissioners,
Informasi tentang Perubahan Nama Board of Directors, Committees, Corporate Secretary,
93 Internal Audit Unit, and Risk Management Unit
Information on Name Alteration
Keanggotaan dalam Asosiasi Komposisi Pemegang Saham
94 243
Membership in Association Shareholders Composition
Jejak Langkah Entitas Anak, Ventura Bersama, dan Entitas Asosiasi
95 249
Milestones Subsidiaries, Joint Ventures, and Associate Entities
Wilayah Operasional Perseroan Struktur Grup Perseroan
96 282
Company Operational Area Company’s Group Structure
Akses terhadap Perseroan Kronologi Penerbitan dan/atau Pencatatan Saham
104 284
Access to the Company Chronology of Share Issuance and/or Listing
Visi, Misi, dan Budaya Perseroan Kronologi Penerbitan dan/atau Pencatatan Obligasi
106 285
Vision, Mission, and Corporate Culture Chronology of Bonds Issuance and/or Listing
Bidang Usaha Obligasi Jasa Marga yang Belum Jatuh Tempo
114 288
Line of Business Jasa Marga Outstanding Bonds
Produk dan Jasa yang Dihasilkan (Model Bisnis) Kronologi Penerbitan dan/atau Pencatatan Sukuk
117 293
Products and Services Offered (Business Model) Chronology of Sukuk Issuance and/or Registration
Logo Perseroan Kronologi Penerbitan dan/atau Pencatatan Sumber
126 Pendanaan Lainnya
Company’s Logo 294
Chronology of Other Sources of Funding Issuance and/
Struktur Organisasi or Listing
128
Organization Structure
Lembaga dan/atau Profesi Penunjang
295
Perubahan Komposisi Dewan Komisaris dan Direksi di Supporting Institutions and/or Professions
Tahun Buku 2025
130 Informasi pada Situs Web Perseroan
Changes in the Board of Commissioners and the Board of 298
Directors Composition on 2025 Fiscal Year Information on the Company’s Website
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 9
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Perubahan Kebijakan Akuntansi yang Diterapkan
Analisis dan
Perseroan pada Tahun Buku Terakhir
Pembahasan Manajemen 416
04 Management Discussion and Analysis
Changes in Accounting Policies Implemented by the
Company in the Recent Fiscal Year
Informasi Kelangsungan Usaha
417
Information on Business Continuity
Tinjauan Umum
302
General Overview
Tingkat Kesehatan Perusahaan
418
Company Soundness Level
Tinjauan Operasi per Segmen Usaha
310
Operations Review per Business Segment
Komitmen dan Kontingensi
418
Commitments and Contingencies
Tinjauan Keuangan
343
Financial Overview
Kemampuan Membayar Utang dan Tingkat Kolektibilitas
380 Piutang
Ability to Pay Debt and Collectibility in Receivables
Fungsi Penunjang Bisnis
382
Struktur Modal
Capital Structure
05 Business Support Function
Ikatan Material Investasi Barang Modal
384 Transformasi Berkelanjutan Jasa Marga
Material Commitments for Capital Expenditure 422
Jasa Marga’s Continuous Transformation
Investasi Barang Modal
384 426 Human Capital
Capital Expenditure
Pencapaian Target 2025 dan Target 2026 Strategi Pengelolaan Human Capital
385 427
Achievement of 2025 Targets and 2026 Targets Human Capital Management Strategy
Informasi dan Fakta Material Setelah Tanggal Laporan Pengembangan Organisasi
430
Akuntan Organizational Development
386
Information and Material Facts after the Accountant’s
Report Date Manajemen Human Capital
432
Human Capital Management
Prospek Usaha
388 Pengembangan Karyawan
Business Prospect
436
Employee Development
Aspek Pemasaran
390 Pengelolaan Kinerja
Marketing Aspect
441
Performance Management
Kebijakan dan Pembayaran Dividen
392 Kesejahteraan Karyawan
Dividend Policy and Payments
443
Employee Welfare
Program Kepemilikan Saham oleh Karyawan dan
Manajemen (ESOP/MSOP) Program Pasca Kerja
393 445
Employee and Management Stock Ownership Program Post-Employment Program
(ESOP/MSOP)
Penghargaan kepada Karyawan
Program Employee Stock Allocation (ESA) 446
Employee Recognition
394
Employee Stock Allocation (ESA) Program
Hubungan Industrial
Realisasi Penggunaan Dana Hasil Penawaran Umum 447
Industrial Relations
395
Realization of Use of Public Offering Proceeds
Teknologi Informasi
Informasi Material Mengenai Investasi, Ekspansi, 448
Information Technology
Divestasi, Penggabungan/Peleburan Usaha, Akuisisi,
Restrukturisasi Utang dan Modal, Transaksi Material, dan
Transaksi Afiliasi
398
Material Information Regarding Investment, Expansion,
Divestment, Merger/Consolidation, Acquisition, Debt and
Capital Restructuring, Material Transactions, and Affiliated
Transactions
Informasi Transaksi dengan Pihak Berelasi atau Benturan
Kepentingan
403
Information on Transactions with Related Parties or
Conflicts of Interest
Kepatuhan Pembayaran Pajak
411
Tax Payment Compliance
Perubahan Peraturan Perundang-undangan terhadap
Perseroan pada Tahun Buku Terakhir
412
Changes to the Laws and Regulations on the Company in
the Recent Fiscal Year
10 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Kode Etik
742
Tata Kelola Perusahaan
06
Code of Conduct
Corporate Governance
Kebijakan Anti Korupsi/Anti-Fraud dan Sosialisasinya
746
Anti-Corruption/Anti-Fraud Policies and the Dissemination
Penerapan Tata Kelola Perusahaan yang Baik Pengendalian Gratifikasi
458 749
Implementation of Good Corporate Governance Gratification Control
Perkembangan Penerapan Tata Kelola Perusahaan yang Kebijakan Pengadaan Barang dan Jasa
Baik di Lingkup Perseroan Penetapan Standar Kualitas 756
Procurement Policy
GCG di Lingkup Perseroan
465
Development of Good Corporate Governance Laporan Harta Kekayaan Penyelenggara Negara (LHKPN)
Implementation in the Establishment of GCG Quality 761
State Officials’ Wealth Report (LHKPN)
Standards in the Company
762 Whistleblowing System
Struktur Organ Tata Kelola Perusahaan
490
Corporate Governance Structure Kebijakan Insider Trading
767
Insider Trading Policy
Pemegang Saham dan Rapat Umum Pemegang Saham
494
Shareholders and General Meetings of Shareholders Informasi tentang Pembelian Kembali Saham dan Obligasi
768
Information on Share and Bond Buybacks
Dewan Komisaris
531
Board of Commissioners Penyediaan Dana untuk Kegiatan Politik
768
Fund Provision for Political Activities
Komisaris Independen
557
Independent Commissioner Transparansi Praktik Bad Governance
768
Transparency of Bad Governance Practices
Direksi
559
Board of Directors Tata Kelola Teknologi Informasi
769
Information Technology Governance
Penilaian Kinerja Dewan Komisaris dan Direksi
581 Performance Assessment of the Board of Commissioners
and Board of Directors
Rapat Dewan Komisaris dan Direksi
584
Board of Commissioners and Board of Directors Meetings
Tanggung Jawab Sosial
Nominasi dan Remunerasi bagi Dewan Komisaris dan Direksi
dan Lingkungan
591 Nomination and Remuneration for the Board of
Commissioners and Board of Directors 07 Social and Environmental Responsibility
Hubungan Dewan Komisaris dan Direksi
Tanggung Jawab Sosial dan Lingkungan 2025
596 Relationship between the Board of Commissioners and 776
Board of Directors Social and Environmental Responsibility 2025
Pengungkapan Hubungan Afiliasi
597
Disclosure of Affiliated Relationship
Keberagaman Komposisi Dewan Komisaris dan Direksi
599 Board of Commissioners and Board of Directors Referensi POJK, SEOJK,
dan Kriteria ARA
08 Reference of POJK, SEOJK, and ARA Criteria
Composition Diversity
Organ dan Komite di bawah Dewan Komisaris
606
Organs and Committees under the Board of Commissioners
Organ dan Komite di bawah Direksi Referensi POJK No. 29/POJK.04/2016 dan
663 SEOJK No. 14/SEOJK.04/2021
Organs and Committees under the Board of Directors 780
POJK No. 29/POJK.04/2016 and SEOJK
Kantor Akuntan Publik No. 16/ SEOJK.04/2021 Reference
704
Public Accounting Firm
Kriteria Annual Report Award (ARA)
Manajemen Risiko 799
Annual Report Award (ARA) Criteria
706
Risk Management
Sistem Pengendalian Internal
732
Internal Control System
Kebijakan Pemberian Kompensasi Jangka Panjang Laporan Keuangan
Konsolidasian
09 Consolidated Financial Statement
735 Berbasis Kinerja
Performance-Based Long-Term Compensation Policy
Perkara Hukum
735
Legal Issues PT Jasa Marga (Persero) Tbk dan Entitas Anaknya
824
PT Jasa Marga (Persero) Tbk and Its Subsidiaries
Kebijakan Pengungkapan Informasi
740
Information Disclosure Policy
Komunikasi dan Akses Informasi dan Data Perseroan
untuk Pemegang Saham dan Masyarakat
740
Communication and Access to Company Information and
Data for Shareholders and the Public
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 11
Page 12
Keunggulan Utama Jasa Marga
Membangun Kinerja Unggul
The Main Advantages of Jasa Marga Building
Excellent Performance
Dukungan Keuangan yang Solid Pengoperasian Jalan Tol Terpanjang,
Solid Financial Support Inovatif dan Berkelanjutan
Operation of the Longest, Most
Innovative, and Sustainable Toll Roads
• Didukung 13 ruas jalan tol mature yang
optimal dan produktif.
• Kinerja semakin kuat dari kontribusi jalan tol • Lebih dari 48 tahun memimpin industri jalan
baru. tol Indonesia.
• Rasio keuangan terjaga melalui manajemen • 1.294 km jalan tol yang menghubungkan
portofolio efektif. negeri, dari barat hingga timur.
• Relasi strategis membuka akses pendanaan • Pelayanan prima: menghadirkan perjalanan
kompetitif. yang aman, nyaman, dan andal.
• Supported by 13 mature toll roads that are • More than 48 years of leadership in the
optimal and productive. Indonesian toll road industry.
• Stronger performance from the contribution • 1,294 km of toll roads connecting the
of new toll roads. country, from west to east.
• Financial ratios maintained through effective • Excellent service: providing safe,
portfolio management. comfortable, and reliable travel.
• Strategic relationships open up access to
competitive funding.
12 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 13
Competitive Human Capital Resilient Industry
• Human capital berpengalaman & kompeten di
industri jalan tol. • Kinerja bisnis dan operasional pulih dengan
• Produktivitas terjaga lewat peran strategis cepat meski menghadapi perubahan
Jasa Marga Grup. eksternal.
• Teknologi terintegrasi: Jasa Marga • Tren positif ditopang oleh peningkatan
Performance Development (JMPD) dan pendapatan non-konstruksi dan EBITDA
Human Capital Information System (HCIS). yang konsisten tumbuh dalam 5 tahun
• Regenerasi kepemimpinan Perseroan terakhir.
ditopang oleh 78,9% milenial di level BOD-1 • Dukungan pemerintah dalam menciptakan
dan 47,3% perempuan dalam Nominated iklim investasi yang kondusif melalui
Talent, serta diperkuat melalui program Undang-Undang Pembebasan Lahan,
sertifikasi, pengembangan digital talent, dan penerapan teknologi untuk efisiensi,
JM-Click e-learning. serta komitmen pemenuhan Perjanjian
• Mendukung terciptanya lingkungan kerja Pengusahaan Jalan Tol (PPJT).
yang sehat, aman, dan nyaman untuk
mendukung peningkatan kinerja melalui • Business and operational performance
penyediaan program konseling dan daycare. recovered quickly despite external changes.
• Positive trends are supported by an increase
• Experienced and competent human capital in in non-construction revenue and consistent
the toll road industry. EBITDA growth over the past five years.
• Productivity is maintained through the • A conducive investment climate through land
strategic role of the Jasa Marga Group. acquisition laws, the application of technology
• Integrated technology: Jasa Marga for efficiency, and a commitment to fulfill the
Performance Development (JMPD) and Toll Road Concession Agreement (PPJT).
Human Capital Information System (HCIS).
• The Company’s leadership regeneration is
supported by 78.9% millennials at the BOD-1
level and 47.3% women in Nominated Talent,
and is strengthened through certification
programs, digital talent development, and
JM-Click e-learning.
• Supporting the creation of a healthy, safe,
and comfortable working environment to
enhance performance through the provision
of counselling and daycare programmes.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 13
Page 14
Sasaran
Strategis dan
Kinerja 2025
2025 Strategic Targets
and Performance
Strategi Komersial, Bisnis & Operasi
Commercial, Business & Operational Strategies
Bisnis Konsesi
Concession Business
Berfokus pada optimalisasi kinerja portofolio jalan tol melalui Focusing on optimizing toll road portfolio performance through
standardisasi biaya operasi dan preservasi untuk meningkatkan standardization of operating and preservation costs to improve
efisiensi, serta pelaksanaan inisiatif penyehatan dan asset recycling efficiency, as well as implementing revitalization and asset recycling
guna meningkatkan nilai dan kontribusi aset terhadap portofolio. initiatives to increase the value and contribution of assets to the
portfolio.
Kinerja 2025
2025 Performance
Pendapatan tol konsolidasi Volume lalu lintas
Consolidated toll revenue Trafic Volume
Rp18,15 1,31
triliun | trillion miliar transaksi | billion transactions
yaitu meningkat sebesar yaitu meningkat sebesar
which increased by which increased by
5,41% 0,35%
Bisnis Pendukung Jalan Tol (Pengoperasian dan Preservasi)
Toll Road Support Business (Operation and Preservation)
Berfokus pada ekspansi pasar dengan memanfaatkan keunggulan Focusing on market expansion by leveraging our strengths as a
sebagai penyedia layanan pengoperasian dan preservasi jalan tol, provider of toll road operation and preservation services, through
melalui peralihan dari operasi berbasis tenaga kerja ke teknologi the transition from labor-based operations to technology through
melalui digitalisasi, pengembangan solusi teknologi seperti Electronic digitalization, the development of technological solutions such as
Toll Collection (ETC), peningkatan kualitas material dan standar Electronic Toll Collection (ETC), improvements in material quality and
pekerjaan preservasi, serta peningkatan integrasi operasi melalui preservation work standards, and increased operational integration
penguatan kapabilitas personel dan penyatuan sistem komunikasi. through strengthening personnel capabilities and unifying
communication systems.
14 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 15
Kinerja 2025: Bisnis Pengoperasian Kinerja 2025: Bisnis Preservasi
2025 Performance: Operation Business 2025 Performance: Preservation Business
Pendapatan Usaha Pendapatan Usaha
Operating Revenue Operating Revenue
Rp2,33 Rp3,34
Layanan pengoperasian
triliun | trillion jalan tol untuk: triliun | trillion
Kontrak Preservasi Jalan Tol
Toll road operation services for: Toll Road Preservation Contract
36 Ruas Tol
Toll Roads
30 Ruas Tol
Toll Roads
1.452 km 1.187 km
Bisnis Prospektif Kinerja 2025: Bisnis Prospektif
Prospective Business 2025 Performance: Prospective Business
Berfokus pada peningkatan utilisasi aset non-tol guna
mendorong pertumbuhan pendapatan non-tol sekaligus
memperkuat brand image Jasa Marga.
Focusing on increasing the utilization of non-toll assets to drive
non-toll revenue growth while strengthening Jasa Marga’s
brand image.
Pendapatan Usaha
Operating Revenue
Peresmian Travoy Hub
Rp1,04 Taman Mini
Inauguration of Taman Mini
triliun | trillion Travoy Hub
SPKLU 27
172
Travoy Rest
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 15
Page 16
Strategi Inovasi & Customer Kinerja 2025
Experience 2025 Performance
Innovation & Customer
Experience Strategy • Peningkatan downloader aplikasi Travoy sebesar 48,2% dan monthly active
user sebesar 37,1% terhadap tahun 2024.
Berfokus pada pengembangan dan komersialisasi • Aplikasi Travoy dilengkapi Fitur ‘Digital Receipt’ memungkinkan pengguna
produk serta layanan yang berorientasi pada pelanggan mengunduh histori transaksi di jalan tol, Fitur ‘Towing’ di ruas Jagorawi,
melalui inovasi dan kolaborasi, dengan inisiatif untuk Cawang-Tomang-Pluit dan Sedyatmo, serta mengintegrasikan layanan
Travoy Go dalam aplikasi Travoy.
meningkatkan pengalaman dan keterlibatan pelanggan
• Travoy Pay berekspansi sebagai solusi pembayaran digital terintegrasi
melalui pemanfaatan Travoy serta berbagai inovasi layanan
payment gateway, mendukung Point of Sales (POS), Payment Point Online
berbasis teknologi. Selain itu, Jasa Marga memperluas kerja
Banking (PPOB), dan “Take n Go” untuk mendukung transaksi yang lebih
sama dengan mitra strategis dan pemangku kepentingan cepat pada bazar makanan, UMKM, dan ritel di Jabodetabek.
guna mempercepat pengembangan serta komersialisasi • Layanan parkir digital Travoy Park berbasis RFID sudah digunakan di
layanan inovatif, termasuk layanan digital yang dikelola berbagai lokasi penting, seperti RS Brawijaya Duren Tiga, Universitas Katolik
Anak Perusahaan dan pengembangan solusi baru yang Parahyangan, Kantor Pusat Jasa Marga, Travoy Hub, Stasiun LRT TMII, BP
mendukung ekosistem jalan tol. BUMN, dan RS Pertamina Jaya Jakarta.
Focusing on the development and commercialization • A 48.2% increase in Travoy app downloads and a 37.1% increase in monthly
of customer-oriented products and services through active users compared to 2024.
innovation management and collaboration, with initiatives • The Travoy application is equipped with a “Digital Receipt” feature that allows
to enhance customer experience and engagement users to download their toll road transaction history, a “Towing” feature on the
through the use of Travoy and various technology-based Jagorawi, Cawang-Tomang-Pluit and Sedyatmo sections, and integrates the
service innovations. In addition, Jasa Marga is expanding Travoy Go service into the Travoy application.
its cooperation with strategic partners and stakeholders • Travoy Pay is expanding as an integrated digital payment solution and payment
gateway, supporting Point of Sales (POS), Payment Point Online Banking
to accelerate the development and commercialization of
(PPOB), and ‘Take n Go’ to enable faster transactions at food bazaars, MSMEs,
innovative services, including digital services managed by
and retail outlets across the Greater Jakarta area (Jabodetabek).
its subsidiaries and the development of new solutions that • Travoy Park’s RFID-based digital parking service has been implemented at
support the toll road ecosystem. various key locations, including Brawijaya Duren Tiga Hospital, Parahyangan
Catholic University, Jasa Marga Head Office, Travoy Hub, TMII LRT Station, BP
BUMN, and Pertamina Jaya Hospital Jakarta.
Kinerja 2025
Strategi
2025 Performance
Pengembangan Bisnis
Business Development
Strategy • Pengoperasian Tol Solo–Yogyakarta–NYIA Kulon Progo Paket 1.2A (Klaten–
Prambanan) sepanjang 7,85 km menambah total panjang tol beroperasi
Diarahkan pada transisi menuju model investasi brownfield menjadi 1.294 km.
dan perluasan pasar internasional, dengan fokus pada • Penandatanganan Perjanjian Pengusahaan Jalan Tol (PPJT) ruas Bogor -
pemutakhiran pedoman investasi melalui peningkatan Serpong.
kriteria kelayakan dan fungsi monitoring evaluasi, ekspansi • The operation of the Solo–Yogyakarta–NYIA Kulon Progo Toll Road Package
ke pasar regional, serta penerapan model bisnis berbasis 1.2A (Klaten–Prambanan) with a length of 7.85 km brings the total length of
investasi untuk pengembangan aset brownfield. operational toll roads to 1,294 km.
Directed towards the transition to a brownfield investment • Signing of the Toll Road Concession Agreement (PPJT) for the Bogor -
model and international market expansion, with a focus Serpong section.
on updating investment guidelines by improving eligibility
criteria and monitoring and evaluation functions, expanding
into regional markets, and implementing investment-based
business models for brownfield asset development.
Strategi Teknologi Kinerja 2025
2025 Performance
Technology Strategy
Berfokus pada pengembangan kapasitas dan infrastruktur iRAP Star Rating Early Warning System
teknologi untuk mendukung pengambilan keputusan
berbasis data (data-driven), dengan mengimplementasikan
data warehouse dan platform business intelligence, 5 Ruas Jalan Tol
Toll Roads 23 Titik
Point
peningkatkan evolusi data analytics dari fase deskriptif
956
menuju preskriptif, dan penyempurnaan Masterplan IT. Smart Penerangan Jalan Umum (PJU) Tiang
Focusing on developing technological capacity and Smart Street Lighting Poles
infrastructure to support data-driven decision making, by
implementing data warehouses and business intelligence
platforms, advancing data analytics from the descriptive to
the prescriptive phase, and refining the IT Master Plan.
16 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 17
Kinerja 2025
Strategi Finansial 2025 Performance
Financial Strategy
Weighted Average Cost of EBITDA Margin
Debt (WACD) Jasa Marga Grup
Berfokus pada efisiensi biaya keuangan melalui pendanaan
alternatif dan meningkatkan pengelolaan portofolio Turun sebesar 0,04% dibandingkan
tahun sebelumnya menjadi
Perseroan melalui integrated asset management.
Decreased by 0.04% compared to the
Focusing on financial cost efficiency through alternative previous year to
funding and improving corporate portfolio management
through integrated asset management.
6,73% 67,00%
Penerbitan PUB Obligasi Berkelanjutan
III Tahap II Tahun 2025 sebesar
The Issuance of Shelf-Registration
Rp1 Triliun
Trillion
Bonds III Phase II in 2025 amounting to
Strategi Kinerja 2025
2025 Performance
Organisasi dan SDM
Organizational and Human
Capital (HC) Strategy Biaya Pengembangan Jumlah Peserta
Kompetensi Pelatihan
Berfokus pada restrukturisasi organisasi, peningkatan
Competency Total Training
kompetensi, dan pembentukan layanan bersama melalui
Development Costs Participants
restrukturisasi fungsi dan manajemen SDM end-to-end,
penguatan shared service center (SSC), program upskilling
Rp24,02 Miliar
Billion 16.810 Orang
People
berbasis kompetensi, serta internalisasi budaya kerja
berlandaskan nilai JSMR MOVE.
Focusing on organizational restructuring, competency
improvement, and the establishment of shared services
through the restructuring of end-to-end HR functions and
management, the strengthening of shared service centers
(SSCs), competency-based upskilling programs, and the
internalization of a work culture based on JSMR MOVE
values.
Strategi Enviromental, Kinerja 2025
2025 Performance
Social and Governance
(ESG)
• Perseroan mengintegrasikan ESG ke dalam strategi korporasi melalui
Environmental, Social, and Road Map ESG 2025–2029 dan Pilar Keberlanjutan (Lingkungan,
Governance (ESG) Strategy Sosial, dan Tata Kelola) sebagai dasar pengelolaan risiko, peluang
bisnis, dan penciptaan nilai jangka panjang.
Berfokus pada pada peningkatan penerapan inisiatif hijau • Jasa Marga memperoleh ESG Risk Rating Sustainalytics sebesar 10,7
(Low Risk), mencerminkan pengelolaan risiko ESG yang baik dan
dalam operasional utama, seperti penghijauan koridor dan
melampaui rata-rata BUMN.
penggunaan energi surya, sekaligus membuka peluang
penerbitan pendanaan hijau. • The company integrates ESG into its corporate strategy through the
Focusing on increasing the implementation of green 2025–2029 ESG Road Map and Sustainability Pillars (Environmental,
Social, and Governance) as the basis for managing risk, business
initiatives in key operations, such as greening corridors
opportunities, and long-term value creation.
and using solar energy, while opening up opportunities for
• Jasa Marga obtained a Sustainalytics ESG Risk Rating of 10.7 (Low
green financing.
Risk), reflecting good ESG risk management and exceeding the
average for state-owned enterprises.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 17
Page 18
01 Ikhtisar
Kinerja Utama
Main Performance Highlights
Ikhtisar Keuangan Informasi Obligasi, Sukuk, dan/atau Obligasi Konversi
20
Financial Highlights serta Pendanaan Lainnya
32
Information on Bonds, Sukuk and/or Converted Bonds and
Ikhtisar Operasional Other Financing
24
Operational Highlights
Penghargaan dan Sertifikasi
Informasi Harga Saham 34
25 Awards and Certifications
Stock Price Information
Peristiwa Penting
Laporan Analis Perseroan 46
27 Highlight Events
Company Analyst Report
Aksi Korporasi
31
Corporate Action
Informasi Penghentian Sementara Perdagangan Saham
(Suspension) dan/atau Penghapusan Pencatatan Saham
31
(Delisting)
Information on Stocks Suspension and/or Delisting
Fondasi keuangan yang kuat, model
bisnis yang resilient, serta fokus pada
optimalisasi dan inovasi menjadi
pendorong utama kinerja Jasa Marga
dalam menciptakan nilai jangka panjang.
A strong financial foundation, a resilient business
model, and a focus on optimization and innovation
are the main drivers of Jasa Marga’s performance
in creating long-term value.
18 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 19
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 19
Page 20
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Ikhtisar Keuangan
Financial Highlights
Tabel Historis Ikhtisar Keuangan Periode 2021-2025 (dalam miliar Rupiah, kecuali dinyatakan lain)
Table of Historical Financial Highlights for the 2021-2025 Period (in billion Rupiah, unless stated otherwise)
Uraian 2025 2024* 2023 2022 2021
Description
Laporan Laba Rugi dan Penghasilan Komprehensif Lainnya Konsolidasian
Consolidated Statement of Profit or Loss and Other Comprehensive Income
Pendapatan Usaha
19.811 18.734 15.566 13.783 11.776
Operating Revenues
Pendapatan Tol
18.153 17.222 13.948 12.444 10.786
Toll Operating Revenues
Pendapatan Usaha Lain
1.658 1.512 1.618 1.339 990
Other Operating Revenues
Pendapatan Konstruksi
10.079 13.022 5.753 2.800 3.393
Construction Revenues
Beban Pendapatan
(18.104) (20.445) (12.360) (9.165) (8.695)
Cost of Revenues
Laba Usaha
9.646 9.508 11.322 7.383 6.720
Profit from Operations
EBITDA
13.274 12.615 9.912 8.680 7.676
EBITDA
Laba Sebelum Pajak Penghasilan
6.354 5.763 7.926 3.726 2.072
Profit Before Income Tax
Beban Pajak Penghasilan
(1.547) (158) (1.177) (1.402) (1.201)
Income Tax Expense
Laba Tahun Berjalan yang Dapat Diatribusikan kepada:
Profit for the Year Attributable to:
Pemilik Entitas Induk
3.660 4.533 6.794 2.747 1.615
Owners of the Parent Entity
Kepentingan Non Pengendali
1.147 1.073 (44) (423) (744)
Non-controlling Interest
Total Laba (Rugi) Tahun Berjalan
4.807 5.606 6.749 2.324 871
Total Profit (Loss) for the Year
Total Penghasilan Komprehensif Tahun Berjalan yang Dapat Diatribusikan kepada:
Total Comprehensive Income for the Year Attributable to:
Pemilik Entitas Induk
3.456 4.415 6.620 1.239 1.532
Owners of the parent entity
Kepentingan Non Pengendali
1.147 1.053 (33) (422) (744)
Non-controlling Interest
Total Penghasilan Komprehensif Tahun Berjalan
4.603 5.468 6.587 818 788
Total Comprehensive Income for the Year
Laba per Saham (Rupiah Penuh)
504 625 936 378 222
Earnings per Share (Full Rupiah)
*) Disajikan kembali (lihat Catatan 51) dan Direklasifikasi (lihat Catatan 52) pada Laporan Keuangan Konsolidasian PT Jasa Marga (Persero) Tbk 31 Desember 2025.
*) Restated (see Note 51) and reclassified (see Note 52) in the Consolidated Financial Statements of PT Jasa Marga (Persero) Tbk as at December 31, 2025.
20 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 21
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Historis Ikhtisar Keuangan Periode 2021-2025 (dalam miliar Rupiah, kecuali dinyatakan lain)
Table of Historical Financial Highlight for the Period of 2021-2025 (in billion Rupiah, unless stated otherwise)
Uraian 2025 2024* 2023* 2022 2021
Description
Posisi Keuangan Konsolidasian
Consolidated Statements of Financial Position
Total Aset
159.995 148.717 134.732 91.139 101.243
Total Assets
Total Liabilitas
97.634 89.883 95.004 65.518 75.743
Total Liabilities
Total Ekuitas
62.362 58.833 39.728 25.621 25.500
Total Equity
Belanja Modal
13.582 15.093 12.128 7.915 5.836
Capital Expenditure
Investasi pada Entitas Asosiasi dan Ventura Bersama
5.924 5.609 6.156 8.974 6.537
Investment in Associates and Joint Ventures
Modal Kerja Bersih
(11.197) (13.506) (14.846) 344 (1.653)
Net Working Capital
Arus Kas Konsolidasian
Consolidated Cash Flows
Arus Kas dari Aktivitas Operasi
5.661 5.904 4.166 4.022 2.765
Cash Flows from Operating Activities
Arus Kas dari Aktivitas Investasi
(13.224) (13.401) (8.324) (1.640) (3.906)
Cash Flows from Investing Activities
Arus Kas dari Aktivitas Pendanaan
9.191 7.924 168 (62) 2.992
Cash Flows from Financing Activities
Kenaikan Neto Kas dan Setara Kas
1.628 427 (3.990) 2.320 1.851
Net Increase of Cash and Cash Equivalents
Kas dan Setara Kas pada Awal Tahun
5.123 4.696 8.429 6.279 4.597
Cash and Cash Equivalents at Beginning of the Year
Kas dan Setara Kas pada Akhir Tahun
6.751 5.123 4.439 8.429 6.279
Cash and Cash Flows at End of Year
Rasio Keuangan Utama (%)
Main Financial Ratios (%)
Rasio Laba (Rugi) terhadap Aset
2,3 3,1 5,0 3,0 1,6
Return on Asset Ratio
Rasio Laba (Rugi) terhadap Ekuitas
5,9 7,7 17,1 10,7 6,3
Return on Equity Ratio
Marjin Laba (Rugi) terhadap Pendapatan Usaha
18,5 24,2 43,6 19,9 13,7
Gross Margin Ratio
Rasio Lancar
57,9 33,4 33,3 102,8 86,2
Current Ratio
Rasio Liabilitas terhadap Jumlah Ekuitas
156,6 152,8 239,1 255,7 297,0
Debt to Equity Ratio
Rasio Liabilitas terhadap Jumlah Aset
61,0 60,4 70,5 71,9 74,8
Debt to Asset Ratio
EBITDA Margin 67,0 67,3 63,7 63,0 65,2
*) Disajikan kembali (lihat Catatan 51) dan Direklasifikasi (lihat Catatan 52) pada Laporan Keuangan Konsolidasian PT Jasa Marga (Persero) Tbk 31 Desember 2025.
*) Restated (see Note 51) and reclassified (see Note 52) in the Consolidated Financial Statements of PT Jasa Marga (Persero) Tbk as at December 31, 2025.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 21
Page 22
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Grafik Pendapatan Usaha di Luar Grafik Beban Pendapatan
Pendapatan Konstruksi 2021-2025 di Luar Beban Konstruksi 2021-2025
Chart of Non-Construction (dalam miliar Rupiah) Chart of Non-Construction Operating (dalam miliar Rupiah)
Operating Revenue in 2021-2025 (in billion Rupiah) Cost in 2021-2025 (in billion Rupiah)
19.811 18.734 15.566 13.783 11.776 8.082 7.495 6.643 6.392 5.334
2025 2024 2023 2022 2021 2025 2024 2023 2022 2021
Grafik Laba Usaha 2021-2025 Grafik Laba Sebelum Pajak Penghasilan 2021-2025
Chart of Profit from Operations Chart of Profit Before Income Tax in 2021-2025
in 2021-2025 (dalam miliar Rupiah) (dalam miliar Rupiah)
(in billion Rupiah) (in billion Rupiah)
9.646 9.508 11.322 7.383 6.720 6.354 5.763 7.926 3.726 2.072
2025 2024 2023 2022 2021 2025 2024 2023 2022 2021
Grafik Laba Tahun Berjalan yang Grafik Laba Bersih per Saham 2021-2025
dapat Diatribusikan kepada Pemilik Chart of Earnings per Share in 2021-2025
Entitas Induk 2021-2025
Chart of Profit for the Year
Attributable to Owners of the (dalam miliar Rupiah) (dalam miliar Rupiah)
Parent Entity in 2021-2025 (in billion Rupiah) (in billion Rupiah)
3.660 4.533 6.794 2.747 1.615 504 625 936 378 223
2025 2024 2023 2022 2021 2025 2024 2023 2022 2021
22 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Grafik EBITDA 2021-2025 (dalam miliar Rupiah) Grafik Total Aset 2021-2025 (dalam miliar Rupiah)
Chart of EBITDA 2021-2025 (in billion Rupiah) Chart of Total Assets in 2021-2025 (in billion Rupiah)
13.274 12.615 9.912 8.680 7.676 159.995 148.717 134.732 91.139 101.243
2025 2024 2023 2022 2021 2025 2024 2023 2022 2021
Grafik Total Liabilitas 2021-2025 (dalam miliar Rupiah) Grafik Total Ekuitas 2021-2025 (dalam miliar Rupiah)
Chart of Total Liabilities in 2021-2025 (in billion Rupiah) Chart of Total Equity in 2021-2025 (in billion Rupiah)
97.634 89.883 95.004 65.518 75.743 62.362 58.833 39.728 25.621 25.500
2025 2024 2023 2022 2021 2025 2024 2023 2022 2021
Pendapatan Usaha di Luar
Pendapatan Konstruksi Tahun 2025
Non-Construction Operating Revenue 2025
5,75%
Rp19,81 triliun | trillion
EBITDA
5,22%
Rp13,27 triliun | trillion
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 23
Page 24
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Ikhtisar Operasional
Operational Highlights
Tabel Historis Ikhtisar Operasional Periode 2021-2025 (dalam miliar Rupiah, kecuali dinyatakan lain)
Table of Historical Operational Highlights for the 2021-2025 Period (in billion Rupiah, unless stated otherwise)
Uraian 2025 2024 2023 2022 2021
Description
Panjang Jalan Tol Beroperasi (km)
1.294 1.286 1.264 1.260 1.246
Total Length of Operated Toll Roads (km)
Hak Konsesi Jalan Tol (km)
1.736 1.736 1.736 1.906 1.603
Toll Roads Concession Rights (km)
Volume Lalu Lintas Transaksi (Jutaan Kendaraan)
1.306 1.302 1.292 1.230 1.066
Transaction Traffic Volume (million vehicles)
Volume Lalu Lintas Transaksi Harian Rata-rata (Ribuan
Kendaraan)
3.579 3.567 3.538 3.370 2.922
Average Daily Traffic Transactions Volume (thousand
vehicles)
Pendapatan Tol Harian Rata-rata (Jutaan Rupiah)
57.930 46.956 37.723 34.093 29.552
Average Daily Toll Road Revenue (million Rupiah)
Jumlah Karyawan Konsolidasi (Orang)
7.833 7.919 7.949 7.990 8.160
Number of Employees (People)
Jumlah Petugas Customer Service (Orang)
2.768 2.356 2.776 2.726 3.490
Number of Customer Service Officers (People)
Pemenuhan Standar Pelayanan Minimal (SPM)
100% 100% 100% 100% 100%
Minimum Standard of Services (SPM) Compliance
Panjang Jalan Tol Operasi 2021-2025 Hak Konsesi Jalan Tol 2021-2025
Total Length of Operated Toll Roads in 2021-2025 Total Roads Concession Rights in 2021-2025
(dalam km) (dalam km)
(in km) (in km)
1.294 1.286 1.264 1.260 1.246 1.736 1.736 1.736 1.906 1.603
2025 2024 2023 2022 2021 2025 2024 2023 2022 2021
24 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 25
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Informasi Harga Saham
Stock Price Information
Tabel Harga, Volume, dan Kapitalisasi Saham JSMR 2024-2025
Table of JSMR Stocks Price, Volume, and Market Capitalization in 2024-2025
Harga per Saham (Rupiah Penuh) Jumlah Saham Volume
Kapitalisasi Pasar
Price per Share (Full Rupiah) Beredar Transaksi
(Rp triliun)
Periode (lembar) (lembar)
Market
Periode Pembukaan Tertinggi Terendah Penutupan Total Shares Transaction
Capitalization
Opening Highest Lowest Closing Outstanding Volume
(Rp trillion)
(Shares) (Shares)
2025
Triwulan I
4.340 4.590 3.560 3.980 7.257.871.200 223.468.800 28,9
1st Quarter
Triwulan II
3.590 4.630 3.480 3.650 7.257.871.200 311.292.100 26,5
2nd Quarter
Triwulan III
3.620 3.750 3.200 3.480 7.257.871.200 381.654.600 25,3
3rd Quarter
Triwulan IV
3.450 4.180 3.330 3.410 7.257.871.200 420.529.000 24,7
4th Quarter
2024
Triwulan I
4.870 5.700 4.610 5.550 7.257.871.200 442.460.000 40,3
1st Quarter
Triwulan II
5.600 5.700 4.630 4.980 7.257.871.200 289.853.400 36,1
2nd Quarter
Triwulan III
4.980 5.600 4.770 4.930 7.257.871.200 459.895.900 35,8
3rd Quarter
Triwulan IV
4.960 4.990 3.940 4.330 7.257.871.200 260.305.900 31,4
4th Quarter
Grafik Pergerakan Harga dan Volume Saham JSMR Tahun 2024-2025
JSMR Stocks Price and Volume Movement Chart in 2024-2025
5.500
5.000
4.500
4.000
3.500
3.410
0
40M
20M
9,532M
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2024 2025
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 25
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Pergerakan Harga Penutupan Saham Triwulanan Tahun 2024-2025
(dalam Rp Penuh)
Quarterly Closing Stock Price Movements in 2024-2025 (in Full Amount Rupiah)
6.000 5.550
4.980 4.930
5.000
4.330
4.000
3.980
3.000 3.650
3.480
3.410
2.000
1.000
0
Triwulan I Triwulan II Triwulan III Triwulan IV
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
2024 2025
Pergerakan Volume Saham Triwulanan Tahun 2024-2025
(dalam jutaan transaksi)
Quarterly Stock Volume Movement in 2024-2025 (in millions of transaction)
500
459,9
442,5
450 420,5
400 381,7
350
311,3
300
260,3
289,9
250 223,5
200
150
100
50
0
Triwulan I Triwulan II Triwulan III Triwulan IV
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
2024 2025
Kapitalisasi Pasar Saham Tahun 2024-2025
(dalam Rp triliun)
Quarterly Stock Market Capitalization in 2024-2025 (in trillion Rupiah)
50
45
40,3
40
36,1 35,8
35
31,4
30
28,9
25
26,5
25,3 24,7
20
15
10
5
0
Triwulan I Triwulan II Triwulan III Triwulan IV
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
2024 2025
26 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 27
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Laporan Analis Perseroan
Company Analyst Report
Tabel Hasil Laporan Analis terhadap Perseroan Tahun 2025
Table of Analyst Report Results for the Company in 2025
Target
Sekuritas - Harga
Tanggal Analis Rekomendasi (Rp) Ringkasan
No.
Date Security - Recommendation Target Summary
Analyst Price
(Rp)
Jasa Marga mencatat laba inti 4Q24 yang lebih tinggi sebesar
+36%, didorong oleh pertumbuhan pendapatan tol sebesar +23%
YoY, meskipun pertumbuhan lalu lintas secara keseluruhan relatif
stagnan dengan +0,8% YoY. Kontribusi pendapatan dari ruas tol
baru menunjukkan peningkatan terhadap total pendapatan tol,
yaitu sebesar 48,95% pada tahun 2024 dibandingkan tahun 2023
sebesar 46,88%. Dari sisi biaya utang, tercatat kenaikan sebesar
8 basis poin YoY, namun Perseroan berhasil menurunkan beban
keuangan sebesar -13,4% QoQ. Perseroan juga meningkatkan
5 Maret Interest Coverage Ratio secara YoY menjadi 3,13% yang mana
2025 UBS - Joshua pencapaian ini didukung oleh equity financing dari PT Jasamarga
1. Buy 6.450
March 5, Tanja Transjawa Tol (JTT).
2025 Jasa Marga recorded a higher core profit of +36% in 4Q24, driven
by toll revenue growth of +23% YoY, despite relatively stagnant
overall traffic growth of +0.8% YoY. The contribution of revenue
from new toll road sections increased total toll revenue by 48.95%
in 2024, compared to 46.88% in 2023. In terms of debt costs,
there was an increase of 8 basis points YoY, but the Company
managed to reduce its financial expenses by -13.4% QoQ. The
Company also improved its Interest Coverage Ratio YoY to 3.13%,
supported by equity financing from PT Jasamarga Transjawa Tol
(JTT).
Perseroan mencatatkan kinerja solid pada FY24, dengan
pertumbuhan pendapatan dan EBITDA masing-masing sebesar
+26% dan +36% YoY. Pertumbuhan pendapatan didorong oleh
penyesuaian tarif pada ruas tol baru serta rekonsolidasi tiga
ruas tol di tengah pertumbuhan lalu lintas yang relatif moderat.
Perseroan juga menunjukkan struktur keuangan yang secara
signifikan lebih baik, dengan rasio Net Debt to Equity dan
Net Debt to EBITDA turun menjadi 0,9x dan 4,3x di FY24 dari
puncaknya pada di masa COVID-19. Hal ini di dukung oleh aksi
6 Maret
Macquarie korporasi seperti divestasi ~30% saham JTT yang menghasilkan
2025
2. Sekuritas – Buy 5.500 dana sebesar Rp15 triliun.
March 6,
Indra Cahya The Company posted solid performance in FY24, with revenue and
2025
EBITDA growth of +26% and +36% YoY, respectively. Revenue
growth was driven by tariff adjustments on new toll roads and the
reconsolidation of three toll roads amid relatively moderate traffic
growth. The Company also showed a significantly improved
financial structure, with Net Debt to Equity and Net Debt to
EBITDA ratios falling to 0.9x and 4.3x, respectively, in FY24, from
their COVID-19 peak levels. This was supported by corporate
actions, including the divestment of ~30% of JTT shares, which
raised Rp15 trillion in funds.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 27
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Hasil Laporan Analis terhadap Perseroan Tahun 2025
Table of Analyst Report Results for the Company in 2025
Target
Sekuritas - Harga
Tanggal Analis Rekomendasi (Rp) Ringkasan
No.
Date Security - Recommendation Target Summary
Analyst Price
(Rp)
Sepanjang tahun 2024 laba inti Jasa Marga tumbuh 36% YoY,
didorong oleh kenaikan tarif dan efisiensi biaya operasional.
Pendapatan tol meningkat stabil seiring penyesuaian tarif rata-
rata 9,6% per tahun. Perseroan juga tengah mengembangkan
lima proyek tol baru di pulau Jawa sepanjang 443 km untuk
memperkuat sumber pertumbuhan jangka panjang. Laba inti 2025
11 Maret Sucor diproyeksikan naik 5%, dengan potensi percepatan pada 2026
2025 Sekuritas – seiring kontribusi proyek baru dan penurunan biaya bunga.
3. Buy 7.000
March 11, Christofer Throughout 2024, Jasa Marga’s core profit grew 36% YoY, driven
2025 Kojongian by tariff increases and operational cost efficiencies. Toll revenue
increased steadily in line with an average tariff adjustment of
9.6% per annum. The Company is also developing five new toll
road projects in Java spanning 443 km to strengthen its long-term
growth sources. Core profit in 2025 is projected to increase by
5%, with the potential for acceleration in 2026 as new projects
contribute and interest costs decline.
Jasa Marga menunjukkan kinerja kuat dengan estimasi laba
bersih 1Q25 sebesar Rp919 miliar, naik +57% YoY, didukung
oleh peningkatan volume lalu lintas, pendapatan tol stabil,
dan penurunan biaya operasional yang mendorong EBITDA
diproyeksikan mencapai Rp3,4 triliun. Perseroan fokus untuk
menyelesaikan lima proyek jalan tol utama dengan capex sebesar
Rp10 triliun per tahun. Dengan capex yang stabil dan suku
24 April Maybank
bunga yang terkendali, kami mengekspektasikan peningkatan
2025 Sekuritas –
4. Buy 6.000 pembayaran dividen untuk FY25/26E.
April 24, Etta Rusdiana
Jasa Marga showed strong performance with estimated net profit
2025 Putra
of Rp919 billion in 1Q25, up +57% YoY, supported by increased
traffic volume, stable toll revenue, and lower operating costs,
which boosted EBITDA to a projected Rp3.4 trillion with an EBITDA
margin of 70%. The company is focused on completing five major
toll road projects with fixed capital expenditure of IDR 10 trillion
per year. With aggressive expansion and controlled interest rates,
we expect an increase in dividend payments.
Laba bersih Jasa Marga pada 1Q25 menunjukkan hasil yang
sejalan dengan ekspekstasi yaitu Rp927,5 miliar (+49,5% YoY,
-32,9% QoQ), didukung oleh peningkatan pendapatan tol seiring
penyesuaian tarif dan rekonsolidasi ruas tol Gempol-Pandaan.
Penurunan QoQ mencerminkan efek musiman dari basis tinggi
di 4Q24. Meskipun cost of revenue naik karena kenaikan gaji
dan tunjangan Lebaran, efisiensi biaya umum dan administrasi
(BUA) serta penurunan beban keuangan serta pajak mendorong
profitabilitas. Pertumbuhan pendapatan tol diperkirakan tetap
kuat melalui pengoperasian ruas tol baru serta penyesuaian tarif
tambahan. Laba bersih tahun penuh diperkirakan mencapai Rp3,5
Ciptadana triliun di 2025 dan Rp3,8 triliun di 2026, dengan potensi tambahan
Sekuritas dari strategi asset recycling meski belum dimasukkan ke dalam
2 Mei 2025
5. - Richard Buy 5.300 proyeksi saat ini.
May 2, 2025
Jonathan Jasa Marga’s net profit in 1Q25 was in line with expectations at IDR
Halim 927.5 billion (+49.5% YoY, -32.9% QoQ), supported by increased
toll revenue following tariff adjustments and the reconsolidation of
the Gempol-Pandaan toll road section. The QoQ decline reflects
seasonal effects from a high base in 4Q24. Although revenue
costs rose due to salary increases and Lebaran allowances, G&A
cost efficiency and lower financial expenses and taxes drove
profitability. Toll revenue growth is expected to remain strong
through the operation of new toll road sections and additional
tariff adjustments. Full-year net profit is projected to reach Rp3.5
trillion in 2025 and Rp3.8 trillion in 2026, with additional potential
from the asset recycling strategy, although this has not been
included in the current projections.
28 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 29
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Hasil Laporan Analis terhadap Perseroan Tahun 2025
Table of Analyst Report Results for the Company in 2025
Target
Sekuritas - Harga
Tanggal Analis Rekomendasi (Rp) Ringkasan
No.
Date Security - Recommendation Target Summary
Analyst Price
(Rp)
Jasa Marga mencatat kinerja stabil pada 2Q25, dengan pendapatan
yang stabil secara kuartalan meskipun diberlakukannya diskon
tarif 20% di 12 ruas tol selama periode libur panjang Juni-Juli.
Dampak diskon tarif terhadap pendapatan bersifat netral,
didukung oleh pergeseran volume lalu lintas dari tol dalam kota
ke tol antar daerah. Ke depan, prospek kinerja Perseroan tetap
positif seiring dengan berjalannya program penyesuaian tarif
pada 16 ruas tol di tahun 2025. Hingga 2Q25, lima ruas telah
mengalami kenaikan tarif, termasuk ruas Pandaan-Malang
dengan kenaikan +7% yang melampaui inflasi kumulatif wilayah
terkait. Penyesuaian tarif untuk ruas Cipularang dan Padaleunyi
dijadwalkan pada 3Q25, sementara delapan ruas lainnya akan
disesuaikan pada 4Q25. Seluruh penyesuaian diperkirakan
Yuanta berjalan sesuai jadwal, mendukung pertumbuhan pendapatan
7 Juli 2025 Sekuritas berkelanjutan ke depan.
6. Buy 5.330
July 7, 2025 – Chandra Jasa Marga recorded stable performance in 2Q25, with
Pasaribu quarterly revenue remaining stable despite the implementation
of a 20% toll discount on 12 toll roads during the long holiday
period in June-July. The impact of the toll discount on revenue
was neutral, supported by a shift in traffic volume from inner-
city toll roads to inter-regional toll roads. Looking ahead, the
Company’s performance outlook remains positive as the toll rate
adjustment program on 16 toll roads in 2025 progresses. As of
2Q25, five toll roads have experienced rate increases, including
the Pandaan-Malang toll road with a +7% increase that exceeded
the cumulative inflation of the relevant region. Tariff adjustments
for the Cipularang and Padaleunyi sections are scheduled for
3Q25, while the other eight sections will be adjusted in 4Q25. All
adjustments are expected to proceed as scheduled, supporting
sustainable revenue growth going forward.
Jasa Marga membukukan laba bersih sebesar Rp1,9 triliun pada
periode 1H25, sejalan dengan konsensus Bloomberg, didukung
oleh efisiensi beban bunga dan peningkatan EBITDA margin
menjadi 68,4%. Perseroan menurunkan guidance pertumbuhan
pendapatan tol dan EBITDA FY25F masing-masing menjadi
4-6%, seiring dengan pelemahan kondisi makro. Jasa Marga juga
akan mengkonsolidasikan ruas tol Jogja–Solo setelah mencapai
kesepakatan dengan Adhi Karya pada Juli 2025. Rekomendasi
29 Juli 2025 CGS
buy tetap dipertahankan berkat valuasi yang menarik di 0,7x P/BV
7. July 29, International – Buy 4.900
dan prospek arus kas yang kuat.
2025 Bob Setiadi
Jasa Marga posted a net profit of IDR 1.9 trillion in 1H25, in line with
Bloomberg consensus, supported by interest expense efficiency
and an increase in EBITDA margin to 68.4%. The company lowered
its toll revenue and EBITDA FY25F will each be 4-6%, in line with
weakening macro conditions. Jasa Marga will also consolidate the
Jogja–Solo toll road section after reaching an agreement with Adhi
Karya in July 2025. The buy recommendation is maintained due to
attractive valuation at 0.7x P/BV and strong cash flow prospects.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 29
Page 30
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Hasil Laporan Analis terhadap Perseroan Tahun 2025
Table of Analyst Report Results for the Company in 2025
Target
Sekuritas - Harga
Tanggal Analis Rekomendasi (Rp) Ringkasan
No.
Date Security - Recommendation Target Summary
Analyst Price
(Rp)
Pada semester pertama tahun 2025, Jasa Marga mencatat
kinerja operasional yang solid dengan total pendapatan sebesar
Rp12,9 triliun, sedikit menurun 1% secara tahunan. Pendapatan
dari segmen jalan tol tumbuh 5% YoY, didorong oleh peningkatan
volume lalu lintas dan ekspansi jaringan. Meskipun laba bersih
turun 19% YoY akibat tekanan non-operasional, efisiensi
Perseroan meningkat tercermin dari peningkatan operational
5 Agustus Kiwoom margin. Interest coverage ratio juga membaik, meskipun leverage
2025 Sekuritas menunjukkan peningkatan yang perlu diantisipasi.
8. Buy 5.500
August 5, – Sukarno In the first half of 2025, Jasa Marga posted solid operating
2025 Alattas performance with total revenue of Rp12.9 trillion, down slightly
by 1% year-on-year. Revenue from the toll road segment grew
5% YoY, driven by increased traffic volume and network
expansion. Although net profit fell 19% YoY due to non-operating
pressures, the company’s efficiency improved, as reflected in an
increase in operational margin. The interest coverage ratio also
improved, although leverage showed an increase that needs to
be anticipated.
Pendapatan Jasa Marga FY25F diperkirakan tumbuh sebesar
4–6% dengan total lalu lintas konsolidasian cenderung stabil
(+0,1% YoY), didukung oleh peningkatan pada ruas tol baru sebesar
+2,8% YoY. Kami memproyeksikan pertumbuhan pendapatan
Jasa Marga sebesar 6,5% YoY atau lebih optimis dibandingkan
guidance Perseroan. Hal ini didorong oleh pertumbuhan di ruas
Transjawa serta dampak penuh dari penyesuaian tarif tol tahun
sebelumnya. Sebagai catatan, beberapa di antaranya merupakan
penyesuaian tarif khusus seperti ruas Jakarta-Cikampek pada
Maret 2024 sebesar 35%. Hingga 2027, Perseroan menargetkan
penyelesaian 4 ruas tol utama dengan total capex sekitar Rp28
22 Oktober
BCA Sekuritas triliun, sehingga kebutuhan capex tahunan Rp8–10 triliun masih
2025
9. – Ryan Buy 5.700 dapat dipenuhi dari EBITDA internal sebesar Rp13,8 triliun.
October 22,
Santoso Jasa Marga’s FY25F revenue is expected to grow by 4–6% with
2025
total consolidated traffic remaining flat (+0.1% YoY), supported by
a +2.8% YoY increase in new toll road sections. We project Jasa
Marga’s revenue to grow by 6.5% YoY, which is more optimistic
than the Company’s guidance. This is driven by growth in the
Transjawa section and the full impact of the previous year’s toll
rate adjustments. For the record, some of these are special tariff
adjustments, such as the Jakarta-Cikampek section in March
2024 by 35%. Until 2027, the Company targets the completion
of 4 major toll road sections with a total capex of around Rp28
trillion, so that the annual capex requirement of IDR 8–10 trillion
can still be met from internal EBITDA of Rp13.8 trillion.
30 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 31
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Hasil Laporan Analis terhadap Perseroan Tahun 2025
Table of Analyst Report Results for the Company in 2025
Target
Sekuritas - Harga
Tanggal Analis Rekomendasi (Rp) Ringkasan
No.
Date Security - Recommendation Target Summary
Analyst Price
(Rp)
Saham JSMR mencatatkan kinerja lebih rendah 30% dibandingkan
IHSG secara year-to-date, seiring terjadinya penurunan valuasi
(de-rating) akibat kekhawatiran pasar terhadap potensi
pengalihan aset jalan tol dari BUMN karya di bawah pengelolaan
Danantara. Saat ini, saham JSMR diperdagangkan pada valuasi
historis rendah, yang mana nilai ini menawarkan profil risk/
reward yang menarik. Kami menilai ekspektasi pasar terhadap
probabilitas transfer aset (>50%) cenderung berlebihan. Analisis
J.P.Morgan ini didukung oleh tren re-rating BUMN serta fokus manajemen
17 November
Sekuritas Danantara pada peningkatan ROE di seluruh portofolio BUMN.
2025
10. Indonesia Buy 5.175 JSMR shares have underperformed the IDX Composite (IHSG) by
November
- Arnanto 30% year-to-date, following a decline in valuation (de-rating) due
17, 2025
Januri to market concerns over the potential transfer of toll road assets
from state-owned construction companies (BUMN Karya) under
Danantara’s management. Currently, JSMR shares are trading
at historically low valuations, which present an attractive risk/
reward profile. We believe the market’s expectations regarding
the probability of asset transfer (>50%) are likely overstated.
This view is supported by the re-rating trend among BUMNs and
Danantara management’s focus on improving ROE across the
entire BUMN portfolio.
Aksi Korporasi
Corporate Action
Sampai dengan 31 Desember 2025, Perseroan tidak Until December 31, 2025, the Company did not conduct any
melakukan aksi korporasi yang mengakibatkan terjadinya corporate actions that resulted in changes to the stock split
perubahan rasio pemecahan saham (stock split), ratio, reverse stock, stock dividend, bonus stock distribution,
penggabungan saham (reverse stock), pembagian dividen increase in the number or price of outstanding shares, or
saham dan saham bonus, penambahan jumlah dan harga changes to the nominal value of the Company’s shares.
saham beredar, serta perubahan nilai nominal saham
Perseroan.
Informasi Penghentian Sementara
Perdagangan Saham (Suspension) dan/atau
Penghapusan Pencatatan Saham (Delisting)
Information on Stocks Suspension and/or Delisting
Selama tahun 2025, PT Jasa Marga (Persero) Tbk In 2025, PT Jasa Marga (Persero) Tbk was never subject
tidak pernah dikenakan sanksi penghentian sementara to sanctions, including a temporary suspension of stock
perdagangan saham (suspension) dan/atau penghapusan trading and/or delisting.
pencatatan saham (delisting).
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 31
Page 32
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Informasi Obligasi, Sukuk, dan/atau
Obligasi Konversi serta Pendanaan Lainnya
Information on Bonds, Sukuk, and/or Converted Bonds,
and other Financing
Informasi Obligasi
Information on Bonds
Tabel Obligasi PT Jasa Marga (Persero) Tbk Tahun 2025
Table of Bonds of PT Jasa Marga (Persero) Tbk in 2025
Jumlah Peringkat
Obligasi/ Tingkat Rating
Tanggal
Tanggal Tenor Sukuk Suku Status
Mata Jatuh Wali
Uraian Penerbitan (Tahun) (Juta) Bunga Pembayaran
No. Uang Tempo Amanat
Description Issuance Tenor Total (%) Payment
Currecny Maturity 2025 2024 Trustee
Data (Year) Bonds/ Interest Status
Date
Sukuk Rate(%)
(Million)
1. Obligasi I Marga 8 November Seri A: 3 Rp Seri A: Seri A: Seri A: Seri A, B, C: idAAA idAAA PT Bank
Lingkar Jakarta 2017 Series A: 3 Series A: Series A: Series A: A, B, C Series: (sf) oleh (sf) oleh Mega
Tahun 2017 November 200.000 8 November 7,45% Lunas | by | by Tbk
Bonds I Marga 8, 2017 Seri B: 5 | November Paid Off Pefindo Pefindo
Lingkar Jakarta Series B: 5 Seri B: 8, 2020 Seri B:
Year 2017 Series B: Series B: Seri D, E:
Seri C: 7 217.000 Seri B: 7,75% D, E Series:
Series C: 7 Series B: Belum Lunas
Seri C: 8 November Seri C: Not Paid Off
Seri D: 10 Series C: | November Series C:
Series D: 10 299.000 8, 2022 8,30%
Seri E: 12 Seri D: Seri C: Seri D:
Series E : 12 Series D: Series C: Series D:
320.000 8 November 8,70%
| November
Seri E: 8, 2024 Seri E:
Series E: Series E:
464.000 Seri D: 8,85%
Series D:
8 November
| November
8, 2027
Seri E:
Series E:
8 November
| November
8, 2029
2. Obligasi 8 September Seri A: 3 Rp Seri A: Seri A: Seri A: Seri A, B: idAAA idAAA PT Bank
Berkelanjutan 2020 Series A: 3 Series A: Series A: Series A: A, B Series: (sf) oleh (sf) oleh Mega
II Jasa Marga September 1.100.350 8 September 7,90% Lunas | by | by Tbk
Tahap I Tahun 8, 2020 Seri B: 5 | September Paid Off Pefindo Pefindo
2020 Series B: 5 Seri B: 8, 2023 Seri B:
Shelf- Series B: Series B: Seri C, D :
Registration Seri C: 7 286.000 Seri B: 8,25% C, D Series:
Bonds II Jasa Series C: 7 Series B: Belum Lunas
Marga Phase I Seri C: 8 September Seri C: Not Paid Off
Year 2020 Seri D: 10 Series C: | September Series C:
Series D: 10 90.050 8, 2025 8,60%
Seri D: Seri C: Seri D:
Series D: Series C: Series D:
523.600 8 September 9,00%
| September
8, 2027
Seri D:
Series D:
8 September
| September
8, 2030
32 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 33
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Obligasi PT Jasa Marga (Persero) Tbk Tahun 2025
Table of Bonds of PT Jasa Marga (Persero) Tbk in 2025
Jumlah Peringkat
Obligasi/ Tingkat Rating
Tanggal
Tanggal Tenor Sukuk Suku Status
Mata Jatuh Wali
Uraian Penerbitan (Tahun) (Juta) Bunga Pembayaran
No. Uang Tempo Amanat
Description Issuance Tenor Total (%) Payment
Currecny Maturity 2025 2024 Trustee
Data (Year) Bonds/ Interest Status
Date
Sukuk Rate(%)
(Million)
3. Obligasi 5 Juli 2024 Seri A: 3 Rp Seri A: Seri A: Seri A: Seri A, B, C: idAA idAA PT Bank
Berkelanjutan July 5, 2024 Series A: 3 Series A: Series A: Series A: A, B, C Series: oleh | by oleh | by Mega
III Jasa Marga 90.155 5 Juli | July 6,90% Belum Lunas Pefindo Pefindo Tbk
Tahap I Tahun Seri B: 5 5, 2027 Not Paid Off
2024 Series B: 5 Seri B: Seri B:
Shelf- Series B: Seri B: Series B:
Registration Seri C: 10 241.055 Series B: 7,00%
Bonds III Jasa Series C: 10 5 Juli | July
Marga Phase I Seri C: 5, 2029 Seri C:
Year 2024 Series C: Series C:
601.140 Seri C: 7,20%
Series C:
5 Juli | July
5, 2034
4. Obligasi 4 Seri A: 3 Rp Seri A: Seri A: Seri A: Seri A, B, C: idAA - PT Bank
Berkelanjutan September Series A: 3 Series A: Series A: Series A: A, B, C Series: oleh | by Mega
III Jasa Marga 2025 120.000 4 September 6,40% Belum Lunas Pefindo Tbk
Tahap II Tahun September Seri B: 5 | September Not Paid Off
2025 4, 2025 Series B: 5 Seri B: 4, 2028 Seri B:
Shelf- Series B: Series B:
Registration Seri C: 10 100.000 Seri B: 6,60%
Bonds III Jasa Series C: 10 Series B:
Marga Phase II Seri C: 4 September Seri C:
Year 2025 Series C: | September Series C:
780.000 4, 2030 7,15%
Seri C:
Series C:
4 September
| September
4, 2035
Informasi Sukuk Information on Sukuk
Sampai dengan 31 Desember 2025, Jasa Marga tidak Until December 31, 2025, Jasa Marga has not issued
menerbitkan sukuk. Dengan demikian, Perseroan tidak any Sukuk. Therefore, the Company has no information
memiliki informasi mengenai sukuk. regarding Sukuk.
Informasi Obligasi Konversi Information on Converted Bonds
Sampai dengan 31 Desember 2025, Jasa Marga tidak Until December 31, 2025, Jasa Marga has not issued
menerbitkan obligasi konversi. Dengan demikian, Perseroan any convertible bonds. Therefore, the Company has no
tidak memiliki informasi mengenai obligasi konversi. information regarding convertible bonds.
Informasi Sumber Pendanaan Lainnya Information on Other Sources of
Financing
Sampai dengan 31 Desember 2025, Jasa Marga tidak Until December 31, 2025, Jasa Marga has not issued any
menerbitkan instrumen pendanaan lainnya. Dengan other funding instruments. Therefore, the Company has no
demikian, Perseroan tidak memiliki informasi mengenai information regarding other funding sources.
sumber pendanaan lainnya.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 33
Page 34
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Penghargaan dan Sertifikasi
Awards and Certifications
Penghargaan
Awards
1 2 3
4 5 6
7 8 9
10
34 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 35
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Daftar Penghargaan yang Diperoleh Perseroan pada Tahun 2025
Table of List of Awards Received by the Company in 2025
Nama Acara Penghargaan/Kategori Penyelenggara Lingkup Tanggal
No. Award Category
Event Name Organizer Scope Date
15 Januari 2025
Indonesia Green Pengorganisasian Tanggung Jawab Sosial Perusahaan La Tofi School of Nasional
1. January 15,
Award (IGA) 2025 Corporate Social Responsibility Organization Social Responsibility National
2025
5 Februari 2025
Kategori Outstanding Bussiness Colaboration Nasional
2. Elshinta Award 2025 Radio Elshinta February 5,
Outstanding Bussiness Colaboration Category National
2025
11 Februari
Indonesia Top PR Kategori Top Digital PR 2025 Infobrand.id dan Nasional 2025
3.
2025 Top Digital PR 2025 Category Tras N Co National February 11,
2025
Digital Forum-6th 14 Februari
Anniversary Awarding Nasional 2025
4. Indonesia Top Digital Innovation Award 2025 The Iconomics
Session Indonesia National February 14,
Digital Awards 2025 2025
15 Februari
18th Annual
Alpha Southeast Internasional 2025
5. Transaction Banking Best Cross Border M&A Deal of The Year 2024
Asia International February 15,
Awards 2024
2025
1. Kategori Sectoral Sektor Infrastruktur Middle Cap
Sectoral Category, Middle Cap Infrastructure Sector 25 Februari
2. Kategori BUMN & Anak Usaha BUMN Sektor Investortrust dan Nasional 2025
6. Best Stock Award
Infrastruktur Middle Cap Infovesta Utama National February 25,
SOE & Subsidiaries of SOE Category, Middle Cap 2025
Infrastructure Secto
26 Februari
Contact Center
JMTC Call Center Public Service Nasional 2025
7. Service Excellent Carre Center
for achieving "Exceptional" Service Performance National February 26,
Award 2025
2025
6th Anniversary
Nasional 18 Maret 2025
8. Indonesia Best 50 Best CEO Direktur Utama Jasa Marga Subakti Syukur The Iconomics
National March 18, 2025
CEO Awards 2025
Indonesia Sales The Best Indonesia Sales Marketing Award-VIII-2025 Gold
Nasional 30 April 2025
9. Marketing Award ke-8 Award (B) Excellent (4 Star) Category Public Company - Economic Review
National April 30, 2025
2025 State Owned Enterprises Company - Asset > Rp. 50T
1. Kategori: Pelestarian Kebudayaan melalui UMKM
Anugerah & kepada PT Jasa Marga (Persero) Tbk (Perusahaan)
Sertifikasi TJSL Category: Cultural Preservation through MSMEs to
UMKM-Pariwisata- PT Jasa Marga (Persero) Tbk (Company)
Kebudayaan 2025 2. Kategori: Pelestarian Kebudayaan melalui UMKM La Tofi School of Nasional 21 Mei 2025
10.
TJSL Awards & kepada Oleh-oleh Khas Jakarta Hj. Maemune (UMKM Social Responsibility National May 21, 2025
Certification for Binaan Perusahaan)
UMKM-Tourism- Category: Cultural Preservation through MSMEs
Culture 2025 to Jakarta’s Hj. Maemune Signature Souvenirs
(Company-Supported MSME)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 35
Page 36
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
11 12
13 14
15 16 17
36 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 37
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Daftar Penghargaan yang Diperoleh Perseroan pada Tahun 2025
Table of List of Awards Received by the Company in 2025
Nama Acara Penghargaan/Kategori Penyelenggara Lingkup Tanggal
No. Award Category
Event Name Organizer Scope Date
1. TOP CSR Awards 2025 on Star 5 Predikat Excellent
untuk kategori Perusahaan
TOP CSR Awards 2025 on Star 5 Excellent Rating for
the Company category
TOP CSR Awards 2. TOP Leader on CSR Commitment 2025 untuk Direktur Majalah Top Nasional 11 Juni 2025
11.
2025 Human Capital & Transformasi Jasa Marga Yoga Tri Business National June 11, 2025
Anggoro
TOP Leader on CSR Commitment 2025 for Jasa
Marga Director of Human Capital & Transformation,
Yoga Tri Anggoro
Piagam Penghargaan Atas Partisipasi dalam Mendukung
Terwujudnya Keamanan, Keselamatan, Ketertiban, dan Korlantas/Mabes
Rakernis Korlantas
Kelancaran Lalu Lintas dalam Kegiatan Operasi Ketupat Polri
Polri 2025 Nasional 12 Juni 2025
12. Tahun 2025 National Police
National Police Traffic National June 12, 2025
Certificate of Appreciation for Participation in Supporting Traffic Corps/
Corps Meeting 2025
the Realization of Security, Safety, Order, and Smooth Headquarters
Traffic Flow in the 2025 Ketupat Operation Activities
1. The Most Committed BUMN Pembina UMKM on All
Sector
The Most Committed SOE in Supporting UMKM Across
All Sectors
2. Best Performance Food & Beverage Sector Gold Winner
Best Performance in the Food & Beverage Sector Gold
1st UMKM BUMN Nasional 25 Juni 2025
1 13. Winner BUMN Track
Award 2025 National June 25, 2025
3. Best Performance Fashion Sector Gold Winner
Best Performance in the Fashion Sector Gold Winner
4. Best Performance Fashion Sector Gold Winner
Best Performance in the Fashion Sector Gold Winner
5. Best Performance Craft Sector Silver Winner
Best Performance in the Craft Sector Silver Winner
Anugerah Utama Sektor Infrastruktur dengan Program ESG:
IDX Channel Anugerah Pengelolaan Sampah Terpadu Rest Area Nasional 4 Juli 2025
14. IDX Channel
ESG 2025 Main Award for the Infrastructure Sector with ESG Program: National July 4, 2025
Integrated Waste Management at Rest Areas
Kategori: Best Infrastructure Services for Maintaining
Business Growth Stability through Strategy
Implementation Warta Ekonomi/ Nasional 24 Juli 2025
15. Industry Award 2025
Category: Best Infrastructure Services for Maintaining Industry.co.id National July 24, 2025
Business Growth Stability through Strategy
Implementation
Kategori: BUMN Corporate Excellence 2025 Award
Investortrust BUMN Holding Asset Class Rp 100-500 Trilion Nasional 31 Juli 2025
16. Investortrust
Award 2025 Category: BUMN Corporate Excellence 2025 Award National July 31, 2025
Holding Asset Class Rp100-500 Trillion
1. 6th Indonesia Corporate Reputation Awards 2025
untuk kategori Toll Operator (Perusahaan)
6th Indonesia Corporate Reputation Awards 2025 for
the Toll Operator (Company) category 8 Agustus
6th Indonesia Public
2. 6th Indonesia 50 Popular PR Person Awards 2025 Nasional 2025
17. Relations Summit The Iconomics
untuk Corporate Communication & Community National August 8,
2025
Development Group Head Jasa Marga Lisye Octaviana 2025
6th Indonesia 50 Popular PR Person Awards 2025 for
Jasa Marga Corporate Communication & Community
Development Group Head, Lisye Octaviana
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 37
Page 38
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
18 19
20 21 22
23 24
25 26
38 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 39
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Daftar Penghargaan yang Diperoleh Perseroan pada Tahun 2025
Table of List of Awards Received by the Company in 2025
Nama Acara Penghargaan/Kategori Penyelenggara Lingkup Tanggal
No. Award Category
Event Name Organizer Scope Date
“Pemrakarsa dan Pemilik Pohon Turbin Angin Terintegrasi
dengan Panel Surya (Hybrid Wind Tree) Pertama” dan
Museum Rekor Dunia- “Pemasangan Turbin Angin Terintegrasi dengan Panel 25 Agustus
Indonesia (MURI) Surya Pertama di Gerbang Jalan Bebas Hambatan” Nasional 2025
18. MURI Indonesia
Indonesian Museum “Initiator and Owner of the First Integrated Wind National August 25,
of Records (MURI) Turbine Tree with Solar Panels (Hybrid Wind Tree)” and 2025
“Installation of the First Integrated Wind Turbine with
Solar Panels at the Toll Road Gate”
Golden Trophy TOP GRC Award 2025, predikat TOP
GRC Award 2025 #5 Star, serta penghargaan The Most
Committed GRC Leader 2025 yang dianugerahkan
8 September
kepada Direktur Human Capital & Transformasi Jasa
TOP GRC Awards Nasional 2025
19. Marga, Yoga Tri Anggoro Majalah TopBusiness
2025 National September 8,
Golden Trophy TOP GRC Award 2025, TOP GRC Award
2025
2025 #5 Star title, and The Most Committed GRC Leader
2025 award presented to Jasa Marga Director of Human
Capital & Transformation, Yoga Tri Anggoro
The 16th IICD
Top 50 Emiten pada kategori Kapitalisasi Pasar Terbesar 15 September
Corporate Indonesian Institute
(Big Cap PLCs) Nasional 2025
20. Governance for Corporate
Top 50 Issuers in the Largest Market Capitalization National September 15,
Conference and Directorship
Category (Big Cap PLCs) 2025
Award 2025
100 perusahaan terbesar di Indonesia versi Fortune 17 September
Fortune Indonesia 100 Indonesia Nasional 2025
21. IDN
Tahun 2025 The 100 largest companies in Indonesia, according to National September 17,
Fortune Indonesia 2025
Most Innovative Mobile Marketing Campaign dengan 18 September
Next Award Indonesia peringkat Gold Nasional 2025
22. MARTECH APAC
2025 Most Innovative Mobile Marketing Campaign with Gold National September 18,
rating 2025
26 September
The Best Indonesia Nasional 2025
23. The Best Indonesia CSR-SDG-ESG 2025 Economic Review
CSR-SDG-ESG 2025 National September 26,
2025
Excellence 2 Oktober
Performance State 2025
24. Excellence Performance State Owned Enterprise 2025 Asian Post Asian Post
Owned Enterprise October 2,
2025 2025
28 November
Kategori Gold Rank in Accordance Nasional 2025
25. ASRRAT Award 2025 NCCR
Gold Rank in Accordance Category National November 28,
2025
Anugerah
15 Desember
Keterbukaan Informasi
Badan Publik dengan Kualifikasi Informatif Komisi Informasi Nasional 2025
26. Publik
Public Agencies with Informative Qualifications Pusat RI National December 15,
Public Information
2025
Disclosure Award
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 39
Page 40
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Sertifikasi
Certificate
2 3 4
1
5 6 7
Tabel Daftar Sertifikasi Perseroan yang Masih Berlaku s.d. 31 Desember 2025
Table of the Company’s Valid Certifications until December 31, 2025
Masa Berlaku | Valid Period Lembaga
Sertifikasi
Lingkup Sertifikasi yang
No. ISO/OHSAS Mulai Berakhir
Certification Scope Memberikan
From To Certification
Issuer
Kantor Pusat | Head Office Quality Management System – ISO 27 Desember 2025 26 Desember 2028 PT BSI Group
1.
PT Jasa Marga (Persero) Tbk 9001:2015 December 27, 2025 December 26, 2028 Indonesia
Occupational Health & Safety
Kantor Pusat | Head Office 27 Desember 2025 26 Desember 2028 PT BSI Group
2. Management System – ISO
PT Jasa Marga (Persero) Tbk December 27, 2025 December 26, 2028 Indonesia
45001:2018
Kantor Pusat | Head Office Environmental Management System 27 Desember 2025 26 Desember 2028 PT BSI Group
3.
PT Jasa Marga (Persero) Tbk – ISO 14001:2015 December 27, 2025 December 26, 2028 Indonesia
Kantor Pusat | Head Office Anti-Bribery Management System - 16 Desember 2023 5 Desember 2026 PT BSI Group
4.
PT Jasa Marga (Persero) Tbk ISO 37001:2016 December 16, 2023 December 5, 2026 Indonesia
Data Center Kantor Pusat |
Information Security Management 4 Juni 2024 3 Juni 2027 PT TÜV SÜD
5. Head Office Data Center
System - ISO/IEC 27001:2013 June 4, 2024 June 3, 2027 Indonesia
PT Jasa Marga (Persero) Tbk
Sistem Manajemen Keselamatan
dan Kesehatan Kerja Kategori Kementerian
Kantor Pusat | Head Office Tingkat Lanjutan (166 Kriteria) 6 Agustus 2024 5 Agustus 2027 Ketenagakerjaan
6.
PT Jasa Marga (Persero) Tbk Occupational Safety and Health August 6, 2024 August 5, 2027 Ministry of
Management System, Advanced Manpower
Level Category (166 Criteria)
Kantor Pusat | Head Office
Jasamarga Nusantara Quality Management System – ISO 24 Oktober 2025 31 Agustus 2028 PT BSI Group
7.
Tollroad Regional Division 9001:2015 October 24, 2025 August 31, 2028 Indonesia
PT Jasa Marga (Persero) Tbk
40 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 41
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
8 9 10
14
11 12 13
Tabel Daftar Sertifikasi Perseroan yang Masih Berlaku s.d. 31 Desember 2025
Table of the Company’s Valid Certifications until December 31, 2025
Masa Berlaku | Valid Period Lembaga
Sertifikasi
Lingkup Sertifikasi yang
No. ISO/OHSAS Mulai Berakhir
Certification Scope Memberikan
From To Certification
Issuer
Kantor Pusat | Head Office
Occupational Health & Safety
Jasamarga Nusantara 24 Oktober 2025 31 Agustus 2028 PT BSI Group
8. Management System – ISO
Tollroad Regional Division October 24, 2025 August 31, 2028 Indonesia
45001:2018
PT Jasa Marga (Persero) Tbk
Kantor Pusat | Head Office
Jasamarga Nusantara Environmental Management System 24 Oktober 2025 31 Agustus 2028 PT BSI Group
9.
Tollroad Regional Division – ISO 14001:2015 October 24, 2025 August 31, 2028 Indonesia
PT Jasa Marga (Persero) Tbk
Kantor Pusat | Head Office
Jasamarga Nusantara Anti-Bribery Management System - 27 Januari 2023 26 Januari 2026 PT BSI Group
10.
Tollroad Regional Division ISO 37001:2016 January 27, 2023 January 26, 2026 Indonesia
PT Jasa Marga (Persero) Tbk
Kantor Pusat | Head Office
Jasamarga Metropolitan Quality Management System – ISO 1 November 2025 31 Oktober 2028 PT BSI Group
11.
Tollroad Regional Division 9001:2015 November 1, 2025 October 31, 2028 Indonesia
PT Jasa Marga (Persero) Tbk
Kantor Pusat | Head Office
Occupational Health & Safety
Jasamarga Metropolitan 1 November 2025 31 Oktober 2028 PT BSI Group
12. Management System – ISO
Tollroad Regional Division November 1, 2025 October 31, 2028 Indonesia
45001:2018
PT Jasa Marga (Persero) Tbk
Kantor Pusat | Head Office
Jasamarga Metropolitan Environmental Management System 1 November 2025 31 Oktober 2028 PT BSI Group
13.
Tollroad Regional Division – ISO 14001:2015 November 1, 2025 October 31, 2028 Indonesia
PT Jasa Marga (Persero) Tbk
Kantor Pusat | Head Office
Jasamarga Metropolitan Anti-Bribery Management System - 27 Januari 2023 26 Januari 2026 PT BSI Group
14.
Tollroad Regional Division ISO 37001:2016 January 27, 2023 January 26, 2026 Indonesia
PT Jasa Marga (Persero) Tbk
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 41
Page 42
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
15 16 17 18
19 20 21 22
Tabel Daftar Sertifikasi Perseroan yang Masih Berlaku s.d. 31 Desember 2025
Table of the Company’s Valid Certifications until December 31, 2025
Masa Berlaku | Valid Period Lembaga
Sertifikasi
Lingkup Sertifikasi yang
No. ISO/OHSAS Mulai Berakhir
Certification Scope Memberikan
From To Certification
Issuer
30 Desember
Kantor Pusat | Head Office &
Quality Management System – ISO 2025 29 Desember 2028 PT BSI Group
15. Representative Offices
9001:2015 December 30, December 29, 2028 Indonesia
PT Jasamarga Transjawa Tol
2025
30 Desember
Kantor Pusat | Head Office & Occupational Health & Safety
2025 29 Desember 2028 PT BSI Group
16. Representative Offices Management System – ISO
December 30, December 29, 2028 Indonesia
PT Jasamarga Transjawa Tol 45001:2018
2025
30 Desember
Kantor Pusat | Head Office &
Environmental Management System 2025 29 Desember 2028 PT BSI Group
17. Representative Offices
– ISO 14001:2015 December 30, December 29, 2028 Indonesia
PT Jasamarga Transjawa Tol
2025
Kantor Pusat | Head Office &
Anti-Bribery Management System - 1 Februari 2024 31 Januari 2027 PT BSI Group
18. Representative Offices
ISO 37001:2016 February 1, 2024 January 31, 2027 Indonesia
PT Jasamarga Transjawa Tol
PT Garuda
Quality Management System – ISO 24 Agustus 2023 23 Agustus 2026
19. PT Jasamarga Bali Tol Sertifikasi
9001:2015 August 24, 2023 August 23, 2026
Indonesia
Occupational Health & Safety PT Garuda
24 Agustus 2023 23 Agustus 2026
20. PT Jasamarga Bali Tol Management System – ISO Sertifikasi
August 24, 2023 August 23, 2026
45001:2018 Indonesia
PT Garuda
Environmental Management System 24 Agustus 2023 23 Agustus 2026
21. PT Jasamarga Bali Tol Sertifikasi
– ISO 14001:2015 August 24, 2023 August 23, 2026
Indonesia
Anti-Bribery Management System – 29 Juli 2024 28 Juli 2027 PT BSI Group
22. PT Marga Lingkar Jakarta
ISO 37001:2016 July 29, 2024 July 28, 2027 Indonesia
42 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 43
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
23 24 25 26
27 28 29 30
Tabel Daftar Sertifikasi Perseroan yang Masih Berlaku s.d. 31 Desember 2025
Table of the Company’s Valid Certifications until December 31, 2025
Masa Berlaku | Valid Period Lembaga
Sertifikasi
Lingkup Sertifikasi yang
No. ISO/OHSAS Mulai Berakhir
Certification Scope Memberikan
From To Certification
Issuer
4 September 2024
Kantor Pusat | Head Office Anti-Bribery Management System – 3 September 2027 PT Evodia Global
23. September 4,
PT Cinere Serpong Jaya ISO 37001:2016 September 3, 2027 Sertifikasi
2024
Kantor Pusat | Head Office Anti-Bribery Management System – 5 November 2024 4 November 2027 PT Evodia Global
24.
PT Marga Trans Nusantara ISO 37001:2016 November 5, 2024 November 4, 2027 Sertifikasi
13 November 2024
Kantor Pusat | Head Office Anti-Bribery Management System – 12 November 2027 PT Evodia Global
25. November 13,
PT Marga Sarana Jabar ISO 37001:2016 November 12, 2027 Sertifikasi
2024
PT Jasamarga Kunciran Anti-Bribery Management System – 4 Juni 2025 3 Juni 2028 PT Evodia Global
26.
Cengkareng ISO 37001:2016 June 4, 2025 June 3, 2028 Sertifikasi
Kantor Pusat | Head Office
Anti-Bribery Management System – 29 Januari 2024 28 Januari 2027 PT BSI Group
27. PT Jasamarga Ngawi
ISO 37001:2016 January 29, 2024 January 28, 2027 Indonesia
Kertosono
Kantor Pusat | Head Office
Anti-Bribery Management System - 19 Februari 2024 18 Februari 2027 PT BSI Group
28. PT Jasamarga Surabaya
ISO 37001:2016 February 19, 2024 February 18, 2027 Indonesia
Mojokerto
Kantor Pusat | Head Office Anti-Bribery Management System – 21 Agustus 2024 20 Agustus 2027 PT BSI Group
29.
PT Jasamarga Solo Ngawi ISO 37001:2016 August 21, 2024 August 20, 2027 Indonesia
Kantor Pusat | Head Office
Anti-Bribery Management System – 7 April 2025 6 April 2028 PT BSI Group
30. PT Jasamarga Gempol
ISO 37001:2016 April 7, 2025 April 6, 2028 Indonesia
Pasuruan
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 43
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
31 32 33
37
34 35 36
Tabel Daftar Sertifikasi Perseroan yang Masih Berlaku s.d. 31 Desember 2025
Table of the Company’s Valid Certifications until December 31, 2025
Masa Berlaku | Valid Period Lembaga
Sertifikasi
Lingkup Sertifikasi yang
No. ISO/OHSAS Mulai Berakhir
Certification Scope Memberikan
From To Certification
Issuer
Kantor Pusat | Head Office Anti-Bribery Management System – 20 Agustus 2025 19 Agustus 2028 PT BSI Group
31
PT Jasamarga Pandaan Tol ISO 37001:2016 August 20, 2025 August 19, 2028 Indonesia
Kantor Pusat | Head Office
Anti-Bribery Management System – 9 Oktober 2025 8 Oktober 2028 PT BSI Group
32 PT Jasamarga Pandaan
ISO 37001:2016 October 9, 2025 October 8, 2028 Indonesia
Malang
Kantor Pusat | Head Office
Quality Management System – ISO 10 Februari 2023 9 Februari 2026 PT BSI Group
33 PT Jasamarga Tollroad
9001:2015 February 10, 2023 February 9, 2026 Indonesia
Operator
Kantor Pusat | Head Office Occupational Health & Safety
10 Februari 2023 9 Februari 2026 PT BSI Group
34 PT Jasamarga Tollroad Management System – ISO
February 10, 2023 February 9, 2026 Indonesia
Operator 45001:2018
Kantor Pusat dan Command
Center | Head Office and 25 Desember 2024
Anti-Bribery Management System – 24 Desember 2027 PT BSI Group
35 Command Center December 25,
ISO 37001:2016 December 24, 2027 Indonesia
PT Jasamarga Tollroad 2024
Operator
Manajemen Proyek Preservasi
| Preservation Project
Anti-Bribery Management System - 27 Mei 2025 26 Mei 2028 SIS Certifications
36 Management
ISO 37001:2016 May 27, 2025 May 26, 2028 Pvt. Ltd.
PT Jasamarga Tollroad
Maintenance
Direktorat Finance & Human
Capital | Finance & Human 27 Desember 2023
Anti-Bribery Management System - 26 Desember 2026 PT Evodia Global
37 Capital Directorate December 27,
ISO 37001:2016 December 26, 2026 Sertifikasi
PT Jasamarga Related 2023
Business
44 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
38 39 40 41
42 43
Tabel Daftar Sertifikasi Perseroan yang Masih Berlaku s.d. 31 Desember 2025
Table of the Company’s Valid Certifications until December 31, 2025
Masa Berlaku | Valid Period Lembaga
Sertifikasi
Lingkup Sertifikasi yang
No. ISO/OHSAS Mulai Berakhir
Certification Scope Memberikan
From To Certification
Issuer
Ruas Jalan Tol Gempol – Green Toll Road Indonesia Kategori 30 Desember
Green Product
Pandaan | Gempol – Pandaan Eksisting V.1.2 Predikat Gold 2025 30 Desember 2027
38 Council
Toll Road Section Green Toll Road Indonesia Existing December 30, December 30, 2027
Indonesia
PT Jasamarga Pandaan Tol Category V.1.1 Gold Predicate 2025
Ruas Jalan Tol Pandaan –
Green Toll Road Indonesia Kategori 30 Desember
Malang | Pandaan – Malang Green Product
Eksisting V.1.2 Predikat Gold 2025 30 Desember 2027
39 Toll Road Section Council
Green Toll Road Indonesia Existing December 30, December 30, 2027
PT Jasamarga Pandaan Indonesia
Category V.1.1 Gold Predicate 2025
Malang
Ruas Jalan Tol Ngurah Rai –
Green Toll Road Indonesia Kategori
Nusa Dua – Benoa | Ngurah Green Product
Eksisting V.1.2 Predikat Gold 6 Oktober 2024 6 Oktober 2026
40 Rai – Nusa Dua – Benoa Toll Council
Green Toll Road Indonesia Existing October 6, 2024 October 6, 2026
Road Section Indonesia
Category V.1.2 Gold Predicate
PT Jasamarga Bali Tol
Ruas Jalan Tol Kunciran – Green Toll Road Indonesia Kategori
Green Product
Serpong | Kunciran – Serpong Eksisting V.1.2 Predikat Gold 5 Februari 2025 5 Februari 2027
41 Council
Toll Road Section Green Toll Road Indonesia Existing February 5, 2025 February 5, 2027
Indonesia
PT Marga Trans Nusantara Category V.1.2 Gold Predicate
Greenship New Building V.1.2
Kantor Pusat | Head Office Green Building
Predikat Silver 15 Maret 2023 15 Maret 2026
42 PT Jasamarga Ngawi Council
Greenship New Building V.1.2 Silver March 15, 2023 March 15, 2026
Kertosono Kediri Indonesia
Rating
Manajemen Proyek dan
Manajemen Traffik Jalan Tol
| Project Management and Anti-Bribery Management System – 29 Desember 2023 29 Desember 2026 QAI Indonesia
43
Traffic Management Toll ISO 37001:2016 December 29, 2023 Desember 29, 2026 Sertification
Roads
PT Jasamarga Jogja Solo
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 45
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Peristiwa
Penting 2025
Event Highlights 2025
16 Januari | January, 16 26 Januari | January, 26 6 Februari | February, 6
Dorong Penerapan SMK3 yang Jasa Marga Salurkan Bantuan untuk Jasa Marga Perkuat Kolaborasi Lintas
Produktif, Jasa Marga Gelar Apel Korban Banjir dan Longsor di Kendal Sektor untuk Tekan Dampak Negatif
Peringatan Bulan K3 Nasional 2025. dan Pekalongan. Kendaraan ODOL (Over Dimension
To Promote the Implementation of Jasa Marga Distributes Aid to Flood Over Load) pada Infrastruktur dan
Productive SMK3, Jasa Marga Holds a and Landslide Victims in Kendal and Keselamatan Jalan Tol Nasional.
Ceremony to Mark National OHS Month Pekalongan. Jasa Marga Strengthens Cross-Sector
2025. Collaboration to Mitigate the Negative
Impact of ODOL (Over Dimension Over
Load) Vehicles on National Toll Road
Infrastructure and Safety.
11 Februari | February, 11 26 Maret | March, 26 27 Maret | March, 27
Jasa Marga Dukung UMKM Naik Kelas Perkuat ESG Perseroan, Jasa Marga Hantarkan Kembali ke Kampung
Lewat Pameran Inacraft 2025. dan Kementerian Lingkungan Hidup Halaman dengan Aman dan Nyaman:
Jasa Marga Supports MSME to Upgrade Tandatangani Nota Kesepahaman Komitmen Sosial Jasa Marga Lewat
Through the Inacraft 2025 Exhibition. Pengelolaan Sampah di Rest Area. Program Mudik Gratis.
Strengthening Corporate ESG, Jasa Return to Your Hometown Safely and
Marga and the Ministry of Environment Comfortably: Jasa Marga’s Social
Sign a Memorandum of Understanding Commitment Through the Free
on Waste Management at Rest Areas. Homecoming Programme.
46 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 47
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
1 April | April, 1 17 April | April, 17 7 Mei | May, 7
Jasa Marga Optimalkan Pelayanan Dorong Pertumbuhan Ekonomi Petani Laporkan Kinerja Positif, RUPST 2025
Arus Balik Libur Lebaran 2025 dengan dan Pelestarian Lingkungan, Jasa Jasa Marga Bagi Dividen Rp 1,13 Triliun.
Siapkan Jalur Fungsional Jalan Tol Marga Tanam 1.500 Bibit Durian di Pati. Reporting Positive Performance,
Jakarta-Cikampek II Selatan. To Boost Farmers’ Economic Growth Jasa Marga’s 2025 AGMS Distributes
Jasa Marga Optimizes Services for and Environmental Conservation, Jasa Dividends of Rp1.13 Trillion.
the 2025 Eid Holiday Return Traffic Marga Plants 1,500 Durian Saplings in
by Preparing a Functional Lane on the Pati.
Jakarta-Cikampek II South Toll Road.
15 Mei | May, 15 3 Juni | June, 3 9 Juni | June, 9
Jasa Marga Bersama Lembaga Memperingati Hari Lingkungan Hidup Jasa Marga Salurkan 344 Hewan
Pengkajian Pangan, Obat-obatan dan Sedunia, Jasa Marga dan Kementerian Kurban, Wujud Kontribusi Nyata Bagi
Kosmetika (LPPOM) Majelis Ulama Lingkungan Hidup Sinergi Wujudkan Mayarakat di Sekitar Jalan Tol.
Indonesia (MUI) Dorong UMKM Naik Jalan Tol Ramah Lingkungan Melalui Jasa Marga Distributes 344 Sacrificial
Kelas Lewat Bimbingan Teknis Sertifikasi Penanaman Pohon dan Uji Emisi Animals, Demonstrating Tangible
Halal di Rest Area Travoy KM 379A. Kendaraan Bermotor. Contribution to Communities Around
Jasa Marga, in collaboration with the Celebrating World Environment Toll Roads.
Indonesian Ulema Council’s Food, Drug Day, Jasa Marga and the Ministry of
and Cosmetics Assessment Agency Environment Collaborate to Create
(LPPOM MUI), encourages MSMEs to an Environmentally Friendly Toll Road
upgrade through technical guidance on Through Tree Planting and Vehicle
halal certification at the Travoy KM 379A Emission Testing.
Rest Area.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 47
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
4 Juli | July, 4 11 Juli | July, 11 24 Juli | July, 24
Memperkuat Ekosistem Sumber Daya Jasa Marga Pastikan Pembangunan Perkuat Konektivitas Pulau Jawa,
Manusia (SDM) Badan Usaha Milik Jalan Tol Solo–Yogyakarta–NYIA Jasa Marga Mengendalikan Penuh
Negara (BUMN) Menuju Kepemimpinan Kulonprogo Segmen Prambanan- PT Jasamarga Jogja Solo.
Adaptif, Jasa Marga & Jasa Raharja Purwomartani Sesuai Rencana. Strengthening Java Island Connectivity,
Tandatangani Memorandum of Jasa Marga Ensures Construction of Jasa Marga Fully Controls PT Jasamarga
Understanding (MoU) Talent Mobility. Solo–Yogyakarta–NYIA Kulonprogo Jogja Solo.
Strengthening the Human Resource Toll Road Segment Prambanan-
(HR) Ecosystem of State-Owned
Purwomartani Proceeds as Planned.
Enterprises (SOEs) toward Adaptive
Leadership, Jasa Marga & Jasa Raharja
Sign a Memorandum of Understanding
(MoU) on Talent Mobility.
25 Agustus | August, 25 25 Agustus | August, 25 4 September | September, 4
Wujudkan Komitmen Sustainability Jasa Marga dan Pemkot Bandung Jasa Marga Hadirkan Inovasi Pelayanan
Green Toll Road, Jasa Marga Raih Jajaki Kolaborasi Wujudkan Ikon Kota yang Berkelanjutan Kepada Pengguna
Penghargaan MURI atas Inovasi Hybrid Bandung di Ruas Tol Cipularang. Jalan Tol dalam Hari Pelanggan
Wind Tree. Jasa Marga and Bandung City Nasional 2025.
Demonstrating Commitment to Government Explore Collaboration to Jasa Marga Introduces Sustainable
Sustainable Green Toll Roads, Jasa Create Bandung City Icon on Cipularang Service Innovations for Toll Road Users
Marga Receives MURI Award for Hybrid Toll Road Section. on National Customer Day 2025.
Wind Tree Innovation.
12 September | September, 12 25 September | September, 25 3 Oktober | October, 3
Jasa Marga Sampaikan Peningkatan Menko Infrawil AHY Resmikan Tempat Jasa Marga Perkuat Konektivitas
Kinerja Positif hingga Semester I Istirahat (TI) Pengembangan KM Kawasan Jabodetabek melalui
Tahun 2025 dalam Public Expose Live 05 Jagorawi Travoy Hub, Rest Area Penandatanganan Perjanjian
2025. Generasi Baru dengan Konsep Toll Pengusahaan Jalan Tol Ruas Bogor-
Jasa Marga Reports Positive Corridor Development. Serpong.
Performance Improvement in the First Coordinating Minister for Infrastructure Jasa Marga Strengthens Connectivity in
Half of 2025 in the 2025 Public Expose AHY Officially Inaugurates the Jagorawi Jabodetabek Area through the Signing
Live. Travoy Hub Rest Area Development at of a Toll Road Concession Agreement
KM 05, a New Generation Rest Area with for the Bogor-Serpong Section.
a Toll Corridor Development Concept.
48 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 49
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
17 Oktober | October, 17 28 Oktober | October, 28 1 November | November, 1
Dukung UMKM Naik Kelas, Jasa Marga RS Brawijaya Travoy Hub Taman Mini Jasa Marga Perkuat Pemulihan Pasca
Fasilitasi Mitra Binaan pada Trade Expo Diresmikan, Jasa Marga Perkuat Bencana Masyarakat Terdampak Banjir
Indonesia 2025. Ekosistem Layanan untuk Mobilitas, dan Longsor di Sukabumi.
Supporting MSMEs to Move Up the Ruang Publik, dan Kesehatan. Jasa Marga Strengthens Post-Disaster
Value Chain, Jasa Marga Facilitates RS Brawijaya Travoy Hub Taman Mini Recovery for Communities Affected by
Fostered Partners at the Indonesia Officially Inaugurated, Jasa Marga Floods and Landslides in Sukabumi.
Trade Expo 2025. Strengthens the Service Ecosystem for
Mobility, Public Spaces, and Healthcare.
20 November | November, 20 8 Desember | December, 8 9 Desember | December, 9
Jasa Marga Luncurkan JSMR MOVE, Jasa Marga Raih Juara 2 Annual Report Travoy Kids Milik Jasa Marga Raih
Budaya Kerja untuk Percepatan Award (ARA) 2024 Kategori BUMN Go Sertifikasi dengan Predikat TARA
Transformasi Pelayanan Jalan Tol. Publik Non Keuangan. Utama dari Kementerian PPPA.
Jasa Marga Launches JSMR MOVE, a Jasa Marga Wins 2nd Place at the Jasa Marga’s Travoy Kids Receives
Work Culture to Accelerate Toll Road 2024 Annual Report Award 2024 in TARA Utama Certification from the
Service Transformation. the Non-Financial Listed State-Owned Ministry of Women’s Empowerment and
Enterprises Category. Child Protection.
15 Desember | December, 15 15 Desember | December, 15 17 Desember | December, 17
Kick Off Satgas Jasa Marga Siaga Bukti Komitmen pada Transparansi dan Jasa Marga Menyelenggarakan Rapat
Operasional Natal 2025 dan Tahun Tata Kelola Informasi Kepada Publik, Umum Pemegang Saham Luar Biasa
Baru 2026. Jasa Marga Raih Peringkat Tiga Besar Tahun 2025.
Kick-Off of the Jasa Marga Task Force BUMN dengan Predikat Informatif. Jasa Marga Holds an Extraordinary
for the 2025 Christmas and 2026 New As a demonstration of its commitment General Meeting of Shareholders for
Year Operational Readiness. to transparency and public information 2025.
management, Jasa Marga has been
ranked among the top three state-
owned enterprises with an ‘Informative’
rating.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 49
Page 50
02 Laporan
Manajemen
Management Report
Laporan Dewan Komisaris Peranan Direksi dalam Perumusan Strategi dan Kebijakan
52
Board of Commissioners’ Report Strategis
72
Board of Directors’ Role in Formulating Strategies and
Penilaian terhadap Kinerja Direksi mengenai Pengelolaan
Strategic Policies
Perseroan
53
Assessment of the Board of Directors’ Performance in Proses yang Dilakukan Direksi untuk Memastikan
Company Management Implementasi Strategi
73
Board of Directors’ Processes to Ensure Strategy
Pandangan atas Prospek Usaha Perseroan
57 Implementation
Outlook on the Company’s Business Prospects
Perbandingan antara Hasil yang Dicapai dengan yang
Pandangan atas Penerapan Tata Kelola
58 74 Ditargetkan
Perspective on Corporate Governance Implementation
Comparison between Achievement and Targets
Capaian Program Kerja dan Pelaksanaan Tugas
Tantangan dan Kendala yang Dihadapi dan Langkah
Dewan Komisaris
59 76 Penyelesaiannya
Achievements of the Board of Commissioners’ Work
Challenges, Obstacles, and Solutions
Program and Implementation of Duties
Penilaian Kinerja Komite di bawah Direksi dan Dasar
Penilaian Kinerja Dewan Komisaris tahun 2025
63 Performance Assessment of the Board of Commissioners Penilaiannya
78
in 2025 Performance Assessment of Committees under the Board of
Directors and Evaluation Basis
Penilaian Kinerja Komite yang Berada di bawah Dewan
Prospek Usaha
Komisaris 78
63 Business Prospects
Performance Assessment of Committees under the Board of
Commissioners Penerapan Tata Kelola Perusahaan
80
Corporate Governance Implementation
Perubahan Komposisi Dewan Komisaris
64
Changes in Board of Commissioners’ Composition Perubahan Komposisi Direksi
82
Changes in Board of Directors’ Composition
Apresiasi
65
Appreciation Apresiasi
83
Appreciation
Profil Dewan Komisaris
66
Board of Commissioners’ Profile Profil Direksi
84
Board of Directors’ Profile
Laporan Direksi
68
Board of Directors’ Report Surat Pernyataan Anggota Direksi dan Anggota Dewan
Kondisi Ekonomi dan Industri 2025 Komisaris tentang Tanggung Jawab atas Laporan Tahunan
69 PT Jasa Marga (Persero) Tbk Tahun Buku 2025
Economic and Industry Conditions in 2025 86
Statement of Members of The Board of Directors and Board
Strategi dan Kebijakan Strategis of Commissioners on Responsibility for the Annual Report of
71
Strategy and Strategic Policies PT Jasa Marga (Persero) Tbk for the 2025 Fiscal Year
Melalui kolaborasi yang selaras antara Dewan Komisaris
dan Direksi, Perseroan memastikan pengawasan yang
efektif dan pengambilan keputusan yang tepat, sehingga
mampu menjaga kinerja yang unggul dan mendukung
pertumbuhan berkelanjutan.
Through the well-aligned collaboration between the Board of
Commissioners and the Board of Directors, the Company secures
effective oversight and prudent decision-making, which in turn
supports excellent performance and long-term sustainable growth.
50 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 51
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 51
Page 52
01 02 03 04 05 Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions Laporan Dewan Komisaris Board of Commissioners’ Report Juri Ardiantoro Komisaris Utama President Commissioner 52 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 53
06 07 08 Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria Dewan Komisaris meyakini bahwa efektivitas pengawasan dan kebijakan strategis yang adaptif menjadi fondasi utama bagi keberlanjutan pertumbuhan dan penguatan posisi Perseroan. The Board of Commissioners believes that effective supervision and adaptive strategic policies are the main foundations for the Company’s continued growth and strengthening of its position. Para Pemegang Saham dan Pemangku Kepentingan yang Esteemed Shareholders and Stakeholders, Terhormat, Atas rahmat dan perlindungan Allah SWT, PT Jasa Marga By the grace and protection of Allah SWT, PT Jasa (Persero) Tbk berhasil mengakhiri tahun 2025 dengan kinerja Marga (Persero) Tbk successfully ended 2025 with solid yang solid dan pencapaian positif. Melalui kesempatan ini, performance and positive achievements. On this occasion, izinkan saya atas nama Dewan Komisaris menyampaikan allow me, on behalf of the Board of Commissioners, to laporan pelaksanaan fungsi pengawasan yang dijalankan present a report on the implementation of supervisory secara independen, objektif, dan berlandaskan prinsip functions carried out independently, objectively, and based Tata Kelola Perusahaan yang Baik atau Good Corporate on the principles of Good Corporate Governance (GCG) in Governance (GCG) terhadap pengelolaan Perseroan oleh the management of the Company by the Board of Directors Direksi sepanjang tahun 2025. Pengawasan ini difokuskan throughout 2025. This supervision focused on ensuring untuk memastikan pencapaian sasaran Rencana Kerja dan the achievement of the 2025 Company Work Plan and Anggaran Perusahaan (RKAP) 2025 yang selaras dengan Budget (RKAP) targets in line with the strategic direction arah strategis Rencana Jangka Panjang Perusahaan (RJPP) of the 2025–2029 Company Long-Term Plan (RJPP). This 2025–2029. Laporan ini menjadi wujud akuntabilitas Dewan report is a manifestation of the Board of Commissioners’ Komisaris dalam memperkuat tata kelola dan daya saing accountability in strengthening the Company’s governance Perseroan guna mendukung keberlanjutan usaha. and competitiveness to support business sustainability. Dewan Komisaris berperan sebagai pengawas dan penasihat The Board of Commissioners acts as a supervisory and strategis yang memberikan pandangan objektif dalam strategic advisory body, providing objective views in the proses pengambilan keputusan Direksi. Dalam menjalankan Board of Directors’ decision-making process. In carrying fungsi tersebut, Dewan senantiasa menyeimbangkan out this function, the Board constantly balances commercial antara kepentingan komersial dan pertumbuhan bisnis interests and long-term business growth by ensuring that jangka panjang, dengan memastikan penerapan prinsip GCG principles serve as the primary foundation for the GCG sebagai landasan utama dalam setiap kebijakan dan Company’s strategic policies and decisions. keputusan strategis Perseroan. Penilaian terhadap Kinerja Direksi Assessment of the Board of Directors’ Mengenai Pengelolaan Perseroan Performance in Company Management Sepanjang tahun 2025, Dewan Komisaris mencermati Throughout 2025, the Board of Commissioners observed dinamika bisnis yang semakin kompleks dan menuntut increasingly complex business dynamics that required adaptasi berkelanjutan dari Perseroan. Perubahan lanskap continuous adaptation from the Company. Changes in regulasi, intensitas persaingan, serta pergeseran kebutuhan the regulatory landscape, the intensity of competition, dan preferensi masyarakat menjadi faktor utama yang and shifts in public needs and preferences were the main mendorong perlunya penyesuaian strategi agar Perseroan factors driving the need to adjust strategies so that the tetap relevan dan kompetitif. Dewan Komisaris meyakini Company remains relevant and competitive. The Board bahwa kemampuan Manajemen Perseroan dalam merespons of Commissioners believes that the Company’s ability to dinamika tersebut akan menjadi kunci untuk memperkuat respond to these dynamics will be key to strengthening its posisi pasar sekaligus mendorong pertumbuhan market position and driving sustainable long-term growth. berkelanjutan dalam jangka panjang. Dalam menghadapi situasi tersebut, maka model bisnis In addressing this situation, a resilient, adaptive, innovative, pengelolaan usaha jalan tol yang tangguh, adaptif, inovatif and responsive toll road management business model is serta responsif terhadap perubahan situasi ekonomi global essential. This is important considering that toll roads have maupun domestik menjadi suatu keharusan. Hal ini penting become the backbone of national connectivity. The Board PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 53
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
mengingat jalan tol saat ini sudah menjadi tulang punggung of Commissioners believes that the Company’s success
konektivitas nasional. Dewan Komisaris meyakini bahwa in responding to these challenges will not only secure its
keberhasilan Perseroan dalam merespons tantangan market position and strengthen its internal capacity but also
tersebut tidak hanya akan mengamankan posisi pasar support sustainable long-term growth.
dan memperkuat kapasitas internal Perseroan, tetapi juga
mendukung pertumbuhan berkelanjutan dalam jangka
panjang.
Selaras dengan hal tersebut, Dewan Komisaris memberikan In line with this, the Board of Commissioners highly
apresiasi yang tinggi atas langkah-langkah strategis yang appreciates the strategic steps taken by the Board of
dilakukan oleh Direksi melalui realisasi sejumlah program Directors through the realization of a number of the
strategis Perseroan yang tercantum dalam RKAP 2025 di Company’s strategic programs listed in the 2025 RKAP,
antaranya di bidang bisnis konsesi jalan tol, pengoperasian including in the areas of toll road concession business,
jalan tol, optimalisasi bisnis prospektif, serta penguatan toll road operation, optimization of prospective business,
kapasitas internal Perseroan. Dewan Komisaris juga and strengthening the Company’s internal capacity. The
memberikan apresiasi atas langkah strategis Direksi dalam Board of Commissioners also appreciates the Board of
menyesuaikan arah bisnis, termasuk perumusan kembali Directors’ strategic steps to realign the business, including
Visi dan Misi Perseroan guna memastikan keselarasan reformulating the Company’s Vision and Mission to ensure
dengan kondisi pasar dan arah Rencana Jangka Panjang alignment with market conditions and the 2025-2029 Long-
Perusahaan (RJPP) 2025–2029. Langkah ini diyakini menjadi Term Plan (RJPP). This step is believed to be an important
fondasi penting bagi pertumbuhan yang lebih tangguh dan foundation for more resilient and adaptive growth, enabling
adaptif, memungkinkan Perseroan tidak hanya bertahan, the Company not only to survive but also to take advantage
tetapi juga memanfaatkan peluang baru untuk menciptakan of new opportunities to create sustainable added value.
nilai tambah yang berkelanjutan.
Dalam hal penilaian kinerja Direksi, Dewan Komisaris To assess the Board of Directors’ performance, the Board
melakukan evaluasi secara berkala atas Laporan Manajemen of Commissioners conducts periodic evaluations of the
Triwulanan. Evaluasi tersebut mencakup penilaian terhadap Quarterly Management Reports. These evaluations include
kepatuhan seluruh Anggota Direksi dalam menjalankan an assessment of all Members of the Board of Directors
pengelolaan Perseroan sesuai dengan RKAP dan RJPP yang compliance with the established RKAP and RJPP in managing
telah ditetapkan. Selain itu, Dewan Komisaris juga menilai the Company. In addition, The Board of Commissioners also
kemampuan masing-masing Direksi dalam menindaklanjuti assesses the capabilities of each member of the Board of
keputusan-keputusan yang dihasilkan dari rapat Dewan Directors ability to follow up on decisions made at Board of
Komisaris, serta rapat koordinasi antara Dewan Komisaris Commissioners meetings and to coordinate with the Board
dan Direksi. Tindak lanjut atas saran dan rekomendasi yang of Commissioners at coordination meetings between the
diberikan oleh auditor eksternal juga menjadi bagian penting Board of Commissioners and the Board of Directors. Follow-
dalam evaluasi tersebut, guna memastikan bahwa setiap up on external auditors’ suggestions and recommendations
langkah yang diambil selaras dengan regulasi dan ketentuan is also an important part of the evaluation, to ensure that
yang berlaku. every step taken is in line with applicable regulations and
provisions.
Dewan Komisaris berkomitmen untuk melaksanakan The Board of Commissioners is committed to conducting
penilaian kinerja para Anggota Direksi secara objektif, an objective, transparent, and balanced assessment of
transparan, dan berimbang dengan mengacu pada all Members of the Board of Directors performance, using
indikator kinerja utama Perseroan. Salah satu ukuran the Company’s key performance indicators. One important
penting dalam menilai efektivitas kinerja Direksi adalah measure in assessing the effectiveness of the Board of
tingkat pencapaian Key Performance Indicators (KPI) Directors’ performance is the achievement of the set
yang telah ditetapkan. Pada tahun 2025, keberhasilan Key Performance Indicators (KPIs). In 2025, the Board of
pencapaian realisasi KPI Direksi, termasuk Direktur Utama, Directors, including the President Director, successfully
adalah sebesar 101,36%, yang menunjukkan target utama achieved a KPI realisation of 101.36%, indicating that
Perseroan telah tercapai dengan baik. Capaian tersebut the Company’s main targets had been successfully
merefleksikan konsistensi langkah strategis Direksi dalam met. This achievement reflects the consistency of the
mengoptimalkan kinerja bisnis dan operasional Perseroan Board of Directors’ strategic steps in optimising the
secara berkelanjutan, di tengah dinamika dan tantangan Company’s business and operational performance in a
lingkungan usaha yang dihadapi. Proses evaluasi dilakukan sustainable manner, amid the dynamics and challenges
secara menyeluruh terhadap setiap Anggota Direksi, of the business environment. The evaluation process
dengan mempertimbangkan berbagai aspek kinerja, mulai was conducted comprehensively for each member of the
dari pencapaian hasil bisnis, efektivitas operasional, hingga Board of Directors, taking into account various aspects of
penerapan prinsip tata kelola yang baik. Hasil penilaian performance, including business results and operational
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
tersebut kemudian dilaporkan kepada Pemegang Saham effectiveness, as well as the implementation of good
Seri A Dwiwarna sebagai bentuk komitmen Perseroan governance principles. The assessment results were
terhadap transparansi dan akuntabilitas dalam setiap then reported to the Series A Dwiwarna Shareholders as
tahapan pengelolaan. part of the Company’s commitment to transparency and
accountability at every stage of management.
Bagi Dewan Komisaris, evaluasi kinerja tidak hanya berfungsi For the Board of Commissioners, performance evaluation
sebagai alat ukur keberhasilan, tetapi juga menjadi sarana serves not only as a measure of success but also as a means
untuk memperkuat dialog strategis dan kolaborasi yang to strengthen strategic dialogue and productive collaboration
produktif dengan Direksi. Dengan hasil yang positif ini, with the Board of Directors. With these positive results, the
Dewan Komisaris memberikan apresiasi atas kinerja Board of Commissioners expresses its appreciation for
Direksi serta meyakini bahwa sinergi yang telah terbangun the Board of Directors’ performance and believes that the
akan menjadi modal penting bagi Perseroan untuk terus synergy built will be an important asset for the Company
berinovasi, beradaptasi, dan tumbuh berkelanjutan di to continue innovating, adapting, and growing sustainably
tengah dinamika industri yang terus berkembang. amid the ever-evolving dynamics of the industry.
Pengawasan Dewan Komisaris dalam Perumusan Board of Commissioners Supervision in
dan Implementasi Strategi Perseroan the Formulation and Implementation of the
Company’s Strategy
Dewan Komisaris memiliki peran penting dalam memastikan The Board of Commissioners plays an important role in
strategi Perseroan dirumuskan dan dijalankan secara ensuring that the Company’s strategy is formulated and
efektif. Berdasarkan Surat Keputusan Dewan Komisaris implemented effectively. Per the Board of Commissioners’
No. KEP-079/VI/2025 tanggal 4 Juni 2025, bidang tugas Decree No. KEP-079/VI/2025 dated June 4, 2025, the duties
Anggota Dewan Komisaris dibagi dalam 6 (enam) bidang of the Board of Commissioners are divided into 6 (six)
tugas pengawasan dan pemberian nasihat kepada Direksi, areas of supervision and advisory services to the Board of
meliputi: Directors, including:
1. Bidang Kebijakan dan Strategi Pengelolaan Pengusahaan 1. Toll Road Management Policy and Strategy with
Jalan Tol dengan Sarana Penunjangnya; Supporting Facilities;
2. Bidang Pengelolaan Human Capital dan Transformasi; 2. Human Capital Management and Transformation;
3. Bidang Pengelolaan Pengembangan Usaha; 3. Business Development Management;
4. Bidang Pengelolaan Operasi & Pemeliharaan; 4. Operations & Maintenance Management;
5. BIdang Pengelolaan Bisnis; dan 5. Business Management; and
6. Bidang Pengelolaan Keuangan dan Manajemen Risiko. 6. Financial Management and Risk Management.
Sehubungan dengan adanya penambahan direktorat baru In connection with the addition of a new directorate decided
yang diputuskan dalam Rapat Umum Pemegang Saham Luar at the Extraordinary General Meeting of Shareholders
Biasa (RUPSLB) tanggal 17 Desember 2025, sampai dengan (EGMS) on December 17, 2025, until the end of the 2025
akhir tahun buku 2025 Dewan Komisaris tengah melakukan financial year, the Board of Commissioners is finalising the
finalisasi atas Keputusan Dewan Komisaris mengenai Board of Commissioners’ Decision regarding the adjustment
penyesuaian pembagian tugas dan wewenang tersebut. of the division of duties and authorities. The decision is
Keputusan dimaksud direncanakan diterbitkan pada periode planned to be issued in early 2026 as a form of aligning the
awal tahun 2026 sebagai bentuk penyelarasan struktur supervisory structure with the dynamics of the Company’s
pengawasan dengan dinamika organisasi Perseroan. organisation.
Dewan Komisaris memiliki tanggung jawab dalam The Board of Commissioners is responsible for ensuring
memastikan bahwa strategi Perseroan dirumuskan dan that the Company’s strategies are properly formulated
diimplementasikan dengan baik. Sesuai dengan Keputusan and implemented. Per the Board of Commissioners Decree
Dewan Komisaris No. KEP 015/I/2025 tanggal 30 Januari No. KEP 015/I/2025 dated January 30, 2025, the Board of
2025, Dewan Komisaris telah menetapkan program kerja Commissioners has established a clear and detailed work
yang jelas dan rinci, serta membagi tugas dan tanggung program and divided the duties and responsibilities of each
jawab masing-masing anggota. Hal ini bertujuan untuk member. This aims to ensure that each member of the
memastikan bahwa setiap Anggota Dewan Komisaris dapat Board of Commissioners can contribute maximally to the
berkontribusi secara maksimal dalam pengawasan dan supervision and decision-making related to the Company’s
pengambilan keputusan yang berhubungan dengan arah strategic direction. With an organized structure, the Board
strategis Perseroan. Dengan struktur yang terorganisir, of Commissioners is committed to performing its functions
Dewan Komisaris berkomitmen untuk melaksanakan effectively in supporting the Company’s sustainability and
fungsinya secara efektif dalam mendukung keberlanjutan growth.
dan pertumbuhan Perseroan.
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Sebagai bagian dari fungsi pengawasan, Dewan Komisaris As part of its supervisory function, the Board of
secara rutin mengadakan rapat untuk memantau kinerja dan Commissioners regularly holds meetings to monitor
membahas isu-isu strategis yang memerlukan perhatian performance and discuss strategic issues that require
khusus. Forum tersebut menjadi sarana penting dalam special attention. This forum is an important means of
proses pengambilan keputusan yang bersifat kolegial collegial decision-making based on comprehensive data
dan berbasis pada data serta analisis yang komprehensif. and analysis. When necessary, the Board also holds joint
Apabila diperlukan, Dewan Komisaris juga menggelar rapat meetings with the Board of Directors to obtain in-depth
bersama Direksi untuk memperoleh penjelasan mendalam explanations on specific agendas that require the Board
terkait agenda tertentu yang membutuhkan rekomendasi of Commissioners’ recommendations or approval. This
atau persetujuan Dewan Komisaris. Pendekatan kolaboratif collaborative approach reflects the spirit of openness and
ini mencerminkan semangat keterbukaan dan sinergi antara synergy between the Board of Commissioners and the
Dewan Komisaris dan Direksi dalam memastikan setiap Board of Directors, ensuring that every strategic decision
keputusan strategis didasarkan pada pemahaman yang utuh is based on a thorough understanding of the Company’s
terhadap tantangan dan peluang yang dihadapi Perseroan. challenges and opportunities.
Selama periode tahun 2025, Dewan Komisaris telah During the 2025 period, the Board of Commissioners held
menyelenggarakan 17 (tujuh belas) Rapat Dewan Komisaris, 17 (seventeen) Board of Commissioners Meetings, with an
dengan tingkat kehadiran Anggota Dewan Komisaris attendance rate of 95% among Board of Commissioners
mencapai 95%. Tingkat rata-rata kehadiran yang tinggi members. This high average attendance rate
menunjukkan komitmen Anggota Dewan Komisaris, demonstrates the commitment of Board of Commissioners
termasuk Komisaris Utama, terhadap tanggung jawabnya members, including the President Commissioner, to
dan keseriusan dalam menjalankan fungsi pengawasan. their responsibilities and seriousness in carrying out
Selain itu, Dewan Komisaris juga melaksanakan 11 (sebelas) their supervisory functions. In addition, the Board of
Rapat Gabungan sebagai forum koordinasi rutin dengan Commissioners also held 11 (eleven) Joint Meetings as a
Direksi, yang juga memiliki tingkat kehadiran rata-rata regular coordination forum with the Board of Directors,
Anggota Dewan Komisaris dan Direksi yang sangat baik, which also had a very good average attendance rate of
yaitu 98%. Board of Commissioners and Board of Directors members,
namely 98%.
Seluruh keputusan Rapat Dewan Komisaris diambil melalui All decisions at Board of Commissioners Meetings were
prinsip musyawarah untuk mufakat, dan seluruh hasil reached through deliberation to reach consensus, and all
keputusan telah ditindaklanjuti secara konsisten. Mekanisme decisions were consistently followed up on. This mechanism
ini memastikan setiap pandangan Anggota Dewan Komisaris ensures that each member’s views are considered in a
diperhitungkan secara seimbang, sehingga keputusan yang balanced manner, so that the decisions made truly reflect
dihasilkan benar-benar mencerminkan kepentingan terbaik the Company’s best interests. Through these forums,
bagi Perseroan. Melalui forum-forum tersebut, Dewan the Board of Commissioners actively provides strategic
Komisaris secara aktif memberikan arahan dan pandangan direction and insight to the Board of Directors, including
strategis kepada Direksi, termasuk dalam proses perumusan in the formulation of short- and long-term policies and in
kebijakan jangka pendek maupun jangka panjang, serta preparing the Company’s Long-Term Plan (RJPP) for 2025-
penyusunan Rencana Jangka Panjang Perusahaan (RJPP) 2029. This active role is a tangible manifestation of the
2025–2029. Peran aktif ini menjadi wujud nyata kontribusi Board’s support for the Company’s Vision and Mission.
Dewan Komisaris dalam mendukung terwujudnya Visi dan
Misi Perseroan.
Sebagai bagian dari tanggung jawab pengawasan, Dewan As part of its supervisory responsibilities, the Board of
Komisaris secara berkelanjutan melakukan monitoring dan Commissioners continuously monitors and evaluates
evaluasi atas implementasi strategi dan kinerja Perseroan. the implementation of the Company’s strategies and
Melalui analisis yang komprehensif, Dewan memberikan performance. Through comprehensive analysis, the Board
rekomendasi yang relevan untuk memastikan setiap provides recommendations to ensure that every strategic
langkah strategis senantiasa selaras dengan dinamika step aligns with market dynamics and internal company
pasar dan kondisi internal Perseroan. Pendekatan ini tidak conditions. This approach not only improves operational
hanya meningkatkan efektivitas operasional, tetapi juga effectiveness but also strengthens the Company’s resilience
memperkuat ketahanan Perseroan dalam mencapai sasaran in achieving its long-term goals.
jangka panjangnya.
Dalam rangka memperkuat pemantauan terhadap proses To strengthen monitoring of business processes, the Board
bisnis, Dewan Komisaris juga melakukan kunjungan kerja of Commissioners also conducted working visits to various
baik ke Regional maupun ke Anak Perusahaan. Kunjungan regions and subsidiaries. These visits aimed to review
ini bertujuan untuk meninjau perkembangan proyek the progress of toll road construction projects, as well
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
pembangunan jalan tol, serta mengevaluasi pengembangan as evaluate operational business development and new
bisnis operasional dan potensi bisnis baru. Di tahun 2025, business potential. In 2025, the Board of Commissioners
Dewan Komisaris melakukan 6 (enam) kunjungan kerja conducted 6 (six) working visits to toll road projects, both
ke proyek-proyek jalan tol, baik yang masih dalam tahap those still under construction and those already in operation.
konstruksi maupun yang sudah beroperasi. Kunjungan These visits provided direct insight into the challenges and
ini memberikan wawasan langsung tentang tantangan opportunities, enabling the Board of Commissioners to
dan peluang yang dihadapi, serta memungkinkan Dewan provide more targeted guidance based on field information.
Komisaris untuk memberikan arahan yang lebih tepat
sasaran berdasarkan informasi lapangan.
Pengawasan yang dilakukan Dewan Komisaris atas The Board of Commissioners’ supervision of the formulation
perumusan dan pelaksanaan strategi Perseroan merupakan and implementation of the Company’s strategy is a tangible
wujud nyata penerapan prinsip GCG. Melalui koordinasi manifestation of the application of GCG principles. Through
yang sinergis dengan Direksi, Dewan Komisaris memastikan synergistic coordination with the Board of Directors, the
setiap kebijakan strategis dijalankan secara konsisten, Board of Commissioners ensures that every strategic policy
transparan, dan berorientasi pada penciptaan nilai jangka is implemented consistently, transparently, and with a focus
panjang. Secara keseluruhan, komitmen ini memperkuat on creating long-term value. Overall, this commitment
peran Dewan Komisaris dalam mendorong pertumbuhan strengthens the Board of Commissioners’ role in driving
berkelanjutan, menjaga ketahanan bisnis, dan memastikan sustainable growth, maintaining business resilience, and
Perseroan tetap kompetitif di tengah dinamika lingkungan ensuring the Company remains competitive amid the ever-
usaha yang terus berkembang. evolving business environment.
Pandangan atas Prospek Usaha Perseroan Outlook On the Company’s Business
Prospects
Dewan Komisaris memandang tahun 2026 sebagai periode The Board of Commissioners views 2026 as a period of solid
dengan peluang pertumbuhan yang solid, didukung oleh growth opportunities, supported by a conducive industrial
iklim industri yang kondusif, stabilitas makroekonomi climate, maintained national macroeconomic stability, and
nasional yang terjaga, serta berlanjutnya agenda the continuation of the Government’s strategic infrastructure
pembangunan infrastruktur strategis Pemerintah. Proyeksi development agenda. Indonesia’s prospective economic
pertumbuhan ekonomi Indonesia yang prospektif, selaras growth projections, in line with fiscal policies that remain
dengan kebijakan fiskal yang tetap pro-investasi, menjadi pro-investment, form a foundation that strengthens demand
fondasi yang memperkuat permintaan terhadap layanan for transportation services and toll road connectivity.
transportasi dan konektivitas jalan tol.
Sejalan dengan dinamika industri dan arah kebijakan In line with industry dynamics and strategic policy directions,
strategis, Perseroan memandang bahwa strategi penguatan the Company believes that its portfolio strengthening
portofolio yang telah dijalankan akan semakin relevan pada strategy will become increasingly relevant in 2026. The
tahun 2026. Optimalisasi aset yang sudah beroperasi, optimization of existing assets, improvement of operational
peningkatan kinerja operasi dan pemeliharaan, serta and maintenance performance, and expansion of non-toll
perluasan bisnis non-tol diharapkan memberikan kontribusi road businesses are expected to contribute more steadily
yang semakin stabil terhadap pendapatan Perseroan. to the Company’s revenue. This step is part of Jasa Marga’s
Langkah ini merupakan bagian dari strategi jangka panjang long-term strategy to create a balance between expansion
Jasa Marga untuk menciptakan keseimbangan antara and profitability.
ekspansi dan profitabilitas.
Selain itu, Dewan Komisaris meyakini bahwa transformasi In addition, the Board of Commissioners believes that
digital akan menjadi keunggulan kompetitif Perseroan digital transformation will be the Company’s competitive
dalam mengelola pertumbuhan di tahun 2026. Implementasi advantage in managing growth in 2026. The implementation
teknologi cerdas serta sistem manajemen operasi digital of smart technology and an integrated digital operations
terintegrasi akan semakin meningkatkan kualitas layanan, management system will further improve service quality,
efisiensi operasional, dan ketepatan pengambilan keputusan operational efficiency, and the accuracy of data-driven
berbasis data. Pemanfaatan teknologi juga memungkinkan decision making. The use of technology also enables the
Perseroan memperkuat pengalaman pengguna jalan tol Company to strengthen the overall experience of toll road
secara menyeluruh, mendukung keselamatan, kelancaran, users, supporting safety, smoothness, and comfort while
dan kenyamanan dalam berkendara. driving.
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Dari perspektif pendanaan, stabilitas perekonomian dan From a funding perspective, economic stability and
kondisi pasar keuangan nasional yang kondusif memberikan favorable national financial market conditions provide room
ruang bagi Jasa Marga untuk menjalankan strategi for Jasa Marga to implement a prudent and sustainable
pembiayaan yang prudent dan berkelanjutan. Optimalisasi financing strategy. Optimizing the asset recycling scheme
skema asset recycling dan diversifikasi sumber pendanaan and diversifying funding sources are important pillars in
menjadi salah satu pilar penting dalam menjaga struktur maintaining a healthy capital structure and supporting
permodalan yang sehat dan mendukung ekspansi usaha measured business expansion.
secara terukur.
Dengan mempertimbangkan keseluruhan faktor tersebut, Considering all these factors, the Board of Commissioners
Dewan Komisaris memandang prospek usaha Perseroan views the Company’s business prospects in 2026 as being
pada tahun 2026 berada pada jalur pertumbuhan yang tepat on the right track for sustainable growth. Through a focus
dan berkelanjutan. Melalui fokus pada penguatan portofolio, on strengthening the portfolio, service innovation, digital
inovasi layanan, transformasi digital, serta kolaborasi transformation, and strategic collaboration with various
strategis dengan berbagai pemangku kepentingan, Dewan stakeholders, the Board of Commissioners is optimistic that
Komisaris optimistis bahwa Perseroan dapat terus berperan the Company can continue to play a leading role in national
sebagai penggerak utama konektivitas nasional dan connectivity and provide added value to the Indonesian
memberikan nilai tambah bagi perekonomian Indonesia. economy.
Pandangan atas Penerapan Tata Kelola Perspective on Corporate Governance
Implementation
Dewan Komisaris menegaskan bahwa Perseroan tetap The Board of Commissioners emphasizes that the Company
memegang teguh komitmen dalam menjunjung tinggi remains firmly committed to upholding the implementation
penerapan Tata Kelola Perusahaan yang Baik (GCG), serta of Good Corporate Governance (GCG) and consistently
secara konsisten melaksanakan asesmen GCG, selain conducts GCG assessments. This is carried out not only
sebagai amanat Peraturan Menteri BUMN, juga sebagai as a mandate of the Regulation of the Minister of State-
salah satu upaya dalam menilai efektivitas implementasi Owned Enterprises, but also as one of the efforts to
GCG di Perseroan. Dalam melakukan penilaian, Perseroan evaluate the effectiveness of GCG implementation within
menggunakan kriteria/parameter Otoritas Jasa Keuangan the Company. In conducting the assessment, the Company
(OJK), Pedoman Umum Governansi Korporat Indonesia applies the criteria/parameters of the Financial Services
(PUGKI), dan ASEAN Corporate Governance Scorecard Authority (OJK), the Indonesian General Guidelines on
(ACGS), yang kami laksanakan pada tahun 2025 baik secara Corporate Governance (PUGKI), and the ASEAN Corporate
mandiri (self-assessment) maupun oleh pihak independen. Governance Scorecard (ACGS), which were implemented
Pada kriteria OJK dan PUGKI, Perseroan telah dominan in 2025 both through self-assessment and assessments
dalam menerapkan dan mematuhi rekomendasi yang ada. by independent parties. Under the OJK and PUGKI criteria,
Lebih lanjut, berdasarkan parameter ACGS, Perseroan the Company has predominantly implemented and complied
berhasil memperoleh skor sebesar 103,46 dengan predikat with the existing recommendations. Furthermore, based on
“Leadership in Corporate Governance”, suatu pencapaian the ACGS parameters, the Company successfully achieved
yang menempatkan skor total kami di atas rata-rata a score of 103.46 with the designation “Leadership in
perusahaan publik kategori Big Cap, sekaligus membuktikan Corporate Governance,” an achievement that places our
bahwa praktik GCG kami telah mengadopsi sebagian besar total score above the average of Big Cap public companies
standar internasional. and demonstrates that our GCG practices have adopted
most international standards.
Di sisi lain, Dewan Komisaris menilai bahwa penerapan On the other hand, the Board of Commissioners assessed
manajemen risiko dan pengendalian internal juga telah that the implementation of risk management and internal
berjalan secara terintegrasi dengan tata kelola korporasi. control has also been integrated with corporate governance.
Fungsi Enterprise Risk Management (ERM) diperkuat dengan The Enterprise Risk Management (ERM) function is
pendekatan risk-based decision making yang memastikan strengthened by a risk-based decision-making approach
setiap keputusan strategis mempertimbangkan aspek risiko, that ensures every strategic decision considers aspects
peluang, dan keberlanjutan usaha. Penerapan sistem digital of risk, opportunity, and business sustainability. The
seperti Jasamarga Risk Management Information System implementation of digital systems such as the Jasamarga
(JRMIS) serta pelaksanaan risk awareness program secara Risk Management Information System (JRMIS) and the
rutin menunjukkan bahwa manajemen risiko telah menjadi routine implementation of risk awareness programs
bagian dari budaya kerja yang melekat dalam organisasi. demonstrate that risk management has become an integral
part of the organization’s work culture.
Dari sisi budaya integritas dan pengendalian kecurangan, In terms of integrity, culture, and fraud control, the Board
Dewan Komisaris mengapresiasi langkah Perseroan dalam appreciates the Company’s steps to expand the Anti-Bribery
memperluas sertifikasi Sistem Manajemen Anti Penyuapan Management System (SMAP ISO 37001:2016) certification
(SMAP ISO 37001:2016) ke berbagai entitas anak, serta to various subsidiaries and to strengthen the effectiveness
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
memperkuat efektivitas Whistleblowing System (WBS). of the Whistleblowing System (WBS). The whistleblowing
Sistem pelaporan pelanggaran tersebut telah dioptimalkan system has been optimized for security, confidentiality, and
baik dari sisi keamanan, kerahasiaan, maupun tindak lanjut complaint follow-up, thereby fostering an open and ethical
pengaduan, yang terbukti efektif dalam membangun iklim organizational climate. In addition, periodic activities carried
organisasi yang terbuka dan beretika. Di samping itu, out to enhance awareness of Good Corporate Governance
kegiatan-kegiatan dalam rangka meningkatkan awareness (GCG) have further strengthened ethical awareness and
terkait GCG yang dilaksanakan secara periodik turut individual responsibility across all levels of the organization.
memperkuat kesadaran etika dan tanggung jawab individu
di seluruh jenjang organisasi.
Dalam konteks pencapaian tata kelola, Dewan Komisaris In the context of governance achievements, the Board of
memberikan apresiasi atas keberhasilan Perseroan dalam Commissioners extends its appreciation for the Company’s
perolehan penghargaan di bidang GRC (Governance, success in receiving awards in the field of GRC (Governance,
Risk, and Compliance) yang menegaskan pengakuan Risk, and Compliance), which affirms external recognition
eksternal atas kualitas penerapan GCG di Jasa Marga. of the quality of GCG implementation at Jasa Marga. The
Penerapan prinsip keberlanjutan (Environmental, Social, application of sustainability principles (Environmental,
and Governance – ESG) juga semakin diperkuat melalui Social, and Governance – ESG) has also been further
kebijakan Green Financing, efisiensi energi, pengelolaan strengthened through Green Financing policies, energy
emisi, serta pengembangan rest area hijau sebagai wujud efficiency initiatives, emissions management, and the
tanggung jawab sosial dan lingkungan. development of green rest areas as a manifestation of the
Company’s social and environmental responsibility.
Secara keseluruhan, Dewan Komisaris berpendapat bahwa Overall, the Board of Commissioners believes that the Board
Direksi telah menunjukkan komitmen yang kuat dalam of Directors has demonstrated a strong commitment to
membangun sistem tata kelola yang efektif, adaptif, dan building an effective, adaptive, and competitive governance
berdaya saing. Dewan Komisaris mendorong agar Perseroan system. The Board encourages the Company to continue
terus memperkuat sinergi antara GCG, manajemen risiko, strengthening the synergy among GCG, risk management,
dan ESG sebagai satu kesatuan yang tak terpisahkan dalam and ESG as an inseparable whole to create sustainable
menciptakan nilai berkelanjutan (sustainable value). Dengan value. With the strengthening of holistic, integrity-based
penguatan tata kelola yang holistik dan berintegritas, Jasa governance, Jasa Marga is believed to be able to maintain
Marga diyakini mampu mempertahankan reputasi sebagai its reputation as a trusted, resilient national infrastructure
Perusahaan infrastruktur nasional yang terpercaya, tangguh, corporation that delivers broad benefits to all stakeholders.
dan memberikan manfaat luas bagi seluruh pemangku
kepentingan.
Capaian Program Kerja dan Pelaksanaan Achievements of the Board of
Tugas Dewan Komisaris Commissioners’ Work Program and
Implementation of Duties
Dalam melaksanakan mandat pengawasan, Dewan Komisaris In carrying out its supervisory mandate, the Board
senantiasa menjunjung tinggi efektivitas, independensi, of Commissioners always upholds effectiveness,
dan kepatuhan terhadap seluruh ketentuan perundang- independence, and compliance with all applicable laws
undangan yang berlaku. Setiap arahan dan keputusan and regulations. Every directive and decision is always
senantiasa didasarkan pada penerapan prinsip-prinsip GCG based on the application of GCG principles to ensure that
guna memastikan bahwa pengelolaan Perseroan berjalan the Company is managed with integrity, transparency, and
dengan integritas, transparansi, serta akuntabilitas yang adequate accountability. Through this commitment, the
memadai. Melalui komitmen tersebut, Dewan Komisaris Board of Commissioners strives to strengthen investor and
berupaya memperkuat kepercayaan investor dan para stakeholder confidence in the Company’s performance.
pemangku kepentingan atas keberlangsungan kinerja
Perseroan.
Sebagai bagian dari mekanisme tata kelola, Dewan As part of the governance mechanism, the Board of
Komisaris menyusun program kerja tahunan yang Commissioners prepares an annual work program, the
pelaksanaannya dievaluasi secara berkala dan dituangkan implementation of which is evaluated periodically and
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
dalam laporan pengawasan Dewan Komisaris. Laporan documented in the Board of Commissioners’ supervision
tersebut menjadi instrumen penting untuk menilai efektivitas report. This report is an important instrument for assessing
fungsi pengawasan sekaligus bentuk pertanggungjawaban the effectiveness of the supervisory function and a
Dewan Komisaris kepada para pemegang saham melalui form of accountability of the Board of Commissioners to
penyampaian Laporan Pengawasan Dewan Komisaris shareholders, as it is presented at the Annual General
dalam Rapat Umum Pemegang Saham (RUPS) Tahunan. Meeting of Shareholders (GMS) Supervisory Board
Proses evaluatif ini memastikan bahwa Dewan Komisaris Report. This evaluative process ensures that the Board
terus meningkatkan kapasitas dan ketanggapan dalam of Commissioners continues to improve its capacity and
menjalankan perannya. responsiveness in carrying out its role.
Sepanjang tahun 2025, seluruh program kerja yang Throughout 2025, all of the established work programs were
telah ditetapkan berhasil direalisasikan dengan baik oleh successfully implemented by all members of the Board of
seluruh Anggota Dewan Komisaris. Capaian tersebut Commissioners. These achievements were presented at
telah disampaikan dalam RUPS Tahunan sebagai bagian the Annual GMS as part of the supervisory report, including
dari laporan pelaksanaan tugas pengawasan, termasuk measures to strengthen the GCG implementation across all
langkah-langkah penguatan penerapan GCG di seluruh lines of the Company. This success reflects the dedication of
lini Perseroan. Keberhasilan ini mencerminkan dedikasi the Board of Commissioners’ to ensuring that the Company’s
Anggota Dewan Komisaris dalam memastikan pengelolaan management aligns with high governance standards. With
Perseroan berlangsung selaras dengan standar tata kelola these achievements, the Board of Commissioners affirms its
yang tinggi. Dengan pencapaian tersebut, Dewan Komisaris role as an active, effective, and quality-oriented supervisor
menegaskan perannya sebagai pengawas yang aktif, focused on the Company’s operational sustainability.
efektif, dan berorientasi pada peningkatan kualitas serta
keberlanjutan operasional Perseroan.
Sepanjang tahun 2025 Dewan Komisaris telah melaksanakan Throughout 2025, the Board of Commissioners has carried
fungsi, tugas, dan tanggung jawabnya, yang tertuang dalam out its functions, duties, and responsibilities, which are
beberapa program kerja besar, meliputi: outlined in several major work programs, including:
• Pengusulan Kantor Akuntan Publik (KAP) untuk • Proposal of Public Accounting Firm (KAP) to be
Disetujui dan Ditetapkan oleh Rapat Umum Pemegang Approved and Appointed by the General Meeting of
Saham (RUPS) Shareholders (GMS)
Dewan Komisaris memegang peran strategis dalam The Board of Commissioners plays a strategic role in
memastikan laporan keuangan Perseroan diaudit oleh ensuring that the Company’s financial statements are
auditor independen dan profesional. Sehubungan audited by independent and professional auditors. In
dengan itu, Dewan Komisaris menyetujui pengusulan this regard, the Board of Commissioners approved the
Kantor Akuntan Publik Amir Abadi Jusuf, Aryanto, Mawar proposal of Public Accounting Firm Amir Abadi Jusuf,
& Rekan (Anggota Jaringan Global RSM) sebagai auditor Aryanto, Mawar & Partners (Member of the RSM Global
laporan keuangan konsolidasian Perseroan serta laporan Network) as the auditor of the Company’s consolidated
Program Pendanaan Usaha Mikro dan Usaha Kecil financial statements and the 2025 Micro and Small
(PUMK) tahun 2025. Business Funding Program (PUMK) report.
Pengusulan tersebut dilakukan melalui proses evaluasi The proposal was made through an in-depth evaluation
mendalam dengan mempertimbangkan rekam jejak, process that took into account the track record,
reputasi, serta kapabilitas KAP dalam memberikan reputation, and capabilities of the public accounting
layanan audit berkualitas tinggi. Setelah melalui firm in providing high-quality audit services. After a
penilaian yang komprehensif, rekomendasi ini diajukan comprehensive assessment, this recommendation
kepada RUPS untuk memperoleh persetujuan, termasuk was submitted to the GMS for approval, including the
pelimpahan kewenangan kepada Dewan Komisaris delegation of authority to the Board of Commissioners
untuk menetapkan besaran imbalan jasa audit, potensi to determine the amount of audit fees, potential
penambahan ruang lingkup, serta persyaratan lain yang additions to the scope, and other requirements deemed
dinilai wajar bagi KAP yang ditunjuk. reasonable for the appointed Public Accounting Firm.
• Pemberian Persetujuan dan Penetapan RKAP 2025 • Approval and Determination of the 2025 RKAP
Dewan Komisaris memberikan persetujuan dan The Board of Commissioners approved and determined
penetapan atas RKAP 2025 melalui Surat Keputusan the 2025 RKAP through Decree of the Board of
Dewan Komisaris PT Jasa Marga (Persero) Tbk nomor Commissioners of PT Jasa Marga (Persero) Tbk Number
KEP-015/I/2025 tanggal 30 Januari 2025, sebagai KEP-015/I/2025 dated January 30, 2025, as part of
bagian dari upaya memastikan Perseroan memiliki arah efforts to ensure that the Company has a clear strategic
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
strategis yang jelas untuk tahun mendatang. Penyusunan direction for the coming year. The RKAP was prepared
RKAP dilakukan melalui analisis komprehensif terhadap through a comprehensive analysis of the previous year’s
kinerja tahun sebelumnya, proyeksi pasar, serta rencana performance, market projections, and strategic plans in
strategis yang selaras dengan tujuan jangka panjang line with the Company’s long-term objectives.
Perseroan.
Dalam prosesnya, Dewan Komisaris berkoordinasi In the process, the Board of Commissioners coordinated
dengan Komite di bawah Dewan Komisaris dan Direksi with the Committees under the Board of Commissioners
untuk merumuskan RKAP yang mencakup sasaran and the Board of Directors to formulate the RKAP, which
utama, program kerja prioritas, dan alokasi anggaran includes key objectives, priority work programs, and the
yang diperlukan guna mencapai target yang telah necessary budget allocations to achieve the set targets.
ditetapkan.
RKAP yang ditetapkan tersebut menjadi pedoman The approved RKAP serves as the main guideline for
utama dalam pengelolaan operasional Perseroan the Company’s operational management throughout
sepanjang tahun 2025. Dewan Komisaris menegaskan 2025. The Board of Commissioners emphasizes the
pentingnya pelaksanaan RKAP secara konsisten dan importance of consistent and effective implementation
efektif agar setiap program berjalan sesuai rencana dan of the RKAP so that each program runs according to plan
mampu memberikan kontribusi positif terhadap kinerja and is able to contribute positively to the Company’s
Perseroan. performance.
• Pengawasan terhadap Kebijakan dan Pelaksanaan • Supervision of Policies and Implementation of
Pengelolaan Anak Perusahaan Subsidiary Management
Salah satu fokus utama Dewan Komisaris adalah One of the main focuses of the Board of Commissioners
melakukan pengawasan atas kebijakan dan is to supervise the policies and implementation of
implementasi pengelolaan Anak Perusahaan. Mengingat Subsidiary management. Given the strategic role of
peran strategis anak perusahaan dalam mendukung subsidiaries in supporting the Company’s growth and
pertumbuhan dan keberlanjutan Perseroan, Dewan sustainability, the Board of Commissioners ensures that
Komisaris memastikan bahwa kebijakan yang dijalankan the policies implemented are in line with the Company’s
selaras dengan visi, strategi, dan arah pengembangan vision, strategy, and development direction. Through
Perseroan. Melalui pemantauan yang intensif, Dewan intensive monitoring, the Board of Commissioners seeks
Komisaris berupaya mengidentifikasi tantangan yang to identify challenges faced by subsidiaries and provide
dihadapi Anak Perusahaan serta memberikan dukungan the necessary support to resolve them.
yang diperlukan untuk penyelesaiannya.
Melalui kunjungan kerja dan rapat koordinasi berkala, Through regular working visits and coordination
Dewan Komisaris memperoleh pemahaman langsung meetings, the Board of Commissioners gains a
mengenai kondisi operasional Anak Perusahaan. direct understanding of the operational conditions
Pendekatan ini memungkinkan Dewan Komisaris menilai of subsidiaries. This approach enables the Board of
kinerja secara objektif sekaligus memberikan arahan Commissioners to assess performance objectively
strategis yang relevan dalam proses pengambilan while providing relevant strategic direction in the
keputusan. Dengan pengawasan yang proaktif, Dewan decision-making process. With proactive supervision,
Komisaris berkomitmen memastikan setiap Anak the Board of Commissioners is committed to ensuring
Perusahaan beroperasi secara optimal dan memberikan that each Subsidiary operates optimally and contributes
kontribusi signifikan terhadap pencapaian tujuan significantly to the achievement of the Company’s
Perseroan. objectives.
• Arahan atas Implementasi Rencana dan Kebijakan • Direction on the Implementation of the Company’s
Perseroan Plans and Policies
Dewan Komisaris memberikan arahan yang jelas dan The Board of Commissioners provides clear and
strategis terkait implementasi rencana dan kebijakan strategic guidance regarding the implementation
Perseroan. Arahan tersebut mencakup berbagai aspek of the Company’s plans and policies. This guidance
yang disesuaikan dengan dinamika bisnis, tantangan covers various aspects tailored to business dynamics,
yang dihadapi, serta aspirasi pemegang saham dan challenges faced, and the aspirations of shareholders
pemangku kepentingan lainnya. Dengan panduan ini, and other stakeholders. With this guidance, the Board
Dewan Komisaris memastikan bahwa setiap langkah of Commissioners ensures that every step taken by the
yang diambil Direksi tetap selaras dengan tujuan jangka Board of Directors remains in line with the Company’s
panjang Perseroan. long-term objectives.
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Dalam pelaksanaannya, Dewan Komisaris memfokuskan In its implementation, the Board of Commissioners
pengawasan pada efektivitas implementasi rencana focuses its supervision on the effectiveness of the
yang telah disetujui. Melalui rapat koordinasi dan implementation of approved plans. Through coordination
diskusi intensif, Dewan Komisaris memberikan masukan meetings and intensive discussions, the Board of
konstruktif sekaligus mengidentifikasi potensi risiko Commissioners provides constructive input while
yang perlu diantisipasi. Dengan pendekatan tersebut, identifying potential risks that need to be anticipated.
Dewan Komisaris berperan aktif mendukung Direksi agar With this approach, the Board of Commissioners plays
setiap kebijakan yang dijalankan mampu memberikan an active role in supporting the Board of Directors so
dampak positif terhadap kinerja Perseroan. that every policy implemented can have a positive
impact on the Company’s performance.
• Arahan Terkait Keberlanjutan Bisnis dan Peningkatan • Directions Related to Business Sustainability and
Daya Saing Competitiveness Improvement
Dewan Komisaris memahami bahwa keberlanjutan The Board of Commissioners understands that
berbasis Environmental, Social, and Governance sustainability based on Environmental, Social, and
(ESG) merupakan elemen penting dalam menjawab Governance (ESG) is an important element in responding
tantangan industri yang semakin kompetitif. Untuk itu, to increasingly competitive industry challenges. To that
Dewan Komisaris memberikan arahan strategis terkait end, the Board of Commissioners provides strategic
pengembangan kebijakan keberlanjutan yang selaras directions related to the development of sustainability
dengan tren pasar dan kebutuhan masyarakat. Dalam policies that are in line with market trends and
arahan tersebut, Dewan Komisaris mendorong Direksi community needs. In these guidelines, the Board of
untuk terus berinovasi dan meningkatkan kualitas Commissioners encourages the Board of Directors to
layanan, sehingga Perseroan dapat mempertahankan continue innovating and improving service quality so
daya saing dan memiliki fondasi yang kuat untuk that the Company can maintain its competitiveness and
bertumbuh secara berkelanjutan di tengah dinamika have a strong foundation for sustainable growth amid
pasar. market dynamics.
Penguatan fondasi kinerja tidak hanya ditopang Strengthening the performance foundation is not only
oleh kualitas, tetapi juga oleh efisiensi operasional supported by quality, but also by operational efficiency
dan pengelolaan sumber daya yang berkelanjutan. and sustainable resource management. The Board
Dewan Komisaris berkomitmen memastikan strategi of Commissioners is committed to ensuring that the
keberlanjutan yang dijalankan mampu memberikan nilai sustainability strategy implemented is able to provide
jangka panjang bagi Perseroan sekaligus memberikan long-term value for the Company while making a positive
kontribusi positif bagi pembangunan sosial dan contribution to social and environmental development.
lingkungan.
• Arahan Terkait Penguatan Sistem Pengendalian • Directions Related to Strengthening the Internal
Internal Control System
Penguatan sistem pengendalian internal terus menjadi Strengthening the internal control system continues
perhatian utama Dewan Komisaris dalam pelaksanaan to be a major concern for the Board of Commissioners
fungsi pengawasan. Dewan Komisaris memahami in carrying out its supervisory function. The Board of
bahwa kualitas sistem ini sangat menentukan terjaganya Commissioners understands that the quality of this
integritas laporan keuangan serta kepatuhan operasional system is crucial in maintaining the integrity of financial
terhadap kebijakan yang berlaku. Untuk itu, Dewan reports and operational compliance with applicable
Komisaris mendorong dilakukannya evaluasi menyeluruh policies. To that end, the Board of Commissioners
dan peningkatan berkelanjutan guna mendeteksi encourages comprehensive evaluation and continuous
potensi kelemahan sekaligus memperkuat mekanisme improvement to detect potential weaknesses and
pengendalian yang ada. strengthen existing control mechanisms.
Selain itu, Dewan Komisaris mengarahkan Direksi untuk In addition, the Board of Commissioners directs the
memastikan bahwa penerapan pengendalian internal Board of Directors to ensure that the implementation
melibatkan seluruh lini organisasi. Dengan pemahaman of internal controls involves all lines of the organization.
yang merata mengenai pentingnya tata kelola yang With a shared understanding of the importance of good
baik, setiap karyawan diharapkan dapat berperan aktif governance, every employee is expected to play an
dalam menjaga disiplin, transparansi, dan kepatuhan active role in maintaining discipline, transparency, and
operasional. Pendekatan ini diharapkan membentuk operational compliance. This approach is expected to
budaya Perseroan yang lebih kuat dan konsisten dalam foster a stronger and more consistent corporate culture
menerapkan prinsip-prinsip pengendalian internal. in applying internal control principles.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
• Arahan Terkait Efektivitas Sistem Manajemen Risiko • Directions Related to the Effectiveness of the
Perseroan Company’s Risk Management System
Dewan Komisaris memandang penguatan sistem The Board of Commissioners views the strengthening
manajemen risiko sebagai elemen krusial dalam menjaga of the risk management system as a crucial element in
ketahanan Perseroan di tengah ketidakpastian. Seiring maintaining the Company’s resilience amid uncertainty.
dengan meningkatnya potensi risiko dari berbagai aspek, Along with the increasing potential for risk from various
Dewan Komisaris menekankan perlunya penerapan aspects, the Board of Commissioners emphasizes the
manajemen risiko yang terstruktur dan berkelanjutan. need for structured and sustainable risk management.
Fokus arahan ini mencakup pembangunan kerangka kerja This directive focuses on developing a framework
yang mampu mengenali, menilai, dan mengendalikan capable of identifying, assessing, and controlling risks
risiko yang dapat memengaruhi operasional, kinerja that may affect the Company’s operations, financial
keuangan, maupun reputasi Perseroan. performance, and reputation.
Dalam pelaksanaannya, Dewan Komisaris memastikan In its implementation, the Board of Commissioners
Direksi terlibat aktif dalam proses pengelolaan risiko, ensures that the Board of Directors is actively involved in
sehingga setiap temuan dapat ditindaklanjuti melalui the risk management process, so that each finding can
strategi yang responsif dan tepat sasaran. Dewan be followed up with responsive and targeted strategies.
Komisaris juga mendorong penyajian laporan risiko yang The Board of Commissioners also encourages the
transparan sebagai dasar bagi pengambilan keputusan presentation of transparent risk reports as a basis for
strategis. Dengan pendekatan yang lebih menyeluruh strategic decision making. With a more comprehensive
dan sistematis, Perseroan diharapkan memiliki and systematic approach, the Company is expected
ketahanan yang kuat sekaligus kesiapan menghadapi to have strong resilience and readiness to face various
berbagai tantangan di masa depan. challenges in the future.
Penilaian Kinerja Dewan Komisaris Tahun Performance Assessment of the Board of
2025 Commissioners in 2025
Penilaian kinerja seluruh Anggota Dewan Komisaris, The performance assessment of the Board of
termasuk Komisaris Utama, dilakukan berdasarkan pedoman Commissioners, including the President Commissioner, is
self-assessment kinerja Dewan Komisaris yang ditetapkan conducted based on the guidelines for self-assessment
dalam Keputusan Dewan Komisaris No. 125/X/2019 tanggal of the Board of Commissioners’ performance as stipulated
18 Oktober 2019 tentang Penetapan Revisi Sistem Self- in Board of Commissioners Decree No. 125/X/2019 dated
Assessment Kinerja Dewan Komisaris PT Jasa Marga October 18, 2019, on the Determination of Revisions to the
(Persero) Tbk. Penilaian kinerja dimaksud dilaksanakan Self-Assessment System for the Performance of the Board
setiap akhir Triwulan, termasuk setiap akhir Triwulan of Commissioners of PT Jasa Marga (Persero) Tbk. The
IV menjelang akhir tahun buku untuk penilaian 1 (satu) performance evaluation is conducted at the end of each
tahun buku secara keseluruhan. Hasil penilaian dimaksud quarter, including at the end of the fourth quarter prior to
disampaikan kepada Pemegang Saham Seri A Dwiwarna. the close of the financial year for the assessment of the full
one-year financial period. The results of the evaluation are
submitted to the Series A Dwiwarna Shareholder.
Sesuai dengan pedoman self-assessment kinerja Dewan In accordance with the Board of Commissioners’ self-
Komisaris, hasil penilaian kinerja Dewan Komisaris tahun assessment guidelines, the results for 2025 are 5.0 or 100%,
2025 secara self-assessment adalah sebesar 5,0 atau 100% in line with the target set for 2025. This score is maintained
sesuai dengan target yang ditetapkan untuk tahun 2025. from the previous year, when the Board of Commissioners
Skor tersebut dipertahankan dari tahun sebelumnya, dimana aspect scored 5.0 or 100%.
skor tahun lalu untuk aspek Dewan Komisaris adalah 5,0
atau 100%.
Penilaian Kinerja Komite yang Berada di Performance Assessment of Committees
Bawah Dewan Komisaris Under the Board of Commissioners
Dewan Komisaris membawahi komite-komite yang akan The Board of Commissioners oversees committees that
membantu pelaksanaan tugasnya. Setiap tahun Dewan assist in carrying out its duties. Each year, the Board
Komisaris memberikan penilaian terhadap kinerja masing- of Commissioners assesses the performance of each
masing Komite sesuai dengan tugas dan tanggung jawab Committee in accordance with its duties and responsibilities,
yang diembannya berdasarkan piagam/charter masing- as defined in each Committee’s charter. The performance
masing Komite. Prosedur penilaian kinerja Komite di bawah assessment procedure for Committees under the Board
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Dewan Komisaris dilakukan dengan mengevaluasi rencana of Commissioners is carried out by evaluating the annual
program kerja tahunan serta KPI masing-masing Komite work program plans and KPIs for each Committee, as
yang telah disepakati bersama dengan Dewan Komisaris agreed with the Board of Commissioners, as well as
beserta realisasinya. Sementara itu, kriteria penilaian their actual performance. Meanwhile, the criteria for
kinerja Komite di bawah Dewan Komisaris didasari oleh assessing the performance of the Committees under the
perbandingan pencapaian kinerja masing-masing Komite Board of Commissioners are based on comparisons of
dengan target KPI sesuai rencana program kerja tahunan each Committee’s performance against its KPI targets, in
yang telah ditetapkan pada tahun buku berjalan. accordance with the annual work program for the current
fiscal year.
Berdasarkan hasil evaluasi yang dilakukan oleh Dewan Based on the evaluation conducted by the Board of
Komisaris pada tahun 2025, seluruh Komite dinilai telah Commissioners in 2025, all Committees were considered to
menjalankan tugas dan tanggung jawabnya dengan secara have carried out their duties and responsibilities optimally,
optimal, intensif, efektif dan berkelanjutan sehingga intensively, effectively, and on a sustainable basis, resulting
menghasilkan kinerja yang sangat baik. Dewan Komisaris in very strong performance. The Board of Commissioners
menyampaikan apresiasi atas kinerja tersebut serta menilai expresses its appreciation for this achievement and
bahwa Komite-komite telah memberikan kontribusi yang acknowledges that the Committees have made significant
berarti dalam membantu Dewan Komisaris meningkatkan contributions in assisting the Board of Commissioners
kualitas pengawasan internal terhadap pengelolaan in enhancing the quality of internal oversight over the
Perseroan. Untuk itu, Dewan Komisaris juga mendorong Company’s management. Accordingly, the Board of
seluruh Komite untuk senantiasa memperkuat perannya Commissioners encourages all Committees to continuously
secara berkelanjutan, agar fungsi pengawasan semakin strengthen their roles on an ongoing basis, so that the
optimal dalam menjaga integritas dan akuntabilitas supervisory function can be further optimized in maintaining
operasional Perseroan di masa mendatang. the integrity and accountability of the Company’s operations
in the future.
Perubahan Komposisi Dewan Komisaris Changes in Board of Commissioners’
Composition
Di tahun buku 2025, terdapat perubahan komposisi Dewan In the 2025 financial year, changes were made to the
Komisaris dan Direksi Perseroan berdasarkan keputusan composition of the Company’s Board of Commissioners and
Rapat Umum Pemegang Saham (RUPS) Tahunan Tahun Board of Directors pursuant to the resolutions of the Annual
buku 2024 pada tanggal 07 Mei 2025 dan Rapat Umum General Meeting of Shareholders (AGMS) for the 2024
Pemegang Saham (RUPS) Luar Biasa tanggal 17 Desember financial year held on May 7, 2025 and the Extraordinary
2025, sehingga susunan Dewan Komisaris pada akhir tahun General Meeting of Shareholders (EGMS) held on December
buku 2025 yaitu sebagai berikut: 17, 2025. Accordingly, the composition of the Board of
Commissioners as of the end of the 2025 financial year is
as follows:
Komposisi Dewan Komisaris pada Akhir Tahun Buku 2025
Composition of the Board of Commissioners as of the End of the 2025 Financial Year
Nama Jabatan Dasar Pengangkatan Pertama Kali
Name Position Basis of Initial Appointment
Dewan Komisaris
Board of Commissioners
Komisaris Utama Keputusan RUPS Tahunan Tahun buku 2024 tanggal 07 Mei 2025
Juri Ardiantoro
President Commissioner Decision of the Annual GMS for the 2024 fiscal year on May 7, 2025
Komisaris Keputusan RUPS Tahunan Tahun buku 2024 tanggal 07 Mei 2025
Syamsul Bachri Yusuf
Commissioner Decision of the Annual GMS for the 2024 fiscal year on May 7, 2025
Komisaris Independen Keputusan RUPS Tahunan Tahun buku 2024 tanggal 07 Mei 2025
Nachrowi Ramli
Independent Commissioner Decision of the Annual GMS for the 2024 fiscal year on May 7, 2025
Komisaris Independen Keputusan RUPS Luar Biasa tanggal 17 Desember 2025
Tedi Kurniawan
Independent Commissioner Decision of the Extraordinary GMS on December 17, 2025
Komisaris Independen Keputusan RUPS Tahunan Tahun buku 2024 tanggal 07 Mei 2025
Rudi Antariksawan
Independent Commissioner Decision of the Annual GMS for the 2024 fiscal year on May 7, 2025
Komisaris Keputusan RUPS Tahunan Tahun buku 2024 tanggal 07 Mei 2025
Asrorun Ni’am Sholeh
Commissioner Decision of the Annual GMS for the 2024 fiscal year on May 7, 2025
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Seluruh Anggota Dewan Komisaris memiliki integritas, All members of the Board of Commissioners possess integrity,
kompetensi, dan reputasi di bidangnya masing-masing yang competence, and a sufficient reputation in their respective
memadai serta mampu menyediakan waktu yang cukup fields, can dedicate adequate time to perform their duties,
dalam menjalankan tugasnya, serta tidak memiliki benturan and have no conflicts of interest or family relationships up
kepentingan dan tidak saling memiliki hubungan keluarga to the second degree with other members of the Board of
sampai dengan derajat kedua dengan sesama Anggota Commissioners and/or the Board of Directors.
Dewan Komisaris dan/atau Direksi.
Apresiasi Appreciation
Atas nama Dewan Komisaris, izinkan saya menyampaikan On behalf of the Board of Commissioners, allow me to express
apresiasi yang setinggi-tingginya kepada seluruh pemangku my highest appreciation to all stakeholders, especially
kepentingan, terutama para pemegang saham, Direksi, dan the shareholders, the Board of Directors, and all Jasa
seluruh insan Jasa Marga atas dukungan, dedikasi, dan kerja Marga employees, for their support, dedication, and solid
sama yang solid sepanjang tahun 2025. Setiap pencapaian cooperation throughout 2025. Every achievement made by
yang diraih Perseroan merupakan hasil dari komitmen, the Company is the result of commitment, professionalism,
profesionalisme, dan semangat kebersamaan dalam and a spirit of togetherness in consistently carrying out their
menjalankan peran dan tanggung jawab masing-masing respective roles and responsibilities.
secara konsisten.
Dalam kaitan menatap masa depan yang lebih baik, In looking toward a better future, the Board of Commissioners
Dewan Komisaris menegaskan komitmennya untuk terus reaffirms its commitment to continue strengthening its
memperkuat fungsi pengawasan strategis, mendukung strategic oversight function, supporting the implementation
pelaksanaan transformasi bisnis, dan memastikan of business transformation, and ensuring the Company’s
keberlanjutan kinerja Perseroan di tengah dinamika industri sustainable performance amid the ever-evolving dynamics
yang terus berkembang. Kami meyakini bahwa dengan of the industry. We believe that with a solid governance
landasan tata kelola yang kokoh, sinergi yang harmonis foundation, harmonious synergy between the Board of
antara Dewan Komisaris, Direksi, dan seluruh karyawan, Commissioners, the Board of Directors, and all employees,
serta semangat inovasi yang berkesinambungan, Jasa Marga as well as a spirit of continuous innovation, Jasa Marga
akan terus tumbuh sebagai korporasi infrastruktur nasional will continue to grow as a resilient national infrastructure
yang tangguh, berdaya saing global, dan memberikan corporation with global competitiveness, delivering added
nilai tambah bagi seluruh pemangku kepentingan serta value to all stakeholders and the Indonesian people.
masyarakat Indonesia.
Jakarta, 28 April 2026
Atas Nama Dewan Komisaris
On Behalf of the Board of Commissioners
Juri Ardiantoro
Komisaris Utama
President Commissioner
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 65
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Profil Dewan Komisaris
Board of Board of Commissioners’ Profile
Rudi Antariksawan Juri Ardiantoro Tedi Kurniawan
Komisaris Independen Komisaris Utama Komisaris Independen
Independent Commissioner President Commissioner Independent Commissioner
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Asrorun Ni’am Sholeh Nachrowi Ramli Syamsul Bachri Yusuf
Komisaris Komisaris Independen Komisaris
Commissioner Independent Commissioner Commissioner
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 67
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Perseroan menegaskan fokus usaha di tahun 2025 pada pertumbuhan
berkelanjutan melalui strategi terintegrasi, inovasi teknologi, dan
kebijakan operasional yang efektif.
The company emphasizes its business focus in 2025 on sustainable growth through
integrated strategies, technological innovation, and effective operational policies.
Para Pemegang Saham dan Pemangku Kepentingan yang Esteemed Shareholders and Stakeholders,
Terhormat,
Izinkan saya mengawali laporan ini dengan mengucapkan Allow me to begin this report by expressing my gratitude to
puji syukur ke hadirat Tuhan Yang Maha Esa, karena atas God Almighty, for it is through His grace and blessings that
rahmat dan karunia-Nya, Perseroan berhasil menutup the Company has successfully closed 2025 with positive
tahun 2025 dengan pencapaian yang positif. Di tengah achievements. Amid various challenges, the Company
berbagai tantangan, Perseroan tetap berkomitmen remains committed to making the best possible contribution
memberikan kontribusi terbaik bagi masyarakat, pelanggan, to the community, customers, and all stakeholders. This
dan seluruh pemangku kepentingan. Laporan ini disusun report has been prepared to inform you of the Company’s
untuk menginformasikan perkembangan kinerja Perseroan performance throughout 2025 and to lay a solid foundation
sepanjang tahun 2025 sekaligus mempersiapkan landasan for sustainable growth and value creation for all stakeholders.
yang kokoh bagi pertumbuhan berkelanjutan dan penciptaan
nilai bagi seluruh pemangku kepentingan.
Kondisi Ekonomi dan Industri 2025 Economic and Industry Conditions in 2025
Sebagaimana dikutip dari Tinjauan Kebijakan Moneter Bank As cited from Bank Indonesia’s Monetary Policy Review
Indonesia yang dirilis Desember 2025, perekonomian global released in December 2025, short-term global economic
jangka pendek membaik namun dengan ketidakpastian yang conditions showed improvement, albeit with uncertainties
perlu terus diwaspadai. Pertumbuhan ekonomi dunia 2025 that must continue to be closely monitored. Global economic
diperkirakan menjadi sekitar 3,2% dipengaruhi oleh kenaikan growth in 2025 is projected to reach approximately 3.2%,
ekonomi Jepang dan India yang didukung konsumsi rumah driven by stronger economic performance in Japan and India
tangga dan kebijakan stimulus fiskal. Prospek ekonomi supported by household consumption and fiscal stimulus
kawasan Eropa tetap baik ditopang konsumsi rumah tangga, policies. The growth outlook for the European region
investasi, dan kondisi ketenagakerjaan. remains positive, underpinned by household consumption,
investment, and favourable labour market conditions.
Sementara itu, ekonomi Amerika Serikat (AS) pada Meanwhile, the United States (US) economy in 2025
2025 masih melambat dipengaruhi dampak temporary is expected to decelerate, affected by the temporary
government shutdown dan pelemahan pasar tenaga government shutdown and a weakening labour market.
kerja. Prospek ekonomi Tiongkok juga terus melambat China’s economic outlook also continues to moderate due
dipengaruhi permintaan domestik yang tetap lemah. Di to persistently weak domestic demand. In global financial
pasar keuangan global, Fed Funds Rate (FFR) turun 25 bps markets, the Federal Funds Rate (FFR) was reduced by
pada Desember 2025 dengan kecenderungan penurunan 25 bps in December 2025, with a more limited scope for
yang lebih terbatas ke depan. Tingkat imbal hasil (yield) US further easing going forward. Yields on 2-year US Treasury
Treasury tenor 2 tahun cenderung bergerak naik, sementara securities tended to increase, while 10-year yields remained
yield US Treasury tenor 10 tahun tetap tinggi sejalan dengan elevated in line with the high level of US government debt.
tingginya tingkat utang Pemerintah AS. Perkembangan ini These developments sustained the strength of the US Dollar
menyebabkan indeks mata uang AS (DXY) masih tinggi dan Index (DXY) and limited foreign capital inflows into emerging
tetap terbatasnya aliran masuk modal asing ke emerging markets (EM).
market (EM).
Di sisi lain, pertumbuhan ekonomi Indonesia cenderung On the other hand, Indonesia’s economic growth exhibited
membaik dan perlu terus didorong agar sesuai dengan improvement and must continue to be strengthened to
kapasitas perekonomian. Konsumsi rumah tangga triwulan align with the economy’s potential capacity. Household
IV 2025 membaik didukung oleh belanja sosial Pemerintah, consumption in the fourth quarter of 2025 increased,
serta keyakinan rumah tangga terhadap kondisi penghasilan supported by Government social spending and stronger
dan ketersediaan lapangan kerja yang terus meningkat. household confidence regarding income conditions and job
Perkembangan ini mendorong meningkatnya penjualan availability. These developments contributed to stronger
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eceran pada berbagai kelompok barang. Investasi, khususnya retail sales across various product categories. Investment,
nonbangunan, membaik dipengaruhi oleh meningkatnya particularly non-construction investment, also improved
keyakinan pelaku usaha yang tecermin pada pola ekspansi in line with rising business confidence reflected in the
Purchasing Managers’ Index (PMI) manufaktur. expansionary trajectory of the Manufacturing Purchasing
Managers’ Index (PMI).
Permintaan domestik tersebut perlu makin diperkuat sejalan Domestic demand must be further reinforced in view
dengan kinerja ekspor yang diprakirakan melambat seiring of export performance, which is expected to moderate
berakhirnya frontloading ekspor ke AS serta menurunnya following the conclusion of frontloading shipments to the US
ekspor besi baja ke Tiongkok dan minyak kelapa sawit (CPO) and declining exports of steel to China and crude palm oil
ke India. Secara sektoral, Lapangan Usaha (LU) utama, yakni (CPO) to India. Sectorally, key business sectors—including
LU Industri Pengolahan, LU Perdagangan Besar dan Eceran, Manufacturing, Wholesale and Retail Trade, Transportation
LU Transportasi dan Pergudangan, serta LU Penyediaan and Warehousing, as well as Accommodation and Food and
Akomodasi dan Makan Minum menunjukkan kinerja positif. Beverage Services—recorded positive performance.
Sementara itu, nilai tukar Rupiah terkendali didukung Meanwhile, the Rupiah exchange rate remained under
kebijakan stabilisasi Bank Indonesia dan aliran masuk control, supported by Bank Indonesia’s stabilization
modal asing ke instrumen keuangan domestik. Nilai tukar measures and continued foreign capital inflows into domestic
Rupiah pada 16 Desember 2025 tercatat sebesar Rp16.685 financial instruments. As of December 16, 2025, the Rupiah
per dolar AS, relatif stabil bila dibandingkan dengan level traded at Rp16,685 per US dollar, relatively stable compared
akhir November 2025. Perkembangan nilai tukar Rupiah to end-November 2025 levels. Exchange rate developments
masih sejalan dengan pergerakan mata uang regional dan remained in line with movements in regional and Indonesia’s
mitra dagang Indonesia, bahkan tercatat menguat bila trading partner currencies, and even recorded appreciation
dibandingkan dengan mata uang negara maju, kecuali AS. against several advanced-economy currencies, excluding
Perkembangan ini didukung oleh langkah stabilisasi Bank the US dollar. These developments were supported by Bank
Indonesia melalui intervensi pasar non-deliverable forward Indonesia’s stabilization actions through intervention in the
(NDF) baik di off-shore maupun on-shore (DNDF), di pasar Non-Deliverable Forward (NDF) market both offshore and
spot, dan pembelian SBN di pasar sekunder serta inflows onshore (DNDF), in the spot market, as well as secondary
pada saham dan SRBI. Selain itu, tambahan pasokan valas market purchases of Government Securities (SBN), alongside
dari korporasi, termasuk dari peningkatan konversi valas inflows into equities and SRBI instruments. In addition,
ke Rupiah oleh eksportir seiring penerapan penguatan increased foreign exchange supply from corporates,
kebijakan Devisa Hasil Ekspor Sumber Daya Alam (DHE SDA), including higher conversion of export proceeds into Rupiah
juga mendukung tetap terkendalinya nilai tukar Rupiah. following the strengthening of the Natural Resource
Export Proceeds (DHE SDA) policy, further contributed to
maintaining Rupiah stability.
Perekonomian Indonesia menunjukkan ketahanan dan The Indonesian economy shows resilience and solid growth,
pertumbuhan yang solid, didukung kebijakan fiskal supported by expansionary fiscal policies, government
ekspansif, stimulus belanja negara, dan stabilitas moneter spending stimulus, and monetary stability from Bank
dari Bank Indonesia. Infrastruktur jalan tol tetap menjadi Indonesia. Toll road infrastructure remains a key driver
penggerak utama konektivitas, efisiensi logistik, dan of connectivity, logistics efficiency, and economic zone
pengembangan kawasan ekonomi. Sebagai pemimpin development. As the industry leader with a market share of
industri dengan pangsa pasar sekitar 42%, Jasa Marga around 42%, Jasa Marga’s manages 1,736 km of concessions,
mengelola 1.736 km konsesi, termasuk ruas strategis including strategic sections in Java, Sumatra, and Sulawesi,
di Jawa, Sumatra, dan Sulawesi, serta menyelesaikan and has completed important projects such as the Solo–
proyek strategis seperti Jalan Tol Solo–Yogyakarta–NYIA Yogyakarta–NYIA Kulonprogo Toll Road. The development
Kulonprogo. Strategi pengembangan fokus pada efisiensi strategy focuses on operational efficiency, network
operasional, integrasi jaringan, dan diversifikasi pendapatan integration, and revenue diversification through regional
melalui model regional dan inisiatif beyond toll road, models and beyond toll-road initiatives, including Toll
termasuk Toll Corridor Development, TIP modern, serta Corridor Development, modern TIP, as well as cooperation
kerja sama Stasiun Pengisian Kendaraan Listrik Umum with Public Electric Vehicle Charging Stations (SPKLU) and
(SPKLU) dan jaringan fiber optic. Volume lalu lintas terus fiber-optic networks. Traffic volume continues to grow,
tumbuh, didukung pemulihan ekonomi dan kepercayaan supported by economic recovery and public confidence,
publik, sementara penyesuaian tarif tol dilakukan sesuai while toll rate adjustments are made in accordance with
Standar Pelayanan Minimal (SPM) dan kemampuan bayar Minimum Service Standards (SPM) and user affordability.
pengguna. Dengan landasan ekonomi makro yang stabil dan With a stable macroeconomic foundation and government
dukungan kebijakan pemerintah, Jasa Marga berkomitmen policy support, Jasa Marga is committed to strengthening
memperkuat posisinya sebagai national toll road champion, its position as the national toll road champion and to
meningkatkan kualitas layanan, efisiensi, dan penciptaan improving service quality, efficiency, and value creation for
nilai bagi seluruh pemangku kepentingan. all stakeholders.
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Strategi ini dituangkan secara rinci dalam Rencana This strategy is detailed in the Company’s 2025-2029 Long- Jangka Panjang Perusahaan 2025–2029 yang dibagi menjadi Term Plan, which is divided into three phases: a five-year tiga fase, yaitu jangka pendek lima tahun, jangka menengah short-term phase, a five- to ten-year medium-term phase, lima hingga sepuluh tahun, dan jangka panjang sepuluh and a ten- to fifteen-year long-term phase. Each phase hingga lima belas tahun. Setiap fase memiliki sasaran dan has objectives and initiatives designed to strengthen the inisiatif yang dirancang untuk memperkuat fondasi bisnis Company’s business foundation while preparing for long- Perseroan sekaligus menyiapkan peluang pertumbuhan term growth opportunities. jangka panjang. Pada tahun 2025, Perseroan menjalankan strategi jangka In 2025, the Company implemented a short-term strategy pendek dengan fokus pada peningkatan kinerja portofolio focused on improving the performance of its existing yang ada dan memperkuat interaksi dengan pelanggan. portfolio and strengthening customer interactions. The Perseroan menekankan pemanfaatan teknologi sebagai Company emphasizes the use of technology to enable enabler layanan jalan tol yang inovatif dan sesuai kebutuhan innovative toll road services that meet user needs. The pengguna. Perseroan juga meningkatkan performa portofolio Company is also improving the performance of its existing eksisting, menjajaki peluang ekspansi ke pasar yang portfolio, exploring opportunities for expansion into broader lebih luas, mendorong inovasi melalui kolaborasi dengan markets, encouraging innovation through collaboration pemangku kepentingan di ekosistem jalan tol, memperluas with stakeholders in the toll road ecosystem, expanding implementasi sistem elektronik pembayaran tol melalui kerja the implementation of electronic toll payment systems sama dengan mitra strategis, dan menetapkan target serta through cooperation with strategic partners, as well as inisiatif berkelanjutan yang mendukung pencapaian target setting targets and sustainable initiatives that support the dekarbonisasi nasional. achievement of national decarbonization targets. Strategi Perseroan disusun dalam sembilan aspek utama, The Company’s strategy is structured around nine key terdiri dari tiga strategi bisnis yang berhubungan langsung aspects: three business strategies directly related to dengan operasi utama dan enam strategi fungsional yang core operations and six functional strategies that support mendukung kelancaran dan efisiensi operasional. Strategi operational efficiency and smoothness. The business bisnis meliputi optimasi portofolio konsesi jalan tol melalui strategies include optimizing the toll road concession standarisasi biaya operasional, preservasi aset, dan upaya portfolio through standardization of operational costs, asset recycling yang memiliki kinerja di bawah standar, asset preservation, and recycling underperforming assets; pengembangan pasar layanan pendukung jalan tol melalui developing the toll road support services market by pemanfaatan keunggulan kompetitif unik, serta pengelolaan leveraging unique competitive advantages; and managing aset non-tol untuk meningkatkan pendapatan tambahan non-toll assets to increase revenue and strengthen the dan memperkuat citra Perseroan. Company’s image. Di sisi lain, Perseroan juga menjalankan enam strategi On the other hand, the Company also implements six fungsional mencakup inovasi dan pengalaman pelanggan, functional strategies covering innovation and customer pengembangan bisnis, penguatan infrastruktur teknologi, experience, business development, strengthening pengelolaan keuangan yang efisien, pengembangan technological infrastructure, efficient financial management, organisasi dan sumber daya manusia, serta penerapan organizational and human resource development, as prinsip lingkungan, sosial, dan tata kelola yang baik. well as the application of environmental, social, and Dalam inovasi dan pengalaman pelanggan, Perseroan good governance principles. In innovation and customer mengembangkan produk dan layanan yang berorientasi experience, the Company develops products and services pada kebutuhan pengguna melalui manajemen inovasi dan that are oriented towards user needs through effective kolaborasi yang efektif. innovation management and collaboration. Sementara itu, strategi pengembangan bisnis Meanwhile, the business development strategy emphasizes menekankan transisi ke model investasi brownfield transitioning to a brownfield investment model and exploring serta eksplorasi peluang di pasar internasional. Strategi opportunities in international markets. The technology teknologi menitikberatkan pada penguatan kapasitas strategy focuses on strengthening information technology dan infrastruktur teknologi informasi untuk mendukung capacity and infrastructure to support data-driven decision- pengambilan keputusan berbasis data. Strategi finansial making. The financial strategy is focused on cost efficiency, diarahkan pada efisiensi biaya, pemanfaatan pendanaan the use of alternative funding, and integrated management alternatif, dan pengelolaan portofolio Perseroan secara of the Company’s portfolio. The organizational and human terintegrasi. Strategi organisasi dan sumber daya manusia resources strategy emphasizes organizational restructuring, PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 71
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menekankan restrukturisasi organisasi, pengembangan employee competency development, and the establishment
kompetensi karyawan, serta pembentukan layanan bersama of shared services to support the achievement of business
untuk mendukung pencapaian rencana bisnis. Strategi plans. The environmental, social, and governance strategy
lingkungan, sosial, dan tata kelola bertujuan meningkatkan aims to increase the adoption of environmentally friendly
adopsi inisiatif ramah lingkungan dalam operasi utama dan initiatives in key operations and open up opportunities for
membuka peluang pendanaan berkelanjutan. sustainable funding.
Perseroan juga menerapkan lima kebijakan utama sebagai The Company also implements five key policies as guidelines
pedoman operasional dan pengambilan keputusan for operations and management decision-making. The
manajemen. Kebijakan pengembangan usaha memastikan business development policy ensures the completion of
penyelesaian ruas tol yang sedang konstruksi, penambahan toll road sections currently under construction, the addition
kepemilikan jalan tol strategis, peningkatan nilai aset of strategic toll road ownership, the increase in existing
yang ada, serta studi kelayakan untuk proyek potensial. asset value, and feasibility studies for potential projects.
Bisnis prospektif dikelola melalui PT Jasamarga Related Prospective businesses are managed through PT Jasamarga
Business, dengan fokus pada pengembangan rest area Related Business, with a focus on developing modern and
modern dan ramah lingkungan, pengembangan layanan environmentally friendly rest areas, developing retail and
ritel dan hiburan di sepanjang koridor jalan tol, pemanfaatan entertainment services along toll road corridors, utilizing
energi terbarukan, daur ulang limbah, serta pembangunan renewable energy, recycling waste, and building integrated
koridor tol terintegrasi melalui sinergi dengan pemangku toll corridors through synergy with stakeholders, including
kepentingan, termasuk badan usaha milik negara dan mitra state-owned enterprises and other strategic partners.
strategis lainnya.
Kebijakan operasional menekankan peningkatan kualitas The operational policy emphasizes improving toll road quality
jalan tol melalui inovasi teknologi, efisiensi operasional through technological innovation, data-driven operational
berbasis data, pemenuhan standar pelayanan minimal, efficiency, meeting minimum service standards, modernizing
modernisasi sistem transaksi dengan skema nirhenti dan transaction systems with non-stop, non-contact schemes,
nirsentuh, penggunaan energi terbarukan, preservasi jalan using renewable energy, sustainable toll road preservation,
tol yang berkelanjutan, serta kontrol kelebihan muatan. and overload control. Financial policy emphasizes long-
Kebijakan keuangan menekankan stabilitas finansial term financial stability, efficient management of operational
jangka panjang, pengelolaan investasi operasional dan investments and business development, and the application
pengembangan bisnis secara efisien, serta penerapan of usage-based amortization methods.
metode amortisasi berbasis penggunaan.
Kebijakan organisasi dan sumber daya manusia meliputi Organizational and human resource policies include
restrukturisasi organisasi, pengembangan kompetensi, organizational restructuring, competency development,
penyusunan rencana tenaga kerja yang adaptif, rekrutmen adaptive workforce planning, leadership cadre recruitment,
kader pemimpin, serta pembentukan pemimpin masa and the development of characterful and talented future
depan berkarakter dan bertalenta. Kebijakan teknologi leaders. The technology policy emphasizes accelerating
menekankan percepatan transformasi digital, modernisasi digital transformation, modernizing information technology
infrastruktur teknologi informasi, integrasi sistem back office infrastructure, integrating back-office systems with toll
dengan operasi jalan tol, pengadaan terpusat, standarisasi road operations, centralizing procurement, standardizing
spesifikasi, dan penerapan tata kelola teknologi informasi specifications, as well as implementing information
dan data yang sesuai dengan pedoman Perseroan. technology and data governance in accordance with
company guidelines.
Dengan strategi dan kebijakan yang komprehensif ini, With these comprehensive strategies and policies, the
Perseroan menegaskan komitmen untuk mendorong Company affirms its commitment to driving sustainable
pertumbuhan yang berkelanjutan, meningkatkan efisiensi growth, improving operational efficiency, strengthening
operasional, memperkuat kualitas layanan, serta menciptakan service quality, and creating added value for all stakeholders,
nilai tambah bagi seluruh pemangku kepentingan, sekaligus while supporting the development of toll road infrastructure
mendukung pembangunan infrastruktur jalan tol sebagai as the backbone of connectivity and a driver of national
tulang punggung konektivitas dan pendorong pertumbuhan economic growth.
ekonomi nasional.
Peranan Direksi dalam Perumusan Strategi Board of Directors’ Role in Formulating
dan Kebijakan Strategis Strategies and Strategic Policies
Seluruh Jajaran Direksi aktif merumuskan strategi dan The Board of Directors actively formulates the Company’s
kebijakan Perseroan dengan memperhatikan kondisi pasar strategies and policies by taking into account market
dan regulasi yang berlaku. Pendekatan ini memastikan conditions and applicable regulations. This approach
setiap strategi yang diambil relevan, fleksibel, dan mampu ensures that every strategy is relevant, flexible, and
menyesuaikan diri dengan perubahan lingkungan bisnis. adaptable to changes in the business environment. In this
Dengan cara ini, Perseroan tidak hanya mampu menghadapi way, the Company is not only able to face challenges but
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This includes setting clear perencanaan pertumbuhan yang terukur, dan penyediaan targets, developing measurable growth plans, and providing fasilitas penting, termasuk teknologi dan infrastruktur, yang essential facilities — such as technology and infrastructure mendukung pencapaian tujuan. Sumber daya manusia — that support the achievement of objectives. Human menjadi fokus utama, dengan memastikan seluruh tenaga resources are a key focus, ensuring that all employees have kerja memiliki kompetensi dan kesiapan menghadapi the competencies and readiness to face challenges in the tantangan di industri jalan tol. Direksi juga mengelola risiko toll road industry. The Board of Directors also manages risk dengan menerapkan langkah-langkah pencegahan dan by implementing preventive measures and rapid responses tindakan cepat untuk meminimalkan gangguan terhadap to minimize operational disruptions. operasional. Direksi bekerja sama secara erat dengan Dewan The Board of Directors works closely with the Board of Komisaris untuk mendapatkan arahan dan masukan yang Commissioners to obtain constructive guidance and input. konstruktif. Kolaborasi ini memastikan setiap kebijakan This collaboration ensures that every policy considers both mempertimbangkan perspektif internal maupun eksternal. internal and external perspectives. The Board of Directors is Direksi bertanggung jawab menjaga organisasi berjalan responsible for keeping the organization running effectively efektif melalui kebijakan dan prosedur yang jelas, didukung through clear policies and procedures, supported by a solid sistem manajemen risiko yang solid dan menyeluruh. and comprehensive risk management system. Proses yang Dilakukan Direksi untuk Board of Directors’ Processes to Ensure Memastikan Implementasi Strategi Strategy Implementation Direksi memastikan implementasi strategi Perseroan tahun The Board of Directors ensures that the Company’s 2025 2025 berjalan sesuai rencana melalui serangkaian proses strategy is implemented according to plan through a series yang terstruktur. Pertama, Direksi menetapkan sasaran of structured processes. First, the Board of Directors sets strategis jangka panjang yang dituangkan dalam Rencana long-term strategic objectives as outlined in the 2025- Jangka Panjang Perusahaan (RJPP) 2025-2029. Kemudian 2029 Long-Term Corporate Plan (RJPP). The RJPP is then RJPP dituangkan dalam Rencana Kerja dan Anggaran incorporated into the Company’s Work Plan and Budget Perusahaan (RKAP) serta Key Performance Indicators (RKAP) and Key Performance Indicators (KPIs), which are (KPI) yang jelas, terukur dan selaras dengan Visi dan Misi clear, measurable, and aligned with the Company’s Vision Perseroan. Seluruh target tersebut kemudian diturunkan and Mission. All of these targets are then translated into menjadi program inisiatif strategis dan program kerja di strategic initiative programs and work programs in each masing-masing Unit Kerja dan Anak Perusahaan. Work Unit and Subsidiary. Berdasarkan Visi Perseroan yaitu “Inovasi menuju Based on the Company’s Vision of “Innovation towards peningkatan nilai yang berkelanjutan”, Jasa Marga the enhancement of sustainable value,” Jasa Marga has merumuskan beberapa Misi yang secara umum berfokus formulated several Missions that generally focus on business kepada pertumbuhan usaha, inovasi, keberlanjutan serta growth, innovation, sustainability, and excellent service. To pelayanan terbaik. Untuk mewujudkan Visi dan Misi realize this Vision and Mission, the strategic objectives to be tersebut, tujuan strategis yang akan dicapai Perseroan achieved by the Company over the next five years through selama lima tahun ke depan melalui RJPP 2025-2029 yaitu the 2025-2029 RJPP are to improve the performance of meningkatkan kinerja portofolio yang sudah ada serta the existing portfolio and to better engage and understand melibatkan dan memahami pelanggan dengan lebih baik. customers. Kedua, Direksi melakukan proses monitoring dan evaluasi Second, the Board of Directors conducts regular monitoring secara berkala melalui laporan manajemen, rapat and evaluation processes through management reports, kinerja, maupun forum-forum khusus untuk melakukan performance meetings, and special forums to review tinjauan terkait dengan strategi. Evaluasi ini mencakup strategies. This evaluation covers KPI achievements, pencapaian KPI, progress program inisiatif strategis, progress on strategic initiatives, and identifies obstacles serta mengidentifikasi hambatan dan juga risiko. Dengan and risks. Thus, any deviations or differences from the initial demikian, setiap deviasi atau perbedaan dari rencana awal plan and its realization can be identified immediately, and dan realisasi dapat segera diidentifikasi dan diberikan follow-up directions can be given. arahan tindak lanjut. PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 73
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Untuk memastikan seluruh inisiatif strategis berjalan efektif To ensure that all strategic initiatives run effectively and
dan sesuai arah RJPP, Direksi dibantu unit-unit khusus yang in line with the RJPP, the Board of Directors is supported
berperan sebagai pusat pengendalian pelaksanaan program by specialized units that serve as control centers for the
strategis. Unit ini menjalankan fungsi Program Management implementation of strategic programs. These units perform
Office (PMO) yang bertanggung jawab mengoordinasikan, the functions of a Program Management Office (PMO)
memantau, dan mengevaluasi pelaksanaan inisiatif responsible for coordinating, monitoring, and evaluating
strategis di seluruh lini organisasi dan Anak Perusahaan. the implementation of strategic initiatives across all lines of
Secara berkala, Direksi memantau capaian, kendala, the organization and subsidiaries. The Board of Directors
serta kebutuhan dukungan implementasi strategi melalui periodically monitors achievements, obstacles, and
mekanisme pelaporan rutin. Proses pemantauan dilakukan implementation support needs through a routine reporting
dengan koordinasi langsung bersama unit kerja terkait untuk mechanism. The monitoring process is carried out in direct
memastikan keselarasan pelaksanaan program dengan coordination with the relevant work units to ensure program
sasaran strategis Perseroan. implementation aligns with the Company’s strategic
objectives.
Dalam menjalankan perannya, Direksi memastikan tiga In carrying out its role, the Board of Directors ensures
fungsi utama terlaksana secara konsisten, yaitu koordinasi, that three main functions are consistently maintained:
kesinambungan, dan efektivitas. Melalui fungsi koordinasi, coordination, continuity, and effectiveness. Through its
Direksi memastikan setiap inisiatif strategis terintegrasi lintas coordination function, the Board of Directors ensures that
direktorat dan unit kerja sehingga menghindari tumpang every strategic initiative is integrated across directorates and
tindih dan menjaga efektivitas komunikasi organisasi. work units to avoid overlap and maintain the effectiveness
Pada aspek kesinambungan, Direksi menjaga stabilitas of organizational communication. In terms of continuity,
pelaksanaan program melalui pemantauan berkelanjutan the Board of Directors maintains program implementation
dan mekanisme pengendalian yang sistematis. Sementara stability through continuous monitoring and systematic
dari sisi efektivitas, Direksi mengoptimalkan penggunaan control mechanisms. Meanwhile, in terms of effectiveness,
waktu, biaya, dan sumber daya manusia agar target strategis the Board of Directors optimizes the use of time, costs, and
tercapai tepat sasaran dan sesuai jadwal. human resources to ensure strategic targets are met on time
and on target.
Direksi juga menerapkan pendekatan continuous The Board of Directors also implements a continuous
improvement dengan kerangka Plan–Do–Check–Act improvement approach using the Plan–Do–Check–Act (PDCA)
(PDCA) untuk memastikan setiap tahapan implementasi, framework to ensure that each stage of implementation,
evaluasi, dan tindak lanjut berjalan konsisten dan adaptif evaluation, and follow-up is consistent and adaptive to
terhadap perubahan. Selain itu, Direksi memastikan seluruh change. In addition, the Board of Directors ensures that all
pelaksanaan strategi sejalan dengan kebijakan, regulasi, dan strategy implementation is in line with policies, regulations,
prinsip Good Corporate Governance (GCG). Pengawasan and Good Corporate Governance (GCG) principles. Internal
internal dilakukan melalui pemantauan ketat terhadap supervision is carried out through strict monitoring of
alokasi sumber daya, kepatuhan terhadap kebijakan resource allocation, compliance with company policies, and
perusahaan, serta pelibatan fungsi audit internal dalam the involvement of internal audit functions in assessing the
menilai efektivitas implementasi strategi. effectiveness of strategy implementation.
Perbandingan antara Hasil yang Dicapai Comparison between Achievement and
dengan yang Ditargetkan Targets
Salah satu indikator utama keberhasilan Perseroan tercermin One of the main indicators of the Company’s success is
dari capaian kinerja tahun 2025 dibandingkan dengan target reflected in its 2025 performance compared to the targets
yang telah ditetapkan dalam RKAP 2025. Sepanjang tahun set in the 2025 RKAP. Throughout the year, the Company
tersebut, Perseroan mampu membukukan kinerja yang delivered solid performance, with the majority of key
solid, dengan mayoritas indikator utama menunjukkan indicators posting positive results. In the face of market
hasil yang positif. Dalam menghadapi dinamika pasar dynamics and ever-changing economic conditions, the
dan kondisi ekonomi yang terus bergerak, Direksi secara Board of Directors consistently ensured that every strategy
konsisten memastikan bahwa setiap strategi dan keputusan and operational decision aligned with realistic, measurable,
operasional selaras dengan target yang realistis, terukur, and value-oriented targets. These achievements reflect not
dan berorientasi pada penciptaan nilai. Capaian tersebut only financial success, but also the Company’s effectiveness
mencerminkan tidak hanya keberhasilan finansial, tetapi in implementing planned programs and strategic initiatives.
juga efektivitas Perseroan dalam menjalankan program dan
inisiatif strategis yang telah direncanakan.
Melalui langkah-langkah proaktif, termasuk optimalisasi Through proactive measures, including service optimization
layanan dan pengembangan infrastruktur yang and sustainable infrastructure development, the Company
berkesinambungan, Perseroan berhasil memenuhi target has successfully met the targets set out in the 2025
sebagaimana tertuang dalam RKAP 2025. Pertumbuhan RKAP. Growth in traffic volume and increased toll revenue
74 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
volume lalu lintas serta peningkatan pendapatan tol are important factors contributing to the stability and
merupakan salah satu elemen penting dalam berkontribusi sustainability of the Company’s financial performance.
terhadap stabilitas dan keberlanjutan kinerja keuangan In addition, the commitment to sustainability principles
Perseroan. Selain itu, komitmen terhadap prinsip continues to be integrated into every business process,
keberlanjutan terus diintegrasikan ke dalam setiap proses providing added value to stakeholders and supporting the
bisnis, memberikan nilai tambah bagi pemangku kepentingan achievement of overall targets.
dan mendukung pencapaian target secara keseluruhan.
Kinerja Utama Perseroan, yang mencerminkan Kinerja The Company’s Key Performance, which reflects the
seluruh Anggota Direksi diukur melalui lima perspektif performance of all members of the Board of Directors
strategis, yaitu (i) Nilai Ekonomi dan Sosial untuk Indonesia, through five strategic perspectives, namely (i) Economic and
(ii) Inovasi Model Bisnis, (iii) Kepemimpinan Teknologi, (iv) Social Value for Indonesia, (ii) Business Model Innovation,
Peningkatan Investasi, dan (v) Pengembangan Talenta. (iii) Technological Leadership, (iv) Investment Enhancement,
Dari perspektif ini, nilai total Key Performance Indicator and (v) Talent Development. From this perspective, the
(KPI) korporat (Direktur Utama beserta Anggota Direksi total value of the 2025 corporate (President Director and
lainnya) tahun 2025 tercapai sebesar 105,07%, yang other members of the Board of Directors) Key Performance
menunjukkan pencapaian di atas rencana sebesar 5,07%. Indicators (KPIs) was achieved at 105.07%, which is 5.07%
Hasil ini menegaskan komitmen Perseroan yang tidak hanya above the target. This result confirms the Company’s
mengejar kinerja finansial, tetapi juga menghadirkan nilai commitment not only to pursuing financial performance but
tambah bagi seluruh pemangku kepentingan. also to delivering added value to all stakeholders.
Pencapaian Lima Perspektif Strategis Indikator Kinerja Perseroan Tahun 2025
Achievement of the Five Strategic Perspectives of Company Performance Indicators in 2025
105% 110% 107%
Nilai Ekonomi untuk Sosial Inovasi Model Bisnis Kepemimpinan Teknologi
Economic Value for Social Business Model Innovation Technology Leadership
99% 110%
Peningkatan Investasi Pengembangan Talenta
Investment Enhancement Talent Development
105,07%
Total Indikator Kinerja Utama Perseroan
The Company Total Key Performance Indicators
(KPI)
Di sisi lain, dengan mempertimbangkan kondisi internal, Taking into account internal and macro conditions, as well
kondisi makro, dan proyeksi pasar ke depan, Perseroan telah as future market projections, the Company has set business
merancang target rencana bisnis dari beberapa komponen plan targets across several substantial components
substansial sebagai tolak ukur dalam menilai kinerja usaha. as benchmarks for assessing business performance.
Manajemen menilai bahwa Jasa Marga telah berhasil Management assesses that Jasa Marga has successfully
mengarungi tahun 2025 dengan hasil yang baik. Keberhasilan navigated 2025 with good results. The Company’s success
Perseroan dapat dilihat dari capaian kinerja sepanjang is evident from its performance throughout 2025 compared
tahun 2025 dibandingkan dengan target yang ditetapkan to the targets set in the 2025 Work Plan and Budget. In
dalam Rencana Kerja dan Anggaran Perusahaan 2025. Pada that year, the Company demonstrated strong performance,
tahun tersebut, Perseroan berhasil menunjukkan kinerja with key indicators achieving optimal results. In 2025, Jasa
yang baik, dengan berbagai indikator utama yang mencapai Marga planned to obtain several substantial components
hasil optimal. Di tahun 2025, Jasa Marga merencanakan as benchmarks for assessing the Company’s performance.
perolehan dari beberapa komponen substansial sebagai The comparison between the plan and the realization is as
tolak ukur dalam menilai kinerja Perseroan. Perbandingan follows:
antara rencana dan realisasi adalah sebagai berikut:
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Pendapatan Usaha diluar Pendapatan usaha di luar pendapatan konstruksi Perseroan pada tahun 2025 tercatat
Pendapatan Konstruksi sebesar Rp19,81 triliun, atau 99,19% dari target Rp19,97 triliun. Pencapaian ini menunjukkan
Non-Construction kinerja yang tetap solid di tengah berbagai dinamika bisnis yang berlangsung. Realisasi
Operating Revenue pendapatan tersebut didorong oleh penyesuaian tarif pada enam ruas jalan tol Perseroan,
serta kontribusi dari kinerja pendapatan usaha lainnya, khususnya yang berasal dari
Rp 19,81 penjualan properti, penjualan BBM, dan pendapatan pengoperasian.
triliun | trillion Non-construction operating revenue of the Company in 2025 was recorded at Rp19.81
trillion, representing 99.19% of the target of Rp19.97 trillion. This achievement reflects
solid performance amid the ongoing business dynamics. The revenue realization was
supported by tariff adjustments on six of the Company’s toll road sections, as well as
contributions from other operating revenues, particularly from property sales, fuel sales,
and operating income.
EBITDA Pada tahun 2025, Perseroan mencatatkan EBITDA sebesar Rp13,27 triliun, atau 1,09%
lebih tinggi dibandingkan target yang ditetapkan sebesar Rp13,13 triliun. Pencapaian ini
Rp 13,27 terutama didukung oleh pertumbuhan pendapatan dari jalan tol serta pengoperasian
jalan tol baru, yaitu PT Jasamarga Jogja Solo, serta penerapan penyesuaian tarif pada 6
triliun | trillion ruas jalan tol.
In 2025, the Company recorded an EBITDA of Rp13.27 trillion, which was 1.09% higher
than the target of Rp13.13 trillion. This achievement was primarily supported by revenue
growth from toll roads, the operation of a newly operational toll road, PT Jasamarga
Jogja Solo, and the implementation of tariff adjustments on six toll road sections.
Mengingat kondisi pasar dan ekonomi yang terus bergerak Given the dynamic market and economic conditions, the
dinamis, Direksi memastikan setiap strategi dan kebijakan Board of Directors ensures that every strategy and policy
yang dijalankan berfokus pada pencapaian target yang implemented focuses on achieving realistic and measurable
realistis dan terukur. Hasil yang diraih tidak hanya targets. The results achieved not only reflect the Company’s
mencerminkan kinerja finansial Perseroan, tetapi juga financial performance but also affirm its ability to manage
menegaskan kemampuan perusahaan dalam mengelola and implement the strategic initiatives designed.
dan melaksanakan berbagai inisiatif strategis yang telah
dirancang.
Tantangan dan Kendala yang Dihadapi Challenges, Obstacles, and Solutions
dan Langkah Penyelesaiannya
Seiring dengan upaya Perseroan dalam menjaga kinerja yang As the Company strives to maintain solid performance
solid sepanjang tahun 2025, Jasa Marga tetap dihadapkan throughout 2025, Jasa Marga continues to face various
pada berbagai tantangan baik dari faktor eksternal maupun challenges, both external and internal. Global economic
internal. Dinamika ekonomi global, keterlambatan proyek dynamics, delays in strategic projects, and the complexity
strategis, serta kompleksitas pengelolaan aset jalan tol of toll road asset management are factors that require
menjadi faktor yang memerlukan perhatian dan penanganan comprehensive attention and handling. The Company views
komprehensif. Perseroan memandang setiap tantangan each of these challenges as an opportunity to strengthen
tersebut sebagai peluang untuk memperkuat ketahanan operational resilience, improve governance, and accelerate
operasional, meningkatkan tata kelola, dan mempercepat its transformation into a sustainable integrated mobility
transformasi menuju Perseroan mobilitas terintegrasi yang company.
berkelanjutan.
Secara umum, Perseroan menghadapi sejumlah tantangan In general, the Company faces several challenges in carrying
dalam pelaksanaan kegiatan usaha dan telah mengambil out its business activities and has taken measured steps
langkah penanganan yang terukur untuk memastikan to ensure operational continuity and achieve performance
keberlangsungan operasional dan pencapaian target kinerja. targets. One of the main obstacles is the adjustment of toll
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06 07 08 Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria Salah satu kendala utama adalah penyesuaian tarif jalan tol, road tariffs, as well as changes to BPJT and DJBM’s field serta perubahan mekanisme pemeriksaan lapangan oleh inspection mechanisms. The Company responds to these Badan Pengatur Jalan Tol (BPJT) dan Direktorat Jenderal challenges by strengthening inter-agency coordination Bina Marga (DJBM). Perseroan merespon tantangan and ensuring that all administrative requirements are met, tersebut dengan memperkuat koordinasi lintas instansi dan enabling the tariff adjustment process to run faster and on memastikan seluruh persyaratan administrasi terpenuhi time. agar proses penyesuaian tarif dapat berjalan lebih cepat dan tepat waktu. Selain itu, beberapa proyek konstruksi strategis juga In addition, several strategic construction projects have mengalami hambatan termasuk di antaranya kendala encountered obstacles, including complex land-acquisition pembebasan lahan yang kompleks. Untuk mengatasinya, issues. To overcome this, the Company has increased Perseroan meningkatkan koordinasi dengan kementerian coordination with relevant ministries, the National Land terkait, Badan Pertanahan Nasional (BPN), dan kontraktor Agency (BPN), and contractors to accelerate the resolution guna mempercepat penyelesaian masalah serta menjaga of issues and maintain project continuity in accordance with kesinambungan proyek sesuai rencana kerja. the work plan. Dari sisi operasional, Perseroan juga menghadapi risiko From an operational perspective, the Company also kerugian akibat faktor eksternal seperti kecelakaan, faces the risk of losses from external factors, such as bencana alam, dan gangguan keamanan atau infrastruktur. accidents, natural disasters, and disruptions to security or Perseroan melakukan evaluasi menyeluruh terhadap setiap infrastructure. The Company conducts a comprehensive insiden, memperkuat sistem pengendalian internal, serta evaluation of each incident, strengthens its internal control meningkatkan efektivitas manajemen risiko operasional di systems, and improves the effectiveness of operational risk seluruh lini guna meminimalkan dampak terhadap kinerja management across all lines to minimize the impact on the Perseroan. Company’s performance. Tantangan lain muncul dari aspek teknologi dan keamanan Another challenge arises from technology and cybersecurity, siber, di mana gangguan teknis seperti kerusakan perangkat where technical disruptions such as damage to cameras, kamera, converter, dan sistem Real Time Streaming converters, and Real Time Streaming Protocol (RTSP) Protocol (RTSP) memengaruhi efektivitas pemantauan systems affect the effectiveness of traffic monitoring lalu lintas dan pengawasan operasional. Sebagai respons, and operational surveillance. In response, the Company Perseroan memperkuat infrastruktur teknologi informasi, strengthened its information technology infrastructure, meningkatkan pemeliharaan preventif, serta membangun improved preventive maintenance, and established a Security Operation Center dan Computer Security Incident Security Operations Center and a Computer Security Response Team (CSIRT) untuk memastikan kesiapsiagaan Incident Response Team (CSIRT) to ensure continuous menghadapi potensi ancaman siber secara berkelanjutan. preparedness to face potential cyber threats. Perseroan juga terus memperkuat sistem pengendalian The Company also continues to strengthen its internal internal dan kepatuhan serta meningkatkan efektivitas control and compliance systems, enhance the effectiveness penerapan Sistem Manajemen Anti Penyuapan (SMAP) of the implementation of the Anti-Bribery Management dan anti-fraud serta menumbuhkan budaya integritas di System (ABMS) and anti-fraud measures, and foster a seluruh jajaran organisasi. Upaya yang dilakukan meliputi culture of integrity across all levels of the organization. peningkatan kompetensi pegawai, digitalisasi pelaporan These efforts include improving employee competencies, gratifikasi, dan integrasi Whistleblowing System Jasa Marga digitalizing gratuity reporting, and integrating Jasa Marga’s (Jasa Marga Amanah) dengan sistem pelaporan nasional Whistleblowing System (Jasa Marga Amanah) with the (Aroma) yang terintegrasi dengan Komisi Pemberantasan national reporting system (Aroma) integrated with the Korupsi (KPK), guna memastikan tata kelola yang bersih, Corruption Eradication Commission (KPK), in order to ensure transparan, dan berintegritas tinggi. clean, transparent, and high-integrity governance. Melalui langkah-langkah strategis tersebut, Jasa Marga Through these strategic steps, Jasa Marga is committed to berkomitmen menjaga stabilitas kinerja, memastikan maintaining performance stability, ensuring the sustainability keberlanjutan proyek strategis nasional, dan memperkuat of national strategic projects, and strengthening the fondasi tata kelola perusahaan yang transparan, adaptif, foundation of transparent, adaptive, and highly competitive serta berdaya saing tinggi. corporate governance. PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 77
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Penilaian Kinerja Komite di bawah Direksi Performance Assessment of Committees
dan Dasar Penilaiannya under the Board of Directors and
Evaluation Basis
Direksi Jasa Marga memiliki beberapa Komite di bawah Jasa Marga’s Board of Directors has several committees
Direksi, di antaranya: Komite Manajemen Risiko, Komite under its authority, including: the Risk Management
Pengarah Teknologi Informasi, dan Komite Sustainability Committee, Information Technology Steering Committee,
(sebelumnya Komite TJSL) yang membantu pelaksanaan and Sustainability Committee (formerly TJSL Committee),
tugas Direksi. Atas kinerja Komite Manajemen Risiko, Komite which assist the Board in carrying out its duties. Based on
Pengarah Teknologi Informasi, dan Komite Sustainability di the performance of the Risk Management Committee, the
tahun 2025, Direksi menilai bahwa ketiga Komite tersebut Information Technology Steering Committee, and the TJSL
telah menjalankan tugas dan tanggung jawabnya dengan Committee in 2025, the Board assessed that the three
baik dan telah memberikan sejumlah rekomendasi dan saran Committees had performed their duties and responsibilities
kepada Direksi terkait impelementasi manajemen risiko, well and had provided several recommendations and
pengembangan TI, dan pelaksanaan TJSL di Perseroan. suggestions to the Board regarding the implementation of
risk management, IT development, and TJSL implementation
in the Company.
Sepanjang tahun 2025, Direksi menilai bahwa ketiga Throughout 2025, the Board of Directors assessed that
komite pendukung telah menjalankan fungsi dan the three supporting committees performed their functions
tanggung jawabnya dengan sangat baik. Ketiga komite and responsibilities excellently. These committees
tersebut melaksanakan mandatnya secara efektif dengan executed their mandates effectively, demonstrating a
menunjukkan komitmen yang kuat terhadap penguatan steadfast commitment to strengthening risk management,
manajemen risiko, akselerasi transformasi teknologi, serta accelerating technological transformation, and integrating
penerapan prinsip keberlanjutan dalam kegiatan usaha. sustainability principles into business operations.
Dalam pelaksanaan tugasnya, masing-masing komite In discharging their duties, each committee operated in
bekerja sesuai dengan pedoman dan prosedur yang telah accordance with established guidelines and procedures
ditetapkan, sekaligus memberikan rekomendasi strategis while providing strategic recommendations to the Board
kepada Direksi atas berbagai isu material yang memerlukan of Directors on material issues requiring specific attention.
perhatian khusus. Melalui rapat yang diselenggarakan Through regularly convened meetings, the committees
secara berkala, komite memastikan pemantauan atas ensured continuous monitoring of the latest developments in
perkembangan terkini di bidang risiko, teknologi informasi, risk, information technology, and Environmental, Social, and
dan aspek Environmental, Social, and Governance (ESG), Governance (ESG) factors. Furthermore, they proactively
serta melakukan penyesuaian kebijakan dan strategi guna adjusted policies and strategies to navigate an increasingly
merespons dinamika lingkungan bisnis yang semakin complex and dynamic business environment.
kompleks dan dinamis.
Direksi secara periodik melakukan evaluasi atas kinerja The Board of Directors periodically evaluates committee
komite berdasarkan kerangka kebijakan yang berlaku untuk performance based on the prevailing policy framework to
memastikan keselarasan program kerja dengan kondisi ensure alignment between work programmes, economic
ekonomi, arah strategis Perseroan, serta ketentuan regulasi conditions, the Company’s strategic direction, and relevant
yang relevan. Evaluasi dilaksanakan melalui mekanisme yang regulatory requirements. These evaluations are conducted
sistematis dan terukur, mencakup penilaian atas capaian through a systematic and measurable mechanism,
kinerja, efektivitas pelaksanaan rapat, serta kontribusi encompassing assessments of performance achievements,
terhadap proses pengambilan keputusan strategis. Dengan the effectiveness of meeting execution, and the quality of
pendekatan tersebut, Direksi memastikan bahwa seluruh contributions to strategic decision-making. Through this
komite beroperasi secara optimal dan memberikan nilai approach, the Board ensures that all committees operate
tambah yang signifikan dalam mendukung pencapaian optimally, providing significant added value in supporting
tujuan jangka pendek maupun jangka panjang Perseroan. the Company’s short-term and long-term objectives.
Prospek Usaha Business Prospects
Menghadapi tahun 2026, Jasa Marga menghadapi prospek Heading into the 2026 fiscal year, Jasa Marga faces
usaha yang konstruktif, didukung oleh pertumbuhan promising business prospects, supported by solid national
ekonomi nasional yang tetap solid, stabilitas makroekonomi economic growth, maintained macroeconomic stability,
yang terjaga, serta komitmen Pemerintah dalam melanjutkan and the Government’s commitment to ongoing strategic
pembangunan infrastruktur strategis. Sebagai pengelola infrastructure development. As the largest toll road operator
jalan tol terbesar di Indonesia dengan pangsa pasar 42% dari in Indonesia, with a 42% market share of the national toll
total panjang jalan tol yang beroperasi nasional, Perseroan road network, the Company is well positioned to continue
berada pada posisi strategis untuk terus memperluas expanding its network, deepen service integration, and
jaringan, memperdalam integrasi layanan, dan mempercepat accelerate business transformation towards a global-scale
transformasi bisnis menuju Perseroan infrastruktur berskala infrastructure company.
global.
78 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Dalam konteks industri, peningkatan mobilitas masyarakat, In the industrial context, increased community mobility,
pertumbuhan pusat ekonomi baru di berbagai wilayah, serta the growth of new economic centers in various regions,
akselerasi pembangunan di berbagai daerah khususnya di and accelerated development in various areas, especially
Pulau Jawa menjadi katalis utama bagi perluasan jaringan on the island of Java, have been the main catalysts for the
jalan tol. Pertumbuhan ini membuka ruang yang luas bagi expansion of the toll road network. This growth has opened
Jasa Marga untuk memperluas portofolio konsesi secara up vast opportunities for Jasa Marga to selectively expand
selektif dan memperkuat integrasi layanan pada ruas- its concession portfolio and strengthen service integration
ruas tol prioritas. Tren positif tersebut juga diperkuat oleh on priority toll road sections. This positive trend is also
meningkatnya kebutuhan terhadap layanan jalan tol yang reinforced by the increasing demand for reliable, efficient,
andal, efisien, dan berorientasi kepada pengguna. and user-oriented toll road services.
Jasa Marga secara aktif berkontribusi dalam Proyek Strategis Jasa Marga actively contributes to National Strategic Projects
Nasional (PSN), termasuk ruas Solo–Yogyakarta–NYIA (PSN), including the Solo–Yogyakarta–NYIA Kulon Progo
Kulon Progo, yang semakin memperkokoh posisi Perseroan section, which further strengthens the Company’s position
sebagai mitra utama Pemerintah dalam pengembangan as the Government’s main partner in the development of an
jaringan jalan tol terintegrasi. integrated toll road network.
Di sisi lain, ekspansi dan penguatan portofolio bisnis telah On the other hand, expanding and strengthening its business
menjadi agenda penting Jasa Marga. Strategi pertumbuhan portfolio has become an important agenda for Jasa Marga.
Perseroan berfokus pada optimalisasi portofolio konsesi dan The Company’s growth strategy focuses on optimising
diversifikasi bisnis di sektor prospektif. Dengan pendekatan its concession portfolio and diversifying its business in
selektif dan berbasis kelayakan komersial, Perseroan prospective sectors. With a selective and commercially
menyeimbangkan ekspansi dengan kapasitas keuangan viable approach, the Company balances expansion with
yang terukur. Ke depannya, Jasa Marga memproyeksikan measurable financial capacity. Going forward, Jasa Marga
total 1.736 km konsesi, dengan 1.373 km telah beroperasi projects a total of 1,736 km of concessions, with 1,373 km
hingga akhir tahun 2026. Pembangunan ruas prioritas dan already operational by the end of 2026. The construction of
akses tambahan akan berlanjut di koridor utama Trans Jawa, priority sections and additional access will continue in the
serta wilayah pertumbuhan baru di Sumatra, Kalimantan, dan main Trans Java corridor, as well as new growth areas in
Sulawesi, guna meningkatkan konektivitas dan mendorong Sumatra, Kalimantan, and Sulawesi, to improve connectivity
pertumbuhan ekonomi regional. and drive regional economic growth.
Lini bisnis pengoperasian dan pemeliharaan jalan tol melalui The toll road operation and maintenance business line
PT Jasamarga Tollroad Operator (JMTO) dan PT Jasamarga through PT Jasamarga Tollroad Operator (JMTO) and PT
Tollroad Maintenance (JMTM) terus diperkuat dengan Jasamarga Tollroad Maintenance (JMTM) continues to be
penerapan teknologi cerdas, otomatisasi, dan sistem strengthened through the application of smart technology,
pemeliharaan prediktif. Pendekatan ini menjaga kualitas automation, and predictive maintenance systems. This
layanan sekaligus efisiensi biaya operasional. Sementara approach maintains service quality while ensuring
itu, pengembangan bisnis prospektif melalui PT Jasamarga operational cost efficiency. Meanwhile, prospective
Related Business (JMRB) diarahkan untuk memaksimalkan business development through PT Jasamarga Related
potensi pendapatan usaha lain melalui pengelolaan rest Business (JMRB) is aimed at maximizing the revenue
area, bisnis iklan, Toll Corridor Development (TCD), serta potential of other businesses through the management of
penyediaan infrastruktur pendukung seperti Stasiun rest areas, advertising, Toll Corridor Development (TCD),
Pengisian Kendaraan Listrik Umum (SPKLU). and the provision of supporting infrastructure such as Public
Electric Vehicle Charging Stations (SPKLU).
Transformasi digital dan inovasi operasional juga diakselerasi Digital transformation and operational innovation are
sesuai perkembangan zaman. Perseroan mempercepat also accelerated in line with the times. The Company is
agenda digitalisasi sebagai fondasi pengelolaan bisnis accelerating its digitalization agenda as the foundation for
modern. Implementasi Jasamarga Integrated Maintenance modern business management. The implementation of the
Management System (JIMMS), Jasamarga Integrated Jasamarga Integrated Maintenance Management System
Digitalmap (JID), serta integrasi SAP Analytic Cloud (SAC) (JIMMS), Jasamarga Integrated Digitalmap (JID), and the
membentuk ekosistem data-driven decision making yang integration of SAP Analytics Cloud (SAC) form a data-driven
meningkatkan efisiensi operasional, akurasi pelaporan, dan decision-making ecosystem that improves operational
responsibilitas tim lapangan. Teknologi seperti Intelligent efficiency, reporting accuracy, and field team responsibilities.
Transportation System (ITS), Electronic Toll Collection Technologies such as Intelligent Transportation System
(ETC), dan Traffic Information Center (TIC) turut mendukung (ITS), Electronic Toll Collection (ETC), and Traffic Information
peningkatan keselamatan, kenyamanan, dan kemudahan Center (TIC) also support improvements in safety, comfort,
perjalanan bagi pengguna jalan. and ease of travel for road users.
Transformasi digital ini juga memperkuat peran Jasa This digital transformation also strengthens the role of
Marga Tollroad Command Center (JMTC) sebagai pusat the Jasa Marga Tollroad Command Center (JMTC) as an
kendali operasional nasional yang terintegrasi, mendukung integrated national operational control center, supporting
keandalan layanan secara real-time, sekaligus menjadi real-time service reliability and serving as the backbone
tulang punggung dalam implementasi sistem transportasi for the implementation of smart transportation systems in
cerdas di jaringan tol Indonesia. Indonesia’s toll road network.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 79
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01 02 03 04 05 Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions Manajemen senantiasa berkomitmen untuk terus Management remains committed to continuing to prioritize memprioritaskan penguatan struktur keuangan sebagai strengthening the Company’s financial structure as the fondasi keberlanjutan kinerja Perseroan. Di tengah dinamika foundation for sustainable performance. Amid global makroekonomi global dan pergerakan suku bunga yang macroeconomic dynamics and fluctuating interest rates, fluktuatif, Perseroan menerapkan strategi pembiayaan yang the Company implements a disciplined, measured financing disiplin dan terukur. Berbagai inisiatif, mulai dari optimalisasi strategy. Various initiatives, ranging from optimizing program asset recycling, pemanfaatan peluang pendanaan asset recycling programs, utilizing capital market funding di pasar modal, hingga penerapan instrumen pembiayaan opportunities, to implementing green financing instruments, hijau, dijalankan secara konsisten sejalan dengan prinsip are consistently carried out in line with Environmental, Social, Environmental, Social, and Governance (ESG). Kolaborasi erat and Governance (ESG) principles. Close collaboration with dengan entitas anak dan mitra strategis turut memperkuat subsidiaries and strategic partners has also strengthened posisi kas, menjaga likuiditas, serta meningkatkan efisiensi the Company’s cash position, maintained liquidity, and biaya pembiayaan, sehingga Perseroan tetap berada pada improved financing cost efficiency, enabling the Company jalur pertumbuhan yang sehat dan berkelanjutan. to remain on a path of sound, sustainable growth. Perseroan juga menanamkan prinsip keberlanjutan The company also instills the principle of sustainability in all dalam seluruh aktivitas bisnis, mulai dari efisiensi energi, business activities, ranging from energy efficiency, emissions pengelolaan emisi, hingga pengembangan rest area management, to the development of environmentally ramah lingkungan dengan penggunaan energi terbarukan, friendly rest areas with the use of renewable energy, waste pengelolaan sampah dan air, serta menyediakan ruang and water management, as well as providing business space usaha bagi UMKM lokal untuk menciptakan nilai ekonomi dan for local MSMEs to create balanced economic and social sosial yang berimbang bagi seluruh pemangku kepentingan. value for all stakeholders. Berdasarkan RJPP 2025–2029 bertema “Meningkatkan Based on the 2025-2029 RJPP themed “Improving Existing Kinerja Portofolio yang Sudah Ada serta Melibatkan Portfolio Performance and Engaging and Understanding dan Memahami Pelanggan dengan Baik”, Jasa Marga Customers Well,” Jasa Marga is committed to becoming berkomitmen menjadi perusahaan mobilitas terintegrasi an integrated mobility company. The Company focuses (Integrated Mobility Company). Perseroan fokus on optimizing the performance of its toll road portfolio mengoptimalkan kinerja portofolio jalan tol dan entitas and subsidiaries to strengthen profitability, encouraging anak untuk memperkuat profitabilitas, mendorong inovasi digital service innovation for a better customer experience, layanan digital demi pengalaman pelanggan yang lebih developing sustainable infrastructure, including green baik, mengembangkan infrastruktur berkelanjutan termasuk toll roads, improving organizational capabilities and green toll road, meningkatkan kapabilitas organisasi human resource competencies, and establishing strategic serta kompetensi sumber daya manusia, dan menjalin collaborations with national and global partners to accelerate kolaborasi strategis dengan mitra nasional maupun global long-term value creation and have a positive impact on the untuk mempercepat penciptaan nilai jangka panjang serta national economy. memberikan dampak positif bagi perekonomian nasional. Penerapan Tata Kelola Perusahaan Corporate Governance Implementation Jasa Marga terus memperkuat komitmen dalam menerapkan Jasa Marga continues to strengthen its commitment to prinsip Tata Kelola Perusahaan yang Baik (GCG) secara implementing the principles of Good Corporate Governance menyeluruh dan konsisten di seluruh aktivitas usaha. (GCG) comprehensively and consistently in all business Sepanjang tahun 2025, Perseroan secara aktif memastikan activities. Throughout 2025, the Company actively ensures seluruh prinsip GCG dijalankan melalui langkah konkret that all GCG principles are implemented through concrete, dan terukur. Setiap unit kerja melaksanakan Fraud Risk measurable steps. Each work unit conducts a Fraud Assessment (FRA) yang terintegrasi dengan Bribery Risk Risk Assessment (FRA) integrated with a Bribery Risk Assessment (BRA) dengan pendampingan langsung dari Assessment (BRA), with direct assistance from the Legal & Legal & Compliance Group selaku Fungsi Kepatuhan Anti Compliance Group as the Anti-Bribery Compliance Function Penyuapan dan Fungsi Satuan Anti-Fraud. Perseroan and Anti-Fraud Unit Function. The Company also expanded juga memperluas penerapan Integrated Compliance implementation of the Integrated Compliance Management Management System hingga ke Anak Perusahaan melalui System across its subsidiaries by preparing a Compliance penyusunan Compliance Obligation List, pelaksanaan self- Obligation List, conducting periodic self-assessments, assessment kepatuhan berkala, serta pemantauan tingkat and monitoring compliance with the obligations listed. To kepatuhan terhadap daftar kewajiban tersebut. Untuk strengthen governance, Jasa Marga has operated a digital- memperkuat tata kelola, Jasa Marga telah mengoperasikan based Regulatory Compliance System application that aplikasi Regulatory Compliance System berbasis digital enables real-time compliance monitoring across all business yang memungkinkan pengawasan kepatuhan secara real- entities. time di seluruh entitas usaha. 80 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Di sisi lain, dalam pengelolaan Whistleblowing System On the other hand, in managing the Whistleblowing System
(WBS) selama tahun 2025, Perseroan bekerja sama dengan (WBS) during 2025, the Company collaborated with an
pihak independen sebagai pengelola kanal pelaporan WBS independent party, PT DC Solutions, as the manager of the
yakni PT DC Solutions. Selama tahun 2025, masih terdapat 1 WBS reporting channel. During 2025, there was still one
laporan dugaan pelanggaran dalam lingkup WBS yang masih report of alleged violations within the scope of the WBS that
dalam proses tindak lanjut. was still being followed up.
Sebagai perusahaan terbuka dan BUMN, Jasa Marga As a public company and state-owned enterprise, Jasa
berkomitmen dalam penerapan tata kelola perusahaan Marga is committed to implementing good corporate
yang baik (GCG) yang implementasinya diukur baik melalui governance (GCG), the implementation of which is measured
assessment dan/atau self-assessment GCG berdasarkan through GCG assessments and/or self-assessments based
parameter berdasarkan POJK No. 21/POJK.04/2015, SEOJK on parameters set out in POJK No. 21/POJK.04/2015,
No. 32/SEOJK.04/2015, serta Pedoman Umum Governansi SEOJK No. 32/SEOJK.04/2015, and the Indonesian
Korporat Indonesia (PUGKI). Selain mengacu pada prinsip Corporate Governance Guidelines (PUGKI). In addition
TARIF (Transparency/Transparansi, Accountability/ to referring to the TARIF principles (Transparency,
Akuntabilitas, Responsibility/Tanggung Jawab, Accountability, Responsibility, Independence, and Fairness),
Independence/Kemandirian, dan Fairness/Kewajaran), the implementation of GCG in the Company also refers to
implementasi GCG Perseroan juga mengacu pada best best practices, including Ethical Behaviour, Transparency,
practice, di antaranya Perilaku Beretika, Transparansi, Accountability, and Sustainability (ETAK). This step affirms
Akuntabilitas, dan Keberlanjutan (ETAK). Langkah ini the Company’s commitment to maintaining high governance
menegaskan komitmen Perseroan untuk menjaga standar standards amid changes in national assessment policies.
tata kelola yang tinggi di tengah perubahan kebijakan
penilaian nasional.
Sebagaimana tahun-tahun sebelumnya, pada tahun 2025, As in previous years, in 2025 Jasa Marga once again
Jasa Marga melakukan kembali penilaian ACGS, yang conducted an ACGS assessment, which was based on
penilaiannya didasarkan pada informasi publik, termasuk publicly available information, including but not limited to the
namun tidak terbatas pada Laporan Tahunan 2024 serta situs 2024 Annual Report and the Company’s website. Based on
web Perseroan. Berdasarkan laporan penilaian ACGS yang the ACGS assessment report carried out by the independent
dilakukan oleh pihak independen the Indonesian Institute for party, the Indonesian Institute for Corporate Directorship
Corporate Directorship (IICD), Total Corporate Governance (IICD), the Total Corporate Governance Score (overall score)
Score (overall score) berdasarkan parameter ACGS untuk under the ACGS parameters for 2025 reached 103.46 with
tahun 2025, Perseroan memperoleh hasil capaian sebesar the Company earning the designation of “Leadership in
103,46 dengan predikat sebagai “Leadership in Corporate Corporate Governance.”
Governance”.
Perseroan juga mengimplementasikan Internal Control Over The Company also implements Internal Control Over Financial
Financial Reporting (ICOFR) untuk memastikan keandalan Reporting (ICOFR) to ensure the reliability of consolidated
laporan keuangan konsolidasian dan efektivitas pengendalian financial statements and the effectiveness of internal
internal. Implementasi ICOFR mengacu pada COSO Internal controls. The ICOFR implementation refers to the COSO
Control Framework dan COBIT 2019 Framework, serta Internal Control Framework and the COBIT 2019 Framework
sejalan dengan ketentuan dalam Peraturan Menteri BUMN and is in line with the provisions of Regulation of the Minister
No. PER-2/MBU/02/2023 tentang Pedoman Tata Kelola dan of State-Owned Enterprises No. PER-2/MBU/02/2023
Kegiatan Korporasi Signifikan. concerning Guidelines for Corporate Governance and
Significant Corporate Activities.
Proses penerapan ICOFR dilakukan secara sistematis The ICOFR implementation process is carried out
melalui beberapa tahapan utama. Pada tahap perencanaan, systematically through several main stages. In the planning
menentukan ruang lingkup dengan melakukan penentuan stage, the scope is determined by determining materiality,
materialitas, penentuan akun dan pengungkapan laporan determining significant financial statement disclosures and
keuangan signifikan, penentuan perusahaan signifikan, accounts, determining significant companies, determining
penentuan proses bisnis signifikan dan penentuan aplikasi significant business processes, and determining significant
signifikan dan Information Technology General Control applications and Information Technology General Control
(ITGC). Selanjutnya, unit kerja mengidentifikasi risiko dan (ITGC). Next, the work unit identifies risks and designs
merancang pengendalian yang terdokumentasi dalam controls that are documented in the Business Process Model
Business Process Mapping dan Risk Control Matrix (RCM). (BPM) and Risk Control Matrix (RCM). After the design is
Setelah rancangan dikaji dan divalidasi, tahap implementasi reviewed and validated, the implementation and continuous
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
dan pemantauan berkelanjutan dilakukan melalui Control monitoring stages are carried out through Control Self
Self Assessment (CSA) dan pemutakhiran BPM serta RCM. Assessment (CSA) and updating of the BPM and RCM. At
Pada tahap evaluasi, Lini ketiga dalam Fungsi ICOFR dalam the evaluation stage, the third line in the ICOFR Function, in
hal ini merupakan IAU Group melaksanakan Test of Design this case the IAU Group, conducts a Test of Design (TOD)
(TOD) dan Test of Operating Effectiveness (TOE) untuk and Test of Operating Effectiveness (TOE) to ensure the
memastikan efektivitas pengendalian dalam penyusunan effectiveness of controls in the preparation of financial
laporan keuangan. Setiap defisiensi yang ditemukan statements. Any deficiencies found are immediately followed
langsung ditindaklanjuti melalui proses remediasi, dan hasil up through a remediation process, and the final results
akhir dilaporkan kepada manajemen sebelum dilakukan are reported to management before external assurance is
external assurance oleh auditor eksternal. performed by external auditors.
Dengan penerapan GCG yang konsisten dan pengendalian With consistent implementation of GCG and strong internal
internal yang kuat, Jasa Marga memastikan tata kelola controls, Jasa Marga ensures that corporate governance is
perusahaan berjalan transparan, akuntabel, dan berintegritas. transparent, accountable, and has integrity. This step not
Langkah ini tidak hanya memperkuat kepercayaan publik only strengthens public and regulatory confidence but also
dan regulator, tetapi juga menjadi fondasi bagi tercapainya lays the foundation for achieving sustainable performance
kinerja yang berkelanjutan dan penciptaan nilai tambah bagi and creating added value for all stakeholders.
seluruh pemangku kepentingan.
Perubahan Komposisi Direksi Changes in Board of Directors’
Composition
Sebagai bagian dari upaya penguatan tata kelola dan As part of the Company’s efforts to strengthen corporate
optimalisasi peran, fungsi serta pelaksanaan tugas governance and optimize the roles, functions, and duties
Direksi, Perseroan melakukan penyesuaian susunan of the Board of Directors, adjustments were made to the
Direksi berdasarkan berdasarkan keputusan Rapat Umum composition of the Board of Directors pursuant to the
Pemegang Saham (RUPS) Tahunan Tahun Buku 2024 dan resolutions of the Annual General Meeting of Shareholders
Rapat Umum Pemegang Saham (RUPS) Luar Biasa tanggal (AGMS) for the 2024 financial year and the Extraordinary
17 Desember 2025. Sehingga susunan Direksi pada akhir General Meeting of Shareholders (EGMS) held on December
tahun buku 2025 yaitu sebagai berikut: 17, 2025. Accordingly, the composition of the Board of
Directors at the end of the 2025 financial year was as
follows:
Komposisi Direksi pada Akhir Tahun Buku 2025
Composition of the Board of Directors as of the End of the 2025 Financial Year
Nama Jabatan Dasar Pengangkatan Pertama Kali
Name Position Basis of Initial Appointment
Direktur Utama Keputusan RUPS Tahunan Tahun Buku 2024 tanggal 07 Mei 2025
Rivan A. Purwantono
President Director Decision of the Annual GMS for the 2024 Fiscal Year on May 7, 2025
Direktur Bisnis Keputusan RUPS Luar Biasa tanggal 22 Desember 2021
Reza Febriano
Director of Business Decision of the Extraordinary GMS on December 22, 2021
Direktur Human Capital dan Transformasi Keputusan RUPS Tahunan Tahun Buku 2024 tanggal 07 Mei 2025
Yoga Tri Anggoro
Director of Human Capital and Transformation Decision of the Annual GMS for the 2024 Fiscal Year on May 7, 2025
Direktur Keuangan dan Manajemen Risiko Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
Pramitha Wulanjani
Director of Finance and Risk Management Decision of the Extraordinary GMS on February 8, 2023
Direktur Operasi Keputusan RUPS Luar Biasa tanggal 17 Desember 2025
Fitri Wiyanti
Director of Operations Decision of the Extraordinary GMS on December 17, 2025
Direktur Layanan Keputusan RUPS Luar Biasa tanggal 17 Desember 2025
Yaya Ruhiya
Director of Services Decision of the Extraordinary GMS on December 17, 2025
Direktur Pengembangan Usaha Keputusan RUPS Luar Biasa tanggal 17 Desember 2025
Ari Respati
Director of Business Development Decision of the Extraordinary GMS on December 17, 2025
Segenap jajaran Direksi berkomitmen untuk menjalankan The entire Board of Directors is committed to fulfilling this
amanah ini dengan senantiasa mengedepankan prinsip mandate by consistently prioritizing the principles of good
tata kelola perusahaan yang baik untuk kepentingan Para corporate governance for the benefit of Shareholders and
Pemegang Saham dan Para Pemangku Kepentingan Lainnya. Other Stakeholders.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Apresiasi Appreciation
Tahun 2025 telah dilalui dengan penuh dinamika dan The year 2025 has been dynamic and challenging, but
tantangan, namun Jasa Marga berhasil menjaga kinerja yang Jasa Marga has maintained solid, sustainable performance.
solid dan berkelanjutan. Direksi menyampaikan apresiasi The Board of Directors would like to express its highest
yang setinggi-tingginya kepada seluruh Insan Jasa Marga appreciation to all Jasa Marga employees for their
atas dedikasi, semangat, dan komitmen luar biasa dalam dedication, enthusiasm, and extraordinary commitment in
memberikan kinerja terbaik bagi Perseroan. Ucapan terima delivering the best performance for the Company. We also
kasih juga kami sampaikan kepada Dewan Komisaris atas extend our gratitude to the Board of Commissioners for their
dukungan, arahan, serta rekomendasi konstruktif yang support, guidance, and constructive recommendations that
senantiasa memperkuat tata kelola perusahaan. have consistently strengthened corporate governance.
Atas nama Perseroan, Direksi juga menyampaikan On behalf of the Company, the Board of Directors also
penghargaan kepada para pemegang saham, mitra kerja, extends its gratitude to shareholders, business partners,
dan pengguna jalan tol atas kepercayaan serta kerja sama and toll road users for their trust and excellent cooperation.
yang telah terjalin dengan baik. Dukungan dari seluruh Support from all stakeholders is a crucial foundation in
pemangku kepentingan menjadi fondasi penting dalam Jasa Marga’s journey toward becoming a sustainable
perjalanan transformasi Jasa Marga menuju perusahaan integrated mobility company. With a spirit of innovation
mobilitas terintegrasi yang berkelanjutan. Dengan semangat and collaboration, we are confident that Jasa Marga will
inovasi dan kolaborasi, kami optimistis Jasa Marga akan continue to navigate challenges and seize every opportunity
terus melaju menghadapi tantangan dan memanfaatkan to achieve optimal performance growth.
setiap peluang untuk menciptakan pertumbuhan kinerja
yang optimal.
Jakarta, 28 April 2026
Atas Nama Direksi
On Behalf of the Board of Directors
Rivan A. Purwantono
Direktur Utama
President Director
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 83
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Profil Direksi
Board of Directors’ Profile
Ari Respati Yoga Tri Anggoro Pramitha Wulanjani
Direktur Pengembangan Usaha Direktur Human Capital dan Transformasi Direktur Keuangan dan Manajemen Risiko
Director of Business Development Director of Human Capital and Director of Finance and Risk Management
Transformation
84 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 85
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Rivan Achmad Purwantono Fitri Wiyanti Yaya Ruhiya Reza Febriano
Direktur Utama Direktur Operasi Direktur Layanan Direktur Bisnis
President Director Director of Operations Director of Services Director of Business
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 85
Page 86
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Surat Pernyataan Anggota Direksi dan Anggota Dewan
Komisaris tentang Tanggung Jawab atas Laporan Tahunan
PT Jasa Marga (Persero) Tbk Tahun Buku 2025
Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Tahunan PT Jasa Marga (Persero)
Tbk Tahun Buku 2025 telah dimuat secara lengkap dan bertanggung jawab penuh atas kebenaran isi Laporan Tahunan
Perseroan.
Demikian pernyataan ini dibuat dengan sebenarnya.
Jakarta, 28 April 2026
Anggota Dewan Komisaris
Member of the Board of Commissioners
Juri Ardiantoro
Komisaris Utama
President Commissioner
Syamsul Bachri Yusuf Nachrowi Ramli
Komisaris Komisaris Independen
Commissioner Independent Commissioner
Tedi Kurniawan Rudi Antariksawan
Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner
Asrorun Ni’am Sholeh
Komisaris
Commissioner
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Statement of Members of the Board of Directors and Board
of Commissioners on Responsibility for the Annual Report of
PT Jasa Marga (Persero) Tbk for the 2025 Fiscal Year
We, the undersigned, declare that all information in the Annual Report of PT Jasa Marga (Persero) Tbk for the 2025 Fiscal
Year has been duly disclosed and take full responsibility for the accuracy of the information on the Company’s Annual Report.
This statement is made truthfully.
Jakarta, 28 April 2026
Anggota Direksi
Members of the Board of Directors
Rivan Achmad Purwantono
Direktur Utama
President Director
Reza Febriano Yoga Tri Anggoro
Direktur Bisnis Direktur Human Capital dan Transformasi
Director of Business Director of Human Capital and Transformation
Pramitha Wulanjani Fitri Wiyanti
Direktur Keuangan dan Manajemen Risiko Direktur Operasi
Director of Finance and Risk Management Director of Operations
Yaya Ruhiya Ari Respati
Direktur Layanan Direktur Pengembangan Usaha
Director of Services Director of Business Development
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 87
Page 88
03 Profil
Perusahaan
Company Profile
Identitas Jasa Marga Informasi Perubahan Komposisi Komposisi Pemegang Saham
90 243
Jasa Marga Identity Dewan Komisaris dan Direksi Setelah Shareholders Composition
Tahun Buku 2025
Riwayat Singkat Perseroan 132 Entitas Anak, Ventura Bersama, dan
92 Changes in the Board of
Company Brief History Entitas Asosiasi
Commissioners and the Board of 249
Directors after the 2025 Fiscal Year Subsidiaries, Joint Ventures, and
Informasi tentang Perubahan Nama
93 Associate Entities
Information on Name Alteration
Profil Dewan Komisaris
133 Struktur Grup Perseroan
Keanggotaan dalam Asosiasi Profile of the Board of Commissioners 282
94 Company’s Group Structure
Membership in Association
Profil Direksi
139 Kronologi Penerbitan dan/atau
Jejak Langkah Profile of the Board of Directors
95 Pencatatan Saham
Milestones 284
Profil Komite Audit Chronology of Share Issuance and/
146
Wilayah Operasional Perseroan Profile of the Audit Committee or Listing
96
Company Operational Area
Profil Komite Nominasi dan Kronologi Penerbitan dan/atau
Akses terhadap Perseroan Remunerasi Pencatatan Obligasi
104 149 285
Access to the Company Profile of the Nomination and Chronology of Bonds Issuance and/
Remuneration Committee or Listing
Visi, Misi, dan Budaya Perseroan
106
Vision, Mission, and Corporate Culture Profil Komite Pemantau Risiko dan Obligasi Jasa Marga yang Belum
Hukum 288 Jatuh Tempo
Bidang Usaha 152
114 Profile of the Risk Monitoring and Jasa Marga Outstanding Bonds
Line of Business Legal Committee
Kronologi Penerbitan dan/atau
Produk dan Jasa yang Dihasilkan Profil Komite Tata Kelola Terintegrasi Pencatatan Sukuk
(Model Bisnis) 155 Profile of the Integrated Governance 293
117 Chronology of Sukuk Issuance and/or
Products and Services Offered Committee Registration
(Business Model)
Profil Sekretaris Dewan Komisaris Kronologi Penerbitan dan/atau
Logo Perseroan 164 Profile of the Board of Commissioners
126 Pencatatan Sumber Pendanaan
Company’s Logo Secretary 294 Lainnya
Struktur Organisasi Pejabat Eksekutif Chronology of Other Sources of
128 165
Organization Structure Executive Management Funding Issuance and/or Listing
Perubahan Komposisi Dewan Demografi Karyawan 2024-2025 Lembaga dan/atau Profesi Penunjang
Komisaris dan Direksi di Tahun Buku 176 295 Supporting Institutions and/or
Employee Demography 2024-2025
2025 Professions
130 Changes in the Board of Pendidikan dan/atau Pelatihan Dewan
Informasi pada Situs Web Perseroan
Commissioners and the Board of Komisaris, Direksi, Komite-Komite, 298
Information on the Company’s Website
Directors Composition on 2025 Fiscal Sekretaris Perusahaan, Unit Audit
Year Internal dan Unit Manajemen Risiko
179 Education and/or Training for
Board of Commissioners, Board of
Directors, Committees, Corporate
Secretary, Internal Audit Unit, and Risk
Management Unit
Dengan pengalaman lebih dari empat dekade sebagai pionir
jalan tol Indonesia, Jasa Marga terus memperkuat posisi
sebagai pengembang dan operator infrastruktur nasional
melalui inovasi, tata kelola yang kuat, dan pengelolaan
portofolio yang berkelanjutan.
With more than four decades of experience as a pioneer of Indonesia’s
toll roads, Jasa Marga continues to strengthen its position as a
national infrastructure developer and operator through innovation,
strong governance, and sustainable portfolio management.
88 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 89
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 89
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Identitas
Jasa Marga
Jasa Marga Identity
Nama Perusahaan Nama Panggilan
Company’s Name Business Name
PT Jasa Marga (Persero) Tbk Jasa Marga
Tanggal Pendirian Bidang Usaha Dasar Hukum Pendirian
Establishment Date Line of Business Legal Basis of Establishment
1 Maret 1978 Pengusahaan Jalan Tol Peraturan Pemerintah
March 1, 1978 Toll Road Business No. 04 Tahun 1978
The Government of
Indonesia No. 04 Year 1978
Modal Dasar Modal Ditempatkan
Tanggal IPO Kode Saham
Authorized Capital Issued Capital
Initial Public Ticker Code
Offering (IPO) Date
Rp
9,52 Rp
3,63
Triliun | Trillion Triliun | Trillion
12 November 2007
November 12, 2007
JSMR
Kepemilikan Saham
30%
Shares Ownership
Pemerintah Indonesia
Jumlah Karyawan
Total Employees
7.833
Government of Indonesia Pegawai | Employees
Jumlah lembar saham 5.080.509.840, terdiri dari:
• 1 Lembar Saham Seri A Dwiwarna dimiliki oleh Badan
Pengaturan Badan Usaha Milik Negara (BP BUMN)
• 5.080.509.839 Lembar Saham Seri B dimiliki oleh
PT Danantara Asset Management (Persero)
Total shares 5,080,509,840, consisting of: Nama Bursa Bursa Efek Indonesia
• 1 Series A Dwiwarna Share is owned by the State- 70% Stock Exchange Indonesia Stock Exchange
Owned Enterprise Regulatory Agency (BP BUMN)
• 5,080,509,839 Series B Shares owned by
PT Danantara Asset Management (Persero)
Publik Nasional
Public National Corporate Secretary &
• 2.177.361.360 Lembar Saham Seri B dimiliki oleh publik Chief Administration Officer
Ari Wibowo
• 2,177,361,360 Series B shares owned by the public
90 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Entitas Anak Entitas Asosiasi dan Ventura Bersama Ventura Bersama dari
Subsidiaries Associate Entities and Joint Ventures PT Jasamarga Transjawa Tol (JTT)
Joint Ventures under PT Jasamarga
1. PT Marga Sarana Jabar 1. PT Marga Lingkar Jakarta
Transjawa Tol (JTT)
2. PT Cinere Serpong Jaya 2. PT Trans Lingkar Kita Jaya
3. PT Marga Trans Nusantara 3. PT Bogor Serpong Infra Selaras 1. PT Jasamarga Jalanlayang
4. PT Jasamarga Kunciran Cengkareng Cikampek
5. PT Jasamarga Japek Selatan 2. PT Trans Marga Jateng
3. PT Jasamarga Pandaan Malang
6. PT Jasamarga Jogja Bawen Entitas Anak dari PT Jasamarga
7. PT Jasamarga Probolinggo Transjawa Tol (JTT)
Banyuwangi Subsidiaries under PT Jasamarga
8. PT Jasamarga Kualanamu Tol Transjawa Tol (JTT)
9. PT Jasamarga Balikpapan Samarinda 1. PT Jasamarga Semarang Batang
10. PT Jasamarga Manado Bitung 2. PT Jasamarga Solo Ngawi
11. PT Jasamarga Bali Tol 3. PT Jasamarga Ngawi Kertosono
12. PT Jasamarga Jogja Solo 4. PT Jasamarga Surabaya
13. PT Jasamarga Akses Patimban Mojokerto
14. PT Jasamarga Transjawa Tol 5. PT Jasamarga Gempol Pasuruan
15. PT Jasamarga Tollroad Operator 6. PT Jasamarga Pandaan Tol
16. PT Jasamarga Tollroad Maintenance 7. PT Lintas Marga Jawa
17. PT Jasamarga Related Business 8. PT Trans Optima Luhur
Alamat Kantor Pusat Pusat Informasi Lalu Lintas dan Pelayanan Lainnya
Head Office Address Center for Traffic Information and Other Services
Plaza Tol Taman Mini Indonesia Jasa Marga Tollroad Command Center
Indah Jakarta 13550 Indonesia
+62-21 841 3526, +62-21 841 3630 One Call Center 24 Jam/24 Hours: 133
Mobile Apps Travoy
jsmr@jasamarga.co.id
corcomm@jasamarga.co.id Official Jasa Marga @PTJASAMARGA
investor.relations@jasamarga.co.id (khusus informasi lalu lintas)
PT Jasa Marga – Persero Tbk (dedicated for traffic Information)
www.jasamarga.com
@official.jasamarga @OFFICIAL_JSMR
(untuk informasi umum lainnya)
@official.jasamarga (for other general information)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 91
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01 02 03 04 05 Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions Riwayat Singkat Perseroan Company Brief History PT Jasa Marga (Persero) Tbk, yang selanjutnya disebut “Jasa PT Jasa Marga (Persero) Tbk, hereinafter referred to as Marga” atau “Perseroan”, memulai perjalanannya pada tahun “Jasa Marga” or “the Company”, began its journey in 1978, 1978 ketika Perseroan secara komersial mulai menjalankan when it commenced commercial operations in the toll road kegiatan usahanya di industri jalan tol. Perseroan telah industry. The Company has grown into a symbol of progress tumbuh menjadi simbol kemajuan infrastruktur jalan tol di in Indonesia’s toll road infrastructure. Tanah Air. Secara legalitas, Perseroan dibentuk berdasarkan Peraturan Legally, the Company was established based on Pemerintah Republik Indonesia No. 4 Tahun 1978 tentang Government Regulation of the Republic of Indonesia No. 4 of Peraturan Pemerintah (PP) tentang Penyertaan Modal 1978 on Government Regulations (PP) on the Participation Negara Republik Indonesia dalam Pendirian Perusahaan of the Republic of Indonesia in the Establishment of State- Perusahaan (Persero) di Bidang Pengelolaan, Preservasi, dan Owned Enterprises (Persero) in the Field of Management, Pengadaan Jaringan Jalan Tol, serta Ketentuan-Ketentuan Preservation, and Procurement of Toll Road Networks, as Pengusahaannya tanggal 27 Februari 1978. Kemudian well as Business Provisions dated February 27, 1978. The Perseroan didirikan berdasarkan Akta No. 1 tanggal 1 Maret Company was then established under Deed No. 1 dated 1978 dengan nama PT Jasa Marga (Indonesia Highway March 1, 1978, in the name of PT Jasa Marga (Indonesia Corporation) yang dibuat dihadapan Kartini Muljadi, S.H., Highway Corporation), drawn up before Kartini Muljadi, S.H., Notaris di Jakarta. Perseroan secara resmi mengubah Notary in Jakarta. The Company officially changed its name namanya menjadi PT Jasa Marga (Persero) berdasarkan to PT Jasa Marga (Persero) based on Deed No. 187 dated Akta No. 187 tanggal 19 Mei 1981 yang dibuat di hadapan May 19, 1981, drawn up before the same Notary. Notaris yang sama. Di tahun 1978, Perseroan mencatatkan tonggak sejarah In 1978, the Company made a milestone in the development bagi perkembangan industri jalan tol di Tanah Air dengan of the toll road industry in Indonesia by developing a toll mengembangkan jaringan jalan tol di Indonesia, salah road network in the country, one of which was through the satunya melalui pengoperasian jalan tol Jagorawi (Jakarta- operation of the Jagorawi (Jakarta-Bogor-Ciawi) toll road. Bogor-Ciawi). Pada 12 November 2007, Perseroan kembali On November 12, 2007, the Company took another major mengambil langkah besar lainnya dengan melakukan step by conducting an Initial Public Offering (IPO) by listing aksi korporasi Penawaran Saham Perdana (Initial Public 30% of its shares on the Indonesia Stock Exchange and Offering/IPO) dengan mencatatkan 30% sahamnya di Bursa changing the Company’s logo, marking its transformation Efek Indonesia dan perubahan logo Perseroan, menandai into a more dynamic and responsive public company in the transformasi menjadi perusahaan publik yang lebih dinamis infrastructure sector. dan responsif terhadap tantangan serta peluang di sektor infrastruktur. Pasca perubahan status Perseroan menjadi perusahaan After changing its status to a public company, the publik, Perseroan bergerak semakin lincah dan mulai Company moved more swiftly and began massive toll road melakukan pembangunan jalan tol secara masif. construction. This construction was also balanced with Pembangunan ini juga diimbangi dengan peningkatan improved services through the use of electronic cards as layanan melalui penggunaan kartu elektronik sebagai sistem a payment system, which saved users time and facilitated pembayaran sehingga dapat menghemat waktu pengguna accessibility at entry and exit gates in 2017. pembayaran dan memperlancar aksesibilitas pada gerbang masuk maupun gerbang keluar di tahun 2017. Dalam upaya untuk terus berinovasi dan meningkatkan In an effort to continue innovating and improving services, layanan, Perseroan mengimplementasikan teknologi the Company implemented advanced technologies, including canggih seperti Intelligent Transport System (ITS) untuk the Intelligent Transport System (ITS) to enhance toll road peningkatan pelayanan lalu lintas jalan tol dan Integrated traffic services and the Integrated Tollroad Maintenance Tollroad Maintenance System (ITMS) untuk peningkatan System (ITMS) to improve toll road preservation services. pelayanan preservasi jalan tol. Inisiatif ini tidak hanya These initiatives not only increased operational efficiency meningkatkan efisiensi operasional tetapi juga memastikan but also ensured safety and comfort for road users. keamanan dan kenyamanan bagi pengguna jalan. Memahami pentingnya peran jalan tol dalam mendukung Recognizing the importance of toll roads in supporting mobilitas dan pertumbuhan ekonomi masyarakat, Perseroan community mobility and economic growth, the Company kemudian mengembangkan bisnis prospektif agar dapat then developed prospective businesses to optimize mengoptimalkan peluang yang ada dengan memanfaatkan existing opportunities by utilizing the areas surrounding kawasan di sekitar jalur tol. Melalui strategi bisnis yang the toll roads. Through a sustainable business strategy, the 92 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 93
06 07 08 Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria berkelanjutan, Perseroan berupaya mengoptimalkan potensi Company strives to optimize existing potential and make a yang ada dan memberikan kontribusi signifikan terhadap significant contribution to national economic development. pembangunan ekonomi nasional. Perseroan juga secara konsisten beradaptasi dan The Company also consistently adapts and innovates berinovasi guna mengantisipasi perkembangan teknologi, to anticipate technological developments and the ever- serta dinamika bisnis yang terus berkembang. Untuk itu, evolving business landscape. To that end, the Company has Perseroan telah menetapkan Rencana Jangka Panjang established a 2025-2029 Long-Term Corporate Plan (RJPP) Perusahaan (RJPP) 2025-2029 dan memperbarui visi dan and updated its vision and mission to reaffirm its commitment misinya untuk menegaskan komitmennya dalam beradaptasi to adapting to changes in the business environment. The dengan perubahan lingkungan bisnis. Perseroan meyakini Company believes that this step will enable it to continue bahwa langkah ini dapat membawa Perseroan untuk terus paving the way towards a sustainable future by providing membuka jalan menuju masa depan yang berkelanjutan connectivity between cities and regions, and by making dengan menghadirkan konektivitas antara kota dan daerah, a positive contribution to society and the environment, serta memberikan kontribusi positif terhadap masyarakat thereby making resilient infrastructure a pillar of sustainable dan lingkungan, untuk menjadikan infrastruktur yang development for Indonesia. tangguh sebagai pilar pembangunan yang berkelanjutan bagi Indonesia. Di tahun 2025, PT Jasa Marga (Persero) Tbk (JSMR) In 2025, PT Jasa Marga (Persero) Tbk (JSMR) transferred mengalihkan 5.080.509.839 lembar saham Seri B atau 70% 5,080,509,839 Series B shares or 70% of its shares to dari sahamnya kepada PT Danantara Asset Management PT Danantara Asset Management (Persero) as state capital (Persero) sebagai penyertaan modal negara (inbreng) untuk contribution (inbreng) to form the operational holding membentuk holding operasional Badan Pengelola Investasi company Daya Anagata Nusantara Investment Management Daya Anagata Nusantara (BPI Danantara), sesuai UU Nomor Agency (BPI Danantara), in accordance with Law No. 1 1 Tahun 2025 dan PP Nomor 15 Tahun 2025. Pengalihan ini of 2025 and Government Regulation No. 15 of 2025. This dilakukan pada 22 Maret 2025 dengan harga Rp500 per transfer was carried out on March 22, 2025, for Rp500 per lembar saham, namun negara tetap menjadi pemegang share, but the state remains the holder of Series A shares saham Seri A dan pemilik manfaat akhir JSMR. and the ultimate beneficiary of JSMR. Sampai dengan akhir tahun 2025, Perseroan telah memiliki By the end of 2025, the Company had 17 (seventeen) 17 (tujuh belas) Entitas Anak, 3 (tiga) Entitas Asosiasi Subsidiaries, three Associates and Joint Ventures, 8 (eight) dan Ventura Bersama, 8 (delapan) Entitas Anak dari subsidiaries of PT Jasamarga Transjawa Tol (JTT), and 3 PT Jasamarga Transjawa Tol (JTT) serta 3 (tiga) Ventura (three) joint ventures of PT JTT as strategic supports for Bersama dari PT JTT sebagai pendukung strategis dalam business development and profitability enhancement. pengembangan usaha dan meningkatkan profitabilitas. Informasi tentang Perubahan Nama Information on Name Alteration Berdasarkan Akta No. 01 tanggal 1 Maret 1978, Perseroan Based on Deed No. 01 dated March 1, 1978, the Company didirikan dengan nama, “PT Jasa Marga (Indonesia Highway was established under the name “PT Jasa Marga (Indonesia Corporation)”, yang kemudian diubah berdasarkan Akta Highway Corporation)”, which was then changed based on No. 187 tanggal 19 Mei 1981 dan nama Perseroan diubah Deed No. 187 dated May 19, 1981, and the Company’s name menjadi “PT Jasa Marga (Persero)”, keduanya dibuat di was changed to “PT Jasa Marga (Persero)”, both of which hadapan Notaris Kartini Muljadi, S.H., di Jakarta. Selanjutnya were executed before Notary Kartini Muljadi, S.H., in Jakarta. nama Perseroan diubah kembali berdasarkan Akta No. 27 Subsequently, the Company’s name was changed again tanggal 12 September 2007 yang dibuat di hadapan Notaris based on Deed No. 27 dated September 12, 2007, drawn up Poerbaningsing Adi Warsito, S.H., Notaris di Jakarta yaitu before Notary Poerbaningsing Adi Warsito, S.H., Notary in menjadi Perusahaan Perseroan (Persero) PT Jasa Marga Jakarta, to become Perusahaan Perseroan (Persero) PT Jasa (Indonesia Highway Corporatama) Tbk, disingkat PT Jasa Marga (Indonesia Highway Corporatama) Tbk, abbreviated Marga (Persero) Tbk, setelah Perseroan secara resmi as PT Jasa Marga (Persero) Tbk, after the Company officially mencatatkan saham di Bursa Efek Indonesia. listed its shares on the Indonesia Stock Exchange. Hingga saat ini nama Perseroan tetap “PT Jasa Marga To date, the Company’s name remains “PT Jasa Marga (Persero) Tbk”. (Persero) Tbk”. 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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Keanggotaan dalam Asosiasi
Membership in Association
Tabel Keanggotaan Perseroan dalam Asosiasi
Table of Company’s Membership in Association
Status
Nama Asosiasi Tingkat Kegiatan Keanggotaan
Name of Association Level Activities Membership
Status
Asosiasi Tol Indonesia (ATI) Nasional Pelaksanaan Pelayanan Bersama, Pengamanan dan Penegakan Hukum pada Jalan Tol di Ketua Umum
Indonesian Toll Association National Seluruh Indonesia. Chairman
(ATI) Joint Services, Security, and Law Enforcement on Toll Roads throughout Indonesia.
Road Engineering Association Internasional Mempromosikan sains dan praktik perekayasaan jalan dan profesi Anggota terkait melalui Anggota
of Asia and Australia (REAAA) International pengembangan jaringan profesional dan komersial member di antara negara-negara di Member
Kawasan Asia Pasifik.
Promoting road science and engineering practices and related members’ professions
through the development of a professional and commercial member network of Asia
Pacific countries.
Asosiasi Emiten Indonesia Nasional Melakukan pertukaran informasi dan advokasi di antara perusahaan emiten di Indonesia. Anggota
(AEI) National Information exchange and advocacy between listed companies in Indonesia. Member
Association of Indonesia
Issuers (AEI)
Persatuan Insinyur Indonesia Nasional Referensi standar profesi teknik dan insinyur. Anggota
(PII) National Reference of technical and engineering professional standards. Member
Indonesian Engineers
Association (PII)
Forum Human Capital Nasional • Program Magang Mahasiswa Bersertifikat. Pengurus
Indonesia (FHCI) National • Program Perekrutan Bersama. Management
Indonesian Human Capital • Integrated Talent Management System.
Forum (FHCI) • Program FHCI Summit.
• FHCI Connect Expert Series.
• Certified Student Internship Program.
• Joint Recruitment Program.
• Integrated Talent Management System.
• FHCI Summit Program.
• FHCI Connect Expert Series.
Forum Manajemen Risiko Nasional Peningkatan kompetensi anggota terhadap manajemen risiko. Anggota
BUMN National Improvement of members’ competence in risk management. Member
State-Owned Enterprises
(SOE) Risk Management Forum
Forum Humas BUMN Nasional Menciptakan sistem komunikasi dan pertukaran informasi yang terintegrasi antar BUMN. Anggota
State-Owned Enterprises National Creating an integrated communication and information exchange system among State- Member
Public Relations Forum Owned Enterprises (BUMN).
Forum Komunikasi Satuan Nasional Forum komunikasi dan koordinasi antara satuan pengawas intern BUMN, instansi Pengurus Inti
Pengawasan Intern National pemerintah dan swasta di Indonesia. Key Management
Internal Audit Division A communication and coordination forum between SOE internal supervisory units,
Communication Forum government institutions, and private agencies in Indonesia.
Indonesia Corporate Secretary Internasional Mempromosikan tata penyelenggaraan. Anggota
Association (ICSA) International Promoting the governance system. Member
Himpunan Pengembang Jalan Nasional Wadah bagi pengembangan profesi dan keahlian di bidang jalan. Pengurus Inti
Indonesia (HPJI) National A platform for the development of professions and expertise in the field of roads. Key Management
Indonesian Road Development
Association (HPJI)
Forum BUMN Muda Nasional BUMN Muda akan menjadi wadah bagi talenta muda untuk berbagai ide, inspirasi, Vice Chief of
Young State-Owned National berinovasi, dan berkreasi sehingga bisa menjadi Sumber Daya Manusia (SDM) yang BUMN Muda
Enterprises Forum (BUMN unggul, kompetitif, mandiri, sehingga mampu membawa BUMN Go Global. Network
Muda Forum) BUMN Muda will serve as a platform for young talents to share ideas, inspiration, innovate, Vice Chief of
and create so that they can become excellent, competitive, and independent Human SOEs
Resources (HR), capable of taking SOEs (State-Owned Enterprises) globally. Youth Network
Digital Forum Nasional Berbagi pengalaman, best practices, dan solusi terkait digitalisasi serta mendorong Anggota
National sinergi antar perusahaan. Member
Sharing experiences, best practices, and solutions related to digitalization, as well as
promoting synergy between companies.
Intelligent Transport System Nasional Mendorong inisiatif pembangunan dan penggunaan Intelligent Transport System (ITS) Anggota
Indonesia National untuk menyediakan ekosistem transportasi yang aman dan nyaman. Member
Encourage the development and use of Intelligent Transport System (ITS) initiatives to
provide a safe and comfortable transportation ecosystem.
94 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Jejak Langkah
Milestones 1978
• PT Jasa Marga (Indonesia Highway Corporation) didirikan
Pemerintah Republik Indonesia berdasarkan Akta No. 1 tanggal 1
Maret 1978 sebagai penyelenggara jalan tol di Indonesia.
• Pengoperasian jalan Tol Jagorawi (Jakarta-Bogor-Ciawi) sebagai
jalan tol pertama di Indonesia.
2004 • PT Jasa Marga (Indonesia Highway Corporation) was established
by the Republic of Indonesia Government pursuant to Deed No. 1
Berdasarkan Undang-Undang No. 38/2004, Jasa Marga tidak lagi dated March 1, 1978 as toll road operator in Indonesia.
berperan sebagai regulator penyelenggara jalan tol di Indonesia. Fungsi • The operation of Jagorawi (Jakarta-Bogor- Ciawi) Toll road as the
sebagai regulator selanjutnya dilaksanakan oleh Badan Pengatur Jalan first toll road in Indonesia.
Tol sesuai Keputusan Menteri Pekerjaan Umum dan Perumahan Rakyat
No. 295/PRT/M/2005.
Under the Law No. 38/2004, Jasa Marga is no longer responsible as
the toll road operations regulator in Indonesia. The regulator function
delegated to the Toll Road Operator Agency with reference to Minister
2007
of Public Works and Public Housing No. 295/PRT/M/2005. • Jasa Marga melakukan Penawaran Umum Perdana (Initial Public
Offering) di Bursa Efek Indonesia (BEI) dengan kode saham
JSMR.
• Perubahan Logo Jasa Marga yang menggambarkan Modernisasi
dan Transformasi Perseroan.
2016 • Jasa Marga conducted an Initial Public Offering at Indonesia
Stock Exchange (IDX) with the ticker code JSMR.
Mengoperasikan 593 km jalan tol. • The change in Jasa Marga’s logo, which represents the
Operating 593 km of toll roads. Company’s modernization and transformation.
2019
• Menambah 162 km pengoperasian jalan tol, sehingga total
pengoperasian menjadi 1.162 km.
• Uji coba terbatas pembayaran elektronik Nir-Henti (Single Lane
2021 •
Free Flow/SLFF).
Penerbitan Sukuk Ijarah pertama.
Peresmian Jasa Marga Tollroad Command Center sebagai pusat
• Pengembangan bisnis usaha non tol.
kendali yang berbasis Intelligent Transportation System (ITS)
• Addition of 162 km toll road operations resulting the total
pertama di Indonesia serta peluncuran aplikasi Travoy 3.0 sebagai
operation reaching to 1,162 km.
asisten perjalanan digital bagi pengguna jalan.
• Limited trial of Single Lane Free Flow (SLFF) electronic
Inauguration of the Jasa Marga Tollroad Command Center as the
payments.
first Intelligent Transportation System (ITS)-based control center
• Issuance of the first Ijarah Sukuk.
in Indonesia and launch of the Travoy 3.0 app as a digital travel
• Non-toll road business development.
assistant for road users.
2022
Memisahkan 4 (empat) ruas segmen jalan tol di bawah Jasamarga
Transjawa Tollroad Regional Division dan mengalihkan kepemilikan
saham di 9 (sembilan) Entitas Anak dan Ventura Bersama ke
2024 PT Jasamarga Transjawa Tol (JTT).
Spin-off 4 (four) toll road segments under the Jasamarga Transjawa
• Memperbaharui visi dan misi Perseroan sejalan dengan RJPP Tollroad Regional Division and transferring share ownership in 9
2025-2029. (nine) Subsidiaries and Joint Ventures to PT Jasamarga Transjawa
• Melakukan optimalisasi aset melalui Equity Financing PT JTT. Tol (JTT).
• Melakukan optimalisasi aset dengan mengkonsolidasi ruas
jalan tol yaitu ruas Gempol-Pandaan.
• Updating the company’s vision and mission in line with the
Long-Term Company Plan (RJPP) 2025-2029.
• Optimizing assets through Equity Financing of PT Jasamarga
Transjawa Tol.
• Optimizing assets by consolidating toll road section, namely
the Gempol-Pandaan toll road.
2025
• Perseroan mengalihkan 5.080.509.839 lembar saham Seri B atau
70% dari sahamnya kepada PT Danantara Asset Management
(Persero).
• PT Jasamarga Jogja Solo resmi menjadi Anak Perusahaan Jasa
Marga dari sebelumnya adalah perusahaan ventura bersama.
• The Company transferred 5,080,509,839 Series B shares or 70%
of its shares to PT Danantara Asset Management (Persero).
• PT Jasamarga Jogja Solo officially becomes a subsidiary of Jasa
Marga, having previously been a joint venture.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 95
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Wilayah Operasional Perseroan
Company Operational Area
Perseroan memiliki 1 (satu) Kantor Pusat, 2 (dua) Regional, 4 The Company has 1 (one) Head Office, 2 (two) Regional
(empat) Representative Offices, 17 (tujuh belas) Entitas Anak, Offices, 4 (four) Representative Offices, 17 (seventeen)
1 (satu) Entitas Ventura Bersama, 3 (tiga) Representative Subsidiaries, 1 (one) Joint Venture Entity, 3 (three)
Offices dari PT JTT, 6 (enam) Entitas Anak dari PT JTT, Representative Offices of PT JTT, 6 (six) Subsidiaries of PT
dan 3 (tiga) Ventura Bersama dari PT JTT yang tersebar di JTT, and 3 (three) Joint Ventures of PT JTT spread across
seluruh Indonesia. Indonesia.
Sumatera Utara
North Sumatra
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 Subsidiary
PT Jasamarga Kualanamu Tol
Jakarta dan Sekitarnya (Jabodetabekdung)
Greater Jakarta (Jabodetabekdung)
Kantor Pusat Entitas Anak
Head Office Subsidiaries
• Jakarta: 1 Kantor Pusat/1 Head • Jakarta: 4 Entitas Anak/
Office 4 Subsidiaries
» PT Jasa Marga (Persero) Tbk » PT Jasamarga Japek Selatan
» PT Jasamarga Related Business
Regional
» PT Jasamarga Tollroad Operator
Regions
• Jakarta: 2 Regional/2 Regions
» PT Jasamarga Tollroad Jawa Barat Jawa Tengah/DIY
» Jasamarga Metropolitan Tollroad
Maintenance West Java Central Java/Special Region of
• Bogor: 1 Entitas Anak/1 Subsidiary Yogyakarta
Regional Division
» PT Marga Sarana Jabar Entitas Anak
» Jasamarga Nusantara Tollroad
• Tangerang: 1 Entitas Anak/ Subsidiaries Entitas Anak
Regional Division
1 Subsidiary • Bekasi: 1 Entitas Anak/1 Subsidiary Subsidiaries
Representative Office » PT Jasamarga Kunciran » PT Jasamarga Transjawa Tol • Yogyakarta: 2 Entitas Anak/2 Subsidiaries
• Jakarta: 2 Representative Offices Cengkareng • Subang: 1 Entitas Anak/1 Subsidiary » PT Jasamarga Jogja Bawen
» Representative Office 1, • Tangerang Selatan/South » PT Jasamarga Akses Patimban » PT Jasamarga Jogja Solo
Jasamarga Metropolitan Tollroad Tangerang: 2 Entitas Anak/ Representative Office dari PT JTT Entitas Anak dari PT JTT
Regional Division (Ruas/Segment 2 Subsidiaries Representative Office under PT JTT Subsidiaries under PT JTT
Jagorawi, Ruas/Segment JORR » PT Cinere Serpong Jaya • Bekasi: 1 Representative Office • Semarang: 1 Entitas Anak dari/Subsidiary
E1 E2 E3 W2S, dan/and Pondok » PT Marga Trans Nusantara » Representative Office 1 under PT JTT
Aren-Ulujami)
Entitas Asosiasi dan Ventura PT Jasamarga Transjawa » PT Jasamarga Semarang-Batang
» Representative Office 2,
Bersama Tol (Ruas/Segment Jakarta- • Boyolali: 1 Entitas Anak dari/Subsidiary
Jasamarga Metropolitan Tollroad
Associated Entities and Joint Cikampek) under PT JTT
Regional Division (Ruas/Segment
Ventures • Cirebon: 1 Representative Office » PT Jasamarga Solo Ngawi
Cawang-Tomang-Pluit atau/or
• Jakarta: 1 Ventura Bersama/1 Joint » Representative Office 2
Dalam Kota/Innercity Ring Road, Ventura Bersama dari PT JTT
Venture PT Jasamarga Transjawa Tol
Ruas/Segment Sedyatmo, Ruas/ Joint Ventures under PT JTT
» PT Marga Lingkar Jakarta (Ruas/Segment Palimanan-Kanci)
Segment Jakarta-Tangerang) • Semarang: 1 Ventura Bersama dari PT JTT
• Bandung: 1 Representative Office Ventura Bersama dari PT JTT » PT Trans Marga Jateng
» Representative Office 3 Joint Ventures under PT JTT
• Bekasi: 1 Ventura Bersama dari/ Representative Office dari PT JTT
Jasamarga Metropolitan Tollroad
Joint Ventures under PT JTT Representative Office under PT JTT
Regional Division (Ruas/Segment
» PT Jasamarga Jalanlayang • Semarang: 1 Representative Office
Cikampek-Padalarang-Cileunyi)
Cikampek » Representative Office 2 PT Jasamarga
Transjawa Tol (Ruas/Segment Semarang
Seksi/Section A,B,C)
96 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Wilayah Operasional Selama 5 Tahun Terakhir
Table of Operational Areas for the Last 5 Years
Jaringan Kantor 2025 2024 2023 2022 2021
Office Networks
Kantor Pusat
1 1 1 1 1
Head Office
Kantor Regional
Kalimantan Sulawesi Utara 2 2 2 2 3
Regional Office
North Sulawesi
Entitas Anak Entitas Anak Representative Office 4 4 4 4 8
Subsidiaries Subsidiaries
• Samboja: 1 Entitas Anak/1 • Minahasa Utara: 1 Entitas Entitas Anak
17 17 17 16 19
Subsidiary Anak/1 Subsidiary Subsidiaries
» PT Jasamarga Balikpapan » PT Jasamarga Manado
Samarinda Bitung Ventura Bersama
1 2 2 2 7
Joint Venture
Bali Jawa Timur
East Java
Entitas Anak
Subsidiaries Entitas Anak • Pasuruan: 1 Entitas Anak dari
• Denpasar: 1 Entitas Anak/1 Subsidiaries PT JTT/1 Subsidiary under PT JTT
Subsidiary • Probolinggo: 1 Entitas » PT Jasamarga Pandaan Tol
» PT Jasamarga Bali Tol Anak/1 Subsidiary
Representative Office dari PT JTT
» PT Jasamarga Probolinggo
Representative Office under PT JTT
Banyuwangi
• Surabaya: 1 Representative Office
Entitas Anak dari PT JTT » Representative Office 3
Subsidiaries under PT JTT PT Jasamarga Transjawa Tol
• Madiun: 1 Entitas Anak dari PT JTT/ (Ruas/Segment Surabaya-
1 Subsidiary under PT JTT Gempol)
» PT Jasamarga Ngawi Kertosono
Ventura Bersama dari PT JTT
Kediri
Joint Ventures under PT JTT
• Sidoarjo: 1 Entitas Anak dari
• Malang: 1 Ventura Bersama dari PT
PT JTT/1 Subsidiary under PT JTT
JTT/1 Joint Venture under PT JTT
» PT Jasamarga Surabaya Jasamarga Nusantara Tollroad
» PT Jasamarga Pandaan Malang
Mojokerto Regional Division
• Pasuruan: 1 Entitas Anak dari
PT JTT/1 Subsidiary under PT JTT Jasamarga Metropolitan Tollroad
» PT Jasamarga Gempol Pasuruan Regional Division
PT Jasamarga Transjawa Tol
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 97
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Peta Jasa Marga Metropolitan Tollroad Regional Division
Map of Jasa Marga Metropolitan Tollroad Regional Divison
Cengkareng
4 Penjaringan
Batuceper Pluit
Cilincing
Kebon Tomang Kelapa
11 Jeruk Gading Cakung
3 9 Cawang Cibitung
2
Kunciran 7 Bekasi
Ulujami
12
Antasari Cikunir
8
Serpong
13
Cinere
Cimanggis
Depok
1
Salabenda
Simpang
Simpang Yasmin
Semplak
10
Bogor
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Legenda | Legend
Jalan Tol Beroperasi Milik Jasa Marga
Operational Toll Road Owned by Jasa Marga
Jalan Tol Fase Pembebasan Lahan & Konstruksi Milik Jasa Marga
Toll Road Owned by Jasa Marga in Land Acquisition & Construction Phases
Jalan Tol Beroperasi Milik Badan Usaha Jalan Tol Lain
Operational Toll Road Owned by Other Toll Road Enterprises
Jalan Tol Fase Pembebasan Lahan & Konstruksi Milik Badan Usaha Jalan Tol Lain
Toll Road Owned by Other Toll Road Enterprises in Land Acquisition & Construction Phases
Ruas Jalan Tol Perusahaan
Cikampek No. Toll Roads Company
1. Jakarta-Bogor-Ciawi PT Jasa Marga (Persero) Tbk
2. Cawang-Tomang-Pluit PT Jasa Marga (Persero) Tbk
3. Jakarta-Tangerang PT Jasa Marga (Persero) Tbk
4. Prof. Dr. Ir. Sedyatmo PT Jasa Marga (Persero) Tbk
Purwakarta
5. Cikampek-Purwakarta-Padalarang PT Jasa Marga (Persero) Tbk
6. Padalarang-Cileunyi PT Jasa Marga (Persero) Tbk
7. JORR Seksi Non S PT Jasa Marga (Persero) Tbk
8. Pondok Aren-Bintaro Viaduct-Ulujami PT Jasa Marga (Persero) Tbk
9. Ullujami-Kebon Jeruk (JORR W2 Utara) PT Marga Lingkar Jakarta
10. Bogor Ring Road PT Marga Sarana Jabar
5
11. Cengkareng-Batuceper-Kunciran PT Jasamarga Kunciran Cengkareng
12. Kunciran-Serpong PT Marga Trans Nusantara
13. Serpong-Cinere PT Cinere Serpong Jaya
Padalarang
Cileunyi
Bandung 6
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Peta PT Jasamarga Transjawa Tol
Map of PT Jasamarga Transjawa Tol
JAKARTA
Merak
Tangerang Patimban
Serang
5 Cikampek
1
Rangkasbitung Balaraja
Subang
Depok
Purwakarta Palimanan
Bogor 2 Cirebon
BANTEN Padalarang
Bandung Sumedang
Sukabumi Pejagan Pemalang Batang
Cileunyi
JAWA BARAT
JAWA TENGAH
Kulonp
Ruas Jalan Tol Perusahaan
No. Toll Roads Company
1. Jakarta-Cikampek (Japek) PT Jasamarga Transjawa Tol
2. Palimanan-Kanci (Palikanci) PT Jasamarga Transjawa Tol
3. Semarang ABC PT Jasamarga Transjawa Tol
4. Surabaya-Gempol (Surgem) PT Jasamarga Transjawa Tol
5. Jalan Layang Sheikh Mohamed Bin Zayed (MBZ) PT Jasamarga Jalanlayang Cikampek
6. Batang-Semarang PT Jasamarga Semarang Batang
7. Semarang-Solo PT Trans Marga Jateng
8. Solo-Ngawi PT Jasamarga Solo Ngawi
9. Ngawi-Kertosono-Kediri PT Jasamarga Ngawi Kertosono Kediri
10. Surabaya-Mojokerto PT Jasamarga Surabaya Mojokerto
11. Gempol-Pandaan PT Jasamarga Pandaan Tol
12. Gempol-Pasuruan PT Jasamarga Gempol Pasuruan
13. Pandaan-Malang PT Jasamarga Pandaan Malang
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
MADURA
Demak
6 Semarang
Gresik
3 JAWA TIMUR Surabaya
Bawen
Ngawi 10
Mojekerto 4
7 8
Solo Gempol Pasuruan
9 Kertosono 12
11
Pandaan
13
progo Probolinggo
Yogyakarta
Kediri Malang
YOGYAKARTA
Banyuwangi
Legenda | Legend
Jalan Tol Beroperasi Milik Jasa Marga
Operational Toll Road Owned by Jasa Marga
Jalan Tol Fase Pembebasan Lahan & Konstruksi Milik Jasa Marga
Toll Road Owned by Jasa Marga in Land Acquisition & Construction Phases
Jalan Tol Beroperasi Milik Badan Usaha Jalan Tol Lain
Operational Toll Road Owned by Other Toll Road Enterprises
Jalan Tol Fase Pembebasan Lahan & Konstruksi Milik Badan Usaha Jalan Tol Lain
Toll Road Owned by Other Toll Road Enterprises in Land Acquisition & Construction Phases
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 101
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Peta Jasa Marga Nusantara Tollroad Regional Division
Map of Jasa Marga Nusantara Tollroad Regional Divison
1
2
4
6
3
Legenda | Legend
Ruas Jalan Tol Perusahaan
No. Toll Roads Company
1. Belawan-Medan-Tanjung Morawa (Belmera) PT Jasa Marga (Persero) Tbk
2. Medan-Kualanamu-Tebing Tinggi PT Jasamarga Kualanamu Tol
3. Nusa Dua-Ngurah Rai-Benoa PT Jasamarga Bali Tol
4. Balikpapan-Samarinda PT Jasamarga Balikpapan Samarinda
5. Manado-Bitung PT Jasamarga Manado Bitung
6. Solo-Yogyakarta-NYIA Kulon Progo PT Jasamarga Jogja Solo
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
5
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Akses terhadap Perseroan
Access to the Company
PT Jasa Marga (Persero) Tbk
Plaza Tol Taman Mini Indonesia
Indah, Jakarta 13550
(021) 841 3526, 841 3630
jsmr@jasamarga.co.id
Jasamarga Metropolitan Representative Office 1 Representative Office 2 Representative Office 3
Tollroad Regional Division (Jagorawi) (Dalkot, Janger) (Bandung)
Plaza Tol Cililitan Plaza Tol Cibubur 1 Plaza Tol Cililitan Plaza Toll Pasteur
Jl. Cililitan Besar, Jl. Buperta-Jambore, Jl. Cililitan Besar, Jl. Dr. Djundjunan No. 257,
Jakarta 13510 Pondok Rangon, Jakarta 13510 Bandung 40164
(021) 80887227 Jakarta Timur 13860 (021) 80887227 (022) 2000868
jm.regmetropolitan@jasamarga.co.id ro1jmt@jasamarga.co.id ro2jmt@jasamarga.co.id purbaleunyi@jasamarga.co.id
PT Cinere Serpong Jaya PT Jasamarga Kunciran Cengkareng PT Marga Lingkar Jakarta PT Marga Sarana Jabar PT Marga Trans Nusantara
(PT CSJ) (PT JKC) (PT MLJ) (PT MSJ) (PT MTN)
Plaza Tol Pamulang GRHA JKC Plaza Tol Meruya Plaza Tol Sentul Barat Plaza Tol Parigi
Jl. RE Martadinata, Ciputat, Jl. Arteri Blok Kelapa No. 17, Jl. Meruya Utara No. 1, Jl. Tol Lingkar Luar Bogor, Jl. H. Rasam, Parigi Baru,
Tangerang Selatan 15411 Kel. Buaran Indah Jakarta Barat 11620 Kab. Bogor, Jawa Barat 16710 Kec. Pd. Aren, Kota Tangerang Selatan,
(021) 74783000 Kec. Tangerang 15119 (021) 589 08462 (021) 29255000 Banten 15228
csj@jasamarga.co.id (021) 55782453 margalingkarjakarta@mlj-tollroad.co.id margasaranajabar@gmail.com (021) 22215888
jkc@jasamarga.co.id kunciranserpong.tollroad@mtn.co.id
PT Jasamarga Transjawa Tol Representative Office 1 Representative Office 2 Representative Office 2 Representative Office 3
(PT JTT) (Cikampek) (Palikanci) (Semarang) (Surabaya)
Plaza Tol Jakarta-Cikampek Jl. Teuku Umar Sepanjang Jaya Jl. Jendral Sudirman No. 138, Plaza Tol Manyaran Plaza Tol Kota Satelit
Jl. Teuku Umar Sepanjang Jaya Rawalumbu, Ciperna-Cirebon 45171 Semarang, Jawa Tengah 5014 Jl. Mayjen Sungkono, Putat Gede
Rawalumbu, Kota Bekasi 17114 (0231) 489800 (024) 7606014 Surabaya Timur
Kota Bekasi 17114 (021) 8216515 palikanci@jasamarga.co.id semarang@jasamarga.co.id (031) 5624444
(021) 8216515 ro1@jmtransjawatol.co.id ro3@jmtransjawatol.co.id
jasamarga.transjawa@jasamarga.co.id
PT Jasamarga Gempol Pasuruan PT Jasamarga Pandaan Malang PT Jasamarga Jalanlayang PT Jasamarga Pandaan Tol PT Jasamarga Ngawi Kertosono
(PT JGP) (PT JPM) Cikampek (PT JJC) (PT JPT) Kediri (PT JNK)
Plaza Tol Pasuruan Plaza Tol Singosari Jl. Teuku Umar No. 1, Plaza Tol Pandaan Plaza Tol Madiun
Jl. Urip Sumoharjo, Sutojayan, Malang 65153 RT 02 RW 01, Kel. Sepanjangjaya, Pasuruan, Jawa Timur 67156 RT 26 RW 04, Desa Bagi,
Pohjentrek, Purworejo, (0341) 4366666 Kec. Rawalumbu, Bekasi 17114 (0343) 5650727 Kec. Madiun, Kab. Madiun,
Kota Pasuruan, Jawa Timur 67119 jpm@jasamarga.co.id (021) 82738397 jasamarga.pandaantol@gmail.com Jawa Timur 63151
(0343) 5633333 jasamarga.jjc@gmail.com 0811-3782-403
jgp@jasamarga.co.id jnk@jnktollroad.com
PT Jasamarga Semarang Batang PT Jasamarga Surabaya Mojokerto PT Trans Marga Jateng PT Jasamarga Solo Ngawi
(PT JSB) (PT JSM) (PT TMJ) (PT JSN)
Plaza Tol Kalikangkung Plaza Tol Waru 1 & Ramp Plaza Tol Banyumanik Plaza Tol Ngemplak
RW 01, Kel. Gondoriyo, Kec. Ngaliyan, Jl. Raya Taman, Sidoarjo 61256 Jl. Mulawarman Raya No. 1B, RT 06 RW 01, Desa Sawahan,
Kota Semarang 50187 (031) 7879994 RT.02/RW.04, Kec. Ngemplak, Kab. Boyolali 57375
(024) 76433625 sekretariat@tollsumo.com Pedalangan, Banyumanik, (0271) 7788 777
office@jsb.co.id Semarang, Jawa Tengah 50268 ptjasamargasolongawi@gmail.com
(024) 7475222
admin@transmargajateng.com
104 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08 Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria Jasamarga Nusantara Representative Office 1 Tollroad Regional Division Jasamarga Nusantara Tollroad Regional Plaza Tol Taman Mini Indonesia Indah Division (Ruas Belawan-Medan-Tj. Morawa Gedung A Lt. 3, Jakarta 13550 Jl. Alumunium Raya, T: 0811613999 Tanjung Mulia, Medan Deli, E: nusantara@jasamarga.co.id Kota Medan, Sumatera Utara 20241 PT Jasamarga Balikpapan PT Jasamarga Manado Bitung PT Jasamarga Bali Tol PT Jasamarga Kualanamu Tol PT Jasamarga Jogja Solo Samarinda (PT JBS) (PT JMB) (PT JBT) (PT JMKT) (PT JMJ) Jl. Sungai Merdeka RT 004, Plaza Tol Jasamarga Manado Bitung Grha Bali Tol Plaza Tol Kualanamu Jl. Ring Road Utara No.98 Kel. Sungai Merdeka, Jl. Tol Manado-Bitung KM. 0, Jl. Raya Pelabuhan Benoa No.88, Penara Kebun, Tanjung Morawa, Nayan, Maguwoharjo Kec. Samboja Barat, Desa Maumbi, Kec. Kalawat, Kota Denpasar, Bali 80222 Deli Serdang, Sumatra Utara 20362 Kec. Depok, Kabupaten Sleman, Kab. Kutai Kartanegara, Kalimantan Minahasa Utara, Sulawesi Utara corporate@jasamargabalitol.co.id 0811-613-8888, 0811-613-9999 Daerah Istimewa Yogyakarta 55281 Timur 75271 95378 jasamarga.kualanamutol@gmail.com T: 027-4488780 tolbalikpapansamarinda@gmail.com jmmanadobitung@gmail.com E: jmj@jasamarga.co.id PT Jasamarga Akses Patimban PT Jasamarga Japek Selatan PT Jasamarga Jogja Bawen PT Jasamarga Probolinggo (PT JAP) (PT JJS) (PT JJB) Banyuwangi (PT JPB) Jl. Raya Purwadadi No. 62, Plaza Tol Pondok Gede Timur Jl. Sareh No.3, Jl. Panglima Sudirman KM. 120, Kampung Karangsambung, RT 001 RW 007, Jatibening, Kotabaru, Gondokusuman, Tanggul Angin, RT 002 RW 002, RT 001 RW 001, Pondok Gede, Bekasi, Kota Yogyakarta, DIY 55224 Sukomulyo, Pajarakan, Desa Pasirbungur, Kec. Purwadadi, Jawa Barat 17412 jasamargajogjabawen@gmail.com Probolinggo, Jawa Timur Kab. Subang, Jawa Barat 41261 (021) 85211970 (0335) 8473 333 pt.jap@jasamarga.co.id jasamargajapekselatan@gmail.com tolprobowangi@gmail.com japatimban@gmail.com PT Jasamarga Tollroad Operator PT Jasamarga Tollroad Maintenance PT Jasamarga Related Business Gedung C Lt. 3 & 4 Gedung C Lt. 1 Gedung C Lt. 2 Plaza Tol Taman Mini Indonesia Indah Plaza Tol Taman Mini Indonesia Indah Plaza Tol Taman Mini Indonesia Indah Jakarta 13550 Jakarta 13550 Jakarta 13550 (021) 22984722 (021) 2983 5858 (021) 22093560 support@jmto.co.id cs@jmtm.co.id relatedbusiness@jmrb.co.id PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 105
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Visi, Misi, dan Budaya Perseroan
Vision, Mission, and Corporate Culture
Review atas Perubahan Visi dan Misi Perseroan Review of the Company’s Vision and Mission
Perseroan secara konsisten melakukan kajian terhadap kesesuaian Visi dan Misi The Company consistently reviews the alignment of its Vision and Mission with
agar selaras dengan ketahanan usaha dan pertumbuhan, serta tetap memberikan business resilience and growth, while continuing to provide the best service to
pelayanan terbaik kepada pengguna jalan tol dengan inovasi untuk peningkatan toll road users through innovation to enhance sustainable value. The Company’s
nilai yang berkelanjutan. Kajian yang dilakukan Perseroan senantiasa melibatkan reviews always involve all relevant parties, namely the Board of Commissioners,
seluruh pihak terkait, yakni Dewan Komisaris, Direksi, dan karyawan dengan the Board of Directors, and employees, while considering the interests of
tetap memperhatikan kepentingan dari para pemangku kepentingan, tantangan, stakeholders, challenges, business development plans, and business dynamics.
rencana pengembangan usaha, dan dinamika bisnis yang terjadi.
Pada tahun 2024, Perseroan melakukan perubahan Visi dan Misi sesuai dengan In 2024, the Company revised its Vision and Mission in accordance with Board
Surat Keputusan Direksi No. 60/KPTS/2024 tanggal 29 April 2024 tentang Visi of Directors Decree No. 60/KPTS/2024, dated April 29, 2024, on the Company’s
dan Misi Perseroan. Berdasarkan hasil kajian yang telah dilakukan pada tahun Vision and Mission. Based on the results of a 2025 study, the Company’s vision
2025, visi dan misi Perseroan tidak mengalami perubahan. Perseroan menilai and mission remain unchanged. The Company considers the current vision and
bahwa visi dan misi yang ada saat ini masih relevan, di mana keputusan ini juga mission to remain relevant, and this decision has also been approved by the
telah mendapat persetujuan dari Dewan Komisaris. Board of Commissioners.
Visi Inovasi menuju peningkatan nilai
yang berkelanjutan.
Vision Innovation towards the enhancement of sustainable value.
Inovasi mencerminkan bahwa Perseroan mendorong untuk terus menerus mencari solusi baru dan kreatif,
mengembangkan ide-ide baru, dan menerapkan praktik terkini yang dapat meningkatkan efisiensi, produktivitas,
dan kualitas. Inovasi dapat melibatkan teknologi, proses yang efisien, serta perbaikan yang berkelanjutan dalam
operasi Perseroan.
Inovasi Innovation reflects the Company’s commitment to continuously seek new and creative solutions, develop new
ideas, and implement the latest practices to enhance efficiency, productivity, and quality. Innovation may involve
Innovation technology, efficient processes, and continuous improvements in the Company’s operations.
Peningkatan nilai bermakna bahwa Perseroan dalam menjalankan setiap aktivitas dan kegiatan bisnisnya
berfokus untuk memberikan nilai tambah untuk seluruh pemangku kepentingan. Pemangku kepentingan tersebut
meliputi antara lain pemerintah, pengguna jalan tol, pemegang saham, investor/kreditur/mitra bisnis, karyawan,
dan masyarakat umum.
Peningkatan Nilai
Value Enhancement Indikasi peningkatan manfaat bagi masing-masing pemangku kepentingan adalah sebagai berikut, namun tidak
terbatas pada:
• Pemerintah: penyediaan infrastruktur, pertumbuhan ekonomi wilayah, dan lain sebagainya,
• Pengguna Jalan tol: pengurangan waktu tempuh, pengurangan kemacetan, kenyamanan dan keamanan
dalam melewati jalan tol, dan lain sebagainya;
• Pemegang saham: peningkatan nilai saham, reputasi Perseroan, peningkatan dividen, dan lain sebagainya;
• Investor/kreditur/mitra bisnis: pertumbuhan bisnis, peningkatan kolaborasi, dan lain sebagainya;
• Karyawan: peningkatan kesejahteraan, pengembangan karier, lingkungan kerja yang sehat dan kondusif, dan
lain sebagainya; dan
• Masyarakat umum: mendorong peningkatan ekonomi masyarakat, peningkatan mobilitas, dan lain sebagainya.
Value enhancement means that the Company, in conducting business activities, focuses on providing added value
for all stakeholders. These stakeholders include, among others, the government, toll road users, shareholders,
investors/creditors/business partners, employees, and the general public.
The indication of increased benefits for each stakeholder is as follows, but not limited to:
• Government: provision of infrastructure, regional economic growth, and so on,
• Toll road users: reduced travel time, reduced congestion, comfort and safety when using the toll road, and so on;
• Shareholders: increase in stock value, the Company’s reputation, increased dividends, and so on;
• Investors/creditors/business partners: business growth, increased collaboration, and so on;
• Employees: improved welfare, career development, a healthy and conducive work environment, and so on; ; and
• The general public: encouraging economic growth, increased mobility, and so on.
Berkelanjutan bermakna luas baik dari sisi bisnis Perseroan, maupun dari sisi sosial, ekonomi, dan lingkungan,
serta tata kelola Perusahaan yang baik dengan menekankan pada keberlanjutan ekonomi Perseroan, pengelolaan
sumber daya secara bijak, dan keterlibatan dalam praktik bisnis yang mendukung ketahanan Perseroan jangka
panjang.
Sustainability refers broadly to both the company’s business side and the social, economic, and environmental
Berkelanjutan aspects, as well as good corporate governance. It emphasizes the company’s economic sustainability, prudent
Sustainability resource management, and engagement in business practices that support the company’s long-term resilience.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Misi
Misi Perseroan disusun untuk menjabarkan lebih lanjut
aktivitas inti Perseroan untuk memenuhi visi.
The Company’s mission is formulated to further elaborate
Mission the core activities of the Company in order to fulfill its vision.
Mengembangkan jaringan jalan tol dan menjalankan usaha di rantai nilai bisnis dalam skala
nasional maupun internasional
To develop a network of toll roads and operate in the business value chain both nationally
and internationally
Filosofi di balik misi ini mencakup komitmen terhadap kualitas, keandalan, dan kontribusi terhadap konektivitas dan
mobilitas serta peningkatan ekosistem bisnis Perseroan secara luas.
The philosophy behind this mission encompasses a commitment to quality, reliability, and contributing to connectivity
and mobility, as well as enhancing the Company’s business ecosystem at large.
Mengembangkan inovasi untuk memberikan pelayanan unggul, meningkatkan keselamatan,
kenyamanan, dan kemudahan perjalanan, serta menjalankan operasi dan proses bisnis
Perusahaan dengan efisien dan berkesinambungan
Developing innovations to provide excellent service, enhance safety, comfort, and
convenience of travel, as well as operating and managing the Company’s business processes
efficiently and sustainably
Filosofi di balik misi ini mencakup dorongan untuk terus menerapkan ide-ide baru dan inovasi sebagai budaya
Perseroan dan ways of working dalam mewujudkan layanan berkualitas serta mencapai proses bisnis yang efisien dan
berkesinambungan.
The philosophy behind this mission includes the motivation to continuously implement new ideas and innovations as part
of the Company’s culture and ways of working, to deliver high-quality services and achieve efficient and sustainable
business processes.
Menerapkan prinsip-prinsip lingkungan, sosial, dan tata kelola Perusahaan yang baik untuk
memastikan ketahanan usaha
Implementing environmental, social, and good corporate governance principles to ensure
business resilience
Filosofi yang mendasari misi ini mencakup komitmen terhadap keberlanjutan ekonomi, tanggung jawab sosial, dan
pelestarian lingkungan sebagai elemen kunci dalam pengelolaan Perseroan, termasuk tata kelola dan manajemen risiko
untuk mengantisipasi dampak jangka panjang dalam setiap pengambilan keputusan.
The philosophy underlying this mission includes a commitment to economic sustainability, social responsibility, and
environmental preservation as key elements in the Company’s management. This encompasses governance and risk
management to anticipate long-term impacts in every decision-making process.
Mendorong peningkatan manfaat yang berkelanjutan bagi masyarakat, pemegang saham,
dan stakeholder lainnya, serta peningkatan nilai Perusahaan secara menyeluruh
Promoting the continuous enhancement of sustainable benefits for society, shareholders,
and other stakeholders, as well as the overall value of the Company
Filosofi yang mendasari misi ini bahwa Perseroan harus selalu berupaya untuk mempertahankan keberlanjutan usaha
dalam jangka waktu yang panjang dan memberikan peningkatan nilai Perseroan secara menyeluruh untuk memastikan
dampak positif dan manfaat bagi seluruh pemangku kepentingan.
The philosophy underlying this mission is that the Company must always strive to maintain long-term business
sustainability and deliver comprehensive value enhancement to ensure positive impacts and benefits for all stakeholders.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 107
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01 02 03 04 05 Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions Budaya Perseroan Corporate Culture Tata Nilai Core Values Jasa Marga menerapkan tata nilai AKHLAK (Amanah, Jasa Marga implements the AKHLAK values (Trustworthy, Kompeten, Harmonis, Loyal, Adaptif, dan Kolaboratif) Competent, Harmonious, Loyal, Adaptive, and Collaborative) sebagai landasan dalam berperilaku bagi seluruh karyawan as the foundation for the behavior of all employees working yang bekerja di lingkungan Jasa Marga Grup. Penerapan within Jasa Marga Group. This implementation is in tersebut telah sesuai dengan Surat Edaran Menteri BUMN accordance with the Circular Letter of the Minister of SOE No. SE-7/MBU/07/2020 tanggal 1 Juli 2020 tentang Nilai- No. SE-7/MBU/07/2020 dated July 1, 2020, on the Core Nilai Utama (Core Values) Sumber Daya Manusia BUMN. Values of Human Resources in State-Owned Enterprises. Jasa Marga telah mengimplementasikan tata nilai AKHLAK Jasa Marga has implemented the AKHLAK values in both baik di lingkungan induk maupun anak perusahaan, sehingga the parent company and its subsidiaries, thereby creating Perseroan memiliki budaya kerja yang dapat meningkatkan a work culture that enhances the Company’s value and nilai Perseroan dan memperkuat daya saingnya. strengthens its competitiveness. Perubahan atas tata nilai Perseroan dari semula APIC The change in the Company’s values from APIC (Agility, (Agility, Professionalism, Integrity, dan Customer Focus) Professionalism, Integrity, and Customer Focus) to AKHLAK menjadi AKHLAK tertuang dalam Surat Keputusan Direksi is stipulated in the Board of Directors Decree No. 58/ No. 58/KPTS/2020 tanggal 29 Juli 2020 tentang Tata KPTS/2020 dated July 29, 2020, on Corporate Values. The Nilai Perusahaan. Penerapan tata nilai AKHLAK dilakukan implementation of AKHLAK values is carried out through melalui 4 (empat) proses tahapan untuk transformasi 4 (four) stages of the Company’s cultural transformation: Budaya Perseroan yaitu tahap Awareness (Sosialisasi), the Awareness (Dissemination) stage, the Understanding tahap Understanding (Internalisasi), tahap Acceptance (Internalization) stage, the Acceptance stage, and the (Penerimaan), dan tahap Commitment (Penguatan) yang Commitment stage. The AKHLAK Core Values consist of six dilakukan secara konsisten. Tata Nilai AKHLAK terdiri dari 6 core values and 18 key behaviors, as explained below: core values dan 18 perilaku utama, sebagaimana dijelaskan sebagai berikut: Launching JSMR MOVE, Sebagai Budaya Kerja untuk Percepatan Transformasi Pelayanan Jalan Tol Launching JSMR MOVE, Working Culture for Accelerating Toll Road Service Transformation 108 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Amanah Kompeten Harmonis
Trustworthy Competent Harmonious
Makna | Meaning Makna | Meaning Makna | Meaning
Memegang teguh kepercayaan yang Terus belajar dan mengembangkan Saling peduli dan menghargai
diberikan. kapabilitas. perbedaan.
Firmly uphold the given trust. Continuous learning and develop Care each other and respect diversity.
capacity.
Perilaku Utama | Key Behavior Perilaku Utama | Key Behavior
• Memenuhi janji dan komitmen. Perilaku Utama | Key Behavior • Menghargai setiap orang apapun latar
• Bertanggung jawab atas tugas, • Kreatif dan inovatif serta meningkatkan belakangnya.
keputusan, dan tindakan yang kompetensi diri untuk menjawab • Peduli dan suka menolong orang lain.
dilakukan. tantangan yang selalu berubah. • Membangun lingkungan kerja yang
• Berpegang teguh kepada kejujuran, • Memberikan solusi terbaik dan kondusif.
moral, dan etika. membantu orang lain belajar. • Respect everyone’s opinions, ideas or
• Fulfilling promise and commitment. • Disiplin dalam menyelesaikan tugas dan ideas regardless of their background.
• Responsible over duties, decision bekerja tuntas dengan kualitas terbaik. • Care and help others.
and actions taken. • Creative and innovative as well as • Build a conducive work environment.
• Commitment towards integrity, improving individual competency to
morality, and ethics. answer the changing challenges.
• Provide the best solution and help
others to learn.
• Discipline in fulfilling the duties
and work completely with excellent
quality.
Loyal Adaptif Kolaboratif
Loyal Adaptive Collaborative
Makna | Meaning Makna | Meaning Makna | Meaning
Berdedikasi dan mengutamakan Terus berinovasi dan antusias dalam Membangun kerja sama yang sinergis.
kepentingan Bangsa dan Negara. menggerakkan ataupun menghadapi Build synergic partnership.
Dedicated and prioritizing interests of perubahan.
the Nation and State. Continue to innovate and be enthusiastic Perilaku Utama | Key Behavior
in driving or facing change. • Memberi kesempatan kepada
Perilaku Utama | Key Behavior berbagai pihak untuk berkontribusi.
• Menjaga nama baik sesama Perilaku Utama | Key Behavior • Terbuka dalam bekerja sama secara
karyawan, pimpinan, BUMN, dan • Cepat, lincah, dan pantang menyerah sinergis untuk menghasilkan nilai
Negara. dalam menyesuaikan diri menjadi tambah.
• Rela berkorban untuk mencapai lebih baik. • Menggerakkan pemanfaatan berbagai
tujuan yang lebih besar. • Sigap dan terus-menerus melakukan sumber daya untuk tujuan bersama.
• Patuh kepada pimpinan sepanjang perbaikan mengikuti perkembangan • Give opportunity to everyone to
tidak bertentangan dengan hukum teknologi. contribute.
dan etika. • Gigih, tangguh, dan bertindak proaktif. • Open to cooperate synergically to
• Upholding the reputation of • Moving Fast, agile and never give up gain added-values.
colleagues, leaders, SOEs, and the in facing challenges to be better. • Drive utilization of various resources
State. • Responsive and continuous for a better common goals.
• Willing to make sacrifices to improvement in following the
achieve a greater goal. technology.
• Obey the leaders as long not • Persistent, tough, and proactive.
violating the law and ethics.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Perkuat Komitmen Perempuan sebagai Agen Perubahan, Jasa Marga Selenggarakan Town Hall Meeting “Kartiniʼs Legacy”
Strengthening Women’s Commitment as Agents of Change, Jasa Marga Hosts the ‘Kartini’s Legacy’ Town Hall Meeting
Sepanjang tahun 2025, PT Jasa Marga (Persero) Tbk Throughout 2025, PT Jasa Marga (Persero) Tbk continues
terus melanjutkan fase penguatan budaya untuk Tahap to strengthen its culture for the Commitment Stage in
Commitment dalam implementasi Tata Nilai AKHLAK implementing the AKHLAK Values in the Company by
di Perseroan dengan menyelenggarakan program organizing the following programs:
sebagai berikut:
1. Town Hall Meeting (THM) 1. Town Hall Meeting (THM)
THM diselenggarakan sebagai forum para pimpinan THM is held as a forum for leaders and Jasa Marga
dan juga Roadster Jasa Marga untuk saling berdiskusi, Roadsters to discuss, share experiences, and gain
berbagi pengalaman serta mendapatkan insight dari insights from external speakers to improve the
narasumber eksternal untuk meningkatkan penerapan implementation of the AKHLAK culture, which can have
budaya AKHLAK yang dapat berdampak pada prilaku an impact on the behavior and performance of the
dan kinerja unit. Sepanjang tahun 2025, THM telah unit. Throughout 2025, THM has been held in 3 (three)
diselenggarakan sebanyak 3 (tiga) series, di antaranya series, including in commemoration of Kartini Day
yaitu dalam rangka Hari Kartini dengan tema “Kartiniʼs with the theme “Kartini’s Legacy: Women’s Steps as
Legacy: Langkah Perempuan sebagai Change Agents Change Agents in the Modern Era” with Retno Marsudi
di Era Modern” bersama Retno Marsudi (Menteri Luar (Indonesian Minister of Foreign Affairs for the 2012-2024
Negeri RI Periode 2012-2024), dalam rangka Hari term), in conjunction with National Customer Day with
Pelanggan Nasional dengan tema “Leveraging Digital the theme “Leveraging Digital Innovation to Amplify
Innovation to Amplify Customer Experience” bersama Customer Experience” with Didiek Hartantyo (President
Didiek Hartantyo (Direktur Utama PT Kereta Api Director of PT Kereta Api Indonesia (Persero) for the
Indonesia (Persero) Periode 2020-2025) dan dalam 2020-2025 period) and in conjunction with the launch of
rangka peluncuran budaya kerja baru JSMR MOVE. the new JSMR MOVE work culture.
2. Lomba Jasa Marga Impactful AKHLAK Program (JM 2. Jasa Marga Impactful AKHLAK Program Competition
ImAP) (JM ImAP)
JM ImAP dilaksanakan untuk menilai kinerja dan JM ImAP is held to assess the performance and
efektivitas program budaya AKHLAK di semua unit effectiveness of the AKHLAK culture program in Jasa
kerja dan anak perusahaan Jasa Marga Grup termasuk Marga Group, including regions and operational areas
wilayah dan area operasional di lingkungan Jasa Marga within the Jasa Marga Group. In the 2025 JM ImAP,
Grup. Pada JM ImAP Tahun 2025, terdapat penambahan there is an additional competition category, Obligatory
satu kategori kompetisi yaitu Obligatory Culture yang Culture, which complements the three previous JM ImAP
melengkapi tiga kategori JM ImAP sebelumnya yaitu categories: Motivation Culture, Capability Culture, and
Motivation Culture, Capability Culture dan Engagement Engagement Culture. A total of 75 culture teams across
Culture. Sebanyak 75 tim budaya di seluruh Jasa Marga the Jasa Marga Group participated in the 2025 JM ImAP
Grup mengikuti program JM ImAP Tahun 2025. program.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
3. Sharing Session Pengelolaan Budaya Jasa Marga oleh 3. Sharing Session on Jasa Marga Culture Management by
Narasumber Internal Perseroan Internal Company Speakers
Perseroan menggelar program benchmark implementasi The Company held an AKHLAK implementation
AKHLAK pada unit kerja Jasa Marga Grup dengan benchmarking program at Jasa Marga Group work
narasumber tim budaya unit kerja atau anak perusahaan units, featuring speakers from the culture teams who
Jasa Marga Grup yang merupakan pemenang lomba were winners of the Impactful AKHLAK Program (ImAP)
Impactful AKHLAK Program (ImAP). Program sharing competition. The sharing session program was held once
session dilaksanakan sebanyak satu kali dalam JM Talk during the JM Talk Sustainability Series for the 1st-place
Sustainability Series untuk Juara 1 Kategori Obligatory winner of the Obligatory Culture category, related to the
Culture terkait dengan program pengelolaan sampah regional synergy-based waste management program.
berbasis sinergitas kewilayahan.
4. Net Promoter Score (NPS) 4. Net Promoter Score (NPS)
Perseroan melakukan pengukuran NPS yang bertujuan The Company conducted an NPS measurement to
untuk mengetahui efektivitas implementasi Tata Nilai determine the effectiveness of the implementation of
AKHLAK oleh karyawan Jasa Marga Grup. NPS juga AKHLAK Values by Jasa Marga Group employees. NPS
digunakan untuk memberikan wawasan tentang is also used to provide insight into how employees
bagaimana nilai-nilai AKHLAK tersebut diterima, and other stakeholders accept, understand, and apply
dipahami, dan diterapkan oleh karyawan dan pemangku these AKHLAK values. This survey was conducted
kepentingan lainnya. Survei ini telah dilaksakan pada from October 10-24, 2025, and the results have been
periode 10-24 Oktober 2025 yang hasilnya telah submitted to the Work Units and to the Jasa Marga
disampaikan kepada unit kerja dan anak perusahaan Group Subsidiaries for follow-up.
Jasa Marga Grup untuk ditindaklanjuti.
5. BOD Message 5. BOD Message
Untuk memperkuat hubungan antara manajemen dengan To strengthen the relationship between management
karyawan, Perseroan secara berkala menyusun BOD and employees, the Company regularly compiles BOD
Message untuk mengkomunikasikan dan memberikan Messages to communicate and foster understanding of
pemahaman terkait visi, misi & isu strategis Perseroan, the Company’s vision, mission, and strategic issues, and
memotivasi serta mendorong semangat kerja karyawan to motivate and encourage employee morale, building
dalam membangun kepercayaan dan memperkuat trust and strengthening the Company’s culture. There
budaya Perseroan. Jumlah BOD Message sepanjang were 12 (twelve) BOD Messages in 2025.
tahun 2025 adalah sebanyak 12 (dua belas) kali.
Budaya Kerja Work Culture
Untuk mendukung Tata Nilai AKHLAK di lingkungan Jasa To support the AKHLAK values within the Jasa Marga Group,
Marga Grup, Jasa Marga meluncurkan budaya kerja yang Jasa Marga has launched a work culture known as JSMR
dikenal dengan JSMR MOVE (Modern, Optimistic, Valuable, MOVE (Modern, Optimistic, Valuable, Excellent). JSMR
Excellent). JSMR MOVE hadir sebagai bentuk budaya kerja MOVE is a work culture embodied in the characteristics of
yang diwujudkan dalam bentuk karakteristik Roadster Jasa Jasa Marga Roadster, which are relevant to the strategic
Marga yang relevan dengan arah strategis dan menjawab direction and respond to future business challenges. With
tantangan bisnis di masa depan. Dengan JSMR MOVE, JSMR MOVE, Jasa Marga Roadsters not only work, but also
Roadster Jasa Marga tidak hanya bekerja, namun juga move with meaning.
bergerak dengan makna.
Tata Nilai Utama Budaya Kerja Perusahaan
Core Values of the Company’s Work Culture
Modern Optimistic Valuable Excellent
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Inisiatif ini merupakan langkah strategis Perseroan untuk This initiative is a strategic step by the Company to transform
mentransformasi budaya kerja dan juga layanan dari its work culture and services from an infrastructure-focused
pendekatan yang berfokus pada infrastruktur menjadi approach to an infraculture that prioritises customer
sebuah infraculture yaitu Budaya yang memperioritaskan satisfaction, human capital capability enhancement, and
kepuasan pelanggan, peningkatan kapabilitas human capital, operational optimisation as its main priorities.
dan optimalisasi operasional sebagai prioritas utama.
Salah satu wujud nyata dari transformasi pelayanan tersebut One tangible manifestation of this service transformation is the
adalah penguatan praktik Salam Roadster Melayani, yakni strengthening of the Salam Roadster Melayani (Salam Roadster
Salam, Senyum, Sapa yang diharapkan menjadi standar Serving) practice, namely Salam, Senyum, Sapa (Greetings,
interaksi setiap titik layanan kepada pengguna jalan tol. Smiles, Greetings), which is expected to become the standard
of interaction at every service point for toll road users.
Implementasi JSMR MOVE akan menitikberatkan pada The implementation of JSMR MOVE will focus on developing
pengembangan kompetensi Roadster melalui program Roadster competencies through structured learning
pembelajaran terstruktur, peningkatan literasi digital, serta programmes, improving digital literacy, and standardising
standarisasi praktik layanan di seluruh titik operasional. service practices at all operational points. These steps are
Langkah-langkah ini dirancang untuk mempercepat designed to accelerate decision-making, align organisational
pengambilan keputusan, menyelaraskan perilaku organisasi behaviour with strategic objectives, and create a consistent
dengan tujuan strategis, dan menciptakan pengalaman and value-added customer experience. The transformation
pelanggan yang konsisten serta bernilai tambah. from ‘infrastructure as a structure’ to ‘infrastructure as a
Transformasi dari “infra as a structure” menjadi “infra as a culture’ is a framework that guides human investment and
culture” menjadi kerangka kerja yang mengarahkan investasi processes in line with modern technological capabilities and
manusia dan proses sejalan dengan kapabilitas teknologi governance.
dan tata kelola yang modern.
JSMR MOVE hadir sebagai simbol komitmen Perusahaan JSMR MOVE symbolises the company's commitment to
mendorong mindset baru di seluruh Roadster Jasa Marga fostering a new mindset across the Jasa Marga Group
Grup dalam memperkuat operational excellence, menjaga in strengthening operational excellence, maintaining the
relevansi Perseroan di tengah percepatan transformasi company's relevance amid the accelerating transformation
sektor transportasi, membangun infrastruktur jalan tol of the transportation sector, building toll road infrastructure
yang meningkatkan konektivitas negeri, dan menjaga that enhances national connectivity, and upholding public
kepercayaan publik sebagai wujud tanggung jawab trust as a manifestation of the company's responsibility
Perseroan terhadap pembangunan nasional. towards national development.
Karakteristik Karyawan
Simbol Nilai Utama Definsi
Employee Doʼs Donʼts
Symbol Core Values Definition
Characteristics
Inovatif (Menciptakan terobosan Lamban (Lamban merespons
dan menggunakan teknologi dan memperlambat alur kerja)
untuk memperbarui proses Slow (Slow to respond and
kerja) slows down workflow)
a. Terbuka pada
Innovative (Creating
perubahan;
Sikap terbuka breakthroughs and using
b. Cepat belajar
terhadap technology to update work
teknologi baru; dan
perkembangan processes)
c. Proaktif
zaman, teknologi, dan
memanfaatkan Gerak Cepat (Bergerak cepat, Enggan Berubah (Menutup
cara kerja baru yang
inovasi digital. responsif, dan lincah dalam diri terhadap pembaruan dan
efisian dan relevan.
Modern a. Openness to menuntaskan pekerjaan) inovasi)
An open attitude
change; Quick Movement (Move quickly, Reluctant to Change (Closing
toward evolving
b. Rapid adoption of be responsive, and agile in oneself off to renewal and
times, technology,
new technologies; completing tasks) innovation)
and new ways of
and
working that are Terus Belajar (Meningkatkan Malas (Enggan berusaha dan
c. Proactive
efficient and relevant. kemampuan dan wawasan bekerja untuk memberikan
utilization of digital
untuk beradaptasi dengan yang terbaik)
innovations.
perkembangan baru) Lazy (Unwilling to try and
Keep learning (Improve your work to give one's best)
skills and knowledge to adapt to
new developments)
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Karakteristik Karyawan
Simbol Nilai Utama Definsi
Employee Doʼs Donʼts
Symbol Core Values Definition
Characteristics
Antusias (Membawa energi Pesimis (Berfokus pada
a. Semangat tinggi;
positif yang menguatkan kerja hambatan sehingga
b. Resiliensi;
sama tim) melemahkan semangat tim)
c. Melihat kegagalan
Enthusiastic (Bringing positive Pessimistic (Focusing on
Sikap positif dalam sebagai
energy that strengthens obstacles, thereby weakening
memandang pembelajaran; dan
teamwork) team spirit)
tantangan dan d. Menjaga suasana
perubahan, dengan kerja yang Tangguh (Tangguh menghadapi Skeptis (Meragukan ide baru
keyakinan terhadap konstruktif. tantangan dan mampu bangkit tanpa penilaian objektif)
hasil yang lebih baik. a. High levels of dari tekanan) Sceptical (Doubting new
Optimistic
A positive attitude in enthusiasm and Resilient (Resilient in the face of ideas without objective
viewing challenges drive; challenges and able to bounce assessment)
and change, with b. Resilience; back from pressure)
confidence in c. Viewing failures
Percaya Diri (Meyakini Mudah Menyerah (Berhenti
achieving better as learning
langkah dan keputusan untuk sebelum alternatif solusi
outcomes. opportunities; and
memperkuat eksekusi) dieksplorasi)
d. Maintaining a
Self-confidence (Believing in Giving up easily (stopping
constructive work
your actions and decisions to before alternative solutions are
environment.
strengthen execution) explored)
a. Berpikir tentang Bermanfaat (Menghasilkan Pasif (Menunggu instruksi
nilai dan dampak output yang memberi nilai dan tidak berinisiatif)
tindakan; nyata dan manfaat yang Passive (Waiting for
b. Proaktif mengubah berkelanjutan) instructions and not taking
ide menjadi Beneficial (Produces outputs initiative)
kontribusi bernilai; that provide real value and
dan sustainable benefits)
Kemampuan
c. Menginspirasi tim
menciptakan nilai Kontributif (Berperan aktif dalam Egois (Mementingkan diri
untuk berkolaborasi
berkelanjutan dari mendukung pencapaian tim dan sendiri dan mengabaikan
menciptakan hasil
setiap peluang dan proses) kerja sama)
berkelanjutan.
keputusan strategis. Contributive (Actively Selfish (Putting oneself
Valuable a. Analytical thinking
The ability to involved in supporting team first and disregarding
regarding the value
create sustainable achievements and processes) cooperation)
and impact of
value from every
actions; Solutif (Menghadirkan solusi Sia-Sia (Menghasilkan
opportunity and
b. Proactively kreatif yang meningkatkan pekerjaan yang minim
strategic decision.
transforming kualitas dan efisiensi) dampak dan tidak relevan)
ideas into valuable Solution (Providing creative Pointless (producing work
contributions; and solutions that improve quality that has minimal impact and
c. Inspiring teams and efficiency) is irrelevant)
to collaborate in
creating sustainable
outcomes.
Berstandar Tinggi Ceroboh (Ceroboh dan
a. Teliti;
(Menghasilkan kinerja sesuai mengabaikan prosedur)
b. Bertanggung jawab;
standar tinggi dan konsisten) Careless (Careless and
c. Berorientasi hasil
High Standard (Delivering high disregarding procedures)
terbaik; dan
and consistent performance)
Komitmen terhadap d. Melayani dengan
standar tertinggi sepenuh hati. Peduli (Melayani dengan empati Asal-asalan (Menghasilkan
dalam layanan, a. Meticulous dan perhatian) pekerjaan yang di bawah
kinerja, dan integritas. attention to detail; Caring (Serving with empathy standar)
Excellent
Commitment to the b. Accountability and and attention) Careless (Producing
highest standards of responsibility; substandard work)
service, performance, c. Result-oriented
Cermat (Menjaga ketelitian Apatis (Mengabaikan
and integrity. toward achieving
untuk memastikan kualitas dan kebutuhan pemangku
excellence; and
keandalan proses) kepentingan)
d. Delivering service
Diligence (Maintaining precision Apathetic (Ignoring
with full dedication
to ensure the quality and stakeholder needs)
and heart.
reliability of the process)
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Bidang Usaha
Line of Business
Maksud dan Tujuan Kegiatan Usaha Purpose and Objectives of Business
Menurut Anggaran Dasar Terakhir Activities Under the Latest Articles of
Association
Berdasarkan anggaran Dasar Perusahaan Perseroan Based on the Articles of Association of PT Jasa Marga
(Persero) PT Jasa Marga (Persero) Tbk sebagaimana (Persero) Tbk as stipulated in the Notarial Deed of
tertuang dalam Akta Notaris Ir. Nanette Cahyanie Handari Ir. Nanette Cahyanie Handari Adi Warsito, S.H., Deed
Adi Warsito, SH akta No. 04 tanggal 09 Januari 2026, berikut No. 04 dated 9 January 2026, along with the Receipt of
Surat Penerimaan Pemberitahuan dari Direktorat Jenderal Notification from the Directorate General of General Legal
Administrasi Hukum Umum Kementerian Hukum Republik Administration of the Ministry of Law of the Republic of
Indonesia No. AHUAH.01.03-0013716 tanggal 19 Januari Indonesia No. AHU-AH.01.03-0013716 dated 19 January
2026 dan telah didaftar dalam Daftar Perseroan No. AHU- 2026, and as registered in the Company Register No. AHU-
0007721.AH.01.11.Tahun 2026 tanggal 19 Januari 2026; 0007721.AH.01.11.Year 2026 dated 19 January 2026; the
maksud dan tujuan Perseroan ialah turut serta melaksanakan purpose and objective of the Company are to participate
dan menunjang kebijakan dan program Pemerintah di bidang in and support Government policies and programs in the
ekonomi dan pembangunan nasional pada umumnya, field of the economy and national development in general,
khususnya pembangunan di bidang Pengusahaan Jalan particularly in the development of toll road operations and
Tol dengan sarana penunjangnya dengan menerapkan their supporting facilities, by applying the principles of a
prinsip-prinsip perseroan terbatas. limited liability company.
Sedangkan berdasarkan Pasal 3 ayat (2) dan Pasal 3 ayat Meanwhile, based on Article 3 paragraph (2) and Article
(3) menyatakan bahwa kegiatan usaha dan kegiatan usaha 3 paragraph (3), the Company’s business activities and
penunjang Perseroan adalah sebagai berikut: supporting business activities are as follows:
1. Kegiatan Usaha Utama Perseroan, meliputi: 1. The Company’s Main Business Activities include:
a. Melakukan perencanaan teknis, pelaksanaan a. Conducting technical planning, construction,
konstruksi, pengoperasian dan/atau preservasi jalan operation, and/or preservation of toll roads.
tol.
b. Mengusahakan lahan di ruang milik jalan tol b. Developing land within the toll road right-of-way
(rumijatol) dan lahan yang berbatasan dengan (rumijatol) and land adjacent to the rumijatol for rest
rumijatol untuk tempat istirahat dan pelayanan, areas and services, along with facilities and other
berikut dengan fasilitas-fasilitas dan usaha lainnya. businesses.
c. Melakukan kegiatan pengembangan kawasan yang c. Conducting integrated area development activities
terintegrasi dengan pengembangan jaringan jalan with toll road network development.
tol.
d. Melakukan kegiatan di bidang jasa layanan preservasi d. Providing services in the field of toll road preservation
dan pengoperasian jalan tol. and operation.
e. Aktivitas jalan tol, mencakup pelayanan lalu lintas e. Toll road activities, including vehicle traffic services
kendaraan melalui jalan atau jembatan tol. through toll roads or bridges.
f. Melakukan investasi termasuk penyertaan modal f. Making investments, including capital participation
pada perusahaan lainnya sejalan dengan dan untuk in other companies, in line with and to achieve the
mencapai maksud dan tujuan Perseroan. Company’s objectives and goals.
2. Kegiatan Usaha Penunjang, meliputi: 2. Supporting Business Activities, including:
Bidang pengembangan jasa untuk usaha-usaha yang Service development for businesses related to modes/
terkait dengan moda-moda/sarana transportasi, means of transportation, distribution of liquid/solid/gas
pendistribusian material cair/padat/gas, jaringan sarana materials, information, technology, and communication
informasi, teknologi dan komunikasi, terkait dengan networks, related to toll road corridors, with due regard
koridor jalan tol dengan memperhatikan Peraturan to laws and regulations.
Perundang-undangan.
Kegiatan Usaha yang Dijalankan pada Business Activities in the Fiscal Year
Tahun Buku
Pada tahun buku 2025, Jasa Marga telah menjalankan In the 2025 fiscal year, Jasa Marga has carried out all of the
seluruh kegiatan usaha utama yang tercantum pada pasal 3 main business activities listed in Article 3 paragraph (2) of
ayat (2) Anggaran Dasar Perseroan. the Company’s Articles of Association.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Model Operasi Business Model
Dalam rangka mendukung tercapainya target Perseroan To support the achievement of the Company’s targets in
pada tahun-tahun berikutnya serta menjaga keberlanjutan the coming years and maintain business sustainability
bisnis sebagaimana tertuang dalam Rencana Jangka as outlined in the 2025-2029 Long-Term Business Plan
Panjang Perusahaan (RJPP) tahun 2025-2029, Perseroan (RJPP), the Company has developed a business model
mengembangkan model bisnis yang terdiri dari tiga lini bisnis consisting of three business lines, namely: (i) the toll road
yakni: (i) lini bisnis konsesi jalan tol; (ii) lini bisnis pendukung concession business line; (ii) toll road operations support
operasi jalan tol yang mencakup bisnis pengoperasian business line, which includes toll road operations and toll
jalan tol serta bisnis preservasi jalan tol; dan (iii) lini bisnis road preservation; and (iii) prospective business line, which
prospektif yang mencakup pengembangan properti/ includes property development/Toll Corridor Development
Toll Corridor Development (TCD), Tempat Istirahat dan (TCD), Rest and Service Areas (TIP), advertising and utilities,
Pelayanan (TIP), iklan dan utilitas, building management, building management, and commercial businesses.
serta bisnis komersil.
Bagan Lini Bisnis, Peran, dan Ruang Lingkup Pekerjaan
Chart of Business Lines, Roles, and Work Scope
Lini Bisnis Peran Ruang Lingkup
Line of Business Role Scope
A
Konsesi Jalan Tol
Toll Road Consession
1
Vision & Mission Strategic
Asset Owner
Leadership
B
2
Pendukung Operasi Planning, Managing, Monitoring,
Asset Manager
Jalan Tol Reviewing, Evaluating
Supporting Toll Road
Operations
Asset Operator
(Lalu Lintas, Transaksi/Traffic, Transaction)
C 3
Asset Maintainer
Prospektif Service Provider
(Preservasi/Preservation)
Prospective
Asset Optimizer
(Pengembangan TCD/TCD Development)
Bisnis Konsesi Jalan Tol masih menjadi bisnis utama PT Jasa Marga (Persero) Tbk berdasarkan Visi dan Misi Perseroan
The Toll Road Consession is still the main business of PT Jasa Marga (Persero) Tbk based on the Company’s Vision and Mission
Perseroan berupaya mendesain organisasi yang dinamis The Company strives to design a dynamic, flexible
dan fleksibel menyesuaikan dengan arah perkembangan organization that adapts to the direction of its development
Perseroan serta beradaptasi dengan perubahan. Perseroan and changes. The Company has divided roles and
telah membagi peran dan tanggung jawab menjadi 3 responsibilities into 3 (three) areas: asset owner, asset
(tiga), yaitu asset owner, asset manager dan service manager, and service provider. The role of asset owner is
provider. Peran sebagai asset owner berada pada level at the central or corporate level, where the scope of work
pusat atau korporat di mana ruang lingkup pekerjaannya includes developing Vision and Mission, strategic functions,
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mencakup pengembangan Visi dan Misi, fungsi strategis and leadership. Furthermore, the role of asset manager
dan kepemimpinan. Selanjutnya, peran sebagai asset spans the Regional, Representative Office, and Subsidiary
manager berada pada level Regional, Representative Office, Entity levels, which include planning, management,
dan Entitas Anak dengan ruang lingkup pekerjaan meliputi monitoring, review, and evaluation. Meanwhile, the role
perencanaan, pengelolaan, pemantauan, peninjauan, dan of service provider has a scope as a toll road business
evaluasi. Sementara peran service provider memiliki ruang supporter, divided into 3 (three) parts: asset operator
lingkup sebagai pendukung bisnis jalan tol yang terbagi (traffic and transactions), asset maintainer (preservation),
menjadi 3 (tiga) bagian, yaitu asset operator (lalu lintas and asset optimizer (TCD development).
dan transaksi), asset maintainer (preservasi), dan asset
optimizer (pengembangan TCD).
Bagan High Level Pembagian Peran dan Tanggung Jawab Jasa Marga Grup
High-Level Diagram of Role and Responsibility Distribution within the Jasa Marga Group
1
1. Pendanaan/Funding 6. Corporate Strategy
Concession &
2. Manajemen Portofolio/Portfolio Management 7. Investasi/Investment
Asset Owner
3. Manajemen Kinerja/Performance Management 8. Merger & Akuisisi/Mergers & Acquisitions
4. Human Resource (HR) Management 9. SOP/Standard Operating Procedure
Korporat/Corporate
5. Stakeholder Management 10. Sinergi/Synergy
2
Asset Manager Subsidiary
Regions
Subholding APJT
1. Planning
Toll Road
2. Controlling Subsidiaries
3. Stakeholder Management Representative Representative
4. Project Management Office Office
3
Asset Operator Asset Maintainer Asset Optimizer
Pengembangan TCD/
Layanan Lalu Lintas Layanan Transaksi Teknologi Transaksi Layanan Lalu Lintas Usaha Lain
Traffic Services Transaction Services Transaction Technology Traffic Services TCD/Other Business
Development
• Teknologi Layanan Lalu • Pelaksanaan Layanan • Teknologi Transaksi • Pemeliharaan, • Perencanaan
Lintas Transaksi • Clearing House Preventif, Rutin, • Kemitraan
• Pemeliharaan Peralatan • Pemeliharaan Peralatan Periodik, Rekonstruksi, • Pendanaan
Operasi Transaksi • Transaction Technology Peningkatan Kapasitas • Contract Management
• Derek • Pengumpulan Tol • Clearing House • Teknologi Preservasi
• Ambulans • Manajemen Vendor • Planning
• Traffic Management • Transaction Service • Kontrak Manajemen • Partnership
Center Implements • Program Preservasi • Funding
• Transaction Equipment • Disaster Recovery • Contract Management
• Traffic Service Maintenance
Technology • Toll Collections • Maintenance,
• Operating Equipment Preventive,
Maintenance Routine, Periodic,
• Crane Reconstructive,
• Ambulance Capacity Increase
• Traffic Management • Preservation
Center Technology
• Vendor Management
• Contract Management
• Preservation Program
• Disaster Recovery
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Produk dan Jasa yang Dihasilkan (Model Bisnis)
Products and Services Offered (Business Model)
Produk dan Jasa yang ditawarkan Jasa Marga dibagi dalam The products and services offered by Jasa Marga are
3 (tiga) bidang utama, yakni: divided into 3 (three) main areas, namely:
Bisnis Konsesi Jalan Tol Toll Road Concession Business
Dalam rangka mewujudkan tujuan Perseroan untuk To achieve the Company’s goal of becoming the largest,
menjadi perusahaan jalan tol nasional terbesar, terpercaya, most trusted, and most sustainable national toll road
dan berkesinambungan, Jasa Marga berupaya untuk company, Jasa Marga strives to maintain its market share
mempertahankan pangsa pasar jalan tol di Indonesia. in Indonesia’s toll road sector. The Company manages the
Perseroan mengelola penambahan kepemilikan hak addition of toll road operating rights through its Subsidiaries
pengusahaan jalan tol melalui Entitas Anak dalam bentuk in the form of Toll Road Business Entities (BUJT). Each
Badan Usaha Jalan Tol (BUJT). Masing-masing Entitas Subsidiary, in the form of a BUJT, is established to carry out
Anak dalam bentuk BUJT didirikan untuk melaksanakan toll road operations, including financing, technical planning,
pengusahaan jalan tol, yang meliputi pendanaan, construction, toll road operations and preservation, as well
perencanaan teknik, pelaksanaan konstruksi, pengoperasian as other businesses, in accordance with applicable laws and
dan preservasi jalan tol, serta usaha-usaha lainnya sesuai regulations.
dengan ketentuan-ketentuan dan peraturan perundang-
undangan yang berlaku.
Sampai dengan 31 Desember 2025, Perseroan memiliki hak Until December 31, 2025, the Company has concession
konsesi untuk 36 ruas jalan tol sepanjang 1.736 km melalui rights for 36 toll road sections spanning 1,736 km through
proses tender, akuisisi, dan pemrakarsa. Pengoperasian atas tenders, acquisitions, and initiatives. The operation of
konsesi jalan tol tersebut terbagi ke dalam 2 (dua) Regional these toll road concessions is divided into two (2) regions
dan melalui Entitas Anak dari subholding PT Jasamarga and through subsidiaries of the subholding company
Transjawa Tol (JTT). Hingga akhir tahun 2025, sepanjang PT Jasamarga Transjawa Tol (JTT). By the end of 2025,
1.294 km jalan tol dari total panjang konsesi yang dimiliki 1,294 km of toll roads from the total length of concessions
Perseroan telah beroperasi secara efektif. owned by the Company will be effectively operational.
Tabel Ruas Jalan Tol Jasa Marga Periode 1978-2025
Table of Jasa Marga’s Toll Roads in 1978-2025 Period
Tahun Mulai Operasi Perusahaan
Konsesi Panjang (Km) (Induk)
No.
Concession Length (Km) Year of Commencement of
Operations (Parent Company)
1. Jakarta-Bogor-Ciawi (Jagorawi) 59,0 1978
2. Jakarta-Tangerang 33,0 1984
3. Prof. Dr. Ir. Sedyatmo 14,3 1984
4. Cawang-Tomang-Pluit 23,6 1987
5. Padalarang-Cileunyi (Padaleunyi) 64,4 1990
6. Cikampek-Padalarang (Cipularang) 58,5 2003
7. Belawan-Medan-Tanjung Morawa (Belmera) 42,7 1986
8. Jakarta Outer Ring Road (JORR) Seksi E1, E2, E3, W2S 28,3 1991
9. Ulujami-Pondok Aren 5,6 2001
10. JORR W2 Utara 7,9 2014
Beroperasi sebagian sejak tahun 2009
11. Bogor Outer Ring Road (BORR) 11,3
Partially operated since 2009
12. Cengkareng-Batuceper-Kunciran 14,2 2021
13. Kunciran-Serpong 11,1 2019
14. Semarang-Solo 72,6 2011
15. Surabaya-Mojokerto 36,3 2011
16. Gempol-Pasuruan 34,2 2017
17. Gempol-Pandaan 13,6 2015
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Ruas Jalan Tol Jasa Marga Periode 1978-2025
Table of Jasa Marga’s Toll Roads in 1978-2025 Period
Tahun Mulai Operasi Perusahaan
Konsesi Panjang (Km) (Induk)
No.
Concession Length (Km) Year of Commencement of
Operations (Parent Company)
18. Nusa Dua-Ngurah Rai-Benoa 9,7 2013
19. Medan- Kualanamu-Tebing Tinggi 61,7 2017
20. Solo-Ngawi 91,1 2018
Beroperasi sebagian sejak tahun 2018
21. Ngawi-Kertosono-Kediri 108
Partially operated since 2018
22. Cinere-Serpong 10,1 2021
23. Jakarta-Cikampek (Japek) 72,5 1988
24. Semarang A,B,C 25,5 1983
25. Surabaya-Gempol (Surgem) 44,4 1986
26. Palimanan-Kanci (Palikanci) 28,8 1998
27. Batang-Semarang 75,0 2018
28. Balikpapan-Samarinda 97,3 2019
29. Manado-Bitung 39,9 2020
30. Pandaan-Malang 38,5 2019
31. Jalan Layang Sheikh Mohammed Bin Zayed (MBZ) 36,4 2019
Tahap pembebasan lahan
dan konstruksi
32. Probolinggo-Banyuwangi 175,4
Land acquisition and
construction phase
Tahap pembebasan lahan
dan konstruksi
33. Jakarta-Cikampek II Selatan 64,0
Land acquisition and
construction phase
Tahap pembebasan lahan
dan konstruksi
34. Yogyakarta-Bawen 75,1
Land acquisition and
construction phase
Beroperasi sebagian sejak tahun 2024
35. Solo-Yogyakarta-NYIA Kuloprogo 96,6
Partially operated since 2024
Tahap pembebasan lahan
36. Akses Patimban 37,1
Land acquisition phase
Bisnis Pengoperasian Jalan Tol Toll Road Operation Business
Perseroan menjalankan bisnis pengoperasian jalan tol The Company operates toll road businesses through its
melalui Entitas Anak, yaitu PT Jasamarga Tollroad Operator Subsidiary, PT Jasamarga Tollroad Operator (JMTO). The
(JMTO). Layanan yang diberikan Perseroan antara lain Company’s services include transaction services, and traffic
layanan transaksi, dan layanan lalu lintas. Layanan transaksi services. Transaction services refer to the availability and
berhubungan dengan ketersediaan maupun kecepatan speed of equipment and systems at toll gates for each
alat dan sistem di gerbang tol untuk memproses transaksi toll road user to process transactions. Traffic services are
yang dilakukan oleh setiap pengguna jalan tol. Layanan a series of activities that include planning, procurement,
lalu lintas adalah serangkaian upaya kegiatan yang meliputi installation, regulation, and maintenance of road facilities
perencanaan, pengadaan, pemasangan, pengaturan, dan to ensure, support, and maintain security, safety, order, and
pemeliharaan fasilitas perlengkapan jalan dalam rangka smooth traffic, especially on toll roads. In addition to toll
mewujudkan, mendukung, dan memelihara keamanan, road operations, PT JMTO provides information technology
keselamatan, ketertiban, dan kelancaran lalu lintas and Electronic Toll Collection (ETC) services to support toll
khususnya di jalan tol. Selain layanan pengoperasian jalan road operations.
tol, PT JMTO juga menyediakan layanan teknologi informasi
dan layanan Electronic Toll Collection (ETC) sebagai
pendukung operasional jalan tol.
118 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 119
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Keseluruhan layanan pengoperasian jalan tol yang All toll road operations services provided by PT JMTO are
disediakan oleh PT JMTO adalah layanan dengan berbasis based on continuously developed and improved information
pada teknologi informasi yang terus-menerus dikembangkan technology to meet the needs of road users. Some of these
dan ditingkatkan untuk memenuhi kebutuhan pengguna services include the development of the Travoy Journey
jalan. Beberapa di antaranya adalah pengembangan feature, which serves as a navigation companion for toll
fitur unggulan Travoy Journey sebagai sahabat navigasi road users, allowing them to easily obtain travel route
perjalanan bagi pengguna jalan tol untuk dengan mudah recommendations, toll rates, rest area information, and
mendapatkan rekomendasi rute perjalanan, kebutuhan biaya other details, as well as conveniently obtain digital payment
tarif tol, informasi rest area dan lainnya serta kemudahan receipts through the digital receipt feature on the Travoy
mendapatkan struk bukti transaksi pembayaran secara app.
digital melalui fitur resi digital pada Aplikasi Travoy.
Layanan pengoperasian jalan tol juga didukung pada Toll road operations services are also supported by
pengelolaan informasi yang dilakukan di Jasa Marga information management at the Jasa Marga Tollroad
Tollroad Command Center yang dikelola oleh PT JMTO. Command Center, managed by PT JMTO. JMTC manages
JMTC mengelola informasi dan juga sebagai pusat one call information and serves as the 133 one-call center, the main
center 133 yang menjadi kanal utama pengguna jalan dalam channel for road users to obtain information and assistance.
mendapatkan informasi dan bantuan.
Tabel Produk Layanan Pengoperasian Jalan Tol, Electronic Toll Collection, dan Teknologi Informasi PT JMTO Tahun 2025
Table of Toll Road Operation Services, Electronic Toll Collection, and Information Technology Products of PT JMTO in 2025
Layanan
Services
Ruas Pengoperasian Teknologi
No.
Toll Road Jalan Tol Electronic Toll Informasi
Toll Road Collection Information
Operations Technology
Perusahaan (Induk)
The Company (Parent)
1. Jagorawi (Jakarta – Bogor – Ciawi)
Ruas JORR seksi E
2.
JORR section E Toll Road
3. Ulujami - Pondok Aren
Ruas Dalam Kota
4.
Inner City Toll Road
Ruas Sedyatmo
5.
Sedyatmo Toll Road
Ruas Jakarta – Tangerang
6.
Jakarta – Tangerang Toll Road
Ruas Cikampek – Padalarang
7.
Cikampek – Padalarang Toll Road
Ruas Padalarang – Cileunyi
8.
Padalarang – Cileunyi Toll Road
Ruas Belawan – Medan – Tanjung Morawa
9.
Belawan – Medan – Tanjung Morawa Toll Road
Entitas Anak, Ventura Bersama serta Entitas Anak dan Ventura Bersama dari PT JTT
Subsidiaries and Joint Venture Entities, as well as Subsidiaries and Joint Venture Entities under PT JTT
Ruas Jakarta – Cikampek
1.
Jakarta – Cikampek Toll Road
Ruas Surabaya – Gempol
2.
Surabaya – Gempol Toll Road
Ruas Semarang A, B, C
3.
Semarang A, B, C Toll Road
Ruas Palimanan – Kanci
4.
Palimanan – Kanci Toll Road
Ruas Kebon Jeruk – Ulujami
5.
Kebon Jeruk – Ulujami Toll Road
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 119
Page 120
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Produk Layanan Pengoperasian Jalan Tol, Electronic Toll Collection, dan Teknologi Informasi PT JMTO Tahun 2025
Table of Toll Road Operation Services, Electronic Toll Collection, and Information Technology Products of PT JMTO in 2025
Layanan
Services
Ruas Pengoperasian Teknologi
No.
Toll Road Jalan Tol Electronic Toll Informasi
Toll Road Collection Information
Operations Technology
Ruas Bogor Outer Ring Road
6.
Bogor Outer Ring Road Toll Road
Ruas Kunciran – Serpong
7.
Kunciran – Serpong Toll Road
Ruas Cengkareng – Batuceper – Kunciran
8.
Cengkareng – Batuceper – Kunciran Toll Road
Ruas Serpong – Cinere
9.
Serpong – Cinere Toll Road
Ruas Medan – Kualanamu – Tebing Tinggi
10.
Medan – Kualanamu – Tebing Tinggi Toll Road
Ruas Nusa Dua – Tanjung Benoa
11.
Nusa Dua – Tanjung Benoa Toll Road
Ruas Balikpapan – Samarinda
12.
Balikpapan – Samarinda Toll Road
Ruas Manado – Bitung
13.
Manado – Bitung Toll Road
Ruas Jogja – Solo
14.
Jogja-Solo Toll Road
Ruas Jalan Layang MBZ Sheikh Mohamed Bin Zayed
15.
MBZ Sheikh Mohamed Bin Zayed Elevated Toll Road
Ruas Semarang – Solo
16.
Semarang – Solo Toll Road
Ruas Semarang – Batang
17.
Semarang – Batang Toll Road
Ruas Solo – Ngawi
18.
Solo – Ngawi Toll Road
Ruas Surabaya – Mojokerto
19.
Surabaya – Mojokerto Toll Road
Ruas Gempol – Pandaan
20.
Gempol – Pandaan Toll Road
Ruas Gempol – Pasuruan
21.
Gempol – Pasuruan Toll Road
Ruas Pandaan – Malang
22.
Pandaan – Malang Toll Road
Ruas Ngawi – Kertosono
23.
Ngawi – Kertosono Toll Road
Ruas Jakarta – Cikampek II Sisi Selatan
24.
Jakarta – Cikampek II South Section Toll Road
Ruas Probolinggo – Banyuwangi
25.
Probolinggo – Banyuwangi Toll Road
BUJT di Luar Kelompok Usaha Jasa Marga
BUJT Outside Jasa Marga Group
Ruas Krian – Legundi – Bunder – Manyar
1.
Krian – Legundi – Bunder – Manyar Toll Road
Ruas Cimanggis – Cibitung
2.
Cimanggis – Cibitung Toll Road
Ruas Bogor – Ciawi – Sukabumi
3.
Bogor – Ciawi – Sukabumi Toll Road
Ruas Cibitung – Cilincing – Tanjung Priok
4.
Cibitung – Cilincing – Tanjung Priok Toll Road
Ruas Serpong – Balaraja
5.
Serpong – Balaraja Toll Road
120 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 121
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Produk Layanan Pengoperasian Jalan Tol, Electronic Toll Collection, dan Teknologi Informasi PT JMTO Tahun 2025
Table of Toll Road Operation Services, Electronic Toll Collection, and Information Technology Products of PT JMTO in 2025
Layanan
Services
Ruas Pengoperasian Teknologi
No.
Toll Road Jalan Tol Electronic Toll Informasi
Toll Road Collection Information
Operations Technology
Ruas Kayu Agung – Palembang – Betung
6.
Kayu Agung – Palembang – Betung Toll Road
Ruas Semarang – Demak
7.
Semarang – Demak Toll Road
Keterangan/Notes:
Toll Collection termasuk dengan Jakarta-Cikampek II Selatan.
Toll Collection is included in the Jakarta-Cikampek II South.
Sementara, layanan manajemen preservasi jalan tol dan Meanwhile, the Company’s toll road preservation and
konstruksi yang diberikan Perseroan dilakukan melalui construction management services are provided through
Entitas Anak, yaitu PT Jasamarga Tollroad Maintenance its Subsidiary, PT Jasamarga Tollroad Maintenance (JMTM).
(JMTM). Layanan preservasi dilakukan untuk menjaga Preservation services are carried out to maintain the quality
kualitas jalan tol, yang meliputi kegiatan perencanaan dan of toll roads, which include toll road preservation planning
pelaksanaan preservasi jalan tol, peningkatan kapasitas and implementation, toll road capacity improvement, and
jalan tol, serta penyewaan alat berat untuk memenuhi heavy equipment rental to meet the Minimum Service
Standar Pelayanan Minimal (SPM) jalan tol. Adapun rincian Standards (SPM) for toll roads. Details regarding PT JMTM’s
terkait layanan PT JMTM dapat dilihat pada tabel berikut: services can be viewed in the following table:
Tabel Daftar Pekerjaan PT Jasamarga Tollroad Maintenance (JMTM) Tahun 2025
Table of Project List for PT Jasamarga Tollroad Maintenance (JMTM) in 2025
Ruas Pemberi Kerja
No. Toll Road Employer
1. Jagorawi (Jakarta - Bogor - Ciawi)
2. JORR W2, E1, E2, E3
3. Jakarta - Tangerang
4. Ulujami - Pondok Aren
5. Dalam Kota Jakarta
PT Jasa Marga (Persero) Tbk
Jakarta Inner City
6. Prof. Dr. Ir. Sedyatmo
7. Padalarang - Cileunyi
8. Cikampek - Padalarang
9. Belmera (Belawan - Medan - Tanjung Morawa)
10. Jakarta - Cikampek
11. Surabaya - Gempol
PT Jasamarga Transjawa Tol
12. Semarang
13. Palikanci (Palimanan - Kanci)
14. Jakarta - Cikampek Elevated PT Jasamarga Jalanlayang Cikampek
15. Kunciran - Cengkareng PT Jasamarga Kunciran Cengkareng
16. Cinere - Serpong PT Cinere Serpong Jaya
17. Semarang - Batang PT Jasamarga Semarang Batang
18. Solo - Ngawi PT Jasamarga Solo Ngawi
19. Surabaya - Mojokerto PT Jasamarga Surabaya Mojokerto
20. Gempol - Pasuruan PT Jasamarga Gempol Pasuruan
21. Gempol - Pandaan PT Jasamarga Pandaan Tol
22. Ngawi - Kertosono - Kediri PT Jasamarga Ngawi Kertosono Kediri
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 121
Page 122
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Daftar Pekerjaan PT Jasamarga Tollroad Maintenance (JMTM) Tahun 2025
Table of Project List for PT Jasamarga Tollroad Maintenance (JMTM) in 2025
Ruas Pemberi Kerja
No. Toll Road Employer
23. Medan - Kualanamu - Tebing Tinggi PT Jasamarga Kualanamu Tol
24. Bali - Mandara PT Jasamarga Bali Tol
25. Balikpapan - Samarinda PT Jasamarga Balikpapan Samarinda
26. Manado - Bitung PT Jasamarga Manado Bitung
Tabel Daftar Pekerjaan Preservasi Infrastruktur, Survei & Pengukuran, dan Material & Alat Berat PT Jasamarga Tollroad Maintenance
(JMTM) Tahun 2025
Table of Infrastructure Preservation, Survey & Measurement, and Materials & Heavy Equipment Work List for PT Jasamarga Tollroad
Maintenance (JMTM) in 2025
Pekerjaan Pemberi Kerja
No. Project Employer
1. Pekerjaan Perbaikan Runway di Bandar Udara Halim Perdanakusuma KSO HLP
Runway Improvement Works at Halim Perdanakusuma Airport
2. Pekerjaan Pengadaan dan Pemasangan Pagar Pengaman Jalan Pada Ruas Jalan Tol Solo- PT Jasamarga Solo Ngawi
Ngawi Tahun 2025
Procurement and Installation of Road Guardrails on the Solo-Ngawi Toll Road Section in 2025
3. Pekerjaan Pondasi Tahap-1 Gedung Gereja HKBP Bincarung Gereja HKBP Bincarung
Phase-1 Foundation Works for HKBP Bincarung Church Building
4. Pekerjaan Scrapping Gerbang Tol Meruya Utama 1 Pada Jalan Tol JORR W2 Utara (Kebon PT Astra Tol Nusantra - Astra
Jeruk - Ulujami) Tahun 2025 Infra Solutions
Scrapping of the Main Toll Gate 1 at Meruya on the JORR W2 North Toll Road (Kebon Jeruk -
Ulujami) in 2025
5. Pekerjaan Rekonstruksi Rigid Pavement Gerbang Tol Meruya Utama 1 Pada Jalan Tol JORR W2 PT Astra Tol Nusantra - Astra
Utara (Kebon Jeruk - Ulujami) Tahun 2025 Infra Solutions
Rigid Pavement Reconstruction Works for Main Toll Gate 1 at Meruya on the JORR W2 North
Toll Road (Kebon Jeruk - Ulujami) in 2025
6. Pekerjaan Scrapping Filling Overlay (SFO) dan Rekonstruksi Rigid Pavement Pada Jalan Tol PT Astra Tol Nusantra - Astra
JORR W2 Utara (Kebon Jeruk - Ulujami) Tahun 2025 Infra Solutions
Scrapping Filling Overlay (SFO) and Rigid Pavement Reconstruction Works on the JORR W2
North Toll Road (Kebon Jeruk - Ulujami) in 2025
7. Pekerjaan Levelling/SFO dan Rekonstruksi Rigid Pada Jalan Tol Cibitung-Cilincing PT Akses Pelabuhan Indonesia
Levelling/SFO and Rigid Reconstruction Works on the Cibitung-Cilincing Toll Road
8. Jasa Pemborongan Layanan Pemeliharaan Rutin Aset dan Sarana Perlengkapan Keselamatan PT Cimanggis Cibitung Tollways
Jalan Pada Jalan Tol Cimanggis – Cibitung Seksi 1A s.d Seksi 2B Tahun 2025
Routine Asset Maintenance Services and Road Safety Equipment on Cimanggis-Cibitung Toll
Road Section 1A to Section 2B in 2025
9. Pemeliharaan Berkala Jalan/Jembatan/FO/Underpass di Provinsi DKI Jakarta (Pekerjaan Dinas Bina Marga DKI Jakarta
Hotmix Paket 7 di Provinsi DKI Jakarta Tahun 2025)
Periodic Maintenance of Roads/Bridges/FO/Underpasses in DKI Jakarta Province (Hotmix
Package 7 in DKI Jakarta in 2025)
10. Pemeliharaan Berkala Jalan/Jembatan/FO/Underpass di Provinsi DKI Jakarta (Pekerjaan Dinas Bina Marga DKI Jakarta
Hotmix Paket 28 di Provinsi DKI Jakarta Tahun 2025)
Periodic Maintenance of Roads/Bridges/FO/Underpasses in DKI Jakarta Province (Hotmix
Package 28 in DKI Jakarta in 2025)
11. Pekerjaan Rambu dan Gerbang Tol Modifikasi Simpang Susun Tol Bitung Paramount Petals PT Acset Indonusa Tbk
Signage and Toll Gate Modification Work at the Bitung Paramount Petals Toll Road Interchange
12. Pemeliharaan Berkala Jalan/Jembatan/FO/Underpass di Provinsi DKI Jakarta (Pekerjaan Dinas Bina Marga DKI Jakarta
Hotmix Aspal PG Paket 5 di Provinsi DKI Jakarta Tahun 2025)
Periodic Maintenance of Roads/Bridges/FO/Underpasses in DKI Jakarta Province (Hotmix
Asphalt PG Package 5 in DKI Jakarta in 2025)
13. Trial Compaction PT Patimban International Car Terminal PT Ageng Jawah Rejeki
Patimban PortTrial Compaction at PT Patimban International Car Terminal Patimban Port
122 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 123
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Daftar Pekerjaan Preservasi Infrastruktur, Survei & Pengukuran, dan Material & Alat Berat PT Jasamarga Tollroad Maintenance
(JMTM) Tahun 2025
Table of Infrastructure Preservation, Survey & Measurement, and Materials & Heavy Equipment Work List for PT Jasamarga Tollroad
Maintenance (JMTM) in 2025
Pekerjaan Pemberi Kerja
No. Project Employer
14. Pekerjaan Peralatan Tol dan Sistem Informasi dan Komunikasi Pada Gerbang Tol Bitung PT Paramount Enterprise
Paramount International
Toll Equipment and Information and Communication Systems Works at the Bitung Paramount
Toll Gate
15. Pekerjaan Pembangunan Irigasi Belimbing PT Wijaya Karya (Persero) Tbk
Construction of Belimbing Irrigation System
16. Pengadaan Jasa Pemborongan Pekerjaan Pembangunan Bangunan Pengganti Tanah PT Cinere Serpong Jaya
Aset Kementerian Pendidikan, Kebudayaan, Riset dan Teknologi yang Terkena Dampak
Pembangunan Akses Simpang Tak Sebidang (STS) Martadinata
Procurement of Contracting Services for the Construction of Replacement Buildings for the
Ministry of Education, Culture, Research, and Technology’s Land Assets Affected by the
Development of the Intersection Access (STS) Martadinata
17. Pekerjaan Lapis Tambah (Overlay) dan Rekonstruksi Perkerasan Jalan Tol JORR II Ruas PT Jasamarga Kunciran
Cengkareng – Batuceper – Kunciran Cengkareng
Overlay Works and Reconstruction of Pavement on the JORR II Toll Road, Cengkareng –
Batuceper – Kunciran Section
18. Pekerjaan Pembuatan dan Pemasangan Tiang RFID PT Jasamarga Tollroad Operator
Works for Manufacturing and Installing RFID Poles
19. Pekerjaan Surface Course (Hotmix) PT Patimban International Car Terminal – Patimban Port PT Prasarana Danoes Cemerlang
Surface Course (Hotmix) Works for PT Patimban International Car Terminal – Patimban Port
20. Steel Structure Works - Geotermal Civil Works to Support Power Plant Patuha, Ciwidey, PT. Sasco Global Indonesia
Bandung
21. The Proposed Construction and Completion of Railing in Pedestrian at Jl. Wanamarta Raya, PT. Kawasan Industri Kendal
Jl. Mandura, Jl. Lokapala, Jl. Suralaya and Jl. Saptarengga at Kendal Industrial Park
22. Jasa Konstruksi Pembangunan Jalan Akses Stasiun Karawang Kereta Cepat Jakarta – PT Kereta Cepat Indonesia China
Bandung melalui Kawasan Industri Trans Heksa Karawang
Construction Services for the Development of Access Roads to Karawang Station for Jakarta –
Bandung High-Speed Rail through the Trans Heksa Karawang Industrial Area
23. Reinstatement Works for Asphalt Pavement of State Secretary Area (affected by Fence Shimizu MRT
Reinforcement Works of the Presidential palace)
24. Asphalting Works for Stage-2D Traffic Diversion in Thamrin Station Shimizu MRT
25. Pekerjaan Perbaikan Lereng Ruas Tol Cinere - Serpong PT Waskita Karya
Slope Repair Works on the Cinere - Serpong Toll Road
26. Sewa Bridge Inspection untuk Pekerjaan Inspeksi Jembatan pada Ruas Semarang-Solo PT Eskapindo Matra
Tahun 2025
Bridge Inspection Rental for Bridge Inspection Works on the Semarang-Solo Section in 2025
27. Pengukuran IRI dan Kekesatan Ruas Solo-Jogja PT Adhi Karya (Persero)
IRI and Roughness Measurement on the Solo-Jogja Section
28. Pengukuran IRI Tahap 2 Ruas Solo-Jogja PT Adhi Karya (Persero)
IRI Measurement for Stage 2 of the Solo-Jogja Section
29. Pengukuran IRI dan Kekesatan Ruas Solo-Jogja PT Daya Mulia Turangga
IRI and Roughness Measurement on the Solo-Jogja Section
30. Pengukuran IRI Ruas Pandaan - Malang PT Astra Infra Solution
IRI Measurement on the Pandaan - Malang Section
31. Pengukuran IRI dan Kekesatan Ruas Tol Serpong - Balaraja PT Trans Bumi Serbaraja
IRI and Roughness Measurement on the Serpong - Balaraja Toll Road
32. Pengukuran IRI Ruas Kunciran-Serpong Desember 2024 PT Astra Infra Solution
IRI Measurement on the Kunciran-Serpong Section in December 2024
33. Pengukuran IRI Ruas Waru-Juanda PT Citramarga Surabaya
IRI Measurement on the Waru-Juanda Section
34. Pengukuran IRI Ruas Semarang- Solo PT Astra Infra Solution
IRI Measurement on the Semarang-Solo Section
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 123
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Daftar Pekerjaan Preservasi Infrastruktur, Survei & Pengukuran, dan Material & Alat Berat PT Jasamarga Tollroad Maintenance
(JMTM) Tahun 2025
Table of Infrastructure Preservation, Survey & Measurement, and Materials & Heavy Equipment Work List for PT Jasamarga Tollroad
Maintenance (JMTM) in 2025
Pekerjaan Pemberi Kerja
No. Project Employer
35. Pengukuran IRI Ruas MLJ Ulujami - Kebun Jeruk PT MLJ
IRI Measurement on the MLJ Ulujami - Kebun Jeruk Section
36. Pengukuran IRI dan Kekesatan Ruas Serbaraja PT Serbaraja
IRI and Roughness Measurement on the Serbaraja Section
37. IRI Manado - Bitung Seksi 2 PT PP
IRI Manado - Bitung Section 2
38. IRI Ruas Kunciran - Serpong Tahun 2025 PT Astra Infra Solution
IRI Measurement on the Kunciran - Serpong Section in 2025
Bisnis Prospektif Prospective Business
Perseroan juga menjalankan lini bisnis prospektif The Company also runs prospective business lines to
untuk meningkatkan pertumbuhan kinerjanya dengan boost performance growth by optimizing the potential
mengoptimalkan potensi usaha dan aset di ruang milik jalan of its business and assets in the toll road right-of-way
tol (Rumija) di sepanjang ruas jalan milik Jasa Marga Grup. (Rumija) along the Jasa Marga Group’s road sections. This
Lini bisnis prospektif ini dikelola oleh Entitas Anak, yaitu prospective business line is managed by a subsidiary,
PT Jasamarga Related Business (JMRB) yang bergerak di PT Jasamarga Related Business (JMRB), which is engaged
bidang pengembangan properti/Toll Corridor Development in property development/Toll Corridor Development (TCD),
(TCD), Tempat Istirahat dan Pelayanan (TIP), utilitas, building Rest and Service Areas (TIP), utilities, building management,
management, serta bisnis komersil. and commercial businesses.
Tabel Tempat Istirahat dan Pelayanan (TIP) Milik PT Jasamarga Related Business (JMRB) Tahun 2025
Table of Rest & Service Area (TIP) Owned by PT Jasamarga Related Business (JMRB) in 2025
Ruas Tol Tempat Istirahat dan Pelayanan (TIP) Status
Toll Road Rest & Service Area (TIP) Status
KM 88A Beroperasi | Operating
Cipularang
KM 88B Beroperasi | Operating
Palimanan-Kanci KM 207A Beroperasi | Operating
Pejagan-Pemalang KM 260B Beroperasi | Operating
KM 360B Beroperasi | Operating
KM 379A Beroperasi | Operating
Batang-Semarang
KM 389B Beroperasi | Operating
KM 391A Beroperasi | Operating
KM 519A Beroperasi | Operating
KM 519B Beroperasi | Operating
KM 538A Beroperasi | Operating
Solo-Ngawi
KM 538B Beroperasi | Operating
KM 575A Beroperasi | Operating
KM 575B Beroperasi | Operating
KM 597A Beroperasi | Operating
Ngawi-Kertosono-Kediri
KM 597B Beroperasi | Operating
Surabaya-Mojokerto KM 725A Beroperasi | Operating
KM 66A Beroperasi | Operating
KM 66B Beroperasi | Operating
Pandaan-Malang
KM 84A Beroperasi | Operating
KM 84B Beroperasi | Operating
124 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Tempat Istirahat dan Pelayanan (TIP) Milik PT Jasamarga Related Business (JMRB) Tahun 2025
Table of Rest & Service Area (TIP) Owned by PT Jasamarga Related Business (JMRB) in 2025
Ruas Tol Tempat Istirahat dan Pelayanan (TIP) Status
Toll Road Rest & Service Area (TIP) Status
KM 792A Beroperasi | Operating
Gempol-Pasuruan
KM 792B Beroperasi | Operating
KM 65A Beroperasi | Operating
Medan-Kualanamu-Tebing Tinggi
KM 65B Beroperasi | Operating
KM 36A Beroperasi | Operating
Balikpapan-Samarinda
KM 36B Beroperasi | Operating
Toll Corridor Development (TCD) Taman Mini atau Travoy Toll Corridor Development (TCD) Taman Mini or Travoy
Hub sebagai TIP Pengembangan pertama di Indonesia Hub, the first TIP Development in Indonesia developed by
yang dikembangkan oleh PT JMRB resmi beroperasi di PT JMRB, officially began operations in 2023. Travoy Hub
tahun 2023. Travoy Hub menjadi tempat pemberhentian serves as an interconnection hub linking various modes
dengan interkoneksi yang menghubungkan berbagai moda of transportation, including the Jagorawi TIP KM 05+500,
transportasi di antaranya TIP KM 05+500 Jagorawi, Light Jabodebek Light Rail Transit (LRT), Trans Jakarta, Jak
Rail Transit (LRT) Jabodebek, Trans Jakarta, Jak Lingko, Lingko, Online Ojek, and Mikrotrans.
Ojek Online hingga Mikrotrans.
Pada tahun 2025, PT JMRB masih melakukan In 2025, PT JMRB will continue its development by building
pengembangan dengan membangun Travoy Hub Fase 2 Travoy Hub Phases 2 and 3, which will include a commercial
dan 3 yang mencakup area komersil berupa ritel berkonsep area in the form of an open space retail concept equipped
open space yang dilengkapi berbagai prasarana umum, with various public facilities, as well as a hospital in
serta rumah sakit yang bekerja sama dengan Brawijaya collaboration with Brawijaya Healthcare. The development of
Healthcare. Pengembangan Travoy Hub menghadirkan Travoy Hub presents a modern transportation hub concept
konsep transportation hub modern yang mengintegrasikan that integrates mobility, lifestyle, and public services in one
mobilitas, gaya hidup, dan pelayanan publik dalam satu integrated area. Located in Taman Mini Indonesia Indah,
kawasan terpadu. Berlokasi di Taman Mini Indonesia Indah, Travoy Hub is a pilot project for Toll Corridor Development
Travoy Hub menjadi proyek percontohan Toll Corridor (TCD) that connects Taman Mini LRT Station, the JakLingko
Development (TCD) yang menghubungkan Stasiun LRT network, TransJakarta, and Jasa Marga’s Rest and Service
Taman Mini, jaringan JakLingko, TransJakarta, serta Tempat Area (TIP). With the support of retail facilities, Brawijaya
Istirahat dan Pelayanan (TIP) Jasa Marga. Dengan dukungan Hospital, and a dynamic commercial area, Travoy Hub is
fasilitas ritel, Rumah Sakit Brawijaya, dan area komersial presented to create a more comfortable, efficient, and
yang dinamis, Travoy Hub dihadirkan untuk menciptakan classy travel experience for urban communities.
pengalaman perjalanan yang lebih nyaman, efisien, dan
berkelas bagi masyarakat urban.
Memiliki luas lahan sekitar 37.000 meter persegi dengan Spanning approximately 37,000 square meters of land with
total bangunan mencapai 68.000 meter persegi, Travoy a total building area of 68,000 square meters, Travoy Hub
Hub dirancang sebagai destinasi gaya hidup sekaligus is designed as a lifestyle destination and connectivity hub
pusat konektivitas yang mendukung ekosistem jalan tol that supports a sustainable toll road ecosystem. This aligns
berkelanjutan. Hal ini sejalan dengan komitmen Jasa Marga with Jasa Marga’s commitment to expanding business value
untuk memperluas nilai tambah bisnis sekaligus memperkuat while strengthening its position as a leader in integrated toll
posisinya sebagai pemimpin dalam inovasi layanan jalan tol road service innovation in Indonesia.
terintegrasi di Indonesia.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Logo Perseroan
Company’s Logo
Jasa Marga memiliki logo yang sangat dikenal oleh Jasa Marga has a well-known logo among the Indonesian
masyarakat Indonesia yang juga menjadi “brand” perusahaan public and has also become the company’s “brand” in the
yang bergerak di bidang industri jalan tol. Logo Perseroan toll road industry. The company logo was established
ditetapkan berdasarkan Keputusan Direksi PT Jasa Marga based on the Board of Directors Decree of PT Jasa Marga
(Persero) No. 102/KPTS/2025 tanggal 29 Juli 2025. Logo (Persero) No. 102/KPTS/2025 tanggal July 29, 2025. This
ini dinilai dapat menggambarkan citra Perseroan yang logo represents the Company’s image, packaged in a
dikemas dengan desain modern, sederhana, dan elegan modern, simple, and elegant design, with blue and yellow as
menggunakan warna biru dan kuning sebagai identitas its primary colors.
utama.
Makna dan Arti Logo
Logo Meaning and Explanation
Konfigurasi jalan membentuk huruf
“J” (huruf pertama Perseroan),
mencerminkan perjalanan panjang
sekaligus mencitrakan Perseroan
Warna biru dan kuning pada yang semakin dinamis.
logo mencerminkan harapan dan The road configuration forms
masa depan, serta semangat dan the letter “J” (the Company’s first
komitmen. letter), reflecting a long journey
The blue and yellow colors in while also portraying the Company
the logo reflect hope and the as increasingly dynamic.
future, as well as enthusiasm and
commitment.
Bola berwarna biru menunjukkan
bahwa Jasa Marga menuju
perusahaan yang berstandar
global.
The blue ball indicates that Jasa
Marga is moving towards becoming
a global standard company.
Perubahan Logo Logo Changes
Sejak pertama kali didirikan, Perseroan telah mengalami Since its inception, the Company has undergone 3 (three)
3 (tiga) kali perubahan logo, yakni pada tahun 1993, 2007, logo changes, in 1993, 2007, and 2025. Despite these
dan 2025. Meski mengalami perubahan, tetapi Perseroan changes, the Company has retained the letter “J” symbol,
tidak menghilangkan simbol huruf “J” yang mencerminkan which reflects its increasingly dynamic historical journey and
perjalanan historis Perseroan yang semakin dinamis serta its commitment to continuously providing global-standard
komitmen Perseroan untuk senantiasa memberikan layanan services and developing into a modern, professional
berstandar global, dan berkembang menjadi perusahaan company in its industry. The Company’s current logo is also
yang modern dan profesional di industrinya. Logo Perseroan considered a “brand” in the form of a symbol or emblem,
saat ini juga dinilai merepresentasikan “brand” berbentuk packaged in accordance with the Company’s philosophy so
simbol atau lambang yang dikemas sesuai dengan filosofi that it is easily recognizable by customers and the wider
Perseroan agar mudah dikenali oleh para pelanggan dan community.
masyarakat luas.
1978-1993 1993-2007 2007-2025 2025-sekarang
2025-present
126 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Maskot Korporat Corporate Mascot
Jasa Marga senantiasa mendekatkan “brand” dalam Jasa Marga consistently promotes its brand by
penyampaian informasi terkait Perseroan serta meningkatkan communicating information about the Company and
efektivitas komunikasi visual kepada masyarakat luas. enhances the effectiveness of its visual communication to
Untuk itu, Perseroan memiliki maskot Bang Jasmar dan Sis the general public. To this end, the Company has mascots
Conni yang sering tampil di media sosial Perseroan, seperti Bang Jasmar and Sis Conni, who frequently appear on the
Instagram, Facebook, X atau Twitter, Youtube, Tiktok, Company’s social media platforms, including Instagram,
serta media internal Perseroan seperti Miles Bulletin, Miles Facebook, X (formerly Twitter), YouTube, and TikTok, as
Photoboard, dan Miles Magazine. well as internal Company media such as Miles Bulletin, Miles
Photoboard, and Miles Magazine.
Sebagai ikon representatif Roadster Jasa Marga, Bang As representative icons of Jasa Marga Roadster, Bang
Jasmar dan Sis Conni senantiasa menerapkan tata nilai Jasmar and Sis Conni consistently embody the AKHLAK
AKHLAK (Amanah, Kompeten, Harmonis, Loyal, Adaptif dan values (Trustworthy, Competent, Harmonious, Loyal,
Kolaboratif) dan menyampaikan beragam informasi tentang Adaptive, and Collaborative) and convey information about
kegiatan korporasi, layanan jalan tol dan informasi lainnya corporate activities, toll road services, and other matters
kepada stakeholder eksternal maupun internal. Penyampaian to external and internal stakeholders. Using the corporate
informasi dengan menggunakan maskot korporat tersebut mascot to convey information will enhance the effectiveness
akan meningkatkan efektivitas komunikasi atas beragam of communication about the diverse information the
informasi yang ingin disampaikan oleh Perseroan. Company wishes to share.
Bang Jasmar Sis Conni
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 127
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Struktur Organisasi
Organization Structure
Direktur Utama
President Director
Rivan A. Purwantono
Strategic
Transformation
Group Head
Gandes
Aisyaharum
Direktur Bisnis Direktur Operasi Direktur Layanan
Director of Business Director of Director of Services
Operations
Reza Febriano Fitri Wiyanti Yaya Ruhiya
Operation &
Concession Business
Maintenance
Planning Group Head Customer Experience
Management Group
Head Management Group Head
Denny Chandra
Irawan Atika Dara Prahita
Regions Information
Technology Group
Head
Jasamarga Metropolitan Ayudya Rizka
Tollroad Regional Division Fauzia
Jasamarga Nusantara Tollroad
Regional Division
Bisnis Konsesi Jalan Tol Bisnis Prospektif
Toll Road Concession Line of Business Prospective Line of Business
AP Subholding APJT Persiapan & Konstruksi AP Bidang Related Business
Sub-Holding Toll Road Toll Road Subsidiaries in Supporting Toll Road
Preparation & Construction Subsidiaries in Related Business
BUJT Subholding APJT Operasi
BUJT Subholding Toll Road Subsidiaries in Operation
128 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Struktur Organisasi Perseroan ditetapkan berdasarkan The Company’s organizational structure is established in
Keputusan Direksi No. 200/KPTS/2025 tanggal accordance with the Board of Directors’ Decree No. 200/
31 Desember 2025 tentang Struktur Organisasi PT Jasa KPTS/2025 dated December 31, 2025 on the Organizational
Marga (Persero) Tbk. Structure of PT Jasa Marga (Persero) Tbk.
Internal Audit
Senior Group Head
Agung Laksana
Pranata
Direktur Direktur Keuangan dan Direktur Human Capital
Pengembangan Usaha Manajemen Risiko dan Transformasi
Director of Business Director of Finance and Director of Human Capital
Development Risk Management and Transformation
Ari Respati Pramitha Wulanjani Yoga Tri Anggoro
Toll Project Corporate Finance Human Capital Corporate Secretary &
Development & Investor Relations Development Group Chief Administration
Group Head Senior Group Head Head Officer
George I.M.P
Manurung Haning Pangastuty Aprilizayanti Putri Ari Wibowo
Non-Concession Corporate Planning Corporate
Business Management & Portfolio Human Capital Communication &
& Investment Management Services Group Head Community Development
Group Head Group Head Group Head
Aldrin Maulana Trias Andriyanto Windharti Amelia Lisye Octaviana
Accounting & Tax Procurement & Fixed
Jasa Marga Learning
Group Head Asset Group Head
Institute Group Head
Ricky Ricardo Syailendra Wisnu
Sarael B. Irawati Savitri Wardhana
Risk & Quality,
Health, Safety and Plt. Legal and
Environment Compliance Group Head
Group Head
Ivan Mawara
Devi Lusyana
Bisnis Pengoperasian Dana Pensiun
Bisnis Pengoperasian Pension Fund
AP2JT Bidang Operasi Dana Pensiun
Supporting Toll Road Pension Fund
Subsidiaries in Operation
AP2JT Bidang Preservasi
Supporting Toll Road
Subsidiaries in Maintenance
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 129
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Perubahan Komposisi Dewan Komisaris
dan Direksi di Tahun Buku 2025
Changes in the Board of Commissioners and the Board
of Directors Composition in the 2025 Fiscal Year
Komposisi Dewan Komisaris dan Direksi sebelum RUPS Tahunan pada tanggal 07 Mei 2025
Board of Commissioners and Board of Directors Composition prior to the Annual GMS on May 7, 2025
Nama Jabatan Dasar Pengangkatan Pertama Kali
Name Position Basis of Initial Appointment
Dewan Komisaris
Board of Commissioners
Mohammad Zainal Fatah Komisaris Utama Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
President Commissioner Decision of the Extraordinary GMS on February 8, 2023
M. Roskanedi Komisaris Keputusan RUPS Tahunan tanggal 27 Mei 2021
Commissioner Decision of the Annual GMS on May 27, 2021
Raja Erizman Komisaris Keputusan RUPS Tahunan tanggal 27 Mei 2021
Commissioner Decision of the Annual GMS on May 27, 2021
Chandra Wijaya Komisaris Independen Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
Independent Commissioner Decision of the Extraordinary GMS on February 8, 2023
Seppalga Ahmad Komisaris Independen Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
Independent Commissioner Decision of the Extraordinary GMS on February 8, 2023
Marsetio Komisaris Independen Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
Independent Commissioner Decision of the Extraordinary GMS on February 8, 2023
Abdul Rachman Komisaris Independen Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
Independent Commissioner Decision of the Extraordinary GMS on February 8, 2023
Direksi
Board of Directors
Subakti Syukur Direktur Utama • Keputusan RUPS Luar Biasa tanggal 29 Agustus 2016
President Director (Periode Pertama)
• Keputusan RUPS Tahunan tanggal 27 Mei 2021 juncto
Keputusan RUPS Luar Biasa tanggal 27 Agustus 2021
(Periode Kedua)
• Decision of the Extraordinary GMS on August 29,
2016 (First Period)
• Decision of the Annual GMS on May 27, 2021 juncto
Decision of the Extraordinary GMS on August 27, 2021
(Second Period)
Reza Febriano Direktur Bisnis Keputusan RUPS Luar Biasa tanggal 22 Desember 2021
Director of Business Decision of the Extraordinary GMS on December 22, 2021
Bagus Cahya Arinta B. Direktur Human Capital dan Transformasi Keputusan RUPS Luar Biasa tanggal 22 Desember 2021
Director of Human Capital and Transformation Decision of the Extraordinary GMS on December 22, 2021
Fitri Wiyanti Direktur Operasi Keputusan RUPS Tahunan tanggal 11 Juni 2020
Director of Operations Decision of the Annual GMS on June 11, 2020
Mohamad Agus Setiawan Direktur Pengembangan Usaha Keputusan RUPS Luar Biasa tanggal 22 Desember 2021
Director of Business Development Decision of the Extraordinary GMS on December 22, 2021
Pramitha Wulanjani Direktur Keuangan dan Manajemen Risiko Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
Director of Finance and Risk Management Decision of the Extraordinary GMS on February 08, 2023
130 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Adapun komposisi Dewan Komisaris dan Direksi setelah The composition of the Board of Commissioners and Board
RUPS Tahunan tanggal 07 Mei 2025 adalah sebagai berikut: of Directors following the Annual GMS on May 7, 2025, is as
follows:
Komposisi Dewan Komisaris dan Direksi setelah RUPS Tahunan pada tanggal 07 Mei 2025
Board of Commissioners and Board of Directors Composition after the Annual GMS on May 7, 2025
Nama Jabatan Dasar Pengangkatan Pertama Kali
Name Position Basis of Initial Appointment
Dewan Komisaris
Board of Commissioners
Juri Ardiantoro Komisaris Utama Keputusan RUPS Tahunan tanggal 07 Mei 2025
President Commissioner Decision of the Annual GMS on May 7, 2025
Syamsul Bachri Yusuf Komisaris Keputusan RUPS Tahunan tanggal 07 Mei 2025
Commissioner Decision of the Annual GMS on May 7, 2025
Asrorun Ni’am Sholeh Komisaris Keputusan RUPS Tahunan tanggal 07 Mei 2025
Commissioner Decision of the Annual GMS on May 7, 2025
Nachrowi Ramli Komisaris Independen Keputusan RUPS Tahunan tanggal 07 Mei 2025
Independent Commissioner Decision of the Annual GMS on May 7, 2025
Rudi Antariksawan Komisaris Independen Keputusan RUPS Tahunan tanggal 07 Mei 2025
Independent Commissioner Decision of the Annual GMS on May 7, 2025
Seppalga Ahmad Komisaris Independen Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
Independent Commissioner Decision of the Extraordinary GMS on February 8, 2023
Direksi
Board of Directors
Rivan Achmad Purwantono Direktur Utama Keputusan RUPS Tahunan tanggal 07 Mei 2025
President Director Decision of the Annual GMS on May 7, 2025
Reza Febriano Direktur Bisnis Keputusan RUPS Luar Biasa tanggal 22 Desember 2021
Director of Business Decision of the Extraordinary GMS on December 22, 2021
Yoga Tri Anggoro Direktur Human Capital dan Transformasi Keputusan RUPS Tahunan tanggal 07 Mei 2025
Director of Human Capital and Transformation Decision of the Annual GMS on May 7, 2025
Fitri Wiyanti Direktur Operasi dan Layanan • Keputusan RUPS Tahunan tanggal 11 Juni 2020
Director of Operations and Services • Keputusan RUPS Tahunan tanggal 07 Mei 2025
• Decision of the Annual GMS on June 11, 2020
• Decision of the Annual GMS on May 7, 2025
Mohamad Agus Setiawan Direktur Pengembangan Usaha Keputusan RUPS Luar Biasa tanggal 22 Desember 2021
Director of Business Development Decision of the Extraordinary GMS on December 22, 2021
Pramitha Wulanjani Direktur Keuangan dan Manajemen Risiko Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
Director of Finance and Risk Management Decision of the Extraordinary GMS on February 8, 2023
Pada tanggal 17 Desember 2025 Perseroan On December 17, 2025, the Company held an Extraordinary
menyelenggarakan Rapat Umum Pemegang saham Luar General Meeting of Shareholders, resulting in the following
Biasa, sehingga komposisi Dewan Komisaris dan Direksi composition of the Board of Commissioners and Board of
pada Akhir Tahun Buku 2025 adalah sebagai berikut: Directors as of the End of Fiscal Year 2025 is as follow:
Komposisi Dewan Komisaris dan Direksi pada Akhir Tahun Buku 2025
Composition of the Board of Commissioners and the Board of Directors as of the End of Fiscal Year 2025
Nama Jabatan Dasar Pengangkatan Pertama Kali
Name Position Basis of Initial Appointment
Dewan Komisaris
Board of Commissioners
Juri Ardiantoro Komisaris Utama Keputusan RUPS Tahunan Tahun buku 2024 tanggal 07 Mei 2025
President Commissioner Decision of the Annual GMS for the 2024 fiscal year on May 7, 2025
Syamsul Bachri Yusuf Komisaris Keputusan RUPS Tahunan Tahun buku 2024 tanggal 07 Mei 2025
Commissioner Decision of the Annual GMS for the 2024 fiscal year on May 7, 2025
Nachrowi Ramli Komisaris Independen Keputusan RUPS Tahunan Tahun buku 2024 tanggal 07 Mei 2025
Independent Commissioner Decision of the Annual GMS for the 2024 fiscal year on May 7, 2025
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Komposisi Dewan Komisaris dan Direksi pada Akhir Tahun Buku 2025
Composition of the Board of Commissioners and the Board of Directors as of the End of Fiscal Year 2025
Nama Jabatan Dasar Pengangkatan Pertama Kali
Name Position Basis of Initial Appointment
Tedi Kurniawan Komisaris Independen Keputusan RUPS Luar Biasa tanggal 17 Desember 2025
Independent Commissioner Decision of the Extraordinary GMS on December 17, 2025
Rudi Antariksawan Komisaris Independen Keputusan RUPS Tahunan Tahun buku 2024 tanggal 07 Mei 2025
Independent Commissioner Decision of the Annual GMS for the 2024 fiscal year on May 7, 2025
Asrorun Ni’am Sholeh Komisaris Keputusan RUPS Tahunan Tahun buku 2024 tanggal 07 Mei 2025
Commissioner Decision of the Annual GMS for the 2024 fiscal year on May 7, 2025
Direksi
Board of Directors
Rivan Achmad Purwantono Direktur Utama Keputusan RUPS Tahunan Tahun Buku 2024 tanggal 07 Mei 2025
President Director Decision of the Annual GMS for the 2024 fiscal year on May 7, 2025
Reza Febriano Direktur Bisnis Keputusan RUPS Luar Biasa tanggal 22 Desember 2021
Director of Business Decision of the Extraordinary GMS on December 22, 2021
Yoga Tri Anggoro Direktur Human Capital dan Transformasi Keputusan RUPS Tahunan Tahun Buku 2024 tanggal 07 Mei 2025
Director of Human Capital and Decision of the Annual GMS for the 2024 fiscal year on May 7, 2025
Transformation
Pramitha Wulanjani Direktur Keuangan dan Manajemen Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
Risiko Decision of the Extraordinary General Meeting of Shareholders on
Director of Finance and Risk February 8, 2023
Management
Fitri Wiyanti* Direktur Operasi Keputusan RUPS Luar Biasa tanggal 17 Desember 2025
Director of Operations Decision of the Extraordinary GMS on December 17, 2025
Yaya Ruhiya Direktur Layanan Keputusan RUPS Luar Biasa tanggal 17 Desember 2025
Director of Services Decision of the Extraordinary GMS on December 17, 2025
Ari Respati Direktur Pengembangan Usaha Keputusan RUPS Luar Biasa tanggal 17 Desember 2025
Director of Business Development Decision of the Extraordinary GMS on December 17, 2025
* Per 7 Mei 2025, nomenklatur berubah menjadi Direktur Operasi dan Layanan, kemudian ditetapkan kembali menjadi Direktur Operasi melalui RUPS Luar Biasa
tanggal 17 Desember 2025.
* As of May 7, 2025, the nomenclature changed to Director of Operations and Services, then reverted to Director of Operations through an Extraordinary General
Meeting of Shareholders on December 17, 2025.
Informasi Perubahan Komposisi Dewan
Komisaris dan Direksi Setelah Tahun Buku 2025
Information on Changes in the Composition of the Board of
Commissioners and Board of Directors after the 2025 Fiscal Year
Setelah tahun buku 2025 berakhir hingga penyampaian From the end of the 2025 fiscal year until the submission of
laporan ini, tidak terdapat perubahan komposisi Dewan this report, there have been no changes in the composition
Komisaris dan Direksi Perseroan. of the Board of Commissioners and Board of Directors of
the Company.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Profil Dewan Komisaris
Profile of the Board of Commissioners
Juri Ardiantoro
Komisaris Utama
President Commissioner
Kewarganegaraan Domisili
Nationality Domicile
Warga Negara Indonesia Jakarta
Indonesian Jakarta
Usia per 31 Desember 2025 52 tahun
Age per December 31, 2025 52 years old
Riwayat Penunjukan Riwayat Jabatan
Appointment History Career Experience
Diangkat menjadi Komisaris Utama berdasarkan Keputusan • Komisaris PT Pertamina Patra Niaga (2020-2024)
RUPS Tahunan tanggal 07 Mei 2025 berdasarkan Akta • Deputi Kepala Staf Kepresidenan Bidang Informasi dan
Pernyataan Keputusan Rapat Umum Pemegang Saham No. 36 Komunikasi Politik, Staf Kepresidenan (2020)
tanggal 19 Mei 2025 • Commissioner of PT Pertamina Patra Niaga (2020-2024)
Appointed as President Commissioner pursuant to the Annual • Deputy Chief of Staff for Political Information and
GMS Resolution dated May 7, 2025, based on the Deed of Communication, Presidential Staff (2020)
Statement of the General Meeting of Shareholders Resolution
No. 36 dated May 19, 2025
Riwayat Pendidikan
Educational Background
Periode Menjabat
• S1 Sejarah dari Universitas Negeri Jakarta (1999)
Term of Office
• S2 Sosiologi dari Universitas Indonesia (2003)
Periode menjabat sejak 07 Mei 2025 sampai dengan penutupan
• S3 Ilmu Sosiologi dari Universitas Malaya (2015)
RUPS Tahunan Tahun 2030 (periode pertama)
• Bachelor’s degree in History from the Jakarta National
Term of office from May 7, 2025, until the closing of the 2030
University (1999)
Annual GMS (first term)
• Master’s degree in Sociology from the University of
Indonesia (2003)
• Doctorate in Sociology from the University of Malaya (2015)
Jabatan Rangkap
Concurrent Positions
Di Perseroan: Kepemilikan Saham JSMR
• Ketua merangkap anggota Komite Tata Kelola Terintegrasi Share Ownership in JSMR
PT Jasa Marga (Persero) Tbk (Mei 2025 - Sekarang) Tidak memiliki saham Perseroan pada awal dan akhir tahun buku
• Anggota Komite Nominasi dan Remunerasi PT Jasa Marga Does not own any shares in the Company at the beginning and
(Persero) Tbk (Mei 2025 - Sekarang) end of the fiscal year
Di Luar Perseroan:
Wakil Menteri Sekretaris Negara (2024 - Sekarang)
Hubungan Afiliasi
In the Company: Affiliated Relation
• Chairman and member of the Integrated Governance Tidak memiliki hubungan afiliasi dengan anggota Dewan
Committee PT Jasa Marga (Persero) Tbk (May 2025 - Komisaris lainnya, pemegang saham utama, dan pengendali
Present) baik langsung maupun tidak langsung sampai kepada pemilik
• Member of the Nomination and Remuneration Committee individu
of PT Jasa Marga (Persero) Tbk (May 2025 - Present) No affiliation with other members of the Board of
Commissioners, major shareholders, or controllers, either
Outside the Company:
directly or indirectly, up to the individual owners
Deputy Minister of State Secretary (2024 - Present)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 133
Page 134
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Syamsul Bachri Yusuf
Komisaris
Commissioner
Kewarganegaraan Domisili
Nationality Domicile
Warga Negara Indonesia Jakarta
Indonesian Jakarta
Usia per 31 Desember 2025 45 tahun
Age per December 31, 2025 45 years old
Riwayat Penunjukan Riwayat Jabatan
Appointment History Career Experience
Diangkat menjadi Komisaris berdasarkan Keputusan RUPS • Staf Ahli (Senior Advisor) PT Maluku Energi Abadi
Tahunan tanggal 07 Mei 2025 berdasarkan Akta Pernyataan (Perseroda) (2022-2024)
Keputusan Rapat Umum Pemegang Saham No. 36 tanggal 19 • Direktur Utama Perumda Air Minum Jakarta (PAM Jaya)
Mei 2025 (2021-2022)
Appointed as Commissioner pursuant to the Annual GMS • Senior Advisor of PT Maluku Energi Abadi (Perseroda)
Resolution dated May 7, 2025, based on the Deed of Statement (2022-2024)
of the General Meeting of Shareholders Resolution No. 36 • Director General of Perumda Air Minum Jakarta (PAM Jaya)
dated May 19, 2025 (2021-2022)
Periode Menjabat Riwayat Pendidikan
Term of Office Educational Background
Periode menjabat sejak 07 Mei 2025 sampai dengan penutupan • S1 Teknik Mesin dari University of Applied Sciences and
RUPS Tahunan Tahun 2030 (periode pertama) Arts Hannover, Jerman (2006)
Term of office from May 7, 2025, until the closing of the 2030 • S2 Manajemen Pertahanan (Ketahanan Energi) dari
Annual GMS (first term) Universitas Pertahanan Indonesia (2016)
• Pendidikan Pemantapan Pimpinan Nasional (P3N) XXVI
Jabatan Rangkap dari Lembaga Ketahanan Nasional RI (2025)
• Bachelor’s degree in Mechanical Engineering from the
Concurrent Positions
University of Applied Sciences and Arts Hannover,
Di Perseroan:
Germany (2006)
• Ketua Komite Pemantau Risiko dan Hukum PT Jasa Marga
• Master’s degree in Defense Management (Energy Security)
(Persero) Tbk (Mei 2025 - Sekarang)
from the Indonesian Defense University (2016)
• Anggota Komite Tata Kelola Terintegrasi PT Jasa Marga
• National Leadership Consolidation Education (P3N) XXVI
(Persero) Tbk (Mei 2025 - Sekarang)
from the National Defense Institute of Indonesia (2025)
Di Luar Perseroan:
Staf Khusus Bidang Teknologi, Tata Kelola, dan Kepatuhan
Kementerian Pekerjaan Umum (2024 - Sekarang) Kepemilikan Saham JSMR
Share Ownership in JSMR
In the Company: Tidak memiliki saham Perseroan pada awal dan akhir tahun buku
• Chairman of the Risk Monitoring and Legal Committee of Does not own any shares in the Company at the beginning and
PT Jasa Marga (Persero) Tbk (May 2025 - Present) end of the fiscal year
• Member of the Integrated Governance Committee of
PT Jasa Marga (Persero) Tbk (May 2025 - Present)
Hubungan Afiliasi
Outside the Company: Affiliated Relation
Special Staff for Technology, Governance, and Compliance, Tidak memiliki hubungan afiliasi dengan anggota Dewan
Ministry of Public Works (2024 - Present) Komisaris lainnya, pemegang saham utama, dan pengendali baik
langsung maupun tidak langsung sampai kepada pemilik individu
No affiliation with other members of the Board of Commissioners,
major shareholders, or controllers, either directly or indirectly, up
to the individual owners
134 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Asrorun Ni’am Sholeh
Komisaris
Commissioner
Kewarganegaraan Domisili
Nationality Domicile
Warga Negara Indonesia Jakarta
Indonesian Jakarta
Usia per 31 Desember 2025 49 tahun
Age per December 31, 2025 49 years old
Riwayat Penunjukan Riwayat Jabatan
Appointment History Career Experience
Diangkat menjadi Komisaris berdasarkan Keputusan RUPS • Deputi Pemberdayaan Pemuda Kementerian Pemuda dan
Tahunan tanggal 07 Mei 2025 berdasarkan Akta Pernyataan Olahraga (2023-2025)
Keputusan Rapat Umum Pemegang Saham No. 36 tanggal 19 • Deputi Pengembangan Pemuda Kementerian Pemuda dan
Mei 2025 Olahraga (2017-2023)
Appointed as Commissioner pursuant to the Annual GMS • Deputy for Youth Empowerment at the Ministry of Youth
Resolution dated May 7, 2025, based on the Deed of Statement and Sports (2023-2025)
of the General Meeting of Shareholders Resolution No. 36 • Deputy for Youth Development at the Ministry of Youth and
dated May 19, 2025 Sports (2017–2023)
Periode Menjabat Riwayat Pendidikan
Term of Office Educational Background
Periode menjabat sejak 07 Mei 2025 sampai dengan penutupan • S1 Pendidikan dari IAIA Jakarta (1997)
RUPS Tahunan Tahun 2030 (periode pertama) • S1 Hukum Islam dari Lembaga Ilmu Pengetahuan Islam dan
Term of office from May 7, 2025, until the closing of the 2030 Arab (LIPIA) Jakarta (2001)
Annual GMS (first term)
• S2 Filsafat Hukum (Ushul Fiqih) dari Institut Agama Islam
Negeri (IAIN) Jakarta (2002)
• S3 Hukum Fikih dari Universitas Islam Negeri Syarif
Jabatan Rangkap
Hidayatullah Jakarta (2008)
Concurrent Positions
• Bachelor’s degree in Education from IAIA Jakarta (1997)
Di Perseroan:
• Bachelor’s degree Islamic Law from the Institute for the
• Anggota Komite Pemantau Risiko dan Hukum PT Jasa
Study of Islam and Arabic (LIPIA) Jakarta (2001)
Marga (Persero) Tbk (Juni 2025 - Sekarang)
• Master’s degree in Legal Philosophy (Ushul Fiqih) from the
• Anggota Komite Tata Kelola Terintegrasi PT Jasa Marga
Institute of Islamic Studies (IAIN) Jakarta (2002)
(Persero) Tbk (Juni 2025 - Sekarang)
• Doctorate in Fiqh Law from Syarif Hidayatullah State
Di Luar Perseroan: Islamic University Jakarta (2008)
• Ketua Majelis Ulama Indonesis (MUI) Bidang Fatwa
(2025-Sekarang)
• Staf Ahli Bidang Inovasi Kepemudaan dan Keolahragaan Kepemilikan Saham JSMR
Kementerian Pemuda dan Olahraga (2025-Sekarang) Share Ownership in JSMR
In the Company: Tidak memiliki saham Perseroan pada awal dan akhir tahun buku
• Member of the Risk Monitoring and Legal Committee of Does not own any shares in the Company at the beginning and
PT Jasa Marga (Persero) Tbk (June 2025 - Present) end of the fiscal year
• Member of the Integrated Governance Committee of
PT Jasa Marga (Persero) Tbk (June 2025 - Present)
Hubungan Afiliasi
Outside the Company:
Affiliated Relation
• Chairman of the Indonesian Ulema Council (MUI) Fatwa
Division (2025-Present) Tidak memiliki hubungan afiliasi dengan anggota Dewan
• Expert Staff for Youth Innovation and Sports at the Ministry Komisaris lainnya, pemegang saham utama, dan pengendali
of Youth and Sports (2025-Present) baik langsung maupun tidak langsung sampai kepada pemilik
individu
No affiliation with other members of the Board of
Commissioners, major shareholders, or controllers, either
directly or indirectly, up to the individual owners
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 135
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Nachrowi Ramli
Komisaris Independen
Independent Commissioner
Kewarganegaraan Domisili
Nationality Domicile
Warga Negara Indonesia Jakarta
Indonesian Jakarta
Usia per 31 Desember 2025 74 tahun
Age per December 31, 2025 74 years old
Riwayat Penunjukan Riwayat Jabatan
Appointment History Career Experience
Diangkat menjadi Komisaris Independen berdasarkan • Kepala Lembaga Sandi Negara (2002-2008)
Keputusan RUPS Tahunan tanggal 07 Mei 2025 berdasarkan • Sekretaris Umum Lembaga Sandi Negara (2001-2002)
Akta Pernyataan Keputusan Rapat Umum Pemegang Saham • Head of the National Encryption Agency (2002-2008)
No. 36 tanggal 19 Mei 2025 • Secretary General of the National Encryption Agency
Appointed as Independent Commissioner pursuant to the (2001-2002)
Annual GMS Resolution dated May 7, 2025, based on the
Deed of Statement of the General Meeting of Shareholders
Resolution No. 36 dated May 19, 2025 Riwayat Pendidikan
Educational Background
• Akademi Angkatan Bersenjata Republik Indonesia (1973)
Periode Menjabat
• Ahli Sandi dan Akademi Sandi Negara (1980)
Term of Office
• S1 Ekonomi dari Universitas Borobudur (2004)
Periode menjabat sejak 07 Mei 2025 sampai dengan penutupan • Indonesian Military Academy (AKABRI) (1973)
RUPS Tahunan Tahun 2030 (periode pertama) • State Cryptography Academy (Cryptography Expert Level
Term of office from May 7, 2025, until the closing of the 2030
III) (1980)
Annual GMS (first term)
• Bachelor’s degree in Economics from Borobudur University
(2004)
Jabatan Rangkap
Concurrent Positions
Di Perseroan: Kepemilikan Saham JSMR
• Ketua Komite Nominasi dan Remunerasi PT Jasa Marga Share Ownership in JSMR
(Persero) Tbk (Juni 2025 - Sekarang) Tidak memiliki saham Perseroan pada awal dan akhir tahun buku
• Anggota Komite Tata Kelola Terintegrasi PT Jasa Marga Does not own any shares in the Company at the beginning and
(Persero) Tbk (Juni 2025 - Sekarang) end of the fiscal year
Di Luar Perseroan:
-
Hubungan Afiliasi
In the Company: Affiliated Relation
• Chairman of the Nomination and Remuneration Committee Tidak memiliki hubungan afiliasi dengan anggota Dewan
of PT Jasa Marga (Persero) Tbk (June 2025 - Present) Komisaris lainnya, pemegang saham utama, dan pengendali
• Member of the Integrated Governance Committee of baik langsung maupun tidak langsung sampai kepada pemilik
PT Jasa Marga (Persero) Tbk (June 2025 - Present) individu
Outside the Company: No affiliation with other members of the Board of
- Commissioners, major shareholders, or controllers, either
directly or indirectly, up to the individual owners
136 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 137
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Rudi Antariksawan
Komisaris Independen
Independent Commissioner
Kewarganegaraan Domisili
Nationality Domicile
Warga Negara Indonesia Jakarta
Indonesian Jakarta
Usia per 31 Desember 2025 59 tahun
Age per December 31, 2025 59 years old
Riwayat Penunjukan Riwayat Jabatan
Appointment History Career Experience
Diangkat menjadi Komisaris Independen berdasarkan • Widyaiswara Kepolisian Utama Tingkat I Sekolah Staf dan
Keputusan RUPS Tahunan tanggal 07 Mei 2025 berdasarkan Pimpinan Lembaga Pendidikan dan Pelatihan Kepolisian
Akta Pernyataan Keputusan Rapat Umum Pemegang Saham Negara Republik Indonesia (2024)
No. 36 tanggal 19 Mei 2025 • Direktur Samapta Bhayangkara Badan Pemelihara
Appointed as Independent Commissioner pursuant to the Keamanan Kepolisian Negara Republik Indonesia (2021)
Annual GMS Resolution dated May 7, 2025, based on the • Senior Police Instructor Level I at the Staff and Leadership
Deed of Statement of the General Meeting of Shareholders School of the Indonesian National Police Education and
Resolution No. 36 dated May 19, 2025 Training Institution (2024)
• Director of Samapta Bhayangkara, Security Maintenance
Periode Menjabat Agency of the Indonesian National Police (2021)
Term of Office
Periode menjabat sejak 07 Mei 2025 sampai dengan penutupan Riwayat Pendidikan
RUPS Tahunan Tahun 2030 (periode pertama) Educational Background
Term of office from May 7, 2025, until the closing of the 2030 • S1 Akademi Kepolisian (1989)
Annual GMS (first term)
• S2 Kajian Ilmu Kepolisian dari Universitas Indonesia (2004)
• S3 Kriminolog dari Universitas Indonesia (2019)
• Bachelor’s degree from Police Academy (1989)
Jabatan Rangkap
• Master’s degree in Police Science from the University of
Concurrent Positions
Indonesia (2004)
Di Perseroan: • Doctorate in Criminology from the University of Indonesia
• Ketua Komite Audit PT Jasa Marga (Persero) Tbk (2019)
(Januari 2026 - Sekarang)
• Anggota Komite Tata Kelola Terintegrasi PT Jasa Marga
(Persero) Tbk (Juni 2025 - Sekarang) Kepemilikan Saham JSMR
Share Ownership in JSMR
Di Luar Perseroan:
- Tidak memiliki saham Perseroan pada awal dan akhir tahun buku
Does not own any shares in the Company at the beginning and
In the Company: end of the fiscal year
• Chairman of the Audit Committee of PT Jasa Marga
(Persero) Tbk (January 2026 – present)
Hubungan Afiliasi
• Member of the Integrated Governance Committee of
Affiliated Relation
PT Jasa Marga (Persero) Tbk (June 2025-Present)
Tidak memiliki hubungan afiliasi dengan anggota Dewan
Outside the Company: Komisaris lainnya, pemegang saham utama, dan pengendali
- baik langsung maupun tidak langsung sampai kepada pemilik
individu
No affiliation with other members of the Board of
Commissioners, major shareholders, or controllers, either
directly or indirectly, up to the individual owners
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 137
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tedi Kurniawan
Komisaris Independen
Independent Commissioner
Kewarganegaraan Domisili
Nationality Domicile
Warga Negara Indonesia Jakarta
Indonesian Jakarta
Usia per 31 Desember 2025 41 tahun
Age per December 31, 2025 41 years old
Riwayat Penunjukan Riwayat Jabatan
Appointment History Career Experience
Diangkat menjadi Komisaris Independen berdasarkan Keputusan • Staf Khusus Menteri Perhubungan (2025)
RUPS Luar Biasa tanggal 17 Desember 2025 berdasarkan Akta • Wakil Ketua DPRD Kabupaten Tanggamus (2019 – 2024)
Pernyataan Keputusan Rapat Umum Pemegang Saham No. 47 • Special Staff to the Minister of Transportation (2025)
tanggal 24 Desember 2025 • Deputy Chair of the Tanggamus Regency Regional People’s
Appointed as Independent Commissioner pursuant to the Representative Council (2019–2024)
Extraordinary GMS Resolution dated December 17, 2025,
based on the Deed of Statement of the General Meeting of
Shareholders Resolution No. 47 dated December 24, 2025
Riwayat Pendidikan
Educational Background
• S1 Fakultas Ekonomi dari Universitas Bandar Lampung
Periode Menjabat
(2006)
Term of Office
• Bachelor of Economics from Bandar Lampung University
Periode menjabat sejak 17 Desember 2025 sampai dengan (2006)
penutupan RUPS Tahunan Tahun 2030 (periode pertama)
Term of office from December 17, 2025, until the closing of the
2030 Annual GMS (first term)
Kepemilikan Saham JSMR
Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir tahun buku
Jabatan Rangkap Does not own any shares in the Company at the beginning and
Concurrent Positions end of the fiscal year
Di Perseroan:
• Anggota Komite Audit PT Jasa Marga (Persero) Tbk
(2025-Sekarang) Hubungan Afiliasi
• Anggota Komite Tata Kelola Terintegrasi PT Jasa Marga Affiliated Relation
(Persero) Tbk (2025-Sekarang) Tidak memiliki hubungan afiliasi baik dengan anggota Direksi,
anggota Dewan Komisaris lainnya, maupun dengan pemegang
Di Luar Perseroan:
saham pengendali dan utama
-
No affiliation with other members of the Board of
In the Company: Commissioners, major shareholders, or controllers, either
• Member of the Audit Committee of PT Jasa Marga directly or indirectly, up to the individual owners
(Persero) Tbk (2025-Present)
• Member of the Integrated Governance Committee
of PT Jasa Marga (Persero) Tbk (2025-Present)
Outside the Company:
-
138 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Profil Direksi
Profile of the Board of Directors
Rivan A. Purwantono
Direktur Utama
President Director
Kewarganegaraan Domisili
Nationality Domicile
Warga Negara Indonesia Jakarta
Indonesian Jakarta
Usia per 31 Desember 2025 59 tahun
Age per December 31, 2025 59 years old
• Honorary Lecturer at Sultan Agung Islamic University,
Riwayat Penunjukan Semarang (2024–present)
Appointment History • Chair of the Legal & Advocacy Division of the Certified
Diangkat menjadi Direktur Utama berdasarkan Keputusan RUPS Wealth Manager’s Association (2007–present)
Tahunan tanggal 07 Mei 2025 berdasarkan Akta Pernyataan
Keputusan Rapat Umum Pemegang Saham No. 36 tanggal 19 Riwayat Jabatan
Mei 2025 Career Experience
Appointed as President Director pursuant to the Annual GMS
• Direktur Utama PT Asuransi Kerugian Jasa Raharja
Resolution dated May 7, 2025, based on the Deed of Statement
(2021-2025)
of the General Meeting of Shareholders Resolution No. 36
• Direktur Utama PT Bank Bukopin (2020-2021)
dated May 19, 2025
• President Director of PT Asuransi Kerugian Jasa Raharja
(2021-2025)
Periode Menjabat
• President Director of PT Bank Bukopin (2020-2021)
Term of Office
Periode menjabat sejak 07 Mei 2025 sampai dengan penutupan
Riwayat Pendidikan
RUPS Tahunan Tahun 2030 (periode pertama)
Educational Background
Term of office from May 7, 2025, until the closing of the 2030
Annual GMS (first term) • S1 Universitas Gadjah Mada (1991)
• S1 Universitas 17 Agustus 1945 Semarang (2023)
• S2 Bidang Hukum dari Universitas Pelita Harapan (2003)
Jabatan Rangkap
• S3 Bidang Hukum dari Universitas Sultan Agung (2023)
Concurrent Positions
• Bachelor’s Degree from Gadjah Mada University (1991)
Di Perseroan: • Bachelor’s Degree from 17 Agustus 1945 University, Semarang
-
(2023)
Di Luar Perseroan: • Master’s Degree in Law from Pelita Harapan University (2003)
• Ketua Umum Asosiasi Jalan Tol Indonesia (2025 - sekarang) • Doctorate in Law from Sultan Agung University (2023)
• Wakil Ketua Masyarakat Transportasi Indonesia (2021 - 2025)
• Komite Audit Universitas Gadjah Mada (2019 - sekarang) Kepemilikan Saham JSMR
• Dosen Universitas Gadjah Mada (2024 - sekarang)
Share Ownership in JSMR
• Dosen Kehormatan Universitas Islam Sultan Agung Semarang
(2024 - sekarang) Tidak memiliki saham Perseroan pada awal dan akhir tahun buku
• Ketua Bidang Hukum & Advokasi Certified Wealth Managerʼs Does not own any shares in the Company at the beginning and
Association (2007 - sekarang) end of the fiscal year
In the Company: Hubungan Afiliasi
-
Affiliated Relation
Outside the Company: Tidak memiliki hubungan afiliasi dengan anggota Dewan
• Chairman of the Indonesian Toll Road Association (2025– Komisaris lainnya, pemegang saham utama, dan pengendali
present) baik langsung maupun tidak langsung sampai kepada pemilik
• Vice Chairman of the Indonesian Transportation Society individu
(2021–2025) No affiliation with other members of the Board of
• Audit Committee of Gadjah Mada University (2019–present)
Commissioners, major shareholders, or controllers, either
• Lecturer at Gadjah Mada University (2024–present)
directly or indirectly, up to the individual owners
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 139
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Reza Febriano
Direktur Bisnis
Director of Business
Kewarganegaraan Domisili
Nationality Domicile
Warga Negara Indonesia Jakarta
Indonesian Jakarta
Usia per 31 Desember 2025 46 tahun
Age per December 31, 2025 46 years old
Riwayat Penunjukan Riwayat Pendidikan
Appointment History Educational Background
Diangkat sebagai Direktur Bisnis berdasarkan Keputusan • S1 Ilmu Pemerintahan dari Universitas Padjadjaran (2002)
RUPS Luar Biasa tanggal 22 Desember 2021 berdasarkan Akta • S1 Teknik Sipil dari Universitas Katolik Parahyangan (2003)
Pernyataan Keputusan Rapat Umum Pemegang Saham No. 53 • S2 Teknik Sipil dari Universitas Indonesia (2007)
tanggal 24 Desember 2021 • S2 Manajemen dari PPM School of Management (2021)
Appointed as Director of Business pursuant to the Extraordinary • Program Profesi Insinyur dari Universitas Indonesia (2025)
GMS Resolution dated December 22, 2021, based on the • Bachelor’s degree in Public Administration from Padjadjaran
Deed of Statement of the General Meeting of Shareholders University (2002)
Resolution No. 53 dated December 24, 2021 • Bachelor’s degree in Civil Engineering from Parahyangan
Catholic University (2003)
Periode Menjabat • Master’s degree in Civil Engineering from the University of
Term of Office Indonesia (2007)
Periode menjabat sejak 22 Desember 2021 sampai dengan • Master’s degree in Management from PPM School of
penutupan RUPS Tahunan Tahun 2026 (periode pertama) Management (2021)
Term of office from December 22, 2021, until the closing of the • Engineering Professional Program from the University of
2026 Annual GMS (first term) Indonesia (2025)
Jabatan Rangkap Kepemilikan Saham JSMR
Concurrent Positions Share Ownership in JSMR
Di Perseroan/In the Company: 560.200 lembar saham (0,0077185%)
- 560,200 shares (0.0077185%)
Di Luar Perseroan/Outside the Company:
-
Hubungan Afiliasi
Riwayat Jabatan Affiliated Relation
Career Experience Tidak memiliki hubungan afiliasi dengan anggota Dewan
• Komisaris Utama PT Jasamarga Transjawa Tol Komisaris lainnya, pemegang saham utama, dan pengendali
(Februari 2023 - Maret 2023) baik langsung maupun tidak langsung sampai kepada pemilik
• Corporate Secretary PT Jasa Marga (Persero) Tbk individu
(Juni 2021 - Desember 2021) No affiliation with other members of the Board of
• President Commissioner of PT Jasamarga Transjawa Tol Commissioners, major shareholders, or controllers, either
(February 2023 - March 2023) directly or indirectly, up to the individual owners
• Corporate Secretary of PT Jasa Marga (Persero) Tbk
(June 2021 - December 2021)
140 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Yoga Tri Anggoro
Direktur Human Capital & Transformasi
Director of Human Capital & Transformation
Kewarganegaraan Domisili
Nationality Domicile
Warga Negara Indonesia Jakarta
Indonesian Jakarta
Usia per 31 Desember 2025 39 tahun
Age per December 31, 2025 39 years old
Riwayat Penunjukan Riwayat Pendidikan
Appointment History Educational Background
Diangkat sebagai Direktur Human Capital & Transformasi • S1 Teknik Industri dari Universitas Gadjah Mada (2008)
berdasarkan Keputusan RUPS Tahunan tanggal 07 Mei • S2 Magister Manajemen dari Universitas Indonesia (2023)
2025 berdasarkan Akta Pernyataan Keputusan Rapat Umum • Bachelor’s degree in Industrial Engineering from Gadjah
Pemegang Saham No. 36 tanggal 19 Mei 2025 Mada University (2008)
Appointed as Director of Human Capital and Transformation • Master’s degree in Management from the University of
pursuant to the Annual GMS Resolution dated May 7, 2025, Indonesia (2023)
based on the Deed of Statement of the General Meeting of
Shareholders Resolution No. 36 dated May 19, 2025
Kepemilikan Saham JSMR
Share Ownership in JSMR
Periode Menjabat
Term of Office Tidak memiliki saham Perseroan pada awal dan akhir tahun buku
Does not own any shares in the Company at the beginning and
Periode menjabat sejak 07 Mei 2025 sampai dengan penutupan
end of the fiscal year
RUPS Tahunan Tahun 2030 (periode pertama)
Term of office from May 7, 2025, until the closing of the 2030
Annual GMS (first term)
Hubungan Afiliasi
Affiliated Relation
Jabatan Rangkap Tidak memiliki hubungan afiliasi dengan anggota Dewan
Concurrent Positions Komisaris lainnya, pemegang saham utama, dan pengendali
baik langsung maupun tidak langsung sampai kepada pemilik
Di Perseroan/In the Company:
individu
-
No affiliation with other members of the Board of
Di Luar Perseroan/Outside the Company:
Commissioners, major shareholders, or controllers, either
-
directly or indirectly, up to the individual owners
Riwayat Jabatan
Career Experience
• Direktur Utama PT Jasamarga Tollroad Operator
(2022-2025)
• Direktur Operasi PT Jasamarga Tollroad Operator
(2019-2022)
• President Director of PT Jasamarga Tollroad
Operator (2022-2025)
• Director of Operations at PT Jasamarga Tollroad
Operator (2019-2022)
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Fitri Wiyanti
Direktur Operasi
Director of Operations
Kewarganegaraan Domisili
Nationality Domicile
Warga Negara Indonesia Jakarta
Indonesian Jakarta
Usia per 31 Desember 2025 51 tahun
Age per December 31, 2025 51 years old
Riwayat Penunjukan Riwayat Jabatan
Appointment History Career Experience
• Diangkat menjadi Direktur Operasi pada RUPS Tahunan • Komisaris Utama PT Jasamarga Tollroad Operator
tanggal 11 Juni 2020 berdasarkan Akta Pernyataan (September 2020-Maret 2023)
Keputusan Rapat Umum Pemegang Saham No. 41 tanggal • Operation and Maintenance Management Group Head
15 Juni 2020 (2019-2020)
• Diangkat sebagai Direktur Operasi dan Layanan • President Commissioner of PT Jasamarga Tollroad
berdasarkan Keputusan RUPS Tahunan tanggal 07 Mei Operator (September 2020–March 2023)
2025 berdasarkan Akta Pernyataan Keputusan Rapat • Operation and Maintenance Management Group Head
Umum Pemegang Saham No. 36 tanggal 19 Mei 2025 (2019–2020)
• Perubahan Nomenklatur jabatan sebagai Direktur Operasi
berdasarkan Keputusan RUPS Luar Biasa tanggal 17
Desember 2025 berdasarkan Akta Pernyataan Keputusan Riwayat Pendidikan
Rapat Umum Pemegang Saham Luar Biasa No. 47 tanggal Educational Background
24 Desember 2025 S1 Teknik Mesin dari Universitas Indonesia (1997)
• Appointed as Director of Operations pursuant to the Bachelor’s degree in Mechanical Engineering from the
Annual GMS Resolution dated June 11, 2020, based on the University of Indonesia (1997)
Deed of Statement of the General Meeting of Shareholders
Resolution No. 41 dated June 15, 2020
• Appointed as Director of Operations and Services pursuant Kepemilikan Saham JSMR
to the Annual GMS Resolution dated May 7, 2025, based Share Ownership in JSMR
on the Deed of Statement of the General Meeting of
587.800 lembar saham (0,0080988%)
Shareholders Resolution No. 36 dated May 19, 2025
587,800 shares (0.0080988%)
• Change in the nomenclature of the position of Director of
Operations based on the Extraordinary GMS Resolution
dated December 17, 2025, based on the Deed of Statement Hubungan Afiliasi
of Extraordinary General Meeting of Shareholders Affiliated Relation
Resolution No. 47 dated December 24, 2025
Tidak memiliki hubungan afiliasi dengan anggota Dewan
Komisaris lainnya, pemegang saham utama, dan pengendali
Periode Menjabat baik langsung maupun tidak langsung sampai kepada pemilik
Term of Office individu
No affiliation with other members of the Board of
Periode Menjabat sejak 7 Mei 2025 sampai dengan penutupan
Commissioners, major shareholders, or controllers, either
RUPS Tahunan Tahun 2030 (periode kedua)
directly or indirectly, up to the individual owners
Term of office from May 7, 2025, until the closing of the 2030
Annual GMS (second term)
Jabatan Rangkap
Concurrent Positions
Di Perseroan/In the Company:
-
Di Luar Perseroan/Outside the Company:
-
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pramitha Wulanjani
Direktur Keuangan dan Manajemen Risiko
Director of Finance and Risk Management
Kewarganegaraan Domisili
Nationality Domicile
Warga Negara Indonesia Jakarta
Indonesian Jakarta
Usia per 31 Desember 2025 38 tahun
Age per December 31, 2025 38 years old
Riwayat Penunjukan Riwayat Pendidikan
Appointment History Educational Background
Diangkat menjadi Direktur Keuangan dan Manajemen Risiko S1 Akuntansi dari Universitas Gadjah Mada (2008)
pada RUPS Luar Biasa pada tanggal 08 Februari 2023 Bachelor’s degree in Accounting from Gadjah Mada University
berdasarkan Akta Pernyataan Keputusan Rapat Umum (2008)
Pemegang Saham No. 30 tanggal 14 Februari 2023
Appointed as Director of Finance and Risk Management
pursuant to the Extraordinary GMS Resolution dated February 8, Kepemilikan Saham JSMR
2023, based on the Deed of Statement of the General Meeting Share Ownership in JSMR
of Shareholders Resolution No. 30 dated February 14, 2023 289.200 lembar saham (0,0039846%)
289,200 shares (0.0039846%)
Periode Menjabat
Term of Office Hubungan Afiliasi
Periode Menjabat sejak 08 Februari 2023 sampai dengan Affiliated Relation
penutupan RUPS Tahunan Tahun 2028 (periode pertama) Tidak memiliki hubungan afiliasi dengan anggota Dewan
Term of office from February 8, 2023, until the closing of the Komisaris lainnya, pemegang saham utama, dan pengendali
2028 Annual GMS (first term) baik langsung maupun tidak langsung sampai kepada pemilik
individu
No affiliation with other members of the Board of
Jabatan Rangkap Commissioners, major shareholders, or controllers, either
Concurrent Positions directly or indirectly, up to the individual owners
Di Perseroan/In the Company:
-
Di Luar Perseroan/Outside the Company:
-
Riwayat Jabatan
Career Experience
• Komisaris PT Pilar Sinergi BUMN Indonesia (Februari
2023-Oktober 2023)
• Direktur Keuangan PT Jasamarga Transjawa Tol
(2022-2023)
• Commissioner of PT Pilar Sinergi BUMN Indonesia
(February 2023-October 2023)
• Director of Finance of PT Jasamarga Transjawa Toll
(2022-2023)
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Yaya Ruhiya
Direktur Layanan
Director of Services
Kewarganegaraan Domisili
Nationality Domicile
Warga Negara Indonesia Jakarta
Indonesian Jakarta
Usia per 31 Desember 2025 59 tahun
Age per December 31, 2025 59 years old
Riwayat Penunjukan Riwayat Pendidikan
Appointment History Educational Background
Diangkat menjadi Direktur Layanan pada RUPS Luar Biasa • S1 Teknik Sipil dari Universitas Katolik Parahyangan (1990)
tanggal 17 Desember 2025 berdasarkan Akta Pernyataan • S2 Magister Sistem dan Teknik Jalan Raya dari Institut
Keputusan Rapat Umum Pemegang Saham No. 47 tanggal Teknologi Bandung (1992)
24 Desember 2025 • Bachelor’s Degree in Civil Engineering from Parahyangan
Appointed as Director of Services at the Extraordinary GMS on Catholic University (1990)
December 17, 2025, based on the Deed of Statement of the • Master’s Degree in Highway Systems and Engineering from
General Meeting of Shareholders No. 47 dated December 24, the Bandung Institute of Technology (1992)
2025
Kepemilikan Saham JSMR
Periode Menjabat Share Ownership in JSMR
Term of Office Tidak memiliki saham Perseroan pada awal dan akhir tahun
Periode menjabat sejak 17 Desember 2025 sampai dengan buku
penutupan RUPS Tahunan Tahun 2030 (periode pertama) Does not own any shares in the Company at the beginning and
Term of office from December 17, 2025 until the closing of the end of the fiscal year
2030 Annual GMS (first term)
Hubungan Afiliasi
Jabatan Rangkap
Affiliated Relation
Concurrent Positions
Tidak memiliki hubungan afiliasi dengan anggota Dewan
Di Perseroan/In the Company:
Komisaris lainnya, pemegang saham utama, dan pengendali
-
baik langsung maupun tidak langsung sampai kepada pemilik
Di Luar Perseroan/Outside the Company:
individu
-
No affiliation with other members of the Board of
Commissioners, major shareholders, or controllers, either
Riwayat Jabatan directly or indirectly, up to the individual owners
Career Experience
• Direktur Utama PT Cibitung Tanjung Priok Port Tollways
(2024-2025)
• Direktur Teknik dan Operasi PT Cibitung Tanjung Priok Port
Tollways (2021-2024)
• Chief Executive Officer of PT Cibitung Tanjung Priok Port
Tollways (2024–2025)
• Technical and Operations Director of PT Cibitung Tanjung
Priok Port Tollways (2021–2024)
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Ari Respati
Direktur Pengembangan Usaha
Director of Business Development
Kewarganegaraan Domisili
Nationality Domicile
Warga Negara Indonesia Jakarta
Indonesian Jakarta
Usia per 31 Desember 2025 51 tahun
Age per December 31, 2025 51 years old
Riwayat Penunjukan Riwayat Pendidikan
Appointment History Educational Background
Diangkat menjadi Direktur Pengembangan Usaha pada RUPS • S1 Arsitektur dan Konstruksi Sains dari The University of
Luar Biasa tanggal 17 Desember 2025 berdasarkan Akta Oklahoma (1998)
Pernyataan Keputusan Rapat Umum Pemegang Saham No. 47 • S2 Manajemen Properti dari Arizona State University
tanggal Desember 24, 2025 (2000)
Appointed as Director of Services at the Extraordinary GMS on • School of Hotel Administration, General Manager Program
December 17, 2025, based on the Deed of Statement of the (GMP) dari Cornell University (2012)
General Meeting of Shareholders No. 47 dated December 24, • Doctoral Candidate Fakultas Ilmu Administrasi dari
2025 Universitas Brawijaya (2023)
• Bachelor of Science in Architecture and Construction, The
University of Oklahoma (1998)
Periode Menjabat
• Master of Science in Property Management, Arizona State
Term of Office
University (2000)
Periode menjabat sejak 17 Desember 2025 sampai dengan • School of Hotel Administration, General Manager
penutupan RUPS Tahunan Tahun 2030 (periode pertama) Programme (GMP), Cornell University (2012)
Term of office from December 17, 2025 until the closing of the • Doctoral Candidate, Faculty of Administrative Sciences,
2030 Annual GMS (first term) Brawijaya University (2023)
Jabatan Rangkap Kepemilikan Saham JSMR
Concurrent Positions Share Ownership in JSMR
Di Perseroan/In the Company: Tidak memiliki saham Perseroan pada awal dan akhir tahun
- buku
Di Luar Perseroan/Outside the Company: Does not own any shares in the Company at the beginning and
- end of the fiscal year
Riwayat Jabatan
Hubungan Afiliasi
Career Experience
Affiliated Relation
• Direktur Utama ITDC (InJourney Tourism Development
Tidak memiliki hubungan afiliasi dengan anggota Dewan
Corporation) PT Pengembangan Pariwisata Indonesia
Komisaris lainnya, pemegang saham utama, dan pengendali
(Persero) (2022-2025)
baik langsung maupun tidak langsung sampai kepada pemilik
• CEO & Founder AR Hospitality & Yats Colony Yogyakarta
individu
(2014-2022)
No affiliation with other members of the Board of
• President Director of ITDC (InJourney Tourism
Commissioners, major shareholders, or controllers, either
Development Corporation) PT Pengembangan Pariwisata
directly or indirectly, up to the individual owners
Indonesia (Persero) (2022-2025)
• CEO & Founder of AR Hospitality & Yats Colony Yogyakarta
(2014-2022)
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Profil Komite Audit
Profile of the Audit Committee
Pada tahun 2025, terdapat perubahan komposisi Komite In 2025, there was a change in the composition of the
Audit Perseroan sesuai dengan Keputusan Dewan Komisaris Company’s Audit Committee in accordance with Board of
No. KEP-80/VI/2025 tanggal 05 Juni 2025. Kemudian Commissioners Decision No. KEP-80/VI/2025 dated June 5,
diubah kembali berdasarkan Keputusan Dewan Komisaris 2025. This was subsequently amended based on Board of
No. KEP-005/I/2026 sehubungan dengan perubahan Dewan Commissioners Decision No. KEP-005/I/2026 in connection
Komisaris Perseroan berdasarkan Rapat Umum Pemegang with changes to the Company’s Board of Commissioners
Saham (RUPS) Luar Biasa tanggal 17 Desember 2025. based on the Extraordinary General Meeting of Shareholders
Berdasarkan keputusan tersebut, komposisi Komite Audit (EGMS) on December 17, 2025. Based on this decision, the
Perseroan adalah sebagai berikut: composition of the Company’s Audit Committee is as follows:
Rudi Antariksawan Seppalga Ahmad*
Ketua Komite Audit Ketua Komite Audit
Chairman of the Audit Chairman of the Audit
Committee Committee
Kewarganegaraan Domisili Kewarganegaraan Domisili
Nationality Domicile Nationality Domicile
Warga Negara Indonesia Jakarta Warga Negara Indonesia Jakarta
Indonesian Jakarta Indonesian Jakarta
Usia per 31 Desember 2025 Usia per 31 Desember 2025
Age per December 31, 2025 Age per December 31, 2025
59 tahun 54 tahun
59 years old 54 years old
Dasar Hukum Pengangkatan Dasar Hukum Pengangkatan
Legal Basis of Appointment Legal Basis of Appointment
Menjadi Ketua Komite Audit sejak 19 Januari 2026 berdasarkan Menjadi Ketua Komite Audit sejak 05 Juni 2025 berdasarkan
Keputusan Dewan Komisaris Jasa Marga No. KEP-005/I/2026 Keputusan Dewan Komisaris Jasa Marga No. KEP-80/VI/2025
Appointed as Chairman of the Audit Committee as of January Appointed as Chairman of the Audit Committee as of June
19, 2026, pursuant to the Board of Commissioners Decree of 5, 2025, pursuant to the Board of Commissioners Decree of
Jasa Marga No. KEP-005/I/2026 Jasa Marga No. KEP-80/VI/2025
Periode Menjabat Periode Menjabat
Term of Office Term of Office
Sejak 19 Januari 2026 sampai berakhirnya masa jabatan Sejak 05 Juni 2025 sampai berakhirnya masa jabatan
sebagai Komisaris Independen PT Jasa Marga (Persero) Tbk sebagai Komisaris Independen PT Jasa Marga (Persero) Tbk
From January 19, 2026, until the end of the term as From June 5, 2025, until the end of the term as Independent
Independent Commissioner of PT Jasa Marga (Persero) Tbk Commissioner of PT Jasa Marga (Persero) Tbk
Profil lengkap dapat dilihat di bagian Profil Dewan Komisaris. Profil lengkap dapat dilihat di bagian Profil Dewan Komisaris.
Full profile available in the Board of Commissioners Profile section. Full profile available in the Board of Commissioners Profile section.
*) Berakhir menjabat sebagai ketua komite audit sebagaimana telah berakhirnya masa
jabatan sebagai Komisaris Independen.
*) Ended his term as chairman of the audit committee upon the expiry of his term as
Independent Commissioner.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tedi Kurniawan Siti Purnama Rizki
Anggota Komite Audit Anggota Komite Audit
Member of the Audit Member of the Audit
Committee Committee
Kewarganegaraan Domisili Kewarganegaraan Domisili
Nationality Domicile Nationality Domicile
Warga Negara Indonesia Jakarta Warga Negara Indonesia Jakarta
Indonesian Jakarta Indonesian Jakarta
Usia per 31 Desember 2025 Usia per 31 Desember 2025
Age per December 31, 2025 Age per December 31, 2025
37 tahun
41 tahun
37 years old
41 years old
Dasar Hukum Pengangkatan Dasar Hukum Pengangkatan
Legal Basis of Appointment Legal Basis of Appointment
Menjadi Anggota Komite Audit sejak 19 Januari 2026 berdasarkan Menjadi Anggota Komite Audit sejak 02 Oktober 2023 berdasarkan
Keputusan Dewan Komisaris Jasa Marga No. KEP-005/I/2026 Keputusan Dewan Komisaris No. KEP-125/X/2023
Appointed as Member of the Audit Committee as of January 19, Appointed as Member of the Audit Committee as of October 2,
2026, pursuant to the Board of Commissioners Decree of 2023, pursuant to the Board of Commissioners Decree No. KEP-
Jasa Marga No. KEP-005/I/2026 125/X/2023
Periode Menjabat Periode Menjabat
Term of Office Term of Office
Sejak 19 Januari 2026 sampai berakhirnya masa jabatan sebagai Sejak 02 Oktober 2023 sampai dengan 01 Oktober 2026
Komisaris Independen PT Jasa Marga (Persero) Tbk From October 2, 2023, to October 1, 2026
From January 19, 2026, until the end of the term as Independent
Commissioner of PT Jasa Marga (Persero) Tbk Jabatan Rangkap
Concurrent Positions
Tidak memiliki jabatan rangkap
Profil lengkap dapat dilihat di bagian Profil Dewan Komisaris. No concurrent positions
Full profile available in the Board of Commissioners Profile section.
Riwayat Jabatan
Career Experience
• Komite Audit BPJS Kesehatan (2020-2022)
• Assistant Manager Audit Deloitte Indonesia (2018-2019)
• Audit Committee, BPJS Kesehatan (2020–2022)
• Assistant Manager, Audit, Deloitte Indonesia (2018–2019)
Riwayat Pendidikan
Educational Background
• Sarjana Akuntansi, Sekolah Tinggi Ekonomi dan Perbankan
Indonesia (2010)
• Magister Akuntansi, Universitas Indonesia (2015)
• Bachelor’s degree in Accounting, Indonesian College of
Economics and Banking (2010)
• Master’s degree in Accounting, University of Indonesia (2015)
Kepemilikan Saham JSMR
Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir tahun buku
Does not own any shares in the Company at the beginning and end
of the fiscal year
Hubungan Afiliasi
Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Dewan Komisaris
lainnya, pemegang saham utama, dan pengendali baik langsung
maupun tidak langsung sampai kepada pemilik individu
No affiliation with other members of the Board of Commissioners,
major shareholders, or controllers, either directly or indirectly, up to
the individual owners
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Fibria Indriati Dwi Liestiawati
Anggota Komite Audit
Member of the Audit Committee
Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Depok 48 tahun
Indonesian Depok 48 years old
Dasar Hukum Pengangkatan Periode Menjabat
Legal Basis of Appointment Term of Office
Menjadi Anggota Komite Audit sejak 03 Maret 2025 berdasarkan Sejak 03 Maret 2025 sampai dengan 02 Maret 2030
Keputusan Dewan Komisaris No. KEP-035/III/2025 From March 3, 2025, to March 2, 2030
Appointed as Member of the Audit Committee as of March 3,
2025, pursuant to the Board of Commissioners Decree No. KEP-
035/III/2025
Jabatan Rangkap
Concurrent Positions
Dosen Fakultas Ilmu Administrasi Universitas Indonesia Lecturer at the Faculty of Administrative Sciences, University of
(2000 – sekarang) Indonesia (2000 – present)
Riwayat Jabatan
Career Experience
• Wakil Dekan Pendidikan, Penelitian dan Kemahasiswaan, • Deputy Dean for Education, Research, and Student Affairs,
Fakultas Ilmu Administrasi, Universitas Indonesia (2021-2025) Faculty of Administrative Sciences, University of Indonesia
(2021–2025)
• Pjs. Kepala Program Pascasarjana Ilmu Administrasi Fakultas • Acting Head of the Graduate Program in Administrative
Ilmu Administrasi, Universitas Indonesia (2021- 2025) Sciences, Faculty of Administrative Sciences, University of
Indonesia (2001-2025)
Riwayat Pendidikan
Educational Background
• Sarjana Administrasi Bisnis dari Universitas Indonesia (2000) • Bachelor’s degree Business Administration from the University
of Indonesia (2000)
• Magister Sains dari Universitas Indonesia (2005) • Master’s degree in Sciences from the University of Indonesia
(2005)
• Doktor Ilmu Manajemen dari Sekolah Bisnis dan Manajemen • Doctorate in Management from the School of Business and
(SBM) Institut Teknologi Bandung (ITB) (2016) Management (SBM) at the Bandung Institute of Technology
(ITB) (2016)
Kepemilikan Saham JSMR
Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir tahun buku Does not own any shares in the Company at the beginning and
end of the fiscal year
Hubungan Afiliasi
Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Dewan No affiliation with other members of the Board of Commissioners,
Komisaris lainnya, pemegang saham utama, dan pengendali baik major shareholders, or controllers, either directly or indirectly, up
langsung maupun tidak langsung sampai kepada pemilik individu to the individual owners
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Profil Komite Nominasi dan Remunerasi
Profile of the Nomination and Remuneration Committee
Di tahun 2025, terdapat perubahan komposisi Komite In 2025, there was a change in the composition of the
Nominasi dan Remunerasi Perseroan sesuai dengan Company’s Nomination and Remuneration Committee per
Keputusan Dewan Komisaris No. KEP-81/VI/2025 tanggal 05 the Board of Commissioners Decree No. KEP-81/VI/2025
Juni 2025. Dengan demikian, komposisi Komite Nominasi dated June 5, 2025. Thus, the composition of the Company’s
dan Remunerasi Perseroan hingga 31 Desember 2025 Nomination and Remuneration Committee until December
adalah sebagai berikut: 31, 2025, is as follows:
Nachrowi Ramli Juri Ardiantoro
Ketua Komite Nominasi Anggota Komite Nominasi
dan Remunerasi dan Remunerasi
Chairman of the Member of the Nomination
Nomination and and Remuneration
Remuneration Committee Committee
Kewarganegaraan Domisili Kewarganegaraan Domisili
Nationality Domicile Nationality Domicile
Warga Negara Indonesia Jakarta Warga Negara Indonesia Jakarta
Indonesian Jakarta Indonesian Jakarta
Usia per 31 Desember 2025 Usia per 31 Desember 2025
Age per December 31, 2025 Age per December 31, 2025
74 tahun 52 tahun
74 years old 52 years old
Dasar Hukum Pengangkatan Dasar Hukum Pengangkatan
Legal Basis of Appointment Legal Basis of Appointment
Menjadi Ketua Komite Nominasi dan Remunerasi sejak 05 Juni Menjadi Anggota Komite Nominasi dan Remunerasi
2025 berdasarkan Keputusan Dewan Komisaris Jasa Marga sejak 05 Juni 2025 berdasarkan Keputusan Dewan Komisaris
No. KEP-81/VI/2025 Jasa Marga No. KEP-81/VI/2025
Appointed as Chairman of the Nomination and Remuneration Appointed as Member of the Nomination and Remuneration
Committee as of June 5, 2025, pursuant to the Board of Committee as of June 5, 2025, pursuant to the Board of
Commissioners Decree of Jasa Marga No. KEP-81/VI/2025 Commissioners Decree of Jasa Marga No. KEP-81/VI/2025
Periode Menjabat Periode Menjabat
Term of Office Term of Office
Sejak 05 Juni 2025 sampai berakhirnya masa jabatan Sejak 05 Juni 2025 sampai berakhirnya masa jabatan
sebagai Komisaris Independen PT Jasa Marga (Persero) Tbk sebagai Komisaris Utama PT Jasa Marga (Persero) Tbk
From June 5, 2025, until the end of the term as Independent From June 5, 2025, until the end of the term as President
Commissioner of PT Jasa Marga (Persero) Tbk Commissioner of PT Jasa Marga (Persero) Tbk
Profil lengkap dapat dilihat di bagian Profil Dewan Komisaris. Profil lengkap dapat dilihat di bagian Profil Dewan Komisaris.
Full profile available in the Board of Commissioners Profile section. Full profile available in the Board of Commissioners Profile section.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Partoyo
Anggota Komite Nominasi dan Remunerasi
Member of the Nomination and Remuneration
Committee
Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Depok 75 tahun
Indonesian Depok 75 years old
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Menjadi Anggota Komite Nominasi dan Remunerasi sejak 01 Juli Appointed as Member of the Nomination and Remuneration
2025 berdasarkan Keputusan Dewan Komisaris No. KEP-113/ Committee as of July 1, 2025, pursuant to the Board of
VII/2025 Commissioners Decree No. KEP-113/VII/2025
Periode Menjabat Jabatan Rangkap
Term of Office Concurrent Positions
Sejak 01 Juli 2025 sampai dengan 1 Juli 2028 Tidak memiliki jabatan rangkap
From July 1, 2025, to July 1, 2028 No concurrent positions
Riwayat Jabatan
Career Experience
• Kepala Dinas Informasi dan Pengolahan Data TNI AD • Head of the Indonesian Army Information and Data
(2002-2006) Processing Service (2002-2006)
• Wakil Direktur Eksekutif Partai Demokrat (2015-2020) • Deputy Executive Director of the Democratic Party
(2015-2020)
Riwayat Pendidikan
Educational Background
• Australia Defense Collage/ADC (2000) • Australia Defense College/ADC (2000)
• Pascasarjana Computer Science dari Naval Postgraduate • Master’s degree in Computer Science from the Naval
School (NPS), USA (1990) Postgraduate School (NPS), USA (1990)
Kepemilikan Saham JSMR
Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir tahun buku Does not own any shares in the Company at the beginning and
end of the fiscal year
Hubungan Afiliasi
Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Dewan No affiliation with other members of the Board of Commissioners,
Komisaris lainnya, pemegang saham utama, dan pengendali baik major shareholders, or controllers, either directly or indirectly, up
langsung maupun tidak langsung sampai kepada pemilik individu to the individual owners
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Fariz Alnizar
Anggota Komite Nominasi dan Remunerasi
Member of the Nomination and Remuneration
Committee
Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Lamongan 37 tahun
Indonesian Lamongan 37 years old
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Menjadi Anggota Komite Nominasi dan Remunerasi sejak 01 Juli Appointed as Member of the Nomination and Remuneration
2025 berdasarkan Keputusan Dewan Komisaris No. KEP-114/ Committee as of July 1, 2025, pursuant to the Board of
VII/2025 Commissioners Decree No. KEP-114/VII/2025
Periode Menjabat Jabatan Rangkap
Term of Office Concurrent Positions
Sejak 01 Juli 2025 sampai dengan 30 Juni 2030 Tidak memiliki jabatan rangkap
From July 1, 2025, to June 30, 2030 No concurrent positions
Riwayat Jabatan
Career Experience
• Wakil Rektor Bidang Kemahasiswaan, Alumni dan Kehumasan • Vice Rector for Student Affairs, Alumni, and Public Relations
Universitas Nahdlatul Ulama Indonesia/Unusia (2021-2025) at the University of Nahdlatul Ulama Indonesia (2021-2025)
• Asisten Staf Khusus Presiden Republik Indonesia (2024) • Special Staff Assistant to the President of the Republic of
Indonesia (2024)
Riwayat Pendidikan
Educational Background
• Sarjana Bahasa Arab dari Universitas Islam Negeri Sunan • Bachelor’s degree in Arabic Language from Sunan Ampel
Ampel (2010) State Islamic University (2010)
• Magister Linguistik Terapan dari Universitas Negeri Jakarta • Master’s degree in Applied Linguistics from Jakarta State
(2014) University (2014)
• Doktor Linguistik dari Universitas Gadjah Mada (2021) • Doctorate in Linguistics from Gadjah Mada University (2021)
Kepemilikan Saham JSMR
Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir tahun buku Does not own any shares in the Company at the beginning and
end of the fiscal year
Hubungan Afiliasi
Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Dewan No affiliation with other members of the Board of Commissioners,
Komisaris lainnya, pemegang saham utama, dan pengendali baik major shareholders, or controllers, either directly or indirectly, up
langsung maupun tidak langsung sampai kepada pemilik individu to the individual owners
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 151
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Profil Komite Pemantau Risiko dan Hukum
Profile of the Risk Monitoring and Legal Committee
Pada tahun 2025, komposisi Komite Pemantau Risiko dan In 2025, the composition of the Company’s Risk Monitoring
Hukum Perseroan mengalami perubahan berdasarkan and Legal Committee underwent changes based on the
Keputusan Dewan Komisaris No. KEP-82/VI/2025 tanggal Board of Commissioners Decree No. KEP-82/VI/2025 dated
05 Juni 2025. Adapun komposisi Komite Pemantau Risiko June 5, 2025. The composition of the Risk Monitoring and
dan Hukum sampai dengan 31 Desember 2025 adalah Legal Committee until December 31, 2025, is as follows:
sebagai berikut:
Syamsul Bachri Yusuf Asrorun Ni’am Sholeh
Ketua Komite Pemantau Anggota Komite Pemantau
Risiko dan Hukum Risiko dan Hukum
Chairman of the Risk Member of the Risk
Monitoring and Legal Monitoring and Legal
Committee Committee
Kewarganegaraan Domisili Kewarganegaraan Domisili
Nationality Domicile Nationality Domicile
Warga Negara Indonesia Jakarta Warga Negara Indonesia Depok
Indonesian Jakarta Indonesian Depok
Usia per 31 Desember 2025 Usia per 31 Desember 2025
Age per December 31, 2025 Age per December 31, 2025
45 tahun 49 tahun
45 years old 49 years old
Dasar Hukum Pengangkatan Dasar Hukum Pengangkatan
Legal Basis of Appointment Legal Basis of Appointment
Menjadi Ketua Komite Pemantau Risiko dan Hukum sejak Menjadi Anggota Komite Pemantau Risiko dan Hukum sejak
05 Juni 2025 berdasarkan Keputusan Dewan Komisaris Jasa 05 Juni 2025 berdasarkan Keputusan Dewan Komisaris Jasa
Marga No. KEP-82/VI/2025 Marga No. KEP-82/VI/2025
Appointed as Chairman of the Risk Monitoring and Legal Appointed as Member of the Risk Monitoring and Legal
Committee as of June 5, 2025, pursuant to the Board of Committee as of June 5, 2025, pursuant to the Board of
Commissioners Decree of Jasa Marga No. KEP-82/VI/2025 Commissioners Decree of Jasa Marga No. KEP-82/VI/2025
Periode Menjabat Periode Menjabat
Term of Office Term of Office
Sejak 05 Juni 2025 sampai berakhirnya masa jabatan Sejak 05 Juni 2025 sampai berakhirnya masa jabatan
sebagai Komisaris PT Jasa Marga (Persero) Tbk sebagai Komisaris PT Jasa Marga (Persero) Tbk
From June 5, 2025, until the end of the term as Commissioner From June 5, 2025, until the end of the term as Commissioner
of PT Jasa Marga (Persero) Tbk of PT Jasa Marga (Persero) Tbk
Profil lengkap dapat dilihat di bagian Profil Dewan Komisaris. Profil lengkap dapat dilihat di bagian Profil Dewan Komisaris.
Full profile available in the Board of Commissioners Profile section. Full profile available in the Board of Commissioners Profile section.
152 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Mustolih Siradj
Anggota Komite Pemantau Risiko dan Hukum
Member of the Risk Monitoring and Legal Committee
Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Tangerang Selatan 45 tahun
Indonesian South Tangerang 45 years old
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Menjadi Anggota Komite Pemantau Risiko dan Hukum sejak 01 Appointed as Member of the Risk Monitoring and Legal
Juli 2025 berdasarkan Keputusan Dewan Komisaris No. KEP-117/ Committee as of July 1, 2025, pursuant to the Board of
VII/2025 Commissioners Decree No. KEP-117/VII/2025
Periode Menjabat Jabatan Rangkap
Term of Office Concurrent Positions
Sejak 01 Juli 2025 sampai dengan 1 Juli 2028 Dosen Fakultas Syariah dan Hukum UIN Syarif Hidayatullah
From July 1, 2025, to July 1, 2028 Jakarta (2016 – sekarang)
Lecturer at the Faculty of Sharia and Law, UIN Syarif Hidayatullah
Jakarta (2016 – present)
Riwayat Jabatan
Career Experience
• Pengurus Pusat DPP Asosiasi Auditor Hukum Indonesia • Central Executive Board Member of the Indonesian Legal
(ASAHI) (2023-2028) Auditors Association (ASAHI) (2023-2028)
• Wakil Ketua DPC PERADI Tangerang (2021-2026) • Vice Chairperson of the Tangerang Branch of PERADI
(2021-2026)
Riwayat Pendidikan
Educational Background
• S1 Syariah & Hukum dari Universitas Islam Negeri (UIN) Syarif • Bachelor’s degree Sharia & Law from Syarif Hidayatullah
Hidayatullah Jakarta (2004) Islamic State University (2004)
• S2 Ilmu Hukum, Konsentrasi Hukum Bisnis dari Universitas • Master’s degree in Laws, Concentration in Business Law
Tarumanegara (2014) from Tarumanegara University (2014)
• S3 Hukum Bisnis dari Universitas Pelita Harapan (2025) • Doctorate in Business Law from Pelita Harapan University
(2025)
Kepemilikan Saham JSMR
Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir tahun buku Does not own any shares in the Company at the beginning and
end of the fiscal year
Hubungan Afiliasi
Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Dewan No affiliation with other members of the Board of Commissioners,
Komisaris lainnya, pemegang saham utama, dan pengendali baik major shareholders, or controllers, either directly or indirectly, up
langsung maupun tidak langsung sampai kepada pemilik individu to the individual owners
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 153
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Erick
Anggota Komite Pemantau Risiko dan Hukum
Member of the Risk Monitoring and Legal Committee
Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Jakarta 52 tahun
Indonesian Jakarta 52 years old
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Menjadi Anggota Komite Pemantau Risiko dan Hukum sejak 01 Appointed as Member of the Risk Monitoring and Legal
Juli 2025 berdasarkan Keputusan Dewan Komisaris No. KEP-118/ Committee as of July 1, 2025, pursuant to the Board of
VII/2025 Commissioners Decree No. KEP-118/VII/2025
Periode Menjabat Jabatan Rangkap
Term of Office Concurrent Positions
Sejak 01 Juli 2025 sampai dengan 1 Juli 2028 • Partner Kantor Jasa Penilai Publik (KJPP) Erick, Rikarnadi &
From July 1, 2025, to July 1, 2028 Rekan (2018-Sekarang)
• Managing Partner JMT Law House (2005-Sekarang)
• Partner at Public Appraisal Services Firm (KJPP) Erick,
Rikarnadi & Partners (2018-Present)
• Managing Partner at JMT Law House (2005-Present)
Riwayat Jabatan
Career Experience
• Komisaris Utama PT Bank Jabar Banten Syariah (2014-2018) • President Commissioner at PT Bank Jabar Banten Syariah
(2014-2018)
• Anggota Komite Audit PT Bank Jabar Banten Syariah • Member of the Audit Committee of PT Bank Jabar Banten
(2012-2014) Syariah (2012-2014)
Riwayat Pendidikan
Educational Background
• Sarjana Ekonomi dari Universitas Indonesia (1997) • Bachelor’s degree in Economics from the University of
Indonesia (1997)
• Sarjana Hukum Bisnis dan Perusahaan dari Universitas • Bachelor’s degree in Business and Corporate Law from the
Indonesia (2005) University of Indonesia (2005)
• Magister Manajemen Akuntansi dari Universitas Indonesia • Master’s degree in Accounting Management from the
(2000) University of Indonesia (2000)
• Doktor Filosofi dari Fakultas Hukum Universitas Kebangsaan • Doctorate in Philosophy from the Faculty of Law, National
Malaysia (2019) University of Malaysia (2019)
• Doktor Manajemen dari Fakultas Ekonomi Universitas • Doctorate in Management from the Faculty of Economics,
Brawijaya (2021) Brawijaya University (2021)
Kepemilikan Saham JSMR
Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir tahun buku Does not own any shares in the Company at the beginning and
end of the fiscal year
Hubungan Afiliasi
Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Dewan No affiliation with other members of the Board of Commissioners,
Komisaris lainnya, pemegang saham utama, dan pengendali baik major shareholders, or controllers, either directly or indirectly, up
langsung maupun tidak langsung sampai kepada pemilik individu to the individual owners
154 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Profil Komite Tata Kelola Terintegrasi
Profile of the Integrated Governance Committee
Komposisi Komite Tata Kelola Terintegrasi Perseroan The composition of the Company’s Integrated Governance
ditetapkan berdasarkan Keputusan Dewan Komisaris Committee is determined based on the Board of
No. KEP-39/III/2024 tanggal 22 Maret 2024. Dewan Commissioners’ Decree No. KEP-39/III/2024 dated March
Komisaris PT Jasa Marga (Persero) Tbk membentuk Tata 22, 2024. The Board of Commissioners of PT Jasa Marga
Kelola Terintegrasi dengan anggota yang terdiri dari seluruh (Persero) Tbk established an Integrated Governance with
Komisaris Induk, dimana ketua komite adalah Komisaris members consisting of all Parent Company Commissioners,
Utama Perseroan, dan seluruh Komisaris Utama Anak where the committee chair is the Company’s President
Perusahaan sebagai anggota komite. Commissioner, and all Subsidiaries’ President Commissioners
as committee members.
Adapun komposisi Komite Tata Kelola Terintegrasi sampai The composition of the Integrated Governance Committee
dengan 31 Desember 2025 adalah sebagai berikut: until December 31, 2025 is as follows:
Juri Ardiantoro Syamsul Bachri Yusuf
Ketua Komite Tata Kelola Terintegrasi Anggota Komite Tata Kelola Terintegrasi
Chairman of the Integrated Governance Committee Member of the Integrated Governance Committee
Asrorun Ni’am Sholeh Nachrowi Ramli
Anggota Komite Tata Kelola Terintegrasi Anggota Komite Tata Kelola Terintegrasi
Member of the Integrated Governance Committee Member of the Integrated Governance Committee
Rudi Antariksawan Tedi Kurniawan
Anggota Komite Tata Kelola Terintegrasi Anggota Komite Tata Kelola Terintegrasi
Member of the Integrated Governance Committee Member of the Integrated Governance Committee
Dasar Hukum Pengangkatan Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk
Legal Basis of Appointment No. KEP-39/III/2024 tanggal 22 Maret 2024.
Decision of the Board of Commissioners of PT Jasa Marga
(Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024.
Profil lengkap anggota komite yang merupakan anggota Dewan Komisaris Perseroan telah disajikan di uraian Profil Dewan Komisaris pada Laporan Tahunan Ini.
The complete profiles of committee members who are members of the Company’s Board of Commissioners are presented in the Board of Commissioners Profile
section of this Annual Report.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 155
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Berikut adalah profil anggota komite yang merupakan The following are the profiles of committee members who
Komisaris Utama dari anak perusahaan Jasa Marga: are the Chief Commissioners of Jasa Marga’s subsidiaries:
Arief Budhy Hardono Firman Yosafat Siregar
Anggota Komite Tata Kelola Anggota Komite Tata Kelola
Terintegrasi Terintegrasi
Member of the Integrated Member of the Integrated
Governance Committee Governance Committee
Kewarganegaraan Domisili Kewarganegaraan Domisili
Nationality Domicile Nationality Domicile
Warga Negara Indonesia Jakarta Warga Negara Indonesia Jakarta
Indonesian Jakarta Indonesian Jakarta
Usia per 31 Desember 2025 Usia per 31 Desember 2025
Age per December 31, 2025 Age per December 31, 2025
59 tahun 57 tahun
59 years old 57 years old
Dasar Hukum Pengangkatan Dasar Hukum Pengangkatan
Legal Basis of Appointment Legal Basis of Appointment
Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk
No. KEP-39/III/2024 tanggal 22 Maret 2024 No. KEP-39/III/2024 tanggal 22 Maret 2024
Decision of the Board of Commissioners of PT Jasa Marga Decision of the Board of Commissioners of PT Jasa Marga
(Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024 (Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024
Periode Menjabat Periode Menjabat
Term of Office Term of Office
Sejak 22 Maret 2024 sampai berakhirnya masa jabatan sebagai Sejak 22 Maret 2024 sampai berakhirnya masa jabatan sebagai
Komisaris Utama PT Marga Sarana Jabar Komisaris Utama PT Marga Trans Nusantara
From March 22, 2024, until the end of the term as President From March 22, 2024, until the end of the term as President
Commissioner of PT Marga Sarana Jabar Commissioner of PT Marga Trans Nusantara
Jabatan Rangkap Jabatan Rangkap
Concurrent Positions Concurrent Positions
• Komisaris Utama PT Marga Sarana Jabar • Komisaris Utama PT Marga Trans Nusantara
• Direktur Utama PT Citra Marga Nusaphala Persada Tbk • Komisaris Utama PT Marga Lingkar Jakarta
• Anggota Direksi PT Citra Margatama Surabaya • President Commissioner of PT Marga Trans Nusantara
• President Commissioner of PT Marga Sarana Jabar • President Commissioner of PT Marga Lingkar Jakarta
• President Director of PT Citra Marga Nusaphala Persada Tbk
• Member of the Board of Directors of PT Citra Margatama
Surabaya Riwayat Jabatan
Career Experience
• Presiden Direktur PT Serasi Autoraya (2014-2022)
Riwayat Jabatan • Direktur Keuangan PT Astra Honda Motor (2007-2014)
Career Experience • President Director of PT Serasi Autoraya (2014–2022)
• Presiden Direksi PT Pionirbeton Industri (2013-2018) • Finance Director of PT Astra Honda Motor (2007–2014)
• Presiden Direksi PT Citra Margatama Surabaya (2013-2016)
• President Director of PT Pionirbeton Industri (2013-2018)
• President Director of PT Citra Margatama Surabaya Riwayat Pendidikan
(2013-2016) Educational Background
• S1 Akuntansi Fakultas Ekonomi Universitas Indonesia (1992)
• Master of Business Administration General Management
Riwayat Pendidikan Monash University (1999)
Educational Background • S2 Magister Management IPMI International Business School
S1 Teknik Sipil, Universitas Indonesia (1999)
Bachelor of Civil Engineering, University of Indonesia • Bachelor of Accounting, Faculty of Economics, University of
Indonesia (1992)
• Master of Business Administration General Management
Monash University (1999)
• S2 Magister Management IPMI International Business School
(1999)
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Agung Prabowo Widiyatmiko Nursejati
Anggota Komite Tata Kelola Anggota Komite Tata Kelola
Terintegrasi Terintegrasi
Member of the Integrated Member of the Integrated
Governance Committee Governance Committee
Kewarganegaraan Domisili Kewarganegaraan Domisili
Nationality Domicile Nationality Domicile
Warga Negara Indonesia Jakarta Warga Negara Indonesia Jakarta
Indonesian Jakarta Indonesian Jakarta
Usia per 31 Desember 2025 Usia per 31 Desember 2025
Age per December 31, 2025 Age per December 31, 2025
70 tahun 39 tahun
70 years old 39 years old
Dasar Hukum Pengangkatan Dasar Hukum Pengangkatan
Legal Basis of Appointment Legal Basis of Appointment
Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk
No. KEP-39/III/2024 tanggal 22 Maret 2024 No. KEP-39/III/2024 tanggal 22 Maret 2024
Decision of the Board of Commissioners of PT Jasa Marga Decision of the Board of Commissioners of PT Jasa Marga
(Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024 (Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024
Periode Menjabat Periode Menjabat
Term of Office Term of Office
Sejak 22 Maret 2024 sampai berakhirnya masa jabatan sebagai Sejak 22 Maret 2024 sampai berakhirnya masa jabatan sebagai
Komisaris Utama PT Jasamarga Kunciran Cengkareng Komisaris Utama PT Jasamarga Japek Selatan
From March 22, 2024, until the end of the term as President From March 22, 2024, until the end of the term as President
Commissioner of PT Jasamarga Kunciran Cengkareng Commissioner of PT Jasamarga Japek Selatan
Jabatan Rangkap Jabatan Rangkap
Concurrent Positions Concurrent Positions
• Komisaris Utama PT Jasamarga Kunciran Cengkareng • Komisaris Utama PT Jasamarga Japek Selatan
• Direktur PT Selangis Hidro Energi • Pelaksana tugas (Plt) Direktur Utama PT Marga Lingkar
• President Commissioner of PT Jasamarga Kunciran Jakarta (MLJ)
Cengkareng • Jasamarga Metropolitan Tollroad Regional Division Senior
• Director of PT Selangis Hidro Energi General Manager
• President Commissioner of PT Jasamarga Japek Selatan
• Acting Chief Executive Officer of PT Marga Lingkar Jakarta
Riwayat Jabatan (MLJ)
Career Experience • Jasamarga Metropolitan Tollroad Regional Division Senior
• Area Manager/Vice President PT Bank Mandiri, Jakarta Cikini General Manager
(2009-2011)
• Area Manager/Vice President PT Bank Mandiri, Bandung
(2006-2009) Riwayat Jabatan
• Area Manager/Vice President of PT Bank Mandiri, Jakarta Career Experience
Cikini (2009–2011)
• Direktur Utama PT Jasamarga Surabaya Mojokerto
• Area Manager/Vice President of PT Bank Mandiri, Bandung
(2021-2022)
(2006–2009)
• General Manager Office 1 RTT (2020-2021)
• Managing Director of PT Jasamarga Surabaya Mojokerto
Riwayat Pendidikan (2021-2022)
Educational Background • General Manager of Office 1 RTT (2020-2021)
• S1 Fakultas Pertanian, Universitas Padjadjaran, Bandung
(1981)
• S2 Magister Manajemen Universitas Jenderal Soedirman Riwayat Pendidikan
(1997) Educational Background
• Bachelor of Science (B.Sc.), Faculty of Agriculture, Padjadjaran S1 Teknik Sipil, Universitas Indonesia (2009)
University, Bandung (1981) Bachelor of Civil Engineering, University of Indonesia (2009)
• Master of Management, Jenderal Soedirman University (1997)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 157
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Aldrin Maulana Abram Elsajaya Barus
Anggota Komite Tata Kelola Anggota Komite Tata Kelola
Terintegrasi Terintegrasi
Member of the Integrated Member of the Integrated
Governance Committee Governance Committee
Kewarganegaraan Domisili Kewarganegaraan Domisili
Nationality Domicile Nationality Domicile
Warga Negara Indonesia Jakarta Warga Negara Indonesia Jakarta
Indonesian Jakarta Indonesian Jakarta
Usia per 31 Desember 2025 Usia per 31 Desember 2025
Age per December 31, 2025 Age per December 31, 2025
37 tahun 59 tahun
37 years old 59 years old
Dasar Hukum Pengangkatan Dasar Hukum Pengangkatan
Legal Basis of Appointment Legal Basis of Appointment
Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk
No. KEP-39/III/2024 tanggal 22 Maret 2024 No. KEP-39/III/2024 tanggal 22 Maret 2024
Decision of the Board of Commissioners of PT Jasa Marga Decision of the Board of Commissioners of PT Jasa Marga
(Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024 (Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024
Periode Menjabat Periode Menjabat
Term of Office Term of Office
Sejak 22 Maret 2024 sampai berakhirnya masa jabatan sebagai Sejak 22 Maret 2024 sampai berakhirnya masa jabatan sebagai
Komisaris Utama PT Jasamarga Jogja Bawen Komisaris Utama PT Jasamarga Probolinggo Banyuwangi
From March 22, 2024, until the end of the term as President From March 22, 2024, until the end of the term as President
Commissioner of PT Jasamarga Jogja Bawen Commissioner of PT Jasamarga Probolinggo Banyuwangi
Jabatan Rangkap Jabatan Rangkap
Concurrent Positions Concurrent Positions
• Komisaris Utama PT Jasamarga Jogja Bawen Komisaris Utama PT Jasamarga Probolinggo Banyuwangi
• Non-Concession Business Management & Investment President Commissioner of PT Jasamarga Probolinggo
Group Head Banyuwangi
• President Commissioner of PT Jasamarga Jogja Bawen
• Non-Concession Business Management & Investment
Group Head Riwayat Jabatan
Career Experience
• Staf Ahli Bidang Sosial Budaya dan Peran Masyarakat
Riwayat Jabatan
Kementerian PUPR (2023)
Career Experience
• Sekretaris Direktorat Jenderal Bina Marga, Kementerian
• Corporate Secretary & Legal Group Head PT Jasamarga PUPR (2020)
Transjawa Tol (2022-2023) • Senior Advisor for Social, Cultural and Community Affairs,
• Finance & Business Management Department Head Ministry of Public Works and Public Housing (2023)
PT Jasamarga Transjawa Tol (2022) • Secretary to the Director General of Highways, Ministry of
• Corporate Secretary & Legal Group Head PT Jasamarga Public Works and Public Housing (2020)
Transjawa Tol (2022-2023)
• Finance & Business Management Department Head
PT Jasamarga Transjawa Tol (2022)
Riwayat Pendidikan
Educational Background
• S1 Teknik Sipil, Institut Teknologi Bandung (1990)
Riwayat Pendidikan
• S2 Transportasi, University of South Wales Sydney (2000)
Educational Background
• Bachelor of Civil Engineering, Bandung Institute of
• S1 Teknik Sipil, Institut Teknologi Bandung (2010) Technology (1990)
• S2 Manajemen, Universitas Indonesia (2023) • Master of Transport, University of South Wales, Sydney
• Bachelor’s degree of Civil Engineering, Bandung Institute of (2000)
Technology (2010)
• Master’s degree of Management, University of Indonesia
(2023)
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Truly Nawangsasi Tyas Pramoda Wardhani
Anggota Komite Tata Kelola Anggota Komite Tata Kelola
Terintegrasi Terintegrasi
Member of the Integrated Member of the Integrated
Governance Committee Governance Committee
Kewarganegaraan Domisili Kewarganegaraan Domisili
Nationality Domicile Nationality Domicile
Warga Negara Indonesia Depok Warga Negara Indonesia Jakarta
Indonesian Depok Indonesian Jakarta
Usia per 31 Desember 2025 Usia per 31 Desember 2025
Age per December 31, 2025 Age per December 31, 2025
57 tahun 38 tahun
57 years old 38 years old
Dasar Hukum Pengangkatan Dasar Hukum Pengangkatan
Legal Basis of Appointment Legal Basis of Appointment
Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk
No. KEP-39/III/2024 tanggal 22 Maret 2024 No. KEP-39/III/2024 tanggal 22 Maret 2024
Decision of the Board of Commissioners of PT Jasa Marga Decision of the Board of Commissioners of PT Jasa Marga
(Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024 (Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024
Periode Menjabat
Periode Menjabat
Term of Office
Term of Office
Sejak 22 Maret 2024 sampai berakhirnya masa jabatan sebagai
Sejak 22 Maret 2024 sampai berakhirnya masa jabatan
Komisaris Utama PT Jasamarga Akses Patimban
sebagai Komisaris Utama PT Jasamarga Kualanamu Tol
From March 22, 2024, until the end of the term as President
From March 22, 2024, until the end of the term as President
Commissioner of PT Jasamarga Akses Patimban
Commissioner of PT Jasamarga Kualanamu Tol
Jabatan Rangkap Jabatan Rangkap
Concurrent Positions Concurrent Positions
Komisaris Utama PT Jasamarga Akses Patimban • Komisaris Utama PT Jasamarga Kualanamu Tol
President Commissioner of PT Jasamarga Akses Patimban • Jasamarga Nusantara Tollroad Regional Division Senior
General Manager
• Jasamarga Nusantara Tollroad Regional Division Senior
General Manager
Riwayat Jabatan • President Commissioner of PT Jasamarga Kualanamu Tol
Career Experience
• Jasamarga Nusantara Tollroad Regional Division Senior
General Manager (2022-2024)
Riwayat Jabatan
• Presiden Direktur PT Marga Trans Nusantara (2018-2022)
Career Experience
• Jasamarga Nusantara Tollroad Regional Division Senior
General Manager (2022-2024) • Concession Business Planning Group Head (2022-2025)
• President Director, PT Marga Trans Nusantara (2018-2022) • Corporate Planning & Finance Group Head PT Jasamarga
Transjawa Tol (2022)
• Concession Business Planning Group Head (2022-2025)
• Head of Corporate Planning & Finance Group, PT Jasamarga
Riwayat Pendidikan Transjawa Tol (2022)
Educational Background
S1 Teknik Sipil, Universitas Indonesia (1992)
Bachelor of Civil Engineering, University of Indonesia (1992) Riwayat Pendidikan
Educational Background
S1 Akuntansi, Universitas Indonesia (2011)
Bachelor of Accounting, University of Indonesia (2011)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 159
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Pande Ketut Gede
Eko Sujiyanto
Karmawan
Anggota Komite Tata Kelola Anggota Komite Tata Kelola
Terintegrasi Terintegrasi
Member of the Integrated Member of the Integrated
Governance Committee Governance Committee
Kewarganegaraan Domisili Kewarganegaraan Domisili
Nationality Domicile Nationality Domicile
Warga Negara Indonesia Jakarta Warga Negara Indonesia Jakarta
Indonesian Jakarta Indonesian Jakarta
Usia per 31 Desember 2025 Usia per 31 Desember 2025
Age per December 31, 2025 Age per December 31, 2025
50 tahun 57 tahun
50 years old 57 years old
Dasar Hukum Pengangkatan Dasar Hukum Pengangkatan
Legal Basis of Appointment Legal Basis of Appointment
Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk
No. KEP-39/III/2024 tanggal 22 Maret 2024 No. KEP-39/III/2024 tanggal 22 Maret 2024
Decision of the Board of Commissioners of PT Jasa Marga Decision of the Board of Commissioners of PT Jasa Marga
(Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024 (Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024
Periode Menjabat Periode Menjabat
Term of Office Term of Office
Sejak 22 Maret 2024 sampai berakhirnya masa jabatan sebagai Sejak 22 Maret 2024 sampai berakhirnya masa jabatan sebagai
Komisaris Utama PT Jasamarga Balikpapan Samarinda Komisaris Utama PT Jasamarga Manado Bitung
From March 22, 2024, until the end of the term as President From March 22, 2024, until the end of the term as President
Commissioner of PT Jasamarga Balikpapan Samarinda Commissioner of PT Jasamarga Manado Bitung
Jabatan Rangkap
Jabatan Rangkap
Concurrent Positions
Concurrent Positions
• Komisaris Utama PT Jasamarga Manado Bitung
• Komisaris Utama PT Jasamarga Balikpapan Samarinda
• Senior Vice President, Head of Infra-2 Operation Division
• Senior Vice President Divisi Infrastruktur 1 PT Wijaya Karya
PT Pembangunan Perumahan (Persero) Tbk
(Persero) Tbk.
• President Commissioner of PT Jasamarga Manado Bitung
• President Commissioner of PT Jasamarga Balikpapan
• Senior Vice President, Head of Infra-2 Operation Division
Samarinda
PT Pembangunan Perumahan (Persero) Tbk
• Senior Vice President of Infrastructure Division 1,
PT Wijaya Karya (Persero) Tbk.
Riwayat Jabatan
Riwayat Jabatan Career Experience
Career Experience Senior Professional Project Manager PT Pembangunan
• General Manager of Operation 3 Dept - Infrastructure 1 Perumahan (Persero) Tbk (2011-2020)
Division (2023) Senior Professional Project Manager at PT Pembangunan
• General Manager of Operation 2 Dept - Infrastructure 1 Perumahan (Persero) Tbk (2011–2020)
Division (2022)
Riwayat Pendidikan
Educational Background
Riwayat Pendidikan
• S1 Sarjana Teknik Sipil Universitas Atmajaya (1993)
Educational Background
• S2 Magister Manajemen Teknologi Institut Teknologi Sepuluh
• S1 Teknik Sipil Universitas Gadjah Mada (2000) Nopember (2004)
• S2 Teknik Sipil Universitas Sebelas Maret (2020) • Bachelor of Civil Engineering, Atmajaya University (1993)
• Bachelor of Civil Engineering, Gadjah Mada University • Master of Technology Management, Sepuluh Nopember
(2000) Institute of Technology (2004)
• Master of Civil Engineering, Sebelas Maret University (2020)
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Lisye Octaviana Inonu Ferryanto
Anggota Komite Tata Kelola Anggota Komite Tata Kelola
Terintegrasi Terintegrasi
Member of the Integrated Member of the Integrated
Governance Committee Governance Committee
Kewarganegaraan Domisili Kewarganegaraan Domisili
Nationality Domicile Nationality Domicile
Warga Negara Indonesia Jakarta Warga Negara Indonesia Jakarta
Indonesian Jakarta Indonesian Jakarta
Usia per 31 Desember 2025 Usia per 31 Desember 2025
Age per December 31, 2025 Age per December 31, 2025
39 tahun 46 tahun
39 years old 46 years old
Dasar Hukum Pengangkatan Dasar Hukum Pengangkatan
Legal Basis of Appointment Legal Basis of Appointment
Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk
No. KEP-39/III/2024 tanggal 22 Maret 2024 No. KEP-39/III/2024 tanggal 22 Maret 2024
Decision of the Board of Commissioners of PT Jasa Marga Decision of the Board of Commissioners of PT Jasa Marga
(Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024 (Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024
Periode Menjabat Periode Menjabat
Term of Office Term of Office
Sejak 22 Maret 2024 sampai berakhirnya masa jabatan sebagai Sejak 22 Maret 2024 sampai berakhirnya masa jabatan sebagai
Komisaris Utama PT Jasamarga Bali Tol Komisaris Utama PT Jasamarga Jogja Solo
From March 22, 2024, until the end of the term as President From March 22, 2024, until the end of the term as President
Commissioner of PT Jasamarga Bali Tol Commissioner of PT Jasamarga Jogja Solo
Jabatan Rangkap Jabatan Rangkap
Concurrent Positions Concurrent Positions
• Komisaris Utama PT Jasamarga Bali Tol • Komisaris Utama PT Jasamarga Jogja Solo
• Corporate Communication & Community Development • General Manager Departemen Sistem, IT dan Inovasi
Group Head PT Adhi Karya (Persero) Tbk
• President Commissioner of PT Jasamarga Bali Tol • President Commissioner of PT Jasamarga Jogja Solo
• Corporate Communication & Community Development • General Manager of the Systems, IT and Innovation
Group Head Department at PT Adhi Karya (Persero) Tbk
Riwayat Jabatan Riwayat Jabatan
Career Experience Career Experience
• Business & Marketing Department Head PT Jasamarga • General Manager Department EPC PT Adhi Karya (Persero)
Tollroad Operator (2020-2022) Tbk (2016-2020)
• Senior Specialist Scholarship Jasamarga Learning Institute • Project Manager PT Adhi Karya (Persero) Tbk, Wuhan JO
(2019-2020) Ammonia Urea II (EPC) Project, Petro Kimia Gresik (2014-2016)
• Business & Marketing Department Head PT Jasamarga • General Manager of the EPC Department at PT Adhi Karya
Tollroad Operator (2020-2022) (Persero) Tbk (2016–2020)
• Senior Specialist Scholarship Jasamarga Learning Institute • Project Manager at PT Adhi Karya (Persero) Tbk, Wuhan JO
(2019-2020) Ammonia Urea II (EPC) Project, Petro Kimia Gresik (2014–2016)
Riwayat Pendidikan Riwayat Pendidikan
Educational Background Educational Background
• S1 Ilmu Komunikasi, Universitas Padjadjaran (2009) • S1 Teknik Sipil Universitas Diponegoro (1994)
• S2 Master of Business Administration, Australian National • S2 Magister Teknik bidang Manajemen Konstruksi
University (2020) Universitas Islam Indonesia (2003)
• Bachelor of Communication Studies, Padjadjaran University • Profesi Teknik, Universitas Katolik Atma Jaya (2021)
(2009) • Bachelor of Civil Engineering, Diponegoro University (1994)
• Master of Business Administration from Australian National • Master of Engineering in Construction Management, Islamic
University (2020) University of Indonesia (2003)
• School of Engineering, Atma Jaya Catholic University (2021)
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Ahmad Nasir Siregar Mira Handayani S
Anggota Komite Tata Kelola Anggota Komite Tata Kelola
Terintegrasi Terintegrasi
Member of the Integrated Member of the Integrated
Governance Committee Governance Committee
Kewarganegaraan Domisili Kewarganegaraan Domisili
Nationality Domicile Nationality Domicile
Warga Negara Indonesia Bogor Warga Negara Indonesia Jakarta
Indonesian Bogor Indonesian Jakarta
Usia per 31 Desember 2025 Usia per 31 Desember 2025
Age per December 31, 2025 Age per December 31, 2025
44 tahun 59 tahun
44 years old 59 years old
Dasar Hukum Pengangkatan Dasar Hukum Pengangkatan
Legal Basis of Appointment Legal Basis of Appointment
Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk
No. KEP-39/III/2024 tanggal 22 Maret 2024 No. KEP-39/III/2024 tanggal 22 Maret 2024
Decision of the Board of Commissioners of PT Jasa Marga Decision of the Board of Commissioners of PT Jasa Marga
(Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024 (Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024
Periode Menjabat Periode Menjabat
Term of Office Term of Office
Sejak 10 Oktober 2025 sampai berakhirnya masa jabatan Sejak 22 Maret 2024 sampai berakhirnya masa jabatan sebagai
sebagai Komisaris Utama PT Jasamarga Transjawa Tol Komisaris Utama PT Jasamarga Tollroad Operator
From October 10, 2025, until the end of the term as President From March 22, 2024, until the end of the term as President
Commissioner of PT Jasamarga Transjawa Tol Commissioner of PT Jasamarga Tollroad Operator
Jabatan Rangkap Jabatan Rangkap
Concurrent Positions Concurrent Positions
Komisaris Utama PT Jasamarga Transjawa Tol Komisaris Utama PT Jasamarga Tollroad Operator
President Commissioner of PT Jasamarga Transjawa Tol President Commissioner of PT Jasamarga Tollroad Operator
Riwayat Jabatan Riwayat Jabatan
Career Experience Career Experience
• Tenaga Ahli DPR RI (2015-2024) • Designer Manager PT Bangun Cipta Kontraktor (2020)
• Direktur Eksekutif Persaudaraan Alumni HМІ (2012) • Project Manager PT Mega Mulya Mico (2016-2018)
• Expert Staff Member of the Indonesian House of • Design Manager at PT Bangun Cipta Kontraktor (2020)
Representatives (2015–2024) • Project Manager at PT Mega Mulya Mico (2016–2018)
• Executive Director of the HMI Alumni Association (2012)
Riwayat Pendidikan
Riwayat Pendidikan
Educational Background
Educational Background
S1 Arsitek, Universtas Pancasila (1990)
• S1 Ilmu Sosiatri, Universitas Gadjah Mada (2006)
Bachelor of Architecture, Pancasila University (1990)
• Bachelor of Sociology, Gadjah Mada University (2006)
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
George I.M.P Manurung JB Satya Sananugraha
Anggota Komite Tata Kelola Anggota Komite Tata Kelola
Terintegrasi Terintegrasi
Member of the Integrated Member of the Integrated
Governance Committee Governance Committee
Kewarganegaraan Domisili Kewarganegaraan Domisili
Nationality Domicile Nationality Domicile
Warga Negara Indonesia Jakarta Warga Negara Indonesia Jakarta
Indonesian Jakarta Indonesian Jakarta
Usia per 31 Desember 2025
Age per December 31, 2025 Usia per 31 Desember 2025
Age per December 31, 2025
54 tahun
54 years old 62 tahun
62 years old
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk Dasar Hukum Pengangkatan
No. KEP-39/III/2024 tanggal 22 Maret 2024 Legal Basis of Appointment
Decision of the Board of Commissioners of PT Jasa Marga Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk
(Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024 No. KEP-39/III/2024 tanggal 22 Maret 2024
Decision of the Board of Commissioners of PT Jasa Marga
(Persero) Tbk No. KEP-39/III/2024 dated March 22, 2024
Periode Menjabat
Term of Office
Sejak 22 Maret 2024 sampai berakhirnya masa jabatan sebagai Periode Menjabat
Komisaris Utama PT Jasamarga Tollroad Maintenance Term of Office
From March 22, 2024, until the end of the term as President Sejak 22 Maret 2024 sampai berakhirnya masa jabatan sebagai
Commissioner of PT Jasamarga Tollroad Maintenance Komisaris Utama PT Jasamarga Related Business
From March 22, 2024, until the end of the term as President
Commissioner of PT Jasamarga Related Business
Jabatan Rangkap
Concurrent Positions
• Komisaris Utama PT Jasamarga Tollroad Maintenance Jabatan Rangkap
• Toll Project Development Group Head Concurrent Positions
• President Commissioner of PT Jasamarga Tollroad Komisaris Utama PT Jasamarga Related Business
Maintenance President Commissioner of PT Jasamarga Related Business
• Toll Project Development Group Head
Riwayat Jabatan
Riwayat Jabatan Career Experience
Career Experience • Deputi Bidang Koordinasi Peningkatan Kualitas Kesehatan
• Direktur Utama PT Jasamarga Jalanlayang Cikampek dan Pembangunan Kependudukan (2023-2024)
(2021-2022) • Dewan Komisaris PT Jasa Marga Tbk (2021-2023)
• Direktur Utama PT Jasamarga Manado Bitung (2016-2021) • Deputy for Coordination of Health Quality Improvement
• President Director of PT Jasamarga Jalanlayang Cikampek and Population Development (2023-2024)
(2021-2022) • Board of Commissioners of PT Jasa Marga Tbk
• President Director of PT Jasamarga Manado Bitung (2021-2023)
(2016-2021)
Riwayat Pendidikan
Riwayat Pendidikan Educational Background
Educational Background • S1 Teknik Mesin, Universitas Brawijaya (1987)
• S1 Teknik Sipil, Institut Teknologi Bandung (1996) • S2 Ibaraki University, Hitachi – Japan (1993)
• S2 Business & Technology, University of New South Wales, • Bachelor’s Degree in Mechanical Engineering, Brawijaya
Australia (2002) University (1987)
• Bachelor’s Degree of Civil Engineering, Bandung Institute of • Master’s Degree, Ibaraki University, Hitachi – Japan
Technology (1996) (1993)
• Masters in Business & Technology, University of New South
Wales, Australia (2002)
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Profil Sekretaris Dewan Komisaris
Profile of the Board of Commissioners Secretary
Sukendar
Sekretaris Dewan Komisaris
Board of Commissioners Secretary
Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Jakarta 43 tahun
Indonesian Jakarta 43 years old
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Menjadi Sekretaris Dewan Komisaris sejak 19 November 2024 Appointed as Secretary to the Board of Commissioners as of
berdasarkan Keputusan Dewan Komisaris No. KEP-185/XI/2024 November 19, 2024, pursuant to the Board of Commissioners
Decree No. KEP-185/XI/2024
Periode Menjabat Jabatan Rangkap
Term of Office Concurrent Positions
Sejak 19 November 2024 sampai dengan 19 November 2027 -
From November 19, 2024, to November 19, 2027
Riwayat Jabatan
Career Experience
• Penata Kelola Perusahaan Negara Madya (2024-sekarang) • Middle State-Owned Enterprise Manager (2024-present)
• Penata Kelola Perusahaan Negara Muda (2021-2024) • Junior State-Owned Enterprise Manager (2021-2024)
• Kepala Subbagian Bantuan Hukum I (2015-2020) • Head of Legal Assistance Subdivision I (2015-2020)
Riwayat Pendidikan
Educational Background
• S1 Hukum, Universitas Gadjah Mada (2006) • Bachelor’s degree in Law, Gadjah Mada University (2006)
• S2 Magister Hukum, Universitas Indonesia (2018) • Master’s degree in Law, University of Indonesia (2018)
Kepemilikan Saham JSMR
Share Ownership in JSMR
Tidak memiliki saham Perseroan pada awal dan akhir tahun buku Does not own any shares in the Company at the beginning and
end of the fiscal year
Hubungan Afiliasi
Affiliated Relation
Tidak memiliki hubungan afiliasi dengan anggota Dewan No affiliation with other members of the Board of Commissioners,
Komisaris lainnya, pemegang saham utama, dan pengendali baik major shareholders, or controllers, either directly or indirectly, up
langsung maupun tidak langsung sampai kepada pemilik individu to the individual owners
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pejabat Eksekutif
Executive Management
Ari Wibowo Agung Laksana Pranata
Corporate Secretary & Chief Internal Audit Senior Group Head
Administration Officer
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Jakarta 54 tahun Warga Negara Indonesia Jakarta 38 tahun
Indonesian Jakarta 54 years old Indonesian Jakarta 38 years old
Riwayat Jabatan Riwayat Jabatan
Career Experience Career Experience
• Direktur Utama PT Marga Lingkar Jakarta (2020-2025) • Human Capital Development Advisor (2022-2023)
• Direktur Utama PT Jasamarga Solo Ngawi (2019-2020) • Legal & Compliance Group Head (2019-2022)
• President Director of PT Marga Lingkar Jakarta (2020-2025) • Human Capital Development Advisor (2022-2023)
• President Director of PT Jasamarga Solo Ngawi (2019-2020) • Legal & Compliance Group Head (2019-2022)
Riwayat Pendidikan
Riwayat Pendidikan
Educational Background
Educational Background
• S1 Teknik Sipil, Universitas Katolik Parahyangan (1996)
• S1 Hukum, Universitas Indonesia (2009)
• S2 Teknik Sipil, Universitas Katolik Parahyangan (2011)
• S2 Hukum, The University of Queensland (2015)
• Bachelor’s degree of Civil Engineering from Katolik Parahyangan
• Bachelor’s degree of Law at University of Indonesia (2005)
University (1995)
• Master’s degree of Law at University of Queensland (2015)
• Master’s Degree of Civil Engineering from Katolik Parahyangan University
(2011)
Dasar Hukum Pengangkatan
Dasar Hukum Pengangkatan Legal Basis of Appointment
Legal Basis of Appointment Keputusan Direksi No. 034/AA.P-6A/2023 tanggal 25 Februari 2023
Keputusan Direksi No. 002/AA.P-6A/2025 tanggal 13 Januari 2025 Decision of The Board of Directors No. 034/AA.P-6A/2023 dated February
Decision of the Board of Directors No. 002/AA.P-6A/2025 dated January 25, 2023
13, 2025
Haning Pangastuty Devi Lusyana
Corporate Finance & Investor Risk & Quality, Health, Safety &
Relations Senior Group Head Environment Group Head
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Jakarta 38 tahun Warga Negara Indonesia Jakarta 40 tahun
Indonesian Jakarta 38 years old Indonesian Jakarta 40 years old
Riwayat Jabatan Riwayat Jabatan
Career Experience Career Experience
• Corporate Planning & Portfolio Management Group Head (2020-2022) • Risk Management Department Head (2019-2022)
• Portfolio Management Department Head, Corporate Planning & Portfolio • General Manager Keuangan & Administrasi PT Jasamarga Balikpapan
Management Group (2019-2020) Samarinda (2018-2019)
• Corporate Planning & Portfolio Management Group Head (2020-2022) • Risk Management Department Head (2019-2022)
• Portfolio Management Department Head, Corporate Planning & Portfolio • General Manager Keuangan & Administrasi of PT Jasamarga Balikpapan
Management Group (2019-2020) Samarinda (2018-2019)
Riwayat Pendidikan Riwayat Pendidikan
Educational Background Educational Background
S1 Akuntansi, Universitas Indonesia (2009) • S1 Sarjana Ekonomi, Universitas Indonesia (2009)
Bachelor’s degree of Accounting from University of Indonesia (2009) • S2 Master of Finance & Investment, University of Edinburgh Business
School (2015)
• Bachelor’s degree in Economics, University of Indonesia (2009)
Dasar Hukum Pengangkatan • Master’s degree of Finance & Investment, University of Edinburgh
Legal Basis of Appointment Business School (2015)
Keputusan Direksi No. 076/AA.P-6A/2022 tanggal 11 April 2022
Decision of the Board of Directors No. 076/AA.P-6A/2022 dated April 11, Dasar Hukum Pengangkatan
2022 Legal Basis of Appointment
Keputusan Direksi No. 040/AA.P6A/2022 tanggal 08 Maret 2022
Decision of the Board of Directors No. 040/AA.P-6A/2022 dated March 8, 2022
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 165
Page 166
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Syailendra Wisnu Wardhana Ivan Mawara
Procurement & Fixed Asset Group Head Plt. Legal and Compliance Group Head
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Bekasi 36 tahun Warga Negara Indonesia Bekasi 36 tahun
Indonesian Bekasi 36 years old Indonesian Bekasi 36 years old
Riwayat Jabatan
Riwayat Jabatan
Career Experience
Career Experience
• Corporate Legal Department Head (2020-2025)
• Legal & Compliance Group Head (2022-2025)
• Corporation Specialist (2019-2020)
• Litigation Department Head, Legal & Compliance Group (2019-2022)
• Corporate Legal Department Head (2020-2025)
• Legal & Compliance Group Head (2022-2025)
• Corporation Specialist (2019-2020)
• Litigation Department Head, Legal & Compliance Group (2019-2022)
Riwayat Pendidikan
Educational Background
Riwayat Pendidikan • S1 Hukum, Universitas Padjadjaran (2012)
Educational Background • S2 Business Administration, Institute Teknologi Bandung (2025)
• S1 Ilmu Hukum, Universitas Sebelas Maret (2011) • Bachelor of Law, Padjadjaran University (2012)
• S2 Ilmu Hukum, Universitas Indonesia (2021) • Master of Business Administration, Bandung Institute of Technology
• Bachelor’s degree of Law, Sebelas Maret University (2011) (2025)
• Master’s degree in Law, University of Indonesia (2021)
Dasar Hukum Pengangkatan
Dasar Hukum Pengangkatan Legal Basis of Appointment
Legal Basis of Appointment Keputusan Direksi No. 153/EA.P-6a/2025 Tanggal 20 November 2025
Keputusan Direksi No. 154/AA.P-6a/2025 Tanggal 20 November 2025 Board of Directors Decision No. 153/EA.P-6a/2025 dated November 20, 2025
Board of Directors Decision No. 154/AA.P-6a/2025 dated November 20, 2025
Windharti Amelia Ricky Ricardo
Human Capital Services Group Head Sarael Benyamin
Accounting and Tax Group Head
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Tangerang 39 tahun Warga Negara Indonesia Jakarta 42 tahun
Indonesian Tangerang 39 years old Indonesian Jakarta 42 years old
Riwayat Jabatan
Riwayat Jabatan
Career Experience
Career Experience
• Human Capital Development Group Head (2020-2023)
• Financial Accounting Department Head (2021-2022)
• Senior Specialist PT Kereta Cepat Indonesia China (2019-2020)
• General Manager Keuangan PT Jasamarga Related Business (2020-2021)
• Human Capital Development Group Head (2020-2023)
• Financial Accounting Department Head (2021-2022)
• Senior Specialist PT Kereta Cepat Indonesia China (2019-2020)
• General Manager Keuangan PT Jasamarga Related Business (2020-2021)
Riwayat Pendidikan
Riwayat Pendidikan
Educational Background
Educational Background
• S1 Teknik Industri, Universitas Gadjah Mada (2008)
S1 Akuntansi, Universitas Sumatera Utara (2007)
• S2 Manajemen Bisnis, Universitas Bina Nusantara (2022)
Bachelor’s degree of Accounting, University of Sumatera Utara (2007)
• Bachelor’s degree of Industrial Engineering, Gadjah Mada University
(2008)
• Master’s degree of Business Management, Bina Nusantara University
(2022) Dasar Hukum Pengangkatan
Legal Basis of Appointment
Dasar Hukum Pengangkatan Keputusan Direksi No. 078/AA.P-6A/2022 tanggal 11 April 2022
Legal Basis of Appointment Decision of the Board of Directors No. 078/AA.P-6A/2022 dated April 11,
Keputusan Direksi No. 094/AA.P-6a/2023 Tanggal 06 Juni 2023 2022
Decision of the Board of Directors No. 094/AA.P-6a/2023 dated June 6,
2023
166 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Irawati Savitri Atika Dara Prahita
Jasa Marga Learning Institute Operation and Maintenance
Group Head Management Group Head
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Bogor 52 tahun Warga Negara Indonesia Bekasi 40 tahun
Indonesian Bogor 52 years old Indonesian Bekasi 40 years old
Riwayat Jabatan Riwayat Jabatan
Career Experience Career Experience
• Learning Development Department Head Jasa Marga Learning Institute • Traffic System Department Head (2019-2021)
(2020) • Traffic Management Department Head (2019)
• Toll Road Management School Department Head, Jasa Marga Learning • Traffic System Department Head (2019-2021)
Institute (2019-2020) • Traffic Management Department Head (2019)
• Learning Development Department Head Jasa Marga Learning Institute
(2020)
• Toll Road Management School Department Head, Jasa Marga Learning Riwayat Pendidikan
Institute (2019-2020) Educational Background
• S1 Teknik Sipil, Universitas Diponegoro (2007)
• S2 Administrasi Bisnis, Universitas Gadjah Mada (2024)
Riwayat Pendidikan • Bachelor’s degree of Civil Engineering, Diponegoro University (2007)
Educational Background • Master’s degree in Business Administration, Gadjah Mada University
S1 Psikologi, Universitas Indonesia (1997) (2024)
Bachelor’s degree of Psychology, University of Indonesia (1997)
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Dasar Hukum Pengangkatan
Keputusan Direksi No. 030/AA.P-6a/2021 tanggal 09 Februari 2021
Legal Basis of Appointment
Decision of the Board of Directors No. 030/AA.P-6a/2021 dated February
Keputusan Direksi PT Jasa Marga (Persero) Tbk No. 201/AA.P-6a/2020
9, 2021
tanggal 24 September 2020
Decision of the Board of Directors No. 201/AA.P-6a/2020 dated September
24, 2020
Aprilizayanti Putri
Gandes Aisyaharum
Human Capital Development
Group Head Strategic Transformation Group Head
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Depok 39 tahun Warga Negara Indonesia Jakarta 37 tahun
Indonesian Depok 39 years old Indonesian Jakarta 37 years old
Riwayat Jabatan Riwayat Jabatan
Career Experience Career Experience
• Strategic Transformation Group Head (2022-2023) • Information Technology Group Head (2023-2025)
• Human Capital & General Affair Dept. Head Jasamarga Metropolitan • IT Planning & Development Department Head (2020)
Tollroad Regional Division (2020-2022) • Information Technology Group Head (2023-2025)
• Strategic Transformation Group Head (2022-2023) • IT Planning & Development Department Head (2020)
• Human Capital & General Affair Dept. Head Jasamarga Metropolitan
Tollroad Regional Division (2020-2022)
Riwayat Pendidikan
Riwayat Pendidikan Educational Background
Educational Background • S1 Teknik Elektro, Universitas Gadjah Mada (2009)
• S1 Ilmu Administrasi Niaga, Universitas Indonesia (2008) • S2 Business Analytic, The University of Edinburgh (2019)
• S2 Manajemen Bisnis, Binus University (2022) • Bachelor of Electrical Engineering, Gadjah Mada University (2009)
• Bachelor’s degree of Business Administration, University of Indonesia • Master of Business Analytics, The University of Edinburgh (2019)
(2008)
• Master’s degree of Business Management, Binus University (2022)
Dasar Hukum Pengangkatan
Dasar Hukum Pengangkatan Legal Basis of Appointment
Legal Basis of Appointment Keputusan Direksi No. 116/AA.P-6a/2025 tanggal 03 September 2025
Keputusan Direksi No. 093/AA.P-6a/2023 Tanggal 06 Juni 2023 Decision of the Board of Directors No. 116/AA.P-6a/2025 dated September
Decision of the Board of Directors No. 093/AA.P-6a/2023 dated June 6, 03, 2025
2023
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Ayudya Rizka Fauzia Trias Andriyanto
Corporate Planning & Portfolio
Information Technology Group Head
Management Group Head
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Bogor 34 tahun Warga Negara Indonesia Bandung Barat 41 tahun
Indonesian Bogor 34 years old Indonesian West Bandung 41 years old
Riwayat Jabatan Riwayat Jabatan
Career Experience Career Experience
• IT Planning Department Head (2022 –2025) • Accounting and Tax Group Head (2021-2022)
• IT Planning & Development Department Head (2020 –2022) • Financial Accounting Department Head (2019-2021)
• Head of the Information Technology Planning Department (2022–2025) • Accounting and Tax Group Head (2021-2022)
• Head of the Information Technology Planning and Development • Financial Accounting Department Head (2019-2021)
Department (2020–2022)
Riwayat Pendidikan
Riwayat Pendidikan Educational Background
Educational Background • S1 Akuntansi, Universitas Padjadjaran (2011)
S1 Teknik Informatika, Institut Teknologi Telkom (2013) • S2 Manajemen, Universitas Indonesia (2023)
Bachelor of Computer Science, Telkom Institute of Technology (2013) • Bachelor’s degree of Accounting, Padjadjaran University (2011)
• Master’s degree of Management, University of Indonesia (2023)
Dasar Hukum Pengangkatan Dasar Hukum Pengangkatan
Legal Basis of Appointment Legal Basis of Appointment
Keputusan Direksi 171/AA.P-6a/2025 tanggal 31 Desember 2025 Keputusan Direksi No. 077/AA.P-6A/2022 tanggal 11 April 2022
Board of Directors Decision 171/AA.P-6a/2025 dated December 31, 2025 Decision of the Board of Directors No. 077/AA.P-6A/2022 dated April 11,
2022
Rudi Kurniadi
Denny Chandra Irawan
Direktur Utama | President Director
Concession Business Planning Group Head PT Jasamarga Transjawa Toll
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Jakarta 42 tahun Warga Negara Indonesia Bogor 57 tahun
Indonesian Jakarta 42 years old Indonesian Bogor 57 years old
Riwayat Jabatan Riwayat Jabatan
Career Experience Career Experience
• Project Management Office Project Director (2025) • Corporate Planning & Portofolio Management Group Head (2019-2020)
• Proyek Pengembangan Akses Tol KM 1+842 & KM 42 Ruas • Direktur Keuangan PT Jasamarga Probolinggo Banyuwangi (2016-2018)
Jakarta-Cikampek & KM 151 Ruas Padalarang-Cileunyi Project Director • Corporate Planning & Portfolio Management Group Head (2019-2020)
(2023-2025) • Director of Finance of PT Jasamarga Probolinggo Banyuwangi (2016-2018)
• Project Management Office Project Director (2025)
• Project Director for the Development of Toll Road Access at KM 1+842 & KM Riwayat Pendidikan
42 on the Jakarta-Cikampek Section and KM 151 on the Padalarang-Cileunyi Educational Background
Section (2023-2025) • S1 Akuntansi, Universitas Padjajaran (1993)
• S2 Applied Finance, University of Melbourne (2001)
Riwayat Pendidikan • Bachelor’s degree in Accounting, Padjadjaran University (1993)
Educational Background • Master’s degree in Applied Finance, University of Melbourne (2001)
• S1 Teknik Sipil, Universitas Indonesia (2007)
• S2 Manajemen, Universitas Mercu Buana (2021) Dasar Hukum Pengangkatan
• S2 Manajemen, Universitas Indonesia (2023) Legal Basis of Appointment
• Bachelor’s degree of Civil Engineering, University of Indonesia(2007) Keputusan Direksi No. 069/AA.P-6A/2020 tanggal 1 April 2020
• Master’s degree of Management, Mercu Buana University (2021) Decision of the Board of Directors No. 069/AA.P-6A/2020 dated April
• Master’s degree of Management, University of Indonesia (2023) 1, 2020
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan Direksi No. 152/AA.P-6a/2025 Tanggal 20 November 2025
Board of Directors Decision No. 152/AA.P-6a/2025 dated November 20, 2025
168 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 169
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Rini Irawaty Oemi Vierta Moerdika
Direktur Utama | President Director Direktur Utama | President Director
PT Jasamarga Kunciran Cengkareng PT Marga Trans Nusantara
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Jakarta 47 tahun Warga Negara Indonesia Bekasi 50 tahun
Indonesian Jakarta 47 years old Indonesian Bekasi 50 years old
Riwayat Jabatan
Riwayat Jabatan
Career Experience
Career Experience
• Direktur Utama PT Jasamarga Jogja Bawen (2022)
• Direktur Teknik & Operasi PT Jasamarga Kunciran Cengkareng
• Direktur Teknik PT Jasamarga Jogja Bawen (2021-2022)
(2021-2022)
• President Director of PT Jasamarga Jogja Bawen (2022)
• Direktur Teknik & Operasi PT Marga Trans Nusantara (2021)
• Director of Engineering of PT Jasamarga Jogja Bawen (2021-2022)
• Director of Engineering & Operations of PT Jasamarga Kunciran
Cengkareng (2021-2022)
• Director of Engineering & Operations of PT Marga Trans Nusantara (2021)
Riwayat Pendidikan
Educational Background
• S1 Teknik Sipil, Universitas Khatolik Parahyangan (1997)
Riwayat Pendidikan • S2 Sistem dan Teknik Jalan Raya, Institut Teknologi Bandung (2002)
Educational Background • Bachelor’s Degree of Civil Engineering, Parahyangan Catholic University
S1 Teknik Sipil, Universitas Pancasila (2003) (1997)
Bachelor’s degree of Civil Engineering, Pancasila University (2003) • Master’s Degree of Highway Systems and Engineering, Bandung Institute
of Technology (2002)
Dasar Hukum Pengangkatan Dasar Hukum Pengangkatan
Legal Basis of Appointment Legal Basis of Appointment
Keputusan Direksi No. 004/AA.P6A/2022 tanggal 5 Januari 2022 Keputusan Direksi No. 100/AA.P-6A/2022 tanggal 18 Mei 2022
Decision of The Board of Directors No. 004/AA.P6A/2022 dated January Decision of the Board of Directors No. 100/AA.P-6A/2022 dated May 18,
5, 2022 2022
Mirza Nurul Handayani Florysco Partogi Siahaan
Direktur Utama | President Director Direktur Utama | President Director
PT Cinere Serpong Jaya PT Marga Sarana Jabar
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Jakarta 45 tahun Warga Negara Indonesia Bekasi 55 tahun
Indonesian Jakarta 45 years old Indonesian Bekasi 55 years old
Riwayat Jabatan Riwayat Jabatan
Career Experience Career Experience
• Direktur Utama PT Jasamarga Jogja Bawen (2020-2021) • Direktur Utama PT Jasamarga Manado Bitung (2022-2024)
• Direktur Teknik PT Jasamarga Kunciran Cengkareng (2018-2020) • Direktur Teknik & Operasi PT Marga Sarana Jabar (2019-2022)
• President Director of PT Jasamarga Jogja Bawen (2020-2021) • President Director of PT Jasamarga Manado Bitung (2022-2024)
• Director of Engineering of PT Jasamarga Kunciran Cengkareng • Director of Engineering & Operations of PT Marga Sarana
(2018-2020) Jabar (2019-2022)
Riwayat Pendidikan Riwayat Pendidikan
Educational Background Educational Background
• S1 Teknik Sipil, Universitas Trisakti (2002) S1 Teknik Sipil, Institut Teknologi Bandung (1994)
• S2 Teknik Sipil, Universitas Indonesia (2007) Bachelor’s degree of Civil Engineering, Bandung Institute of Technology
• Bachelor’s degree of Civil Engineering, Trisakti University (2002) (1994)
• Master’s degree of Civil Engineering, University of Indonesia (2007)
Dasar Hukum Pengangkatan
Dasar Hukum Pengangkatan Legal Basis of Appointment
Legal Basis of Appointment Keputusan Direksi No. 113/AA.P-6a/2024 Tanggal 22 Juli 2024
Keputusan Direksi No. 152/AA.P-6A/2021 tanggal 03 September 2021 Decision of the Board of Directors No. 113/AA.P-6a/2024 dated July 22,
Decision of the Board of Directors No. 152/AA.P-6A/2021 dated 2024
September 3, 2021
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Hendri Taufik Nasrullah
Direktur Utama | President Director Direktur Utama | President Director
PT Jasamarga Jalanlayang Cikampek PT Jasamarga Semarang Batang
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Bekasi 41 tahun Warga Negara Indonesia Jakarta 40 tahun
Indonesian Bekasi 41 years old Indonesian Jakarta 40 years old
Riwayat Jabatan
Riwayat Jabatan Career Experience
Career Experience • Concession Business Planning Group Head (2022)
• Direktur Utama PT Jasamarga Gempol Pasuruan (2022) • General Manager Representative Office 2 RMT (2020-2022)
• General Manager Office 3 RTT (2020-2022) • Concession Business Planning Group Head (2022)
• President Director of PT Jasamarga Gempol Pasuruan (2022) • General Manager Representative Office 2 RMT (2020 – 2022)
• General Manager Office 3 RTT (2020-2022)
Riwayat Pendidikan
Educational Background
• S1 Teknik Electro, Universitas Gajah Mada (2012)
Riwayat Pendidikan
• S2 Business Administrasion, Universitas Gajah Mada (2015)
Educational Background
• S2 Master of Commerce, University of New South Wales, Australia (2018)
S1 Teknik Sipil, Universitas Lampung (2007)
• Bachelor’s degree of Electrical Engineering, Gadjah Mada University
Bachelor’s degree of Civil Engineering, Lampung University (2007)
(2012)
• Master’s degree of Business Administration, Gadjah Mada University
(2015)
• Master’s degree of Business Management, University of New South
Dasar Hukum Pengangkatan Wales, Australia (2018)
Legal Basis of Appointment
Keputusan Direksi No. 268/AA.P-6a/2022 tanggal 22 November 2022 Dasar Hukum Pengangkatan
Decision of the Board of Directors No. 268/AA.P-6a/2022 dated November Legal Basis of Appointment
22, 2022 Keputusan Direksi No. 178/AA.P-6A/2022 tanggal 9 Agustus 2022
Decision of the Board of Directors No. 178/AA.P-6A/2022 dated August 9,
2022
Prajudi Mery Natacha Panjaitan
Direktur Utama | President Director Direktur Utama | President Director
PT Trans Marga Jateng PT Jasamarga Solo Ngawi
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Cimahi 57 tahun Warga Negara Indonesia Jakarta 51 tahun
Indonesian Cimahi 57 years old Indonesian Jakarta 51 years old
Riwayat Jabatan Riwayat Jabatan
Career Experience Career Experience
• Direktur Utama PT Jasamarga Semarang Batang (2020-2022) • Direktur Keuangan dan Operasi PT Ismawa Trimitra (2021-2022)
• General Manager Representive Office 2 RTT Palikanci (2020) • Procurement & Fix Asset Group Head (2019-2021)
• President Director of PT Jasamarga Semarang Batang (2020-2022) • Director of Finance & Operations PT Ismawa Trimitra (2021-2022)
• General Manager Representative Office 2 RTT Palikanci (2020) • Procurement & Fix Asset Group Head (2019-2021)
Riwayat Pendidikan Riwayat Pendidikan
Educational Background Educational Background
S1 Teknik Sipil, Intitut Teknologi Bandung (1992) • S1 Teknik Sipil, Universitas HKBP Nommensen Medan (1998)
Bachelor’s degree of Civil Engineering, Bandung Institute of Technology • S2 Teknik Sipil, Universitas Indonesia (2002)
(1992) • Bachelor’s degree of Civil Engineering, HKBP Nommensen University,
Medan (1998)
• Master’s degree of Civil Engineering, University of Indonesia (2002)
Dasar Hukum Pengangkatan
Legal Basis of Appointment Dasar Hukum Pengangkatan
Keputusan Direksi No. 179/AA.P-6A/2022 tanggal 09 Agustus 2022 Legal Basis of Appointment
Decision of the Board of Directors No. 178/AA.P-6A/2022 dated August Keputusan Direksi No. 213/AA.P-6A/2022 tanggal 29 Agustus 2022
9, 2022 Decision of the Board of Directors No. 213/AA.P-6A/2022 dated August 29,
2022
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Arie Irianto Netty Renova
Direktur Utama | President Director Direktur Utama | President Director
PT Jasamarga Ngawi Kertosono Kediri PT Jasamarga Related Business
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Jakarta 53 tahun Warga Negara Indonesia Bogor 52 tahun
Indonesian Jakarta 53 years old Indonesian Bogor 52 years old
Riwayat Jabatan
Riwayat Jabatan
Career Experience
Career Experience
• Direktur Utama PT Jasamarga Pandaan Malang & PT Jasamarga
• Direktur Utama PT Jasamarga Solo Ngawi (2021-2022)
Pandaan Tol (2021-2025)
• Direktur Utama PT Jasamarga Semarang Batang (2018-2020)
• Direktur Keuangan PT Jasamarga Semarang Batang (2019-2021)
• President Director of PT Jasamarga Solo Ngawi (2021-2022)
• President Director of PT Jasamarga Pandaan Malang & PT Jasamarga
• President Director of PT Jasamarga Semarang Batang (2018-2020)
Pandaan Tol (2021-2025)
• Finance Director of PT Jasamarga Semarang Batang (2019-2021)
Riwayat Pendidikan
Educational Background Riwayat Pendidikan
• S1 Teknik Sipil, Universitas Katolik Parahyangan (1995) Educational Background
• S2 Teknik Sipil, Universitas Indonesia (2005) • S1 Teknik Sipil, Universitas Gadjah Mada (1999)
• Bachelor’s degree of Civil Engineering, Parahyangan Catholic University • S2 Teknik Pembangunan Wilayah dan Kota, Universitas Diponegoro
(1995) (2011)
• Master’s degree of Civil Engineering , University of Indonesia (2005) • Bachelor’s degree of Civil Engineering, Gadjah Mada University (1999)
• Master’s degree of Urban and Regional Planning Engineering, Diponegoro
University (2011)
Dasar Hukum Pengangkatan
Legal Basis of Appointment Dasar Hukum Pengangkatan
Keputusan Direksi No. 214/AA.P-6A/2022 tanggal 29 Agustus 2022 Legal Basis of Appointment
Decision of the Board of Directors No. 214/AA.P-6A/2022 dated August Keputusan Direksi No. 165/AA.P-6a/2025 tanggal 15 Desember 2025
29, 2022 Board of Directors Decision No. 165/AA.P-6a/2025 dated December 15,
2025
Muhammad Taufik Akbar
Dominicus Hari Pratama Direktur Utama | President Director
Direktur Utama | President Director PT Jasamarga Gempol Pasuruan
PT Jasamarga Surabaya Mojokerto Plt. Direktur Utama | Acting President
Director PT Jasamarga Pandaan Malang &
PT Jasamarga Pandaan Tol
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Malang 54 tahun Warga Negara Indonesia Bekasi 39 tahun
Indonesian Malang 54 years old Indonesian Bekasi 39 years old
Riwayat Jabatan
Riwayat Jabatan Career Experience
Career Experience • Direktur Teknik PT Marga Trans Nusantara (2022)
• Direktur Utama PT Jasamarga Jalanlayang Cikampek (2020-2022) • General Manager Office 1 RTT (2021-2022)
• Direktur Utama PT Jasamarga Probolinggo Banyuwangi (2018-2020) • Director of Engineering of PT Marga Trans Nusantara (2022)
• President Director of PT Jasamarga Jalanlayang Cikampek (2020-2022) • General Manager Office 1 RTT (2021-2022)
• President Director of PT Jasamarga Probolinggo Banyuwangi (2018-2020)
Riwayat Pendidikan
Educational Background
Riwayat Pendidikan • S1 Teknik Industri, Universitas Gadjah Mada (2008)
Educational Background • S2 Manajemen, Sekolah Tinggi Manajemen PPM (2020)
• S1 Teknik Sipil, Institut Teknologi Bandung (1995) • Bachelor’s degree of Industrial Engineering, Gadjah Mada University
• S2 Build Environment and Engineering, Queensland University of (2008)
Technology, Australia (2000) • Master’s degree of Management, PPM School of Management (2020)
• Bachelor’s degree of Civil Engineering, Sepuluh Nopember Institute of
Technology (1995)
Dasar Hukum Pengangkatan
• Master’s degree of Build Environment and Engineering, Queensland
Legal Basis of Appointment
University of Technology, Australia (2000)
• Keputusan Direksi No. 267/AA.P-6a/2022 tanggal 22 November 2022
(sebagai Direktur Utama PT Jasamarga Gempol Pasuruan)
Dasar Hukum Pengangkatan • Keputusan Direksi No. 307/EA.P-6c/2025 tanggal 15 Desember 2025
Legal Basis of Appointment (sebagai Plt. Direktur Utama PT Jasamarga Pandaan Malang &
Keputusan Direksi No. 269/AA.P-6a/2022 tanggal 22 November 2022 PT Jasamarga Pandaan Tol)
Decision of the Board of Directors No. 269/AA.P-6a/2022 dated • Board of Directors Decision No. 267/AA.P-6a/2022 dated November 22,
November 22, 2022 2022 (as President Director of PT Jasamarga Gempol Pasuruan)
• Board of Directors Decision No. 307/EA.P-6c/2025 dated December 15,
2025 (as Acting President Director of PT Jasamarga Pandaan Malang &
PT Jasamarga Pandaan Tol)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 171
Page 172
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Thomas Dwiatmanto I Ketut Adiputra Karang
Direktur Utama | President Director Direktur Utama | President Director
PT Jasamarga Kualanamu Tol PT Jasamarga Bali Tol
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Medan 50 tahun Warga Negara Indonesia Denpasar 35 tahun
Indonesian Medan 50 years old Indonesian Denpasar 35 years old
Riwayat Jabatan Riwayat Jabatan
Career Experience Career Experience
• General Manager Representative Office 3 RMT (2020-2022) • Toll Collection Department Head (2019-2020)
• Senior Specialist PT Jasamarga Tollroad Operator (2020) • Toll Collection System Development Divisi Operation Management
• General Manager Representative Office 3 RMT (2020-2022) (2016-2019)
• Senior Specialist PT Jasamarga Tollroad Operator (2020) • Toll Collection Department Head (2019-2020)
• Toll Collection System Development Divisi Operation Management
(2016- 2019)
Riwayat Pendidikan Riwayat Pendidikan
Educational Background Educational Background
S1 Teknik Sipil, Sekolah Tinggi Teknologi Jakarta (2000) • S1 Teknik Sipil, Universitas Udayana (2011)
Bachelor’s degree of Civil Engineering, Sekolah Tinggi Teknologi Jakarta • S2 Teknik Sipil, Universitas Udayana (2024)
(2000) • Bachelor’s degree of Civil Engineering, Udayana University (2011)
• Master’s degree of Civil Engineering, Udayana University (2024)
Dasar Hukum Pengangkatan
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Legal Basis of Appointment
Keputusan Direksi No. 215/AA.P-6a/2022 Tanggal 31 Agustus 2022
Keputusan Direksi No. 173/AA.P-6a/2020 tanggal 28 Agustus 2020
Decision of the Board of Directors No. 215/AA.P-6a/2022 dated August
Decision of the Board of Directors No. 173/AA.P-6a/2020 dated August 28,
31, 2022
2020
Muhammad Taufiq Charles Lendra
Direktur Utama | President Director
Direktur Utama | President Director
PT Jasamarga Balikpapan Samarinda &
PT Jasamarga Japek Selatan
PT Jasamarga Manado Bitung
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Kutai 41 tahun Warga Negara Indonesia Bogor 55 tahun
Indonesian Kartanegara 41 years old Indonesian Bogor 55 years old
Kutai
Kartanegara
Riwayat Jabatan
Riwayat Jabatan Career Experience
Career Experience • Direktur Utama PT Jasamarga Manado Bitung (2021-2022)
• Direktur Teknik PT Jasamarga Akses Patimban (2023) • Direktur Utama PT Jasamarga Pandaan Malang (2020-2021)
• Direktur Teknik PT Jasamarga Gempol Pasuruan (2022-2023) • President Director of PT Jasamarga Manado Bitung (2021-2022)
• Director of Engineering of PT Jasamarga Akses Patimban (2023) • President Director of PT Jasamarga Pandaan Malang (2020-2021)
• Director of Engineering of PT Jasamarga Gempol Pasuruan (2022-2023)
Riwayat Pendidikan Riwayat Pendidikan
Educational Background Educational Background
S1 Teknik Sipil, Institut Teknologi Sepuluh Nopember (2008) • S1 Teknik Sipil, Institut Teknologi Sepuluh November (1995)
Bachelor’s degree of Civil Engineering, Sepuluh Nopember Institute of • S2 Teknik Perencanaan Wilayah dan Kota, Universitas Diponegoro, (2012)
Technology (2008) • Bachelor’s degree of Civil Engineering, Sepuluh Nopember Institute of
Technology (1995)
Dasar Hukum Pengangkatan • Master’s degree of Urban and Regional Planning Engineering, Diponegoro
Legal Basis of Appointment University (2012)
• Keputusan Direksi No. 168/AA.P-6a/2023 tanggal 23 Oktober 2023
(Direktur Utama PT Jasamarga Balikpapan Samarinda)
• Keputusan Direksi No. 325/EA.P-6c/2024 tanggal 22 Juli 2024 (Direktur Dasar Hukum Pengangkatan
Utama PT Jasamarga Manado Bitung) Legal Basis of Appointment
• Decision of the Board of Directors No. 168/AA.P-6a/2023 dated October Dasar Hukum Pengangkatan Keputusan Direksi No. 013/AA.P-6a/2022
23, 2023 (President Director of PT Jasamarga Balikpapan Samarinda) Tanggal 09 Maret 2022
• Decision of the Board of DirectorsNo. 325/EA.P-6c/2024 dated July 22, Decision of the Board of Directors No. 013/AA.P-6a/2022 dated March 9,
2024 (President Director of PT Jasamarga Manado Bitung) 2022
172 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 173
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Suchandra Paganda
A.J Dwi Winarsa Hutabarat
Direktur Utama | President Director Direktur Utama | President Director
PT Jasamarga Jogja Bawen PT Jasamarga Tollroad Maintenance
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Jakarta 54 tahun Warga Negara Indonesia Bogor 51 tahun
Indonesian Jakarta 54 years old Indonesian Bogor 51 years old
Riwayat Jabatan
Riwayat Jabatan
Career Experience
Career Experience
• Direktur Utama PT Jasamarga Jogja Solo (2022-2024)
• Direktur Utama PT Jasamarga Tollroad Operator (2021-2022)
• Direktur Operasi PT Jasamarga Tollroad Maintenaince (2021-2022)
• Direktur Utama PT Trans Marga Jateng (2020-2021)
• President Director of PT Jasamarga Jogja Solo (2022-2024)
• President Director of PT Jasamarga Tollroad Operator (2021-2022)
• Director of Operations PT Jasamarga Tollroad Maintenaince (2021-2022)
• President Director of PT Trans Marga Jateng (2020-2021)
Riwayat Pendidikan Riwayat Pendidikan
Educational Background Educational Background
• S1 Teknik Sipil, Institut Teknologi Bandung (1996) • S1 Teknik Sipil, Universitas Krisnadwipayana (2000)
• S2 Manajemen, Universitas Indonesia (2005) • S2 Perancangan Wilayah & Tata Kota, Universitas Diponegoro (2010)
• Bachelor’s degree of Civil Engineering, Bandung Institute of Technology • Bachelor’s degree of Civil Engineering, Krisnadwipayana University
• (1996) (2000)
• Master’s degree of Management, University of Indonesia (2005) • Master’s degree of Urban and Regional Planning Engineering, Diponegoro
University (2010)
Dasar Hukum Pengangkatan Dasar Hukum Pengangkatan
Legal Basis of Appointment Legal Basis of Appointment
Keputusan Direksi No. 100/AA.P-6A/2022 tanggal 18 Mei 2022 Keputusan Direksi No. 048/AA.P-6A/2024 tanggal 27 Februari 2024
Decision of the Board of Directors No. 100/AA.P-6A/2022 dated May 18, Decision of the Board of Directors No. 048/AA.P-6A/2024 dated February
2022 27, 2024
Adi Prasetyanto Victor Nazarenko Mahandre
Direktur Utama | President Director Direktur Utama | President Director
PT Jasamarga Probolinggo Banyuwangi PT Jasamarga Akses Patimban
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Semarang 52 tahun Warga Negara Indonesia Jakarta 41 tahun
Indonesian Semarang 52 years old Indonesian Jakarta 41 years old
Riwayat Jabatan Riwayat Jabatan
Career Experience Career Experience
• Information Technology Group Head (2019-2020) • Business Development Group Head (2022-2023)
• Business Management Group Head (2019) • Toll Road Business Development Group Head (2020-2022)
• Information Technology Group Head (2019-2020) • Business Development Group Head (2022-2023)
• Business Management Group Head (2019) • Toll Road Business Development Group Head (2020-2022)
Riwayat Pendidikan Riwayat Pendidikan
Educational Background Educational Background
• S1 Teknik Sipil, Universitas Diponegoro (1996) S1 Teknik Sipil, Universitas Gajah Mada (2007)
• S2 Manajemen Proyek, Universitas Indonesia (2003) Bachelor’s degree of Civil Engineering, Gadjah Mada University (2007)
• Bachelor’s degree of Civil Engineering, Diponegoro University (1996)
• Master’s degree of Project Management, University of Indonesia (2003)
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Dasar Hukum Pengangkatan Keputusan Direksi No. 005/AA.P-6A/2023 Tanggal 16 Januari 2023
Legal Basis of Appointment Decision of the Board of Directors No. 005/AA.P-6A/2023 dated January
Keputusan Direksi No. 152/AA.P-6A/2020 tanggal 24 Agustus 2020 16, 2023
Decision of the Board of Directors No. 152/AA.P-6A/2020 dated August
24, 2020
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 173
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tri Wahyu Subekti Rudy Hardiansyah
Direktur Utama | President Director Direktur Utama | President Director
PT Jasamarga Tollroad Operator PT Jasamarga Jogja Solo
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Depok 43 tahun Warga Negara Indonesia Bekasi 54 tahun
Indonesian Depok 43 years old Indonesian Bekasi 54 years old
Riwayat Jabatan Riwayat Jabatan
Career Experience Career Experience
• Direktur Operasi PT JMTO (2024-2025) • Direktur Utama PT Jasamarga Tollroad Maintenance (2019-2024)
• Direktur Teknik & Operasi PT JMTO (2022-2024) • Maintenance Group Head (2019)
• Director of Operations PT JMTO(2024-2025) • President Director of PT Jasamarga Tollroad Maintenance (2019-2024)
• Director of Engineering & Operations PT JMTO (2022-2024) • Maintenance Group Head (2019)
Riwayat Pendidikan Riwayat Pendidikan
Educational Background Educational Background
S1 Teknik Sipil, Universitas Gadjah Mada (2005) • S1 Teknik Sipil, Institut Teknologi Bandung (1996)
Bachelor’s degree in Civil Engineering, Gadjah Mada University (2005) • S2 Magister Teknik Sipil, Universitas Katolik Parahyangan (2010)
• Bachelor’s degree of Civil Engineering, Bandung Institute of Technology
(1996)
• Master’s degree of Civil Engineering, Parahyangan Catholic University,
Dasar Hukum Pengangkatan
• Bandung (2010)
Legal Basis of Appointment
Keputusan Direksi No. 159/AA.P-6a/2025 tanggal 26 November 2025
Decision of the Board of Directors No. 159/AA.P-6a/2025 dated
November 26, 2025 Dasar Hukum Pengangkatan
Legal Basis of Appointment
Keputusan Direksi No. 047/AA.P-6A/2024 tanggal 27 Februari 2024
Decision of the Board of Directors No. 047/AA.P-6A/2024 dated February
27, 2024
Abdul Hamid Hendra Nata Saputra
Pjs. Direktur Utama | President Director Plt. Project Management Office Project
Dana Pensiun Jasamarga Director
Kewarganegaraan Domisili Usia per 31 Desember 2025 Kewarganegaraan Domisili Usia per 31 Desember 2025
Nationality Domicile Age per December 31, 2025 Nationality Domicile Age per December 31, 2025
Warga Negara Indonesia Tangerang 50 tahun Warga Negara Indonesia Depok 43 tahun
Indonesian Tangerang 50 years old Indonesian Depok 43 years old
Riwayat Jabatan Riwayat Jabatan
Career Experience Career Experience
• Direktur DPJM (2025-Sekarang) • Operation 2 General Manager PT JMTM (2021-2025)
• Human Capital Development Advisor (2024-2025) • General Manager Project Maintenance PT JMTM (2021)
• Director of DPJM (2025-Present)
• Human Capital Development Advisor (2024-2025)
Riwayat Pendidikan
Riwayat Pendidikan Educational Background
Educational Background • S1 Teknik Sipil, Universitas Gadjah Mada (2008)
• S1 Manajemen, Universitas Surapati (2003) • S2 Sistem dan Teknik Transportasi, Universitas Gadjah Mada (2011)
• S2 Ilmu Pemerintahan, Universitas Pramita indonesia (2021) • Bachelor of Civil Engineering, Gadjah Mada University (2008)
• Bachelor’s degree in Management, Surapati University (2003) • Master of Transportation Systems and Engineering, Gadjah Mada
• Master’s degree in Government Science, Pramita Indonesia University University (2011)
(2021)
Dasar Hukum Pengangkatan
Legal Basis of Appointment
Dasar Hukum Pengangkatan
Keputusan Direksi No. 151/EA.P-6a/2025 Tanggal 20 November 2025
Legal Basis of Appointment
Board of Directors Decision No. 151/EA.P-6a/2025 dated November 20,
Keputusan Rapat Pengurus Dana Pensiun Jasa Marga
2025
General Meeting of Shareholders Resolution of Dana Pensiun Jasa Marga
174 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 175
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Lisye Octaviana
Corporate Communication & Community Development Group Head
Aldrin Maulana
Non-Concession Business Management & Investment Group Head
Widiyatmiko Nursejati
Jasamarga Metropolitan Tollroad Regional Division Senior General Manager
Tyas Pramoda Wardhani
Jasamarga Nusantara Tollroad Regional Division Senior General Manager
George I.M.P Manurung
Toll Project Development Group Head
Dapat dilihat pada pembahasan Profil Komite
Tata Kelola Terintegrasi.
Can be seen in the discussion of the Integrated
Governance Committee Profile.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 175
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Demografi Karyawan 2024-2025
Employee Demography 2024-2025
Jumlah Karyawan berdasarkan Tingkat Organisasi
Total Employees by Organization Level
Tabel Jumlah Karyawan berdasarkan Tingkat Organisasi Periode 2024-2025 (dalam satuan orang)
Table of Total Employee by Organization Level during 2024-2025 (in person)
2025 2024
Tingkat Organisasi
Organization Level Pria Wanita Jumlah Pria Wanita Jumlah
% %
Male Female Total Male Female Total
Manajemen Puncak
54 23 77 1,0 53 23 76 1,0
Top Management
Manajemen Madya
149 96 245 3,1 153 95 248 3,1
Middle Management
Manajemen Dasar
287 78 365 4,7 269 74 343 4,3
Basic Management
Pelaksana
5.865 1.281 7.146 91,2 5.983 1.269 7.252 91,6
Officers
Total 6.355 1.478 7.833 100,0 6.458 1.461 7.919 100,0
Keterangan/Notes:
Manajemen Puncak : Corporate Secretary & CAO, Senior Group Head, Group Head, Senior General Manager, Project Director, Direktur Anak Perusahaan,
Top Management Advisor, Senior Expert, Senior Auditor
Corporate Secretary & CAO, Senior Group Head, Group Head, Senior General Manager, Project Director, Subsidiaries Directors,
Advisor, Senior Expert, Senior Auditor
Manajemen Madya : Department Head, Senior Manager, Project Leader, Project Manager, Koordinator Area, Koordinator Bidang, Koordinator Program,
Middle Management Senior Specialist, Expert, Auditor
Department Head, Senior Manager, Project Leader, Project Manager, Area Coordinator, Field Coordinator, Coordinator Program,
Senior Specialist, Expert, Auditor
Manajemen Dasar : Section Head, Specialist, Junior Auditor, Senior Treasurer, Junior Expert
Basic Management
Pelaksana : Assistant, Treasurer, Senior Officer Treasurer, Senior Officer, Officer, Supervisor, Customer Service, Mobile Customer Service,
Officers Traffic Information Center Communicator, Rescue, Ambulance, Driver, Messenger
Jumlah Karyawan berdasarkan Tingkat Pendidikan
Total Employees by Education Level
Tabel Jumlah Karyawan berdasarkan Tingkat Pendidikan Periode 2024-2025 (dalam satuan orang)
Table of Total Employee by Education Level during 2024-2025 (in person)
2025 2024
Tingkat Pendidikan
Education Level Pria Wanita Jumlah Pria Wanita Jumlah
% %
Male Female Total Male Female Total
S3
- - - - - - - -
Doctoral Degree
S2
132 83 215 2,7 122 71 193 2,4
Master’s Degree
Sarjana dan Sederajat
1.740 607 2.347 30,0 1.772 603 2.375 30,0
Bachelor’s Degree
Diploma
155 52 207 2,6 175 53 228 2,9
Diploma Degree
SLTA
4.328 736 5.064 64,7 4.389 734 5.123 64,7
Senior High School
Lainnya
- - - - - - - -
Others
Total 6.355 1.478 7.833 100,0 6.458 1.461 7.919 100,0
176 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Jumlah Karyawan berdasarkan Status Kepegawaian
Total Employees by Employment Status
Tabel Jumlah Karyawan berdasarkan Status Kepegawaian Periode 2024-2025 (dalam satuan orang)
Table of Total Employees by Employment Status during 2024-2025 (in person)
2025 2024
Status Kepegawaian
Employment Status Pria Wanita Jumlah Pria Wanita Jumlah
% %
Male Female Total Male Female Total
Karyawan Tetap
3.562 958 4.520 57,4 3.745 978 4.723 59,5
Permanent Employees
Karyawan Tidak Tetap (Kontrak)
Non-Permanent Employees 2.793 520 3.313 42,1 2.713 483 3.196 40,2
(Contract)
Sub Total 6.355 1.478 7.833 99,5 6.458 1.461 7.919 99,7
Trainee* 22 17 39 0,5 15 9 24 0,3
Total 6.377 1.495 7.872 100,0 6.473 1.470 7.943 100,0
Keterangan/Notes:
*)
Trainee merupakan calon karyawan Perseroan dalam masa percobaan dengan status kepegawaian di luar karyawan tetap maupun karyawan tidak tetap/kontrak.
*)
Trainee is the Company’s employee candidate under probation with the employment status of outside of permanent or contract employee.
Jumlah Karyawan berdasarkan Rentang Usia
Total Employees by Age Group
Tabel Jumlah Karyawan berdasarkan Rentang Usia Periode 2024-2025 (dalam satuan orang)
Table of Total Employee by Age Group during 2024-2025 (in person)
2025 2024
Rentang Usia
Age Group Pria Wanita Jumlah Pria Wanita Jumlah
% %
Male Female Total Male Female Total
20-24 1.171 253 1.424 18,2 1.298 253 1.551 19,6
25-29 1.147 266 1.413 18,0 1.138 288 1.426 18,0
30-34 1.435 459 1.894 24,2 1.495 430 1.925 24,3
35-39 834 165 999 12,8 669 134 803 10,1
40-44 312 51 363 4,6 279 53 332 4,2
45-49 482 143 625 8,0 605 170 775 9,8
50-54 825 112 937 12,0 819 96 915 11,6
>54 149 29 178 2,3 155 37 192 2,4
Total 6.355 1.478 7.833 100,0 6.458 1.461 7.919 100,0
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 177
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Jumlah Karyawan berdasarkan Masa Kerja
Total Employees by Tenure
Tabel Jumlah Karyawan berdasarkan Masa Kerja Periode 2024-2025 (dalam satuan orang)
Table of Total Employee by Tenure during 2024-2025 (in person)
2025 2024
Masa Kerja (Tahun)
Tenure (Years) Pria Wanita Jumlah Pria Wanita Jumlah
% %
Male Female Total Male Female Total
<3 2.007 432 2.439 31,1 1.786 373 2.159 27,3
4-5 846 161 1.007 12,9 996 169 1.165 14,7
6-10 820 233 1.053 13,4 2.453 591 3.044 38,4
11-15 1.618 393 2.011 25,7 89 66 155 2,0
16-20 35 24 59 0,8 5 - 5 0,1
21-25 160 42 202 2,6 194 45 239 3,0
26-30 421 111 532 6,8 688 154 842 10,6
>30 448 82 530 6,8 247 63 310 3,9
Total 6.355 1.478 7.833 100,0 6.458 1.461 7.919 100,0
Jumlah Karyawan berdasarkan Jenis Kelamin
Total Employees by Gender
Tabel Jumlah Karyawan berdasarkan Jenis Kelamin Periode 2024-2025 (dalam satuan orang)
Table of Total Employees by Gender during 2024-2025 (in person)
Jenis Kelamin 2025 2024
Gender
Pria
6.355 6.458
Male
Wanita
1.478 1.461
Female
Total 7.833 7.919
178 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pendidikan dan/atau Pelatihan Dewan Komisaris,
Direksi, Komite-Komite, Sekretaris Perusahaan,
Unit Audit Internal, dan Unit Manajemen Risiko
Education and/or Training for the Board of Commissioners, Board
of Directors, Committees, Corporate Secretary, Internal Audit Unit,
and Risk Management Unit
Pendidikan dan/atau pelatihan yang diikuti oleh Dewan Education and/or training attended by the Board of
Komisaris, Direksi, Komite-Komite, Sekretaris Perusahaan, Commissioners, Board of Directors, Committees, Corporate
Unit Audit Internal, dan Unit Manajemen Risiko hingga 31 Secretary, Internal Audit Unit, and Risk Management Unit up
Desember 2025 adalah sebagai berikut: to December 31, 2025, is as follows:
Pengembangan Kompetensi Dewan Komisaris
Board of Commissioners Competency Development
Tabel Pengembangan Kompetensi Dewan Komisaris
Table of the Board of Commissioners Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Juri Ardiantoro* Komisaris Certified Governance Oversight Professional (CGOP) 06 November 2025 CRMS Indonesia
Utama November 6, 2025 (Center for Risk
President Management Studies)
Commissioner
Syamsul Bachri Komisaris Professional Recognition Program (PRP) Qualified 13 Juni 2025 Yayasan Pendidikan
Yusuf Commissioner Government Internal Auditor (QGIA) June 13, 2025 Internal Audit (YPIA)
Internal Audit
Education
Foundation (YPIA)
Certified Governance Oversight Professional (CGOP) 06 November 2025 CRMS Indonesia
November 6, 2025 (Center for Risk
Management Studies)
Asrorun Ni’am Komisaris Seminar aplikasi regulatory compliance system 29 September 2025 PT BSI
Sholeh Commissioner Seminar on the regulatory compliance system application September 29, 2025
Certified Governance Oversight Professional (CGOP) 06 November 2025 CRMS Indonesia
November 6, 2025 (Center for Risk
Management Studies)
Nachrowi Ramli Komisaris Seminar aplikasi regulatory compliance system 29 September 2025 PT BSI
Independen Seminar on the regulatory compliance system application September 29, 2025
Independent
Certified Governance Oversight Professional (CGOP) 06 November 2025 CRMS Indonesia
Commissioner
November 6, 2025 (Center for Risk
Management Studies)
Rudi Komisaris Certification In Audit Committee Practices CACP 2025 1 Juli 2025 Ikatan Komite Audit
Antariksawan Independen Batch 59 July 1, 2025 Indonesia (IKAI)
Independent Indonesian Institute
Commissioner of Audit Committee
(IKAI)
Pelatihan Implementasi GRC dan Sertifikasi CGRCEO 19 Agustus 2025 CRMS Indonesia
Training on GRC Implementation and CGRCEO July 19, 2025 (Center for Risk
Certification Management Studies)
Pelatihan PPL IKAI: Internal Control Over Financial 26 Agustus 2025 Ikatan Komite Audit
Reporting (ICOFR) August 26, 2025 Indonesia (IKAI)
IKAI PPL Training: Internal Control Over Financial Reporting Indonesian Institute
(ICOFR) of Audit Committee
(IKAI)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 179
Page 180
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Dewan Komisaris
Table of the Board of Commissioners Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Rudi Komisaris Sustainability Reporting: Impact & Implementation of 30 September 2025 Ikatan Akuntansi
Antariksawan Independen PSPK 1 & 2 for Professionals September 30, 2025 Indonesia (IAI)
Independent Indonesian
Commissioner Accountants
Association (IAI)
Professional Recognition Program PRP) for Qualified 03 Oktober 2025 Yayasan Pendidikan
Internal Auditor QIA October 3, 2025 Internal Audit (YPIA)
Internal Audit
Education Foundation
(YPIA)
Certified Governance Oversight Professional CGOP 06 November 2025 CRMS Indonesia
November 6, 2025 (Center for Risk
Management Studies)
Seminar Nasional Internal Audit (SNIA) 2025 “Whatʼs 03 Desember 2025 Yayasan Pendidikan
Driving Change to Stay Ahead of The Curve for Internal December 3, 2025 Internal Audit (YPIA)
Auditors in The Coming Years?” Internal Audit
National Internal Audit Seminar (SNIA) 2025 ‘What’s Education Foundation
Driving Change to Stay Ahead of The Curve for Internal (YPIA)
Auditors in The Coming Years?’
Pelatihan SAK For Executive 11 Desember 2025 Ikatan Akuntansi
SAK Training for Executives December 11, 2025 Indonesia (IAI)
Indonesian
Accountants
Association (IAI)
Seppalga Komisaris Pelatihan dan Sertifikasi Double Degree Certified Human 21 Januari 2025 HR Academy
Ahmad** Independen Capital General Manager (CHGM) January 21, 2025
Independent Training and Certification for Double Degree Certified
Commissioner Human Capital General Manager (CHGM)
Kick Off dan Workshop "Desain dan Implementasi Internal 14 April 2025 Ernst & Young
Control Over Financial Reporting (ICOFR) PT Jasa Marga April 14, 2025
(Persero) Tbk"
Kick-off and Workshop on “Design and Implementation
of Internal Control over Financial Reporting (ICOFR) at
PT Jasa Marga (Persero) Tbk”
Jenjang Kualifikasi 5 Bidang Pasar Modal Subbidang 20 Mei 2025 The Indonesia
Penjamin Emisi Efek May 20, 2025 Capital Market
Qualification Level 5 Capital Market Sub-field Securities Institute (TICMI)
Underwriting
Professional Recognition Program PRP) for Qualified 03 Oktober 2025 Yayasan Pendidikan
Internal Auditor QIA October 3, 2025 Internal Audit (YPIA)
Internal Audit
Education Foundation
(YPIA)
Certified Governance Oversight Professional CGOP 06 November 2025 CRMS Indonesia
November 6, 2025 (Center for Risk
Management Studies)
Seminar Nasional Internal Audit (SNIA) 2025 “Whatʼs 03 Desember 2025 Yayasan Pendidikan
Driving Change to Stay Ahead of The Curve for Internal December 3, 2025 Internal Audit (YPIA)
Auditors in The Coming Years?” Internal Audit
National Internal Audit Seminar (SNIA) 2025 ‘What’s Education Foundation
Driving Change to Stay Ahead of The Curve for Internal (YPIA)
Auditors in The Coming Years?’
Tedi Komisaris - - -
Kurniawan*** Independen
Independent
Commissioner
*) Resmi menjabat per 7 Mei 2025 berdasarkan Keputusan RUPS Tahunan tanggal 7 Mei 2025.
**) Berhenti menjabat per 17 Desember 2025 berdasarkan Keputusan RUPS Luar Biasa tanggal 17 Desember 2025.
***) Resmi menjabat per 17 Desember 2025 berdasarkan Keputusan RUPS Luar Biasa tanggal 17 Desember 2025.
*) Officially appointed as of May 7, 2025 based on the Annual General Meeting of Shareholders Resolution dated May 7, 2025.
**) Ceased to hold office as of December 17, 2025 based on the Extraordinary General Meeting of Shareholders Resolution dated December 17, 2025.
***) Officially appointed as of December 17, 2025 based on the Extraordinary General Meeting of Shareholders Resolution dated December 17, 2025.
180 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 181
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pengembangan Kompetensi Direksi
Board of Directors Competency Development
Tabel Pengembangan Kompetensi Direksi
Table of the Board of Directors Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Rivan A. Direktur Utama Simposium Nasional dalam Rangka Terwujudnya Tata Kelola 24 Juli 2025 KAPOLRI
Purwantono President Angkutan Logistik yang Berkeselamatan Guna Mendukung July 24, 2025 Daerah Istimewa
Director Peningkatan Kualitas Keselamatan di Jalan Raya Yogyakarta
National Symposium on Realizing Safe Logistics Chief of Police of
Transportation Management to Support Improved Road the Special Region
Safety of Yogyakarta
Narasumber acara Studium Generale Mahasiswa Baru, 19 Agustus 2025 Universitas Gadjah
tema “Filosofi Modern dalam Manajemen” August 19, 2025 Mada
Speaker at the New Student General Study event, theme
“Modern Philosophy in Management”
Narasumber Rapat Koordinasi Lintas Sektoral Bidang 15 Desember 2025 Kepolisian Republik
Operasional Tahun 2025 dalam rangka Kesiapan December 15, 2025 Indonesia
Pengamanan Natal Tahun 2025 dan Tahun Baru 2026 Indonesian
Speakers at the 2025 Cross-Sectoral Operational National Police
Coordination Meeting in preparation for Christmas 2025
and New Year 2026 security measures
Reza Febriano Direktur Bisnis Qualified Risk Governance Profesional (QRGP) 16 Januari 2025 Badan Nasional
Director of January 16, 2025 Sertifikasi Profesi
Business National
Professional
Certification
Agency
Elevating Excellence: Sustainable Futures Through 03 Februari 2025 PT Jasa Marga
Innovation February 3, 2025 (Persero) Tbk
Jasa Marga Executive Summit 2025 06 Februari 2025 • Koeshartanto
February 6, 2025 Koeswiranto -
KTalents Asia
• Panji Wasmana
- Microsoft
Indonesia
• Dr. Ir. Waluyo
MM - Anggota
Komite Akreditasi
Nasional |
Member of
the National
Accreditation
Committee
Kick Off dan Workshop "Desain dan Implementasi 15 April 2025 Ernst & Young
Internal Control Over Financial Reporting (ICOFR) April 15, 2025
PT Jasa Marga (Persero) Tbk"
Kick-off and Workshop on “Design and Implementation
of Internal Control Over Financial Reporting (ICOFR) at
PT Jasa Marga (Persero) Tbk”
Pre Class Chief Business Director Officer Program 13 Agustus 2025 PT Danantara
August 13, 2025 Asset Management
(Persero)
Leveraging Digital Innovation to Amplify Customer 30 September PT Jasa Marga
Experience 2025 (Persero) Tbk dan
September 30, | and Himpunan
2025 Pengembangan
Jalan Indonesia
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 181
Page 182
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Direksi
Table of the Board of Directors Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Yoga Tri Direktur Human Jasa Marga Executive Summit 2025 06 Februari 2025 • Koeshartanto
Anggoro Capital dan February 6, 2025 Koeswiranto -
Transformasi KTalents Asia
Director of • Panji Wasmana
Human Capital & - Microsoft
Transformation Indonesia
• Dr. Ir. Waluyo
MM - Anggota
Komite Akreditasi
Nasional |
Member of
the National
Accreditation
Committee
Workshop Jasa Marga Communication Summit 2025 21 Februari 2025 • Neneg Herbawati
February 21, 2025 - Founder dan
CEO IGICO Public
Affairs Advisory
• Fardila Astari
Rachmilliza -
Communication
Strategist di
Reputasia/Vice
Secretary General
Perhumas
• Iwet Ramadhan -
Broadcaster
Pengenalan Strategis Merger & Acquisition 10 Maret 2025 PT Prima Wahana
Strategic Introduction to Mergers & Acquisitions March 10, 2025 Caraka (PWC)
Program Knowledge X, BSE BUMN 05 Mei 2025 BUMN School of
May 5, 2025 Excellence (BSE)
Undangan Graduation Day Program Top Gun Cohort III 06 Mei 2025 BUMN School of
Invitation to Graduation Day for the Top Gun Cohort III May 6, 2025 Excellence (BSE)
Program
Human Capital Director Onboarding Program 25 Juli 2025 PT Danantara
July 25, 2025 Asset Management
(Persero)
Pelatihan Toll Road Business Management 20 Agustus 2025 Himpunan
Toll Road Business Management Training August 20, 2025 Pengembangan
Jalan Indonesia
(HPJI)
Indonesian Road
Developers
Association (HPJI)
Unlocking Employee Potential with Personalized AI 27 Agustus 2025 Forum Human
Driven Development August 27, 2025 Capital Indonesia
(FHCI)
Leveraging Digital Innovation to Amplify Customer 30 September 2025 Didiek Hartantyo
Experience September 30, 2025 - Direktur Utama |
President Director
of PT Kereta Api
Indonesia (Persero)
Sharing Session FHCI Connect Expert Series 5 "From 19 November 2025 Forum Human
Engagement to Impact : Building Stronger Organizations November 19, 2025 Capital Indonesia
Through People Power" (FHCI)
Strategic Human Capital Director Certificate Program 10 Desember 2025 PT Danantara
2025 December 10, 2025 Asset Management
(Persero)
182 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 183
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Direksi
Table of the Board of Directors Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Fitri Wiyanti* Direktur Operasi Business Essential Program 9 Januari 2025 BUMN School of
Director of January 9, 2025 Excellence
Operations
Pengawasan Tata Kelola Risiko Qualified Risk 16 Januari 2025 Badan Nasional
Governance Professional (QRGP) January 16, 2025 Sertifikasi
Supervision of Risk Governance Qualified Risk Profesional
Governance Professional (QRGP)
Penguatan Infrastruktur Jalan Tol, Layanan Transportasi 4 Maret 2025 Kementerian
Darat, dan Perlindungan Asuransi bagi Para Pemudik Idul March 4, 2025 BUMN
Fitri 2025
Strengthening Toll Road Infrastructure, Land
Transportation Services, and Insurance Protection for
Idul Fitri 2025 Travelers
Rapat Koordinasi Kesiapan Operasi Ketupat 2025 6 Maret 2025 Korlantas
Coordination Meeting for Ketupat Operation Readiness March 6, 2025
2025
Program Live Obrolan Newsroom “Kesiapan Mudik 24 Maret 2025 Kompas.com
Lebaran 2025” March 24, 2025
Live Newsroom Chat Program “Lebaran Homecoming
Readiness 2025”
Penegakan Kebijakan Zero ODOL 26 Juni 2025 Kementerian
Enforcement of Zero Over Dimension and Over Loading June 26, 2025 Perhubungan
(ODOL) Policy
Pelatihan Toll Road Business Management - Insight 20 Agustus 2025 Himpunan
Talk dengan topik "Menguatkan Pilar Ekonomi Lewat August 20, 2025 Pengembangan
Infrastruktur: Membangun Bisnis Jalan Tol Tangguh di Jalan Indonesia
Masa Volatilitas Perekonomian” Kolaborasi Jasa Marga (HPJI)
dan HPJI Indonesian Road
Toll Road Business Management Training - Insight Talk Developers
with the topic ‘Strengthening Economic Pillars through Association (HPJI)
Infrastructure: Building a Resilient Toll Road Business in
Times of Economic Volatility’ Collaboration between Jasa
Marga and HPJI"
Leveraging Digital Innovation to Amplify Customer 30 September Didiek Hartantyo
Experience 2025 - Direktur Utama |
September 30, President Director
2025 of PT Kereta Api
Indonesia (Persero)
Yaya Ruhiya Direktur Layanan Pertanggungjawaban Hukum & Ancaman Pidana Korupsi 31 Oktober 2025 • Visi Integritas
Director of Bagi Direksi - Komisaris Anak Usaha BUMN Pasca October 31, 2025 • PT Pelabuhan
Services Berlakunya UU BUMN Terbaru Indonesia
Legal Accountability & Criminal Threats of Corruption for (Persero)
Directors - Commissioners of State-Owned Enterprise
Subsidiaries Following the Enactment of the Latest State-
Owned Enterprise Law
Mohamad Agus Direktur Narasumber Sinergi Strategis PT Sarana Multi Infrastruktur 18 Februari 2025 PT Sarana Multi
Setiawan*** Pengembangan Resource Person for Strategic Synergy at PT Sarana Multi February 18, 2025 Infrastruktur
Usaha Infrastruktur (Persero)
Director of
Narasumber Seminar “ICEE Navigating Global Economic 22 Februari 2025 Institut Teknologi
Business
Challengers: Strategies for Optimizing Indonesia Logistic February 22, 2025 Bandung
Development
Infrastructure” Institut Teknologi
Speaker at the Seminar “ICEE Navigating Global Bandung
Economic Challengers: Strategies for Optimising
Indonesia’s Logistics Infrastructure”
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 183
Page 184
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Direksi
Table of the Board of Directors Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Mohamad Agus Direktur Narasumber Implementasi Analis SWOT dan Bussiness 11 Maret 2025 Universitas
Setiawan*** Pengembangan Modal Canvas: Studi Pengembangan Usaha pada March 11, 2025 Indonesia
Usaha Perusahaan Jalan Tol di Indonesia Universitas
Director of Resource person for SWOT Analysis and Business Model Indonesia
Business Canvas implementation: Business Development Study at
Development Toll Road Companies in Indonesia
Narasumber Seminar “The New Energy Vehicles: Electric 27 Mei 2025 PT Karya Bakti
and Hydrogen-Based Vehicles” May 27, 2025 Parahyangan
Speaker at the Seminar on ‘New Energy Vehicles: Electric
and Hydrogen-Based Vehicles’
Narasumber Kuliah Umum: Tantangan Bisnis 28 Mei 2025 PPM
Pengusahaan Jalan Tol Indonesia May 28, 2025
Lecture Speaker: Challenges in Indonesia’s Toll Road
Business
Narasumber Pelatihan Toll Road Business Management 20 Agustus 2025 Himpunan
- Insight Talk dengan topik "Menguatkan Pilar Ekonomi August 20, 2025 Pengembangan
Lewat Infrastruktur: Membangun Bisnis Jalan Tol Jalan Indonesia
Tangguh di Masa Volatilitas Perekonomian” Kolaborasi (HPJI)
Jasa Marga dan HPJI Indonesian Road
Speaker for Toll Road Business Management Training Developers
- Insight Talk with the topic ‘Strengthening Economic Association (HPJI)
Pillars Through Infrastructure: Building a Resilient
Toll Road Business in Times of Economic Volatility’
Collaboration between Jasa Marga and HPJI
Narasumber “Penilaian Industri Keuangan (Bank), 24 September 2025 MAPPI
Aset Hak Konsesi Jalan Tol & Properti dalam Tahap September 24, 2025
Pembangunan Pada Penilaian Bisnis & Properti
Resource Person: ‘Assessment of the Financial Industry
(Banks), Toll Road Concession Assets & Properties under
Construction in Business & Property Assessment’
Leveraging Digital Innovation to Amplify Customer 30 September 2025 Didiek Hartantyo
Experience September 30, 2025 - Direktur Utama |
President Director
of PT Kereta Api
Indonesia (Persero)
Ari Respati**** Direktur Pelatihan Manajemen Risiko 19 Februari 2025 Jerry Marmen
Pengembangan Risk Management Training February 19, 2025
Usaha
Penataan Tanah di The Nusa Dua 28 Februari 2025 Badan Pertanahan
Director of
Land Management in The Nusa Dua February 28, 2025 Kabupaten Badung
Business
Development Legal Workshop & General Meeting 21 Agustus 2025 ITDC
August 21, 2025
Narasumber Program SESPIBANK angkatan ke-81 23 September 2025 LPPI
Resource Person for the 81st SESPIBANK Programme September 23, 2025
Workshop GSTC 13 November 2025 Proxiss
November 13, 2025
Pelatihan SMAP 2 Desember 2025 Bintang Mars
SMAP Training December 2, 2025
184 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 185
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Direksi
Table of the Board of Directors Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Pramitha Direktur Sustainable Infrastructure for The Future: Innovation and 11-12 Juni 2025 Kementerian
Wulanjani Keuangan dan Collaboration June 11-12, 2025 Koordinator Bidang
Manajemen Infrastruktur dan
Risiko Pembangunan
Director of Kewilayahan
Finance & Risk Ministry of
Management Coordinating
Infrastructure
and Regional
Development
Resilience to Sustainability: Leading through GRC in the 21-22 Agustus 2025 CRMS Indonesia
Post Digital Era August 21-22, 2025
Leveraging Digital Innovation to Amplify Customer 30 September 2025 Didiek Hartantyo
Experience September 30, 2025 - Direktur Utama |
President Director
of PT Kereta Api
Indonesia (Persero)
*) Per 7 Mei 2025, nomenklatur berubah menjadi Direktur Operasi dan Layanan, kemudian ditetapkan kembali menjadi Direktur Operasi melalui RUPSLB 17
Desember 2025.
**) Resmi menjabat per 17 Desember 2025 berdasarkan Keputusan RUPS Luar Biasa tanggal 17 Desember 2025.
***) Berhenti menjabat per 17 Desember 2025 berdasarkan Keputusan RUPS Luar Biasa tanggal 17 Desember 2025.
****) Resmi menjabat per 17 Desember 2025 berdasarkan Keputusan RUPS Luar Biasa tanggal 17 Desember 2025.
*) As of May 7, 2025, the nomenclature changed to Director of Operations and Services, then reverted to Director of Operations through the Extraordinary
General Meeting of Shareholders on December 17, 2025.
**) Officially appointed on December 17, 2025 based on the Extraordinary General Meeting of Shareholders decision dated December 17, 2025.
***) Resigned from office as of December 17, 2025, based on the Extraordinary General Meeting of Shareholders’ Decision dated December 17, 2025.
****) Officially took office on December 17, 2025, based on the Extraordinary General Meeting of Shareholders’ Decision dated December 17, 2025.
Pengembangan Kompetensi Komite Audit
Audit Committee Competency Development
Tabel Pengembangan Kompetensi Komite Audit
Table of the Audit Committee Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Rudi Ketua
Antariksawan* Chairman
Seppalga Ketua Dapat dilihat pada pembahasan Pengembangan Kompetensi Dewan Komisaris
Ahmad** Chairman Available in the Board of Commissioners Competency Development section
Tedi Anggota
Kurniawan*** Member
Siti Purnama Anggota Pelatihan dan Sertifikasi Double Degree Certified 21 Januari 2025 HR Academy
Rizki Member Human Capital General Manager (CHGM) January 21, 2025
Training and Certification for Double Degree Certified
Human Capital General Manager (CHGM)
Workshop Implementasi Internal Control Over Financial 07 Mei 2025 The Institute of
Reporting (ICOFR) May 7, 2025 Internal Auditors
Workshop on the Implementation of Internal Control Indonesia (IIA)
Over Financial Reporting (ICOFR)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 185
Page 186
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Audit
Table of the Audit Committee Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Siti Purnama Anggota Pelatihan Certificate in Climate Finance (CertCF) 17 Mei 2025 Ikatan Akuntan
Rizki Member Certificate in Climate Finance (CertCF) training May 17, 2025 Indonesia (IAI)
Indonesian
Accountants
Association (IAI)
Certified Governance Oversight Professional (CGOP) 06 September CRMS Indonesia
2025 (Center for Risk
September 6, 2025 Management
Studies)
Professional Recognition Program PRP) for Qualified 03 Oktober 2025 Yayasan Pendidikan
Internal Auditor QIA October 3, 2025 Internal Audit (YPIA)
Internal Audit
Education Foundation
(YPIA)
Seminar Nasional Internal Audit (SNIA) 2025 “Whatʼs 03 Desember 2025 Yayasan Pendidikan
Driving Change to Stay Ahead of The Curve for Internal December 3, 2025 Internal Audit (YPIA)
Auditors in The Coming Years?ˮ Internal Audit
National Internal Audit Seminar (SNIA) 2025 ‘What’s Education Foundation
Driving Change to Stay Ahead of The Curve for Internal (YPIA)
Auditors in The Coming Years?’
Pelatihan SAK For Executive 11 Desember 2025 Ikatan Akuntan
SAK Training for Executives December 11, 2025 Indonesia (IAI)
Indonesian
Accountants
Association (IAI)
Fibria Indriati Anggota Jenjang Kualifikasi 5 Bidang Pasar Modal Subbidang 05 Juli 2025 The Indonesia Capital
Dwi Liestiawati Member Manajemen Risiko July 5, 2025 Market Institute
Qualification Level 5 Capital Market Field, Risk (TICMI)
Management Subfield
Workshop Implementasi Internal Control Over Financial 07 Mei 2025 The Institute of
Reporting (ICOFR) May 7, 2025 Internal Auditors
Workshop on the Implementation of Internal Control Indonesia (IIA)
Over Financial Reporting (ICOFR)
Pelatihan Implementasi GRC dan Sertifikasi CGRCEO 19 Agustus 2025 CRMS Indonesia
Training on GRC Implementation and CGRCEO August 19, 2025 (Center for Risk
Certification Management
Studies)
Professional Recognition Program PRP) for Qualified 03 Oktober 2025 Yayasan Pendidikan
Internal Auditor QIA October 3, 2025 Internal Audit (YPIA)
Internal Audit
Education Foundation
(YPIA)
Certified Governance Oversight Professional (CGOP) 06 November 2025 CRMS Indonesia
November 6, 2025 (Center for Risk
Management
Studies)
Seminar Nasional Internal Audit (SNIA) 2025 “Whatʼs 03 Desember 2025 Yayasan Pendidikan
Driving Change to Stay Ahead of The Curve for Internal December 3, 2025 Internal Audit (YPIA)
Auditors in The Coming Years?ˮ Internal Audit
National Internal Audit Seminar (SNIA) 2025 ‘What’s Education Foundation
Driving Change to Stay Ahead of The Curve for Internal (YPIA)
Auditors in The Coming Years?’
Pelatihan SAK For Executive 11 Desember 2025 Ikatan Akuntan
SAK Training for Executives December 11, 2025 Indonesia (IAI)
Indonesian
Accountants
Association (IAI)
*) Resmi menjabat sebagai Ketua Komite Audit per 19 Januari 2026.
**) Berakhir menjabat sebagai ketua komite audit sebagaimana telah berakhirnya masa jabatan sebagai komisaris independen.
***) Resmi menjabat sebagai Anggota Komite Audit per 19 Januari 2026.
*) Officially appointed as Chair of the Audit Committee as of January 19, 2026.
**) Term as Chair of the Audit Committee ended upon expiry of term as independent commissioner.
***) Officially appointed as Member of the Audit Committee as of January 19, 2026.
186 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 187
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pengembangan Kompetensi Komite Nominasi dan Remunerasi
Nomination and Remuneration Committee Competency Development
Tabel Pengembangan Kompetensi Komite Nominasi dan Remunerasi
Table of the Nomination and Remuneration Committee Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Ketua
Nachrowi Ramli
Chairman Dapat dilihat pada pembahasan Pengembangan Kompetensi Dewan Komisaris
Anggota Disclosed in Board of Commissioners Competency Development Section
Juri Ardiantoro
Member
Partoyo Anggota Seminar aplikasi Regulatory Compliance System (RCS) 29 September 2025 PT BSI
Member Seminar on Regulatory Compliance System (RCS) September 29, 2025
applications
Certified Governance Oversight Professional (CGOP) 06 November 2025 CRMS Indonesia
November 6, 2025 (Center for Risk
Management
Studies)
Fariz Alnizar Anggota Seminar aplikasi Regulatory Compliance System (RCS) 29 September 2025 PT BSI
Member Seminar on Regulatory Compliance System (RCS) September 29, 2025
applications
Certified Governance Oversight Professional (CGOP) 06 November 2025 CRMS Indonesia
November 6, 2025 (Center for Risk
Management
Studies)
Pengembangan Kompetensi Komite Pemantau Risiko dan Hukum
Risk Monitoring and Legal Committee Competency Development
Tabel Pengembangan Kompetensi Komite Pemantau Risiko dan Hukum
Table of the Risk Monitoring and Legal Committee Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Syamsul Bachri Ketua
Yusuf Chairman Dapat dilihat pada pembahasan Pengembangan Kompetensi Dewan Komisaris
Asrorun Ni’am Anggota Available in the Board of Commissioners Competency Development section
Sholeh Member
Mustolih Siradj Anggota Seminar aplikasi Regulatory Compliance System (RCS) 29 September 2025 PT BSI
Member Seminar on Regulatory Compliance System (RCS) September 29, 2025
applications
Certified Governance Oversight Professional (CGOP) 06 November 2025 CRMS Indonesia
November 6, 2025 (Center for Risk
Management
Studies)
Erick Anggota Certified Governance Oversight Professional (CGOP) 06 November 2025 CRMS Indonesia
Member November 6, 2025 (Center for Risk
Management
Studies)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 187
Page 188
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Pengembangan Kompetensi Komite Tata Kelola Terintegrasi
Integrated Governance Committee Competency Development
Tabel Pengembangan Kompetensi Komite Tata Kelola Terintegrasi
Table of the Integrated Governance Committee Competency Development
Waktu
Nama Materi Pengembangan Kompetensi/
Jabatan Pelaksanaan Penyelenggara
Name Pelatihan
Position Implementation Organizer
Subject of Competency Development/Training
Date
Juri Ardiantoro Ketua
Chairman
Syamsul Bachri Anggota
Yusuf Member
Nachrowi Ramli Anggota
Member Dapat dilihat pada pembahasan Pengembangan Kompetensi Dewan Komisaris
Rudi Anggota Available in the Board of Commissioners Competency Development section
Antariksawan Member
Asrorun Ni’am Anggota
Sholeh Member
Tedi Kurniawan Anggota
Member
Aldrin Maulana Anggota BSE_Program Business Essential Batch IV Mid 10 Januari 2025 BUMN School of
Member Offline Program Business Essential 2025_Strategic January 10, 2025 Excellence (BSE)
Management
Jasa Marga Executive Summit 2025 06 Februari 2025 • Koeshartanto
February 6, 2025 Koeswiranto -
KTalents Asia
• Panji Wasmana -
Microsoft Indonesia
• Dr. Ir. Waluyo MM
- Anggota Komite
Akreditasi Nasional |
National Accreditation
Committee Member
[Directorship] Pengenalan Strategis Merger & 10 Maret 2025 PT Prima Wahana
Acquisition March 10, 2025 Caraka (PWC)
[Directorship] Strategic Introduction to Mergers &
Acquisitions
Perempuan dalam Kepemimpinan: Dari Inspirasi ke 11 Maret 2025 • FM Venusiana R -
Aksi March 11, 2025 Direktur Enterprise
Women in Leadership: From Inspiration to Action & Business Service
PT Telkom Indonesia |
Director of Enterprise
& Business Service at
PT Telkom Indonesia
• Dwi Yuliawati Faiz -
Head of Programmes
UN Women Indonesia
Kick Off dan Workshop "Desain dan Implementasi 14 April 2025 Ernst & Young
Internal Control over Financial Reporting (ICOFR) April 14, 2025
PT Jasa Marga (Persero) Tbk"
“Design and Implementation of Internal Control over
Financial Reporting (ICOFR) PT Jasa Marga (Persero)
Tbk” Kick Off and Workshop
Kartiniʼs Legacy: Langkah Perempuan Sebagai 28 April 2025 Retno Marsudi -
Change Agents di Era Modern April 28, 2025 Menteri Luar Negeri RI
Kartini's Legacy: Women as Agents of Change in the (2014-2024) | Former
Modern Era Minister of Foreign
Affairs of the Republic
of Indonesia (2014-
2024)
BSE Masterclass "Global Trade Tensions: Turning 28 Mei 2025 BUMN School of
Crisis into Opportunity" May 28, 2025 Excellence (BSE)
Workshop Business Acumen dan Strategic 18 Juni 2025 PT Prasetiya Mulya ELI
Innovation Batch 2 June 18, 2025
Business Acumen and Strategic Innovation
Workshop Batch 2
188 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 189
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Tata Kelola Terintegrasi
Table of the Integrated Governance Committee Competency Development
Waktu
Nama Materi Pengembangan Kompetensi/
Jabatan Pelaksanaan Penyelenggara
Name Pelatihan
Position Implementation Organizer
Subject of Competency Development/Training
Date
Aldrin Maulana Anggota Proposal Presentation Business Acumen dan 10 Juli 2025 PT Prasetiya Mulya ELI
Member Strategic Innovation Batch 2 July 10, 2025
Business Acumen and Strategic Innovation Proposal
Presentation Batch 2
Business Acumen dan Strategic Innovation Batch 2 28 Juli 2025 PT Prasetiya Mulya ELI
Online Coaching July 28, 2025
Business Acumen and Strategic Innovation Batch 2:
Online Coaching
Coaching with Expert: Business Acumen dan 26 Agustus 2025 PT Jasa Marga
Strategic Innovation Batch 2 August 26, 2025 (Persero) Tbk
Coaching with Experts: Business Acumen and
Strategic Innovation Batch 2
Sharing Session Proses Pelaksanaan Konstruksi 22 September 2025 PT Jasa Marga
Jalan Tol September 22, 2025 (Persero) Tbk
Sharing Session on the Highway Construction
Implementation Process
Seminar aplikasi regulatory compliance system 29 September 2025 PT BSI
Regulatory compliance system application seminar September 29, 2025
Business Acumen dan Strategic Innovation Grand 01 Oktober 2025 PT Jasa Marga
Final Presentation October 1, 2025 (Persero) Tbk
Business Acumen and Strategic Innovation Grand
Final Presentation
[Program Cornell] International Executive 02 Oktober 2025 Cornell University
Development Program - Strategic Human Resources October, 2025
Leadership
[Cornell Program] International Executive
Development Program - Strategic Human Resources
Leadership
Workshop Jasa Marga Sustainability & 10 November 2025 • Tommy Tjokro -
Communication Summit 2025 November 10, 2025 Founder SEPIKUL
Jasa Marga Sustainability & Communication Summit Indonesia
2025 Workshop • Maria Dian Nurani,
ST, MSi, SEP, ACPH -
CSR & Sustainability
Management Expert
Workshop Demo Teknologi Pemadatan Cerdas 11 Desember 2025 PT Jasa Marga
(Intelligent Compaction) December 11, 2025 (Persero) Tbk
Intelligent Compaction Technology Demo Workshop
Training User Aplikasi Regulatory Compliance 12 Desember 2025 Hukum Online
System (RCS) December 12, 2025
Regulatory Compliance System (RCS) Application
User Training
Legal Summit: Peringatan Hakordia dan Seminar 15 Desember 2025 • Yudi Purnomo
Dampak UU KUHAP "Penegakan Tindak Pidana December 15, 2025 Harahap - Penyidik
Korupsi Ditinjau dari Prinsip Bussiness Judgement KPK | KPK
Rule dan Pedoman Strategis Bagi Korporasi dalam Investigator
Menghadapi Implementasi UU KUHAP • M. Agus Salim -
Legal Summit: Hakordia Commemoration and Hakim Ad-Hoc Tindak
Seminar on the Impact of the Criminal Procedure Pidana Korupsi |
Code "Enforcement of Corruption Crimes Reviewed Ad-Hoc Judge for
from the Business Judgment Rule Principle and Corruption Crimes
Strategic Guidelines for Corporations in Facing the • Bobby R. Manalu
Implementation of the Criminal Procedure Code - Siregar Setiawan
Manalu Partnership
Infrastructure Outlook 2026 Trends, Risks, and 22 Desember 2025 SBM ITB
Opportunities December 22, 2025
George I.M.P. Anggota BSE_PROGRAM BUSINESS ESSENTIAL BATCH IV 10 Januari 2025 BUMN School of
Manurung Member MID OFFLINE PROGRAM BUSINESS ESSENTIAL January 10, 2025 Excellence (BSE)
2025_Strategic Management
Towards Sustainable Future: Bank Mandiriʼs 14 Januari 2025 PT Bank Mandiri
Commitment to Positive Change January 14, 2025 (Persero) Tbk
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 189
Page 190
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Tata Kelola Terintegrasi
Table of the Integrated Governance Committee Competency Development
Waktu
Nama Materi Pengembangan Kompetensi/
Jabatan Pelaksanaan Penyelenggara
Name Pelatihan
Position Implementation Organizer
Subject of Competency Development/Training
Date
George I.M.P. Anggota Jasa Marga Executive Summit 2025 06 Februari 2025 • Koeshartanto
Manurung Member February 6, 2025 Koeswiranto -
KTalents Asia
• Panji Wasmana -
Microsoft Indonesia
• Dr. Ir. Waluyo MM
- Anggota Komite
Akreditasi Nasional |
National Accreditation
Committee Member
Pelatihan Pengisian dan Pelaporan SPT Orang Pribadi 19 Februari 2025 PT Ortax
Karyawan PT Jasa Marga (Persero) Tbk February 19, 2025
Training on Filling Out and Reporting Personal Tax
Returns for Employees of PT Jasa Marga (Persero) Tbk
[Directorship] Pengenalan Strategis Merger & 10 Maret 2025 PT Prima Wahana
Acquisition March 10, 2025 Caraka (PWC)
[Directorship] Strategic Introduction to Mergers &
Acquisitions
Webinar Employee Well Being Series_“Smart 20 Maret 2025 Alsi Mega Marsha
Working, Not Overworking: Cara Produktif Tanpa March 20, 2025 Tengker B.A, M. Sc., M.
Harus Burn Out” Psi., (Caca Tengker)
Employee Well-Being Series Webinar: “Smart - Psikolog Klinis &
Working, Not Overworking: How to Be Productive Founder Amanasa
Without Burning Out” Indonesia | Clinical
Psychologist & Founder
of Amanasa Indonesia
Kick Off dan Workshop "Desain dan Implementasi 14 April 2025 Ernst & Young
Internal Control over Financial Reporting (ICOFR) April 14, 2025
PT Jasa Marga (Persero) Tbk"
“Design and Implementation of Internal Control over
Financial Reporting (ICOFR) PT Jasa Marga (Persero)
Tbk” Kick Off and Workshop
Sharing Session Sistem Manjemen Resiko - 17 April 2025 CRMS Indonesia
Resertifikasi QCRO April 17, 2025 (Center for Risk
Risk Management System Sharing Session - QCRO Management Studies)
Recertification
Kartiniʼs Legacy: Langkah Perempuan Sebagai 28 April 2025 Retno Marsudi -
Change Agents di Era Modern April 28, 2025 Menteri Luar Negeri RI
Kartini's Legacy: Women as Agents of Change in the (2014-2024) | Former
Modern Era Minister of Foreign
Affairs of the Republic
of Indonesia (2014-
2024)
Perpanjangan Sertifikasi QCRO Batch 2 05 May 2025 CRMS Indonesia
QCRO Certification Extension Batch 2 May 5, 2025 (Center for Risk
Management Studies)
Workshop Business Acumen dan Strategic 23 Mei 2025 PT Prasetiya Mulya ELI
Innovation May 23, 2025
Business Acumen and Strategic Innovation
Workshop
Proposal Presentation - Pelatihan Business Acumen 17 Juni 2025 Jasa Marga Learning
dan Strategic Innovation June 17, 2025 Institute
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
Business Acumen and Strategic Innovation Batch 1:
Online Coaching
190 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 191
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Tata Kelola Terintegrasi
Table of the Integrated Governance Committee Competency Development
Waktu
Nama Materi Pengembangan Kompetensi/
Jabatan Pelaksanaan Penyelenggara
Name Pelatihan
Position Implementation Organizer
Subject of Competency Development/Training
Date
George I.M.P. Anggota Webinar Project Retrospective I2RI 2025 01 Agustus 2025 Indonesia Infrastructure
Manurung Member "Pengembangan Inovasi Artificial Intelligence (AI) August 1, 2025 Research & Innovation
Pothole Detection System" (I2RI)
I2RI 2025 Project Retrospective Webinar
“Development of Artificial Intelligence (AI) Pothole
Detection System Innovation”
Pelatihan Konsep Dasar dan Pentingnya Sistem 04 Agustus 2025 Agus Doddy S.Kom,
Manajemen Kelangsungan Usaha berdasar ISO August 4, 2025 AMBCI, LA ISO BCMS -
22301:2019 Chairman BCM Forum
Training on the Basic Concepts and Importance of Indonesia & Senior
Business Continuity Management Systems based on Consultant JPM &
ISO 22301:2019 Partners
Pelatihan Toll Road Business Management - Insight 20 Agustus 2025 Himpunan
Talk dengan topik "Menguatkan Pilar Ekonomi Lewat August 20, 2025 Pengembangan Jalan
Infrastruktur: Membangun Bisnis Jalan Tol Tangguh Indonesia (HPJI)
di Masa Volatilitas Perekonomian” Kolaborasi Jasa Indonesian Road
Marga dan HPJI Developers Association
Toll Road Business Management Training - Insight (HPJI)
Talk on the topic "Strengthening Economic Pillars
Through Infrastructure: Building a Resilient Toll
Road Business in Times of Economic Volatility"
Collaboration between Jasa Marga and HPJI
Sharing Session Proses Pelaksanaan Konstruksi 22 September 2025 PT Jasa Marga
Jalan Tol September 22, 2025 (Persero) Tbk
Sharing Session on the Highway Construction
Implementation Process
Seminar aplikasi regulatory compliance system 29 September 2025 Hukum Online
Regulatory compliance system application seminar September 29, 2025
Business Acumen dan Strategic Innovation Grand 01 Oktober 2025 Jasa Marga Learning
Final Presentation October 1, 2025 Institute
Business Acumen and Strategic Innovation Grand
Final Presentation
Sharing Session Innovation 2025 10 Oktober 2025 PT Jasa Marga
October 10, 2025 (Persero) Tbk
Seminar HPJI 2025_Solusi Holistik Geoteknik untuk 23 Oktober 2025 Himpunan
Infrastruktur Jalan Tangguh dan Berkelanjutan October 23, 2025 Pengembangan Jalan
HPJI Seminar 2025_Holistic Geotechnical Solutions Indonesia (HPJI)
for Resilient and Sustainable Road Infrastructure Indonesian Road
Developers Association
(HPJI)
Workshop Jasa Marga Sustainability & 10 November 2025 • Tommy Tjokro -
Communication Summit 2025 November 10, 2025 Founder SEPIKUL
Jasa Marga Sustainability & Communication Summit Indonesia
2025 Workshop • Maria Dian Nurani,
ST, MSi, SEP, ACPH -
CSR & Sustainability
Management Expert
Workshop Demo Teknologi Pemadatan Cerdas 11 Desember 2025 PT Jasa Marga
(Intelligent Compaction) December 11, 2025 (Persero) Tbk
Intelligent Compaction Technology Demo Workshop
Training User Aplikasi Regulatory Compliance 12 Desember 2025 Hukum Online
System (RCS) December 12, 2025
Regulatory Compliance System (RCS) Application
User Training
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 191
Page 192
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Tata Kelola Terintegrasi
Table of the Integrated Governance Committee Competency Development
Waktu
Nama Materi Pengembangan Kompetensi/
Jabatan Pelaksanaan Penyelenggara
Name Pelatihan
Position Implementation Organizer
Subject of Competency Development/Training
Date
George I.M.P. Anggota Legal Summit: Peringatan Hakordia dan Seminar 15 Desember 2025 • Yudi Purnomo
Manurung Member Dampak UU KUHAP "Penegakan Tindak Pidana December 15, 2025 Harahap - Penyidik
Korupsi Ditinjau dari Prinsip Bussiness Judgement KPK | KPK
Rule dan Pedoman Strategis Bagi Korporasi dalam Investigator
Menghadapi Implementasi UU KUHAP • M. Agus Salim -
Legal Summit: Hakordia Commemoration and Hakim Ad-Hoc
Seminar on the Impact of the Criminal Procedure Tindak Pidana
Code "Enforcement of Corruption Crimes Reviewed Korupsi | Ad-Hoc
from the Business Judgment Rule Principle and Judge for Corruption
Strategic Guidelines for Corporations in Facing the Crimes
Implementation of the Criminal Procedure Code • Bobby R. Manalu
- Siregar Setiawan
Manalu Partnership
Infrastructure Outlook 2026 Trends, Risks, and 22 Desember 2025 SBM ITB
Opportunities December 22, 2025
Lisye Octaviana Anggota Pelatihan & Sertifikasi CSRS (Certified Sustainability 21 Januari 2025 Jasa Marga Learning
Member Reporting Specialist) January 21, 2025 Institute
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
Elevating Excellence: Sustainable Futures Through
Innovation [Business Directorate Coordination
Meeting]
Jasa Marga Executive Summit 2025 06 Februari 2025 • Koeshartanto
February 6, 2025 Koeswiranto -
KTalents Asia
• Panji Wasmana -
Microsoft Indonesia
• Dr. Ir. Waluyo MM
- Anggota Komite
Akreditasi Nasional |
National Accreditation
Committee Member
Program EWB Srikandi: "Edukasi & Bantuan Program 14 Februari 2025 Srikandi JM
Stunting, Ibu Hamil dan Posyandu" February 14, 2025
EWB Srikandi Program: “Education & Assistance
for Stunting, Pregnant Women, and Posyandu
Programs”
Workshop Jasa Marga Communication Summit 2025 21 Februari 2025 • Neneg Herbawati
Day 2 February 21, 2025 - Founder dan
Jasa Marga Communication Summit 2025 Workshop CEO IGICO Public
(Day 2) Affairs Advisory |
Founder and CEO of
IGICO Public Affairs
Advisory
• Fardila Astari
Rachmilliza -
Communication
Strategist di
Reputasia/Vice
Secretary General
Perhumas |
Communication
Strategist at
Reputasia/Vice
Secretary General
Perhumas
• Iwet Ramadhan -
Broadcaster
[Directorship] Pengenalan Strategis Merger & 10 Maret 2025 PT Prima Wahana
Acquisition March 10, 2025 Caraka (PWC)
[Directorship] Strategic Introduction to Mergers &
Acquisitions
192 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 193
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Tata Kelola Terintegrasi
Table of the Integrated Governance Committee Competency Development
Waktu
Nama Materi Pengembangan Kompetensi/
Jabatan Pelaksanaan Penyelenggara
Name Pelatihan
Position Implementation Organizer
Subject of Competency Development/Training
Date
Lisye Octaviana Anggota Webinar Employee Well Being Series_“Smart 20 Maret 2025 Alsi Mega Marsha
Member Working, Not Overworking: Cara Produktif Tanpa March 20, 2025 Tengker B.A, M. Sc., M.
Harus Burn Out” Psi., (Caca Tengker)
Employee Well-Being Series Webinar: “Smart - Psikolog Klinis &
Working, Not Overworking: How to Be Productive Founder Amanasa
Without Burning Out” Indonesia | Clinical
Psychologist & Founder
of Amanasa Indonesia
Kick Off dan Workshop "Desain dan Implementasi 14 April 2025 Ernst & Young
Internal Control over Financial Reporting (ICOFR) April 14, 2025
PT Jasa Marga (Persero) Tbk"
“Design and Implementation of Internal Control over
Financial Reporting (ICOFR) PT Jasa Marga (Persero)
Tbk” Kick Off and Workshop
BSE Masterclass "Global Trade Tensions: Turning 28 Mei 2025 BUMN School of
Crisis into Opportunity" May 28, 2025 Excellence (BSE)
Webinar Employee Wellbeing (Mental Health) 13 Juni 2025 Dessy Ilsanti, M.Psi. -
Growing Beyond Insecurity: Menjadi Cerdas June 13, 2025 Psikolog Klinis | Clinical
Emosional di Tempat Kerja Psychologist
Employee Wellbeing (Mental Health) Webinar
Growing Beyond Insecurity: Becoming Emotionally
Intelligent in the Workplace
Workshop Business Acumen dan Strategic 18 Juni 2025 PT Prasetiya Mulya ELI
Innovation Batch 2 June 18, 2025
Business Acumen and Strategic Innovation
Workshop Batch 2
Proposal Presentation Business Acumen dan 10 Juli 2025 PT Prasetiya Mulya ELI
Strategic Innovation Batch 2 July 10, 2025
Business Acumen and Strategic Innovation Proposal
Presentation Batch 2
Business Acumen dan Strategic Innovation Batch 2 28 Juli 2025 PT Prasetiya Mulya ELI
Online Coaching July 28, 2025
Business Acumen and Strategic Innovation Batch 2:
Online Coaching
Pelatihan Toll Road Business Management - Insight 20 Agustus 2025 Himpunan
Talk dengan topik "Menguatkan Pilar Ekonomi Lewat August 20, 2025 Pengembangan Jalan
Infrastruktur: Membangun Bisnis Jalan Tol Tangguh Indonesia (HPJI)
di Masa Volatilitas Perekonomian” Kolaborasi Jasa Indonesian Road
Marga dan HPJI Developers Association
Toll Road Business Management Training - Insight (HPJI)
Talk on the topic "Strengthening Economic Pillars
Through Infrastructure: Building a Resilient Toll
Road Business in Times of Economic Volatility"
Collaboration between Jasa Marga and HPJI
Coaching with Expert: Business Acumen dan 25 Agustus 2025 PT Jasa Marga
Strategic Innovation Batch 2 August 25, 2025 (Persero) Tbk
Coaching with Expert: Business Acumen and
Strategic Innovation Batch 2
Seminar aplikasi regulatory compliance system 29 September 2025 Hukum Online
Regulatory compliance system application seminar September 29, 2025
[Program Cornell] International Executive 02 Oktober 2025 Cornell University
Development Program - Strategic Human Resources October, 2025
Leadership
[Cornell Program] International Executive
Development Program - Strategic Human Resources
Leadership
Markplus Conference 2026 "Lean & Agile: Al And 11 Desember 2025 Markplus
China In Focus" December 11, 2025
Training User Aplikasi Regulatory Compliance 12 Desember 2025 Hukum Online
System (RCS) December 12, 2025
Regulatory Compliance System (RCS) Application
User Training
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 193
Page 194
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Tata Kelola Terintegrasi
Table of the Integrated Governance Committee Competency Development
Waktu
Nama Materi Pengembangan Kompetensi/
Jabatan Pelaksanaan Penyelenggara
Name Pelatihan
Position Implementation Organizer
Subject of Competency Development/Training
Date
Lisye Octaviana Anggota Legal Summit: Peringatan Hakordia dan Seminar 15 Desember 2025 • Yudi Purnomo
Member Dampak UU KUHAP "Penegakan Tindak Pidana December 15, 2025 Harahap - Penyidik
Korupsi Ditinjau dari Prinsip Bussiness Judgement KPK | KPK
Rule dan Pedoman Strategis Bagi Korporasi dalam Investigator
Menghadapi Implementasi UU KUHAP • M. Agus Salim -
Legal Summit: Hakordia Commemoration and Hakim Ad-Hoc Tindak
Seminar on the Impact of the Criminal Procedure Pidana Korupsi |
Code "Enforcement of Corruption Crimes Reviewed Ad-Hoc Judge for
from the Business Judgment Rule Principle and Corruption Crimes
Strategic Guidelines for Corporations in Facing the • Bobby R. Manalu
Implementation of the Criminal Procedure Code - Siregar Setiawan
Manalu Partnership
Tyas Pramoda Anggota Jasa Marga Executive Summit 2025 06 Februari 2025 • Koeshartanto
Wardhani Member February 6, 2025 Koeswiranto -
KTalents Asia
• Panji Wasmana -
Microsoft Indonesia
• Dr. Ir. Waluyo MM
- Anggota Komite
Akreditasi Nasional |
National Accreditation
Committee Member
JM Talk Operational Services: Tollroad Preservation 14 Februari 2025 PT Jasa Marga
Improvement through the Implementation of Slope February 14, 2025 (Persero) Tbk
Management System
[Directorship] Pengenalan Strategis Merger & 10 Maret 2025 PT Prima Wahana
Acquisition March 10, 2025 Caraka (PWC)
[Directorship] Strategic Introduction to Mergers &
Acquisitions
Kick Off dan Workshop "Desain dan Implementasi 14 April 2025 Ernst & Young
Internal Control over Financial Reporting (ICOFR) April 14, 2025
PT Jasa Marga (Persero) Tbk"
“Design and Implementation of Internal Control over
Financial Reporting (ICOFR) PT Jasa Marga (Persero)
Tbk” Kick Off and Workshop
Kartiniʼs Legacy: Langkah Perempuan Sebagai 28 April 2025 Retno Marsudi -
Change Agents di Era Modern April 28, 2025 Menteri Luar Negeri RI
Kartini's Legacy: Women as Agents of Change in the (2014-2024) | Former
Modern Era Minister of Foreign
Affairs of the Republic of
Indonesia (2014-2024)
Workshop Business Acumen dan Strategic 23 Mei 2025 PT Prasetiya Mulya ELI
Innovation May 23, 2025
Business Acumen and Strategic Innovation
Workshop
BSE Masterclass "Global Trade Tensions: Turning 28 Mei 2025 BUMN School of
Crisis into Opportunity" May 28, 2025 Excellence (BSE)
Proposal Presentation - Pelatihan Business Acumen 17 Juni 2025 Jasa Marga Learning
dan Strategic Innovation June 17, 2025 Institute
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
Business Acumen and Strategic Innovation Batch 1:
Online Coaching
194 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 195
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Tata Kelola Terintegrasi
Table of the Integrated Governance Committee Competency Development
Waktu
Nama Materi Pengembangan Kompetensi/
Jabatan Pelaksanaan Penyelenggara
Name Pelatihan
Position Implementation Organizer
Subject of Competency Development/Training
Date
Tyas Pramoda Anggota Pelatihan Toll Road Business Management - Insight 20 Agustus 2025 Himpunan
Wardhani Member Talk dengan topik "Menguatkan Pilar Ekonomi Lewat August 20, 2025 Pengembangan Jalan
Infrastruktur: Membangun Bisnis Jalan Tol Tangguh Indonesia (HPJI)
di Masa Volatilitas Perekonomian” Kolaborasi Jasa Indonesian Road
Marga dan HPJI Developers Association
Toll Road Business Management Training - Insight (HPJI)
Talk on the topic "Strengthening Economic Pillars
Through Infrastructure: Building a Resilient Toll
Road Business in Times of Economic Volatility"
Collaboration between Jasa Marga and HPJI
International Conference on Urban Infrastructure 08 September 2025 Universitas Katolik
Development ICUID 2025 September 8, 2025 Parahyangan
Parahyangan Catholic
University
Seminar aplikasi regulatory compliance system 29 September 2025 Hukum Online
Regulatory compliance system application seminar September 29, 2025
Business Acumen dan Strategic Innovation Grand 01 Oktober 2025 Jasa Marga Learning
Final Presentation October 1, 2025 Institute
Business Acumen and Strategic Innovation Grand
Final Presentation
[Program Cornell] International Executive 02 Oktober 2025 Cornell University
Development Program - Strategic Human Resources October, 2025
Leadership
[Cornell Program] International Executive
Development Program - Strategic Human Resources
Leadership
Workshop Jasa Marga Sustainability & 10 November 2025 • Tommy Tjokro -
Communication Summit 2025 November 10, 2025 Founder SEPIKUL
Jasa Marga Sustainability & Communication Summit Indonesia
2025 Workshop • Maria Dian Nurani,
ST, MSi, SEP, ACPH -
CSR & Sustainability
Management Expert
Workshop Demo Teknologi Pemadatan Cerdas 11 Desember 2025 Hukum Online
(Intelligent Compaction) December 11, 2025
Intelligent Compaction Technology Demo Workshop
Widiyatmiko Anggota Jasa Marga Executive Summit 2025 06 Februari 2025 • Koeshartanto
Nursejati Member February 6, 2025 Koeswiranto -
KTalents Asia
• Panji Wasmana -
Microsoft Indonesia
• Dr. Ir. Waluyo
MM - Anggota
Komite Akreditasi
Nasional | National
Accreditation
Committee Member
JM Talk Operational Services: Tollroad Preservation 14 Februari 2025 PT Jasa Marga
Improvement through the Implementation of Slope February 14, 2025 (Persero) Tbk
Management System
Pelatihan Pengisian dan Pelaporan SPT Orang 19 Februari 2025 PT Ortax
Pribadi Karyawan PT Jasa Marga (Persero) Tbk February 19, 2025
Training on Filling Out and Reporting Personal Tax
Returns for Employees of PT Jasa Marga (Persero)
Tbk
Coaching with Expert: Business Acumen dan 26 Agustus 2025 PT Jasa Marga
Strategic Innovation Batch 2 August 26, 2025 (Persero) Tbk
Coaching with Experts: Business Acumen and
Strategic Innovation Batch 2
Seminar aplikasi regulatory compliance system 29 September 2025 Hukum Online
Regulatory compliance system application seminar September 29, 2025
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 195
Page 196
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Tata Kelola Terintegrasi
Table of the Integrated Governance Committee Competency Development
Waktu
Nama Materi Pengembangan Kompetensi/
Jabatan Pelaksanaan Penyelenggara
Name Pelatihan
Position Implementation Organizer
Subject of Competency Development/Training
Date
Widiyatmiko Anggota Leveraging Digital Innovation to Amplify Customer 30 September 2025 Didiek Hartantyo
Nursejati Member Experience September 30, 2025 - Direktur Utama
PT Kereta Api Indonesia
(Persero) | Director of
PT Kereta Api Indonesia
(Persero)
Workshop Jasa Marga Sustainability & 10 November 2025 • Tommy Tjokro -
Communication Summit 2025 November 10, 2025 Founder SEPIKUL
Jasa Marga Sustainability & Communication Summit Indonesia
2025 Workshop • Maria Dian Nurani,
ST, MSi, SEP, ACPH -
CSR & Sustainability
Management Expert
JM-TALK Business Support Series: Employee 12 November 2025 Dr. Maharsi
Engagement Survey - Bekerja Sepenuh Hati, November 12, 2025 Anindyajati, M.Psi.,
Berdampak Memberi Arti Psikolog – Practitioner
JM-TALK Business Support Series: Employee | Psychologist –
Engagement Survey - Working Wholeheartedly, Practitioner
Making a Meaningful Impact
Workshop Demo Teknologi Pemadatan Cerdas 11 Desember 2025 Hukum Online
(Intelligent Compaction) December 11, 2025
Intelligent Compaction Technology Demo Workshop
Legal Summit: Peringatan Hakordia dan Seminar 15 Desember 2025 • Yudi Purnomo
Dampak UU KUHAP "Penegakan Tindak Pidana December 15, 2025 Harahap - Penyidik
Korupsi Ditinjau dari Prinsip Bussiness Judgement KPK | KPK
Rule dan Pedoman Strategis Bagi Korporasi dalam Investigator
Menghadapi Implementasi UU KUHAP • M. Agus Salim -
Legal Summit: Hakordia Commemoration and Hakim Ad-Hoc Tindak
Seminar on the Impact of the Criminal Procedure Pidana Korupsi |
Code "Enforcement of Corruption Crimes Reviewed Ad-Hoc Judge for
from the Business Judgment Rule Principle and Corruption Crimes
Strategic Guidelines for Corporations in Facing the • Bobby R. Manalu
Implementation of the Criminal Procedure Code - Siregar Setiawan
Manalu Partnership
Truly Anggota Webinar: Visual Interactive BIM Experience 24 Juni 2025 Jasa Marga Learning
Nawangsasi Member June 24, 2025 Institute
Knowledge Sharing Forum (KSF) terkait 07 November 2025 Kementerian PUPR
Pemeriksaan dan Pemeliharaan Terowongan MRT November 7, 2025 Ministry of PUPR
Jakarta
Knowledge Sharing Forum (KSF) on Inspection and
Maintenance of Jakarta MRT Tunnels
Town Hall Meeting Jasa Marga Group: Launching 20 November 2025 PT Jasa Marga
Budaya Kerja JSMR MOVE November 20, 2025 (Persero) Tbk
Jasa Marga Group Town Hall Meeting: Launching the
JSMR MOVE Work Culture
Webinar Series BK Sipil PII: Pembiayaan Kreatif 29 November 2025 PII
Penyediaan Infrastruktur "Pembiayaan Infrastruktur November 29, 2025
Jalan Tol di Indonesia"
PII Civil Engineering Webinar Series: Creative
Financing for Infrastructure Provision “Toll Road
Infrastructure Financing in Indonesia”
Legal Summit: Peringatan Hakordia dan Seminar 15 Desember 2025 • Yudi Purnomo
Dampak UU KUHAP "Penegakan Tindak Pidana December 15, 2025 Harahap - Penyidik
Korupsi Ditinjau dari Prinsip Bussiness Judgement KPK | KPK
Rule dan Pedoman Strategis Bagi Korporasi dalam Investigator
Menghadapi Implementasi UU KUHAP • M. Agus Salim -
Legal Summit: Hakordia Commemoration and Hakim Ad-Hoc Tindak
Seminar on the Impact of the Criminal Procedure Pidana Korupsi |
Code "Enforcement of Corruption Crimes Reviewed Ad-Hoc Judge for
from the Business Judgment Rule Principle and Corruption Crimes
Strategic Guidelines for Corporations in Facing the • Bobby R. Manalu
Implementation of the Criminal Procedure Code - Siregar Setiawan
Manalu Partnership
196 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 197
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Tata Kelola Terintegrasi
Table of the Integrated Governance Committee Competency Development
Waktu
Nama Materi Pengembangan Kompetensi/
Jabatan Pelaksanaan Penyelenggara
Name Pelatihan
Position Implementation Organizer
Subject of Competency Development/Training
Date
Truly Anggota Infrastructure Outlook 2026 Trends, Risks, and 22 Desember 2025 SBM ITB
Nawangsasi Member Opportunities December 22, 2025
JB Satya Anggota Sharing Session terkait Tindak Lanjut Penanganan 19 September 2025 Jasa Marga Learning
Sananugraha Member Aksi Unjuk Rasa Ruas Cawang – Tomang – Pluit September 19, 2025 Institute
(Dalam Kota)
Sharing Session on Follow-up Actions to Handle
Protests in the Cawang – Tomang – Pluit Area (Inner
City)
Knowledge Sharing Forum (KSF) terkait 07 November 2025 Kementerian PUPR
Pemeriksaan dan Pemeliharaan Terowongan MRT November 7, 2025 Ministry of PUPR
Jakarta
Knowledge Sharing Forum (KSF) on Inspection and
Maintenance of Jakarta MRT Tunnels
Webinar Series BK Sipil PII: Pembiayaan Kreatif 29 November 2025 PII
Penyediaan Infrastruktur " Pembiayaan Infrastruktur November 29, 2025
Jalan Tol di Indonesia"
PII Civil Engineering Webinar Series: Creative
Financing for Infrastructure Provision “Toll Road
Infrastructure Financing in Indonesia”
Legal Summit: Peringatan Hakordia dan Seminar 15 Desember 2025 • Yudi Purnomo
Dampak UU KUHAP "Penegakan Tindak Pidana December 15, 2025 Harahap - Penyidik
Korupsi Ditinjau dari Prinsip Bussiness Judgement KPK | KPK
Rule dan Pedoman Strategis Bagi Korporasi dalam Investigator
Menghadapi Implementasi UU KUHAP • M. Agus Salim -
Legal Summit: Hakordia Commemoration and Hakim Ad-Hoc Tindak
Seminar on the Impact of the Criminal Procedure Pidana Korupsi |
Code "Enforcement of Corruption Crimes Reviewed Ad-Hoc Judge for
from the Business Judgment Rule Principle and Corruption Crimes
Strategic Guidelines for Corporations in Facing the • Bobby R. Manalu
Implementation of the Criminal Procedure Code - Siregar Setiawan
Manalu Partnership
Agung Prabowo Anggota Seminar Bulan K3 Nasional Tahun 2025 PT Jasa 10 Februari 2025 dr. Andhika Raspati,
Member Marga (Persero) Tbk February 10, 2025 SpKO
National OHS Month Seminar of 2025 in PT Jasa
Marga (Persero) Tbk
KSF Pengujian Pondasi 04 September 2025 Himpunan
KSF on Foundation Testing September 4, 2025 Pengembangan Jalan
Indonesia (HPJI)
Indonesian Road
Developers Association
(HPJI)
Seminar HPJI 2025_Solusi Holistik Geoteknik untuk 23 Oktober 2025 Himpunan
Infrastruktur Jalan Tangguh dan Berkelanjutan October 23, 2025 Pengembangan Jalan
HPJI Seminar 2025_Holistic Geotechnical Solutions Indonesia (HPJI)
for Resilient and Sustainable Road Infrastructure Indonesian Road
Developers Association
(HPJI)
Knowledge Sharing Forum (KSF) terkait 07 November 2025 Kementerian PUPR
Pemeriksaan dan Pemeliharaan Terowongan MRT November 7, 2025 Ministry of PUPR
Jakarta
Knowledge Sharing Forum (KSF) on Inspection and
Maintenance of Jakarta MRT Tunnels
Webinar Series BK Sipil PII: Pembiayaan Kreatif 29 November 2025 PII
Penyediaan Infrastruktur " Pembiayaan Infrastruktur November 29, 2025
Jalan Tol di Indonesia"
PII Civil Engineering Webinar Series: Creative
Financing for Infrastructure Provision “Toll Road
Infrastructure Financing in Indonesia”
Infrastructure Outlook 2026 Trends, Risks, and 22 Desember 2025 SBM ITB
Opportunities December 22, 2025
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 197
Page 198
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Tata Kelola Terintegrasi
Table of the Integrated Governance Committee Competency Development
Waktu
Nama Materi Pengembangan Kompetensi/
Jabatan Pelaksanaan Penyelenggara
Name Pelatihan
Position Implementation Organizer
Subject of Competency Development/Training
Date
Pande Ketut Anggota Webinar: Visual Interactive BIM Experience 24 Juni 2025 Jasa Marga Learning
Gede Karmawan Member June 24, 2025 Institute
Seminar HPJI 2025_Solusi Holistik Geoteknik untuk 23 Oktober 2025 Himpunan
Infrastruktur Jalan Tangguh dan Berkelanjutan October 23, 2025 Pengembangan Jalan
HPJI Seminar 2025_Holistic Geotechnical Solutions Indonesia (HPJI)
for Resilient and Sustainable Road Infrastructure Indonesian Road
Developers Association
(HPJI)
Knowledge Sharing Forum (KSF) terkait Pemeriksaan 07 November 2025 Kementerian PUPR
dan Pemeliharaan Terowongan MRT Jakarta November 7, 2025 Ministry of PUPR
Knowledge Sharing Forum (KSF) on Inspection and
Maintenance of Jakarta MRT Tunnels
Legal Summit: Peringatan Hakordia dan Seminar 15 Desember 2025 • Yudi Purnomo
Dampak UU KUHAP "Penegakan Tindak Pidana December 15, 2025 Harahap - Penyidik
Korupsi Ditinjau dari Prinsip Bussiness Judgement KPK | KPK
Rule dan Pedoman Strategis Bagi Korporasi dalam Investigator
Menghadapi Implementasi UU KUHAP • M. Agus Salim -
Legal Summit: Hakordia Commemoration and Hakim Ad-Hoc Tindak
Seminar on the Impact of the Criminal Procedure Pidana Korupsi |
Code "Enforcement of Corruption Crimes Reviewed Ad-Hoc Judge for
from the Business Judgment Rule Principle and Corruption Crimes
Strategic Guidelines for Corporations in Facing the • Bobby R. Manalu
Implementation of the Criminal Procedure Code - Siregar Setiawan
Manalu Partnership
Infrastructure Outlook 2026 Trends, Risks, and 22 Desember 2025 SBM ITB
Opportunities December 22, 2025
Eko Sujianto Anggota Webinar: Visual Interactive BIM Experience 24 Juni 2025 Jasa Marga Learning
Member June 24, 2025 Institute
Knowledge Sharing Forum KSF Long-Span Bridge 19 Agustus 2025 BPSDM Kementerian
Maintenance in Japan August 19, 2025 Pekerjaan Umum
Ministry of Public
Works BPSDM
Knowledge Sharing Forum (KSF) terkait 07 November 2025 Kementerian PUPR
Pemeriksaan dan Pemeliharaan Terowongan MRT November 7, 2025 Ministry of PUPR
Jakarta
Knowledge Sharing Forum (KSF) on Inspection and
Maintenance of Jakarta MRT Tunnels
Learn & Share - Penerapan Hybrid Wind Tree 14 November 2025 Jasa Marga Learning
sebagai Langkah Awal Efisiensi Energi di Jasa Marga November 14, 2025 Institute Group
[I2RI]
Learn & Share - Implementation of Hybrid Wind
Trees as a First Step Toward Energy Efficiency at
Jasa Marga [I2RI]
Webinar Series BK Sipil PII: Pembiayaan Kreatif 29 November 2025 PII
Penyediaan Infrastruktur "Pembiayaan Infrastruktur November 29, 2025
Jalan Tol di Indonesia"
PII Civil Engineering Webinar Series: Creative
Financing for Infrastructure Provision “Toll Road
Infrastructure Financing in Indonesia”
Infrastructure Outlook 2026 Trends, Risks, and 22 Desember 2025 SBM ITB
Opportunities December 22, 2025
Abram Elsajaya Anggota Seminar HPJI 2025_Solusi Holistik Geoteknik untuk 23 Oktober 2025 Himpunan
Barus Member Infrastruktur Jalan Tangguh dan Berkelanjutan October 23, 2025 Pengembangan Jalan
HPJI Seminar 2025_Holistic Geotechnical Solutions Indonesia (HPJI)
for Resilient and Sustainable Road Infrastructure Indonesian Road
Developers Association
(HPJI)
Knowledge Sharing Forum (KSF) terkait Pemeriksaan 07 November 2025 Kementerian PUPR
dan Pemeliharaan Terowongan MRT Jakarta November 7, 2025 Ministry of PUPR
Knowledge Sharing Forum (KSF) on Inspection and
Maintenance of Jakarta MRT Tunnels
198 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 199
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Tata Kelola Terintegrasi
Table of the Integrated Governance Committee Competency Development
Waktu
Nama Materi Pengembangan Kompetensi/
Jabatan Pelaksanaan Penyelenggara
Name Pelatihan
Position Implementation Organizer
Subject of Competency Development/Training
Date
Abram Elsajaya Anggota Webinar Series BK Sipil PII: Pembiayaan Kreatif 29 November 2025 PII
Barus Member Penyediaan Infrastruktur "Pembiayaan Infrastruktur November 29, 2025
Jalan Tol di Indonesia"
PII Civil Engineering Webinar Series: Creative
Financing for Infrastructure Provision “Toll Road
Infrastructure Financing in Indonesia”
Legal Summit: Peringatan Hakordia dan Seminar 15 Desember 2025 • Yudi Purnomo
Dampak UU KUHAP "Penegakan Tindak Pidana December 15, 2025 Harahap - Penyidik
Korupsi Ditinjau dari Prinsip Bussiness Judgement KPK | KPK
Rule dan Pedoman Strategis Bagi Korporasi dalam Investigator
Menghadapi Implementasi UU KUHAP • M. Agus Salim -
Legal Summit: Hakordia Commemoration and Hakim Ad-Hoc Tindak
Seminar on the Impact of the Criminal Procedure Pidana Korupsi |
Code "Enforcement of Corruption Crimes Reviewed Ad-Hoc Judge for
from the Business Judgment Rule Principle and Corruption Crimes
Strategic Guidelines for Corporations in Facing the • Bobby R. Manalu
Implementation of the Criminal Procedure Code - Siregar Setiawan
Manalu Partnership
Infrastructure Outlook 2026 Trends, Risks, and 22 Desember 2025 SBM ITB
Opportunities December 22, 2025
Inonu Ferryanto Anggota Kick Off dan Workshop "Desain dan Implementasi 14 April 2025 Ernst & Young
Member Internal Control over Financial Reporting (ICOFR) April 14, 2025
PT Jasa Marga (Persero) Tbk"
“Design and Implementation of Internal Control over
Financial Reporting (ICOFR) PT Jasa Marga (Persero)
Tbk” Kick Off and Workshop
Seminar HPJI 2025_Solusi Holistik Geoteknik untuk 23 Oktober 2025 Himpunan
Infrastruktur Jalan Tangguh dan Berkelanjutan October 23, 2025 Pengembangan Jalan
HPJI Seminar 2025_Holistic Geotechnical Solutions Indonesia (HPJI)
for Resilient and Sustainable Road Infrastructure Indonesian Road
Developers Association
(HPJI)
Knowledge Sharing Forum (KSF) terkait Pemeriksaan 07 November 2025 Kementerian PUPR
dan Pemeliharaan Terowongan MRT Jakarta November 7, 2025 Ministry of PUPR
Knowledge Sharing Forum (KSF) on Inspection and
Maintenance of Jakarta MRT Tunnels
Learn & Share - Penerapan Hybrid Wind Tree sebagai 14 November 2025 Jasa Marga Learning
Langkah Awal Efisiensi Energi di Jasa Marga [I2RI] November 14, 2025 Institute Group
Learn & Share - Implementation of Hybrid Wind Trees
as a First Step Toward Energy Efficiency at Jasa
Marga [I2RI]
Legal Summit: Peringatan Hakordia dan Seminar 15 Desember 2025 • Yudi Purnomo
Dampak UU KUHAP "Penegakan Tindak Pidana December 15, 2025 Harahap - Penyidik
Korupsi Ditinjau dari Prinsip Bussiness Judgement KPK | KPK
Rule dan Pedoman Strategis Bagi Korporasi dalam Investigator
Menghadapi Implementasi UU KUHAP • M. Agus Salim -
Legal Summit: Hakordia Commemoration and Hakim Ad-Hoc Tindak
Seminar on the Impact of the Criminal Procedure Pidana Korupsi |
Code "Enforcement of Corruption Crimes Reviewed Ad-Hoc Judge for
from the Business Judgment Rule Principle and Corruption Crimes
Strategic Guidelines for Corporations in Facing the • Bobby R. Manalu
Implementation of the Criminal Procedure Code - Siregar Setiawan
Manalu Partnership
Infrastructure Outlook 2026 Trends, Risks, and 22 Desember 2025 SBM ITB
Opportunities December 22, 2025
Firman Yosafat Anggota - - -
Siregar Member
Arief Budhy Anggota - - -
Hardono Member
Ahmad Nasir Anggota - - -
Siregar Member
Mira Handayani Anggota - - -
S Member
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 199
Page 200
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Pengembangan Kompetensi Sekretaris Dewan Komisaris
Board of Commissioners’ Secretary Competency Development
Tabel Pengembangan Kompetensi Sekretaris Dewan Komisaris
Table of the Board of Commissioners’ Secretary Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Sukendar Sekretaris Pelatihan Penyusunan Dokumen Sistem Manajemen 28 Agustus 2025 Agus Doddy
Dewan Kelangsungan Usaha Berdasarkan ISO 22301:2019 August 28, 2025 S.Kom, AMBCI, LA
Komisaris Training on the Development of Business Continuity ISO BCMS
Board of Management System Documentation Based on ISO
Commissioners’ 22301:2019
Secretary
Tabel Pengembangan Kompetensi Sekretaris Perusahaan
Table of the Board of Corporate Secretary Competency Development
Materi Pengembangan Kompetensi/ Waktu
Nama Jabatan Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/ Implementation Organizer
Training Date
Ari Wibowo Corporate Jasa Marga Executive Summit 2025 06 Februari 2025 • Koeshartanto Koeswiranto -
Secretary February 6, 2025 KTalents Asia
& Chief • Panji Wasmana - Microsoft
Administration Indonesia
Officer • Dr. Ir. Waluyo MM - Anggota
Komite Akreditasi Nasional
| Member of the National
Accreditation Committee
Elevating Excellence: Sustainable Futures 03 Februari 2025 M. Fajrin Rasyid - Chief
Through Innovation February 3, 2025 Digital & Innovation Officer
Telkom Indonesia
Workshop Jasa Marga Communication Summit 21 Februari 2025 • Neneg Herbawati - Founder
2025 February 21, 2025 dan CEO IGICO Public
Affairs Advisory
• Fardila Astari Rachmilliza -
Communication Strategist
di Reputasia/Vice Secretary
General Perhumas
• Iwet Ramadhan -
Broadcaster
[Directorship] Pengenalan Strategis Merger & 10 Maret 2025 PT Prima Wahana Caraka
Acquisition March 10, 2025 (PWC)
[Directorship] Strategic Introduction to
Mergers & Acquisitions
Kick Off dan Workshop "Desain dan 14 April 2025 Ernst & Young
Implementasi Internal Control Over Financial April 14, 2025
Reporting (ICOFR) PT Jasa Marga (Persero)
Tbk"
Kick-off and Workshop on “Design and
Implementation of Internal Control Over
Financial Reporting (ICOFR) at PT Jasa Marga
(Persero) Tbk”
“Kartiniʼs Legacy: Langkah Perempuan 28 April 2025 Retno Marsudi - Menteri Luar
Sebagai Change Agents di Era Modern” April 28, 2025 Negeri RI (2014-2024)
“Kartini’s Legacy: Women as Change Agents in Minister of Foreign Affairs
the Modern Era of the Republic of Indonesia
(2014-2024)
Sharing Session Sistem Manjemen Resiko - 17 April 2025 CRMS Indonesia (Center for
Resertifikasi QCRO April 17, 2025 Risk Management Studies)
Risk Management System Sharing Session –
QCRO Recertification
Perpanjangan Sertifikasi QCRO Batch 1 24 April 2025 CRMS Indonesia (Center for
QCRO Certification Renewal – Batch 1 April 24, 2025 Risk Management Studies)
200 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 201
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Sekretaris Perusahaan
Table of the Board of Corporate Secretary Competency Development
Materi Pengembangan Kompetensi/ Waktu
Nama Jabatan Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/ Implementation Organizer
Training Date
Ari Wibowo Corporate Pelatihan Toll Road Business Management - 20 Agustus 2025 Himpunan Pengembangan
Secretary Insight Talk dengan topik "Menguatkan Pilar August 20, 2025 Jalan Indonesia (HPJI)
& Chief Ekonomi Lewat Infrastruktur: Membangun Indonesian Road Developers
Administration Bisnis Jalan Tol Tangguh di Masa Volatilitas Association (HPJI)
Officer Perekonomian” Kolaborasi Jasa Marga dan
HPJI
Toll Road Business Management Training
- Insight Talk on the topic “Strengthening
Economic Pillars Through Infrastructure:
Building a Resilient Toll Road Business in
Times of Economic Volatility” Collaboration
between Jasa Marga and HPJI
Go Live Aplikasi Regulatory Compliance 29 September 2025 PT BSI
System (RCS) dan Sharing Session Sistem September 29, 2025
Manajemen Kepatuhan Berbasis ISO
37301:2021 (Compliance Management
System)
Go Live of the Regulatory Compliance System
(RCS) App and Sharing Session on the ISO
37301:2021-Based Compliance Management
System
Pengembangan Kompetensi Komite Manajemen Risiko
Board of Commissioners’ Secretary Competency Development
Tabel Pengembangan Kompetensi Komite Manajemen Risiko
Table of the Risk Management Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Rivan Achmad Direktur Utama Ketua Komite
Purwantono President Chairman of the
Director Committee
Pramitha Direktur Sekretariat
Wulanjani Keuangan dan Komite
Manajemen Merangkap Dapat dilihat pada pembahasan Pengembangan Kompetensi Direksi
Risiko Anggota Komite Available in the Board of Directors Competency Development section
Director of Committee
Finance and Risk Secretariat
Management Concurrently
as Committee
Member
Devi Lusyana Risk & Quality, Wakil Sekretaris Jasa Marga Executive Summit 06 Februari 2025 • Koeshartanto
Health, Safety Komite 2025 February 6, 2025 Koeswiranto -
& Environment Merangkap KTalents Asia
Group Head Anggota • Panji Wasmana -
Deputy Microsoft Indonesia
Secretary of the • Dr. Ir. Waluyo MM
Committee and - Anggota Komite
Member Akreditasi Nasional
| Member of the
National Accreditation
Committee
Pelatihan Internal Control Over 18 Februari 2025 PERURI
Financial Reporting (ICOFR) February 18, 2025
Internal Control Over Financial
Reporting (ICOFR) Training
[Directorship] Pengenalan 10 Maret 2025 PT Prima Wahana
Strategis Merger & Acquisition March 10, 2025 Caraka (PWC)
[Directorship] Strategic
Introduction to Mergers &
Acquisitions
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 201
Page 202
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Manajemen Risiko
Table of the Risk Management Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Devi Lusyana Risk & Quality, Wakil Sekretaris Kick Off dan Workshop "Desain 14 April 2025 Ernst & Young
Health, Safety Komite dan Implementasi Internal Control April 14, 2025
& Environment Merangkap Over Financial Reporting (ICOFR)
Group Head Anggota PT Jasa Marga (Persero) Tbk"
Deputy Kick-off and Workshop on
Secretary of the “Design and Implementation of
Committee and Internal Control over Financial
Member Reporting (ICOFR) at PT Jasa
Marga (Persero) Tbk”
Perpanjangan Sertifikasi QCRO 24 April 2025 CRMS Indonesia (Center
Batch 1 April 24, 2025 for Risk Management
QCRO Certification Renewal – Studies)
Batch 1
Kick-off Program CRO School 02 Mei 2025 BUMN School of
Tahun 2025 May 2, 2025 Excellence (BSE)
Kick-off of the 2025 CRO School
Program
Offline Class_Program Chief 14 Mei 2025 BUMN School of
Risk Officer (CRO) School Tahun May 14, 2025 Excellence (BSE)
2025_BSE
Offline Class_Chief Risk Officer
(CRO) School Program 2025_BSE
Pre Program_Chief Risk Officer 02 Mei 2025 BUMN School of
(CRO) School Tahun 2025_BSE May 2, 2025 Excellence (BSE)
Pre-Program_Chief Risk Officer
(CRO) School 2025_BSE
Workshop Business Acumen dan 18 Juni 2025 PT Prasetiya Mulya ELI
Strategic Innovation Batch 2 June 18, 2025
Business Acumen and Strategic
Innovation Workshop Batch 2
Pelatihan Risk Maturity Index (RMI) 09 Juli 2025 RWI Consulting
Risk Maturity Index (RMI) Training July 9, 2025
Proposal Presentation Business 10 Juli 2025 PT Prasetiya Mulya ELI
Acumen dan Strategic Innovation July 10, 2025
Batch 2
Business Acumen and Strategic
Innovation Proposal Presentation
Batch 2
Business Acumen dan Strategic 28 Juli 2025 PT Prasetiya Mulya ELI
Innovation Batch 2 Online July 28, 2025
Coaching
Business Acumen and Strategic
Innovation Batch 2: Online
Coaching
Pelatihan Konsep Dasar dan 04 Agustus 2025 Agus Doddy S.Kom,
Pentingnya Sistem Manajemen August 4, 2025 AMBCI, LA ISO BCMS -
Kelangsungan Usaha Berdasar Chairman BCM Forum
ISO 22301:2019 Indonesia & Senior
Training on the Basic Concepts Consultant JPM &
and Importance of Business Partners
Continuity Management Systems
based on ISO 22301:2019
Training and Certification Public 13 Agustus 2025 ESQ Leadership Center
Speaking BNSP August 13, 2025
GRC Summit Seminar and 21 Agustus 2025 CRMS Indonesia
Masterclass "Resilience to August 21, 2025 (Center for Risk
Sustainability: Leading Through Management Studies)
GRC in The Post-Digital Era"
202 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 203
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Manajemen Risiko
Table of the Risk Management Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Devi Lusyana Risk & Quality, Wakil Sekretaris Coaching with Expert: Business 26 Agustus 2025 PT Jasa Marga
Health, Safety Komite Acumen dan Strategic Innovation August 26, 2025 (Persero) Tbk
& Environment Merangkap Batch 2
Group Head Anggota Coaching with Expert: Business
Deputy Acumen and Strategic Innovation
Secretary of the Batch 2
Committee and
Seminar aplikasi regulatory 29 September 2025 PT BSI
Member
compliance system September 29, 2025
Seminar on the regulatory
compliance system application
Pelatihan Certificate In Climate 01 November 2025 Ikatan Akuntan
Finance November 1, 2025 Indonesia (IAI)
Certificate in Climate Finance Indonesian
(CertCF) training Accountants
Association (IAI)
Workshop Jasa Marga 10 November 2025 • Tommy Tjokro -
Sustainability & Communication November 10, 2025 Founder SEPIKUL
Summit 2025 Indonesia
• Maria Dian Nurani,
ST, MSi, SEP, ACPH -
CSR & Sustainability
Management Expert
Training User Aplikasi Regulatory 11 Desember 2025 Hukum Online
Compliance System (RCS) December 11, 2025
Sosialisasi CSA ICOFR Jasa Marga 11 Desember 2025 PT Jasa Marga
Induk dan Anak Perusahaan December 11, 2025 (Persero) Tbk
CSA ICOFR Awareness Campaign
for Jasa Marga and its Subsidiaries
Legal Summit: Peringatan 15 Desember 2025 • Yudi Purnomo
Hakordia dan Seminar Dampak December 15, 2025 Harahap - Penyidik
UU KUHAP “Penegakan Tindak KPK | KPK
Pidana Korupsi Ditinjau dari Prinsip investigator
Bussiness Judgement Rule dan • M. Agus Salim -
Pedoman Strategis Bagi Korporasi Hakim Ad-Hoc Tindak
dalam Menghadapi Implementasi Pidana Korupsi |
UU KUHAP Ad Hoc Judge for
Procedure Code Legal Summit: Corruption Crimes
Hakordia Warning and Seminar • Bobby R. Manalu
on the Impact of the Criminal - Siregar Setiawan
Procedure Code “Enforcement of Manalu Partnership”
Corruption Crimes Reviewed from
the Business Judgement Rule
Principle and Strategic Guidelines
for Corporations in Facing the
Implementation of the Criminal
Procedure Code
Yoga Tri Direktur Human Anggota Komite
Anggoro Capital dan Committee
Transformasi Member
Director of
Human Capital &
Transformation Dapat dilihat pada pembahasan Pengembangan Kompetensi Direksi
Available in the Board of Directors Competency Development section
Fitri Wiyanti Direktur Operasi Anggota Komite
dan Layanan Committee
Director of Member
Operations and
Services
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 203
Page 204
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Manajemen Risiko
Table of the Risk Management Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Reza Febriano Direktur Bisnis Anggota Komite
Director of Committee
Business Member
Ari Respati Direktur Anggota Komite Dapat dilihat pada pembahasan Pengembangan Kompetensi Direksi
Pengembangan Committee Available in the Board of Directors Competency Development section
Usaha Member
Director of
Business
Development
Agung Laksana Internal Audit Anggota Komite Jasa Marga Executive Summit 06 Februari 2025 • Koeshartanto
Pranata Senior Group Committee 2025 February 6, 2025 Koeswiranto -
Head Member KTalents Asia
• Panji Wasmana -
Microsoft Indonesia
• Dr. Ir. Waluyo MM
- Anggota Komite
Akreditasi Nasional
| Member of the
National Accreditation
Committee
Pelatihan Pengisian dan Pelaporan 19 Februari 2025 PT Ortax
SPT Orang Pribadi Karyawan February 19, 2025
PT Jasa Marga (Persero) Tbk
Training on Filling Out and
Reporting Personal Income Tax
Returns for Employees of PT Jasa
Marga (Persero) Tbk
Pelatihan Internal Control Over 18 Februari 2025 PERURI
Financial Reporting (ICOFR) February 18, 2025
Internal Control Over Financial
Reporting (ICOFR) Training
[Directorship] Pengenalan 10 Maret 2025 PT Prima Wahana
Strategis Merger & Acquisition March 10, 2025 Caraka (PWC)
[Directorship] Strategic
Introduction to Mergers &
Acquisitions
Kick Off dan Workshop "Desain 14 April 2025 Ernst & Young
dan Implementasi Internal Control April 14, 2025
Over Financial Reporting (ICOFR)
PT Jasa Marga (Persero) Tbk"
Kick-off and Workshop on
“Design and Implementation of
Internal Control over Financial
Reporting (ICOFR) at PT Jasa
Marga (Persero) Tbk”
“Kartiniʼs Legacy: Langkah 28 April 2025 Retno Marsudi -
Perempuan Sebagai Change April 28, 2025 Menteri Luar Negeri RI
Agents di Era Modern” (2014-2024) | Minister
“Kartini’s Legacy: Women as of Foreign Affairs of the
Change Agents in the Modern Republic of Indonesia
Era” (2014-2024)
Workshop Implementasi Internal 07 Mei 2025 The Institute of Internal
Control Over Financial Reporting May 7, 2025 Auditors Indonesia (IIA)
(ICOFR)
Workshop on the Implementation
of Internal Control Over Financial
Reporting (ICOFR)
BSE Masterclass "Global Trade 28 Mei 2025 BUMN School of
Tensions: Turning Crisis into May 28, 2025 Excellence (BSE)
Opportunity"
BSE Masterclass “Global Trade
Tensions: Turning Crisis into
Opportunity”
204 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 205
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Manajemen Risiko
Table of the Risk Management Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Agung Laksana Internal Audit Internal Audit Konferensi Auditor Internal 02 Juli 2025 Yayasan Pendidikan
Pranata Senior Group Senior Group "Shifting Horizon for Internal July 2, 2025 Internal Audit (YPIA)
Head Head Auditors: Navigating Emerging Internal Audit Education
Risk, Governance and Foundation (YPIA)
Opportunities in 2025"
Internal Auditor Conference
“Shifting Horizon for Internal
Auditors: Navigating Emerging
Risks, Governance, and
Opportunities in 2025”
Seminar Nasional – Bincang SPI 03 September 2025 Forum Komunikasi
2025 “Menjaga Profesionalisme September 3, 2025 Satuan Pengawasan
Direksi dalam Bingkai Governance, Intern Wilayah Jawa
Risk & Compliance (GRC) dan Barat & Banten
Business Judgment Rule terhadap Communication Forum
UU No. 1 Tahun 2025” for Internal Audit Units
National Seminar – SPI 2025 in West Java & Banten
Discussion “Maintaining Board Regions
Professionalism within the
Framework of Governance, Risk &
Compliance (GRC) and Business
Judgment Rule in accordance
with Law No. 1 of 2025”
Program ACIIA Conference 08 September 2025 Lembaga Profesi
2025 dan Onsite Learning Kuala September 8, 2025 Auditor Internal
Lumpur Indonesia (LPAII)
ACIIA Conference 2025 Program Indonesian Internal
and Kuala Lumpur Onsite Auditor Professional
Learning Association (LPAII)
Sharing Session Proses 22 September 2025 PT Jasa Marga
Pelaksanaan Konstruksi Jalan Tol September 22, 2025 (Persero) Tbk
Sharing Session on the
Implementation Process of
Motorway Construction
Go Live Aplikasi Regulatory 29 September 2025 PT BSI
Compliance System (RCS) September 29, 2025
dan Sharing Session Sistem
Manajemen Kepatuhan Berbasis
ISO 37301:2021 (Compliance
Management System)
Go Live of the Regulatory
Compliance System (RCS) App
and Sharing Session on the ISO
37301:2021-Based Compliance
Management System
Sharing Session Innovation 2025 10 Oktober 2025 PT Jasa Marga
October 10, 2025 (Persero) Tbk
[Program Cornell] Kick Off 15 Oktober 2025 Cornell University
Program Cornell Cohort 2 dan 3 October 15, 2025
[Program Cornell] Kick Off
Program Cornell Cohort 2 and 3
Workshop Sistem Pengendalian 21 Oktober 2025 PT Jasa Marga
Internal (SPIN) October 21, 2025 (Persero) Tbk
Internal Control System (SPIN)
Workshop
Workshop Pelaksanaan Control 31 Oktober 2025 PT Jasa Marga
Self Assessment (CSA) Segmen October 31, 2025 (Persero) Tbk
ITGC
Workshop on the Implementation
of Control Self-Assessment
(CSA) in the ITGC Segment
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 205
Page 206
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Manajemen Risiko
Table of the Risk Management Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Agung Laksana Internal Audit Anggota Komite Workshop Jasa Marga 10 November 2025 • Tommy Tjokro -
Pranata Senior Group Committee Sustainability & Communication November 10, 2025 Founder SEPIKUL
Head Member Summit 2025 Indonesia
• Maria Dian Nurani,
ST, MSi, SEP, ACPH -
CSR & Sustainability
Management Expert
Seminar Nasional Internal Audit 3 Desember 2025 Yayasan Pendidikan
(SNIA) 2025 “What’s Driving December 3, 2025 Internal Audit (YPIA)
Change to Stay Ahead of The Internal Audit
Curve for Internal Auditors in The Education Foundation
Coming Years?” (YPIA)
National Internal Audit Seminar
(SNIA) 2025 “What Drives
Change to Stay Ahead of the
Curve for Internal Auditors in the
Coming Years?”
Pelatihan Internal Control over 8 Desember 2025 PT Prima Wahana
Financial Reporting (ICoFR) - December 8, 2025 Caraka (PWC)
Test of Design Effectiveness
(TOD) dan Test of Operationg
Effectiveness (TOE)
Internal Control over Financial
Reporting (ICoFR) Training -
Design Effectiveness Testing
(TOD) and Operational
Effectiveness Testing (TOE)
Training User Aplikasi Regulatory 12 Desember 2025 Hukum Online
Compliance System (RCS) December 12, 2025
Training for Regulatory
Compliance System (RCS)
Application Users
Legal Summit: Peringatan 15 Desember 2025 • Yudi Purnomo
Hakordia dan Seminar Dampak December 15, 2025 Harahap - Penyidik
UU KUHAP “Penegakan Tindak KPK | KPK
Pidana Korupsi Ditinjau dari Prinsip investigator
Bussiness Judgement Rule dan • M. Agus Salim -
Pedoman Strategis Bagi Korporasi Hakim Ad-Hoc Tindak
dalam Menghadapi Implementasi Pidana Korupsi |
UU KUHAP Ad Hoc Judge for
Procedure Code Legal Summit: Corruption Crimes
Hakordia Warning and Seminar • Bobby R. Manalu
on the Impact of the Criminal - Siregar Setiawan
Procedure Code “Enforcement of Manalu Partnership”
Corruption Crimes Reviewed from
the Business Judgement Rule
Principle and Strategic Guidelines
for Corporations in Facing the
Implementation of the Criminal
Procedure Code
Workshop ICOFR: Metodologi 18 Desember 2025 Ernst & Young
dan Praktik Test of Design December 18, 2025
Effectiveness (TOD) dan Test of
Operating Effectiveness (TOE)
Internal Control over Financial
Reporting (ICoFR) Training -
Test of Design Effectiveness
(TOD) and Test of Operational
Effectiveness (TOE)
206 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 207
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Manajemen Risiko
Table of the Risk Management Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Ayudya Rizka Information Anggota Komite [Directorship] Pengenalan 10 Maret 2025 PT Prima Wahana
Fauzia Technology Committee Strategis Merger & Acquisition March 10, 2025 Caraka (PWC)
Group Head Member [Directorship] Strategic
Introduction to Mergers &
Acquisitions
Kartini’s Legacy: Langkah 28 April 2025 Retno Marsudi - Menteri
Perempuan Sebagai Change April 28, 2025 Luar Negeri RI (2014-
Agents di Era Modern 2024)
“Kartini’s Legacy: Women as Minister of Foreign
Change Agents in the Modern Era Affairs of the Republic of
Indonesia (2014-2024)
TOGAF® 10 Enterprise 19 Mei 2025 Multimatics
Architecture Part 1 & 2 May 19, 2025
Sharing Session terkait Digital 27 Mei 2025 SUWON ITS ASIA
TwinTechnology dan Traffic May 27, 2025 PASIFIC FORUM
Information Center di Seoul,
Korea Selatan
Sharing Session on Digital
Twin Technology and Traffic
Information Centre in Seoul,
South Korea
20th Asia-Pacific Forum 2025 (ITS 28 Mei 2025 SUWON ITS ASIA
APF 2025) May 28, 2025 PASIFIC FORUM
Training Sistem Manajemen 29 September PT BSI
Kepatuhan Berbasis ISO 2025
37301:2021 (Compliance September 29,
Management System) dan 2025
Go Live Aplikasi Regulatory
Compliance System (RCS)
Training on the ISO
37301:2021-Based Compliance
Management System and Go Live
of the Regulatory Compliance
System (RCS) App
Seminar aplikasi regulatory 29 September PT BSI
compliance system 2025
Seminar on the regulatory September 29,
compliance system application 2025
Leveraging Digital Innovation to 30 September Didiek Hartantyo
Amplify Customer Experience 2025 - Direktur Utama |
September 30, President Director
2025 of PT Kereta Api
Indonesia (Persero)
Workshop Pelaksanaan Control 31 Oktober 2025 PT Jasa Marga
Self Assessment (CSA) Segmen October 31, 2025 (Persero) Tbk
ITGC
Workshop on the Implementation
of Control Self-Assessment
(CSA) in the ITGC Segment
Workshop Jasa Marga 10 November 2025 • Tommy Tjokro -
Sustainability & Communication November 10, 2025 Founder SEPIKUL
Summit 2025 Indonesia
• Maria Dian Nurani,
ST, MSi, SEP, ACPH -
CSR & Sustainability
Management Expert
Training User Aplikasi Regulatory 12 Desember 2025 Hukum Online
Compliance System (RCS) December 12, 2025
Training Users of the Regulatory
Compliance System (RCS)
Application
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 207
Page 208
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Manajemen Risiko
Table of the Risk Management Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Ayudya Rizka Information Anggota Komite Legal Summit: Peringatan 15 Desember 2025 • Yudi Purnomo
Fauzia Technology Committee Hakordia dan Seminar Dampak December 15, 2025 Harahap - Penyidik
Group Head Member UU KUHAP "Penegakan Tindak KPK | KPK
Pidana Korupsi Ditinjau dari investigator
Prinsip Bussiness Judgement • M. Agus Salim -
Rule dan Pedoman Strategis Bagi Hakim Ad-Hoc Tindak
Korporasi dalam Menghadapi Pidana Korupsi |
Implementasi UU KUHAP Ad Hoc Judge for
Procedure Code Legal Summit: Corruption Crimes
Hakordia Warning and Seminar • Bobby R. Manalu
on the Impact of the Criminal - Siregar Setiawan
Procedure Code “Enforcement Manalu Partnership"
of Corruption Crimes Reviewed
from the Business Judgement
Rule Principle and Strategic
Guidelines for Corporations in
Facing the Implementation of the
Criminal Procedure Code
Ari Wibowo Corporate Anggota Komite
Secretary Committee
Dapat dilihat pada pembahasan Pengembangan Kompetensi Sekretaris Perusahaan
& Chief Member
Available in the Corporate Secretary Competency Development section
Administration
Officer
Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Information Technology Steering Committee Competency Development
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Rivan A. Direktur Utama Ketua Komite
Purwantono President Committee
Director Chairman
Fitri Wiyanti Direktur Operasi Anggota
Director of Member
Operations
Reza Febriano Direktur Bisnis Anggota
Director of Member Dapat dilihat pada pembahasan Pengembangan Kompetensi Direksi
Business Available in the Directors Competency Development section
Yoga Tri Direktur Human Anggota
Anggoro Capital dan Member
Transformasi
Director
of Human
Capital and
Transformation
Ari Respati Direktur Anggota
Pengembangan Member
Usaha
Director of
Business
Development
Dapat dilihat pada pembahasan Pengembangan Kompetensi Direksi
Pramitha Direktur Anggota Available in the Directors Competency Development section
Wulanjani Keuangan dan Member
Manajemen
Risiko
Director of
Finance and Risk
Management
208 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 209
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Ayudya Rizka Information Koordinator
Fauzia Technology Teknis
Group Head Technical
Coordinator Dapat dilihat pada pembahasan Pengembangan Kompetensi Komite Manajemen Risiko
Devi Lusyana Risk & Quality, Anggota Komite Available in the Risk Management Committee Competency Development section
Health, Safety Committee
& Environment Member
Group Head
Lisye Octaviana Corporate Anggota Komite Dapat dilihat pada pembahasan Pengembangan Kompetensi Komite Tata Kelola
Communication Committee Terintegrasi
& Community Member Available in the Integrated Governance Committee Competency Development
Development section
Group Head
Syailendra Procurement Anggota Komite JM Talk Operational Services: 14 Februari 2025 PT Jasa Marga
Wisnu Wardhana & Fixed Asset Committee Tollroad Preservation February 14, 2025 (Persero) Tbk
Group Head Member Improvement through the
Implementation of Slope
Management System
Kartiniʼs Legacy: Langkah 28 April 2025 Retno Marsudi -
Perempuan Sebagai Change April 28, 2025 Menteri Luar Negeri RI
Agents di Era Modern (2014-2024)
“Kartini’s Legacy: Women as Minister of Foreign
Change Agents in the Modern Affairs of the Republic of
Era” Indonesia (2014-2024)
Pelatihan & Ujian Sertifikasi CAFM 21 Mei 2025 Asia Anti fraud
(Certified Anti Fraud Manager) May 21, 2025 Management (AAFM)
Batch 73
CAFM (Certified Anti Fraud
Manager) Training & Certification
Examination Batch 73
BSE Masterclass "Global Trade 28 Mei 2025 BUMN School of
Tensions: Turning Crisis into May 28, 2025 Excellence (BSE)
Opportunity"
Dialog Ketenagakerjaan dan 03 Juni 2025 PT Jasa Marga
Pencegahan Perselisihan June 3, 2025 (Persero) Tbk
Hubungan Industrial di
Lingkungan Jasa Marga Group
Labour Dialogue and Prevention
of Industrial Relations Disputes
within the Jasa Marga Group
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 Indonesian Road
Bisnis Jalan Tol Tangguh di Developers Association
Masa Volatilitas Perekonomian” (HPJI)
Kolaborasi Jasa Marga dan HPJI
Toll Road Business Management
Training - Insight Talk on the topic
“Strengthening Economic Pillars
Through Infrastructure: Building
a Resilient Toll Road Business
in Times of Economic Volatility”
Collaboration between Jasa Marga
and HPJI
Pelatihan Admin Regulatory 04 September 2025 Hukum Online
Compliance System (RCS) September 4, 2025
Training Users of the Regulatory
Compliance System (RCS)
Application
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 209
Page 210
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Syailendra Procurement Anggota Komite Sharing Session Proses 22 September 2025 PT Jasa Marga
Wisnu Wardhana & Fixed Asset Committee Pelaksanaan Konstruksi Jalan Tol September 22, 2025 (Persero) Tbk
Group Head Member Sharing Session on the
Implementation Toll Road
Construction
Seminar Aplikasi Regulatory 29 September 2025 PT BSI
Compliance System September 29, 2025
Seminar on the regulatory
compliance system application
Workshop Jasa Marga 10 November 2025 • Tommy Tjokro -
Sustainability & Communication November 10, 2025 Founder SEPIKUL
Summit 2025 Indonesia
• Maria Dian Nurani,
ST, MSi, SEP, ACPH -
CSR & Sustainability
Management Expert
Training User Aplikasi Regulatory 11 Desember 2025 Hukum Online
Compliance System (RCS) December 11, 2025
Training Users of the Regulatory
Compliance System (RCS)
Application
Legal Summit: Peringatan Hakordia 15 Desember 2025 • Yudi Purnomo
dan Seminar Dampak UU KUHAP December 15, 2025 Harahap - Penyidik
"Penegakan Tindak Pidana Korupsi KPK | KPK
Ditinjau dari Prinsip Bussiness investigator
Judgement Rule dan Pedoman • M. Agus Salim -
Strategis Bagi Korporasi dalam Hakim Ad-Hoc Tindak
Menghadapi Implementasi UU Pidana Korupsi |
KUHAP Ad Hoc Judge for
Implementation of the Criminal Corruption Crimes
Procedure Code Legal Summit: • Bobby R. Manalu
Hakordia Warning and Seminar - Siregar Setiawan
on the Impact of the Criminal Manalu Partnership
Procedure Code “Enforcement of
Corruption Crimes Reviewed from
the Business Judgement Rule
Principle and Strategic Guidelines
for Corporations in Facing the
Implementation of the Criminal
Procedure Code
Gandes Strategic Anggota Komite [Directorship] Pengenalan Strategis 10 Maret 2025 PT Prima Wahana
Aisyaharum Transformation Committee Merger & Acquisition March 10, 2025 Caraka (PWC)
Group Head Member [Directorship] Strategic Introduction
to Mergers & Acquisitions
Kick Off dan Workshop "Desain 14 April 2025 Ernst & Young
dan Implementasi Internal Control April 14, 2025
Over Financial Reporting (ICOFR)
PT Jasa Marga (Persero) Tbk"
Kick-off and Workshop on “Design
and Implementation of Internal
Control over Financial Reporting
(ICOFR) at PT Jasa Marga
(Persero) Tbk”
“Kartiniʼs Legacy: Langkah 28 April 2025 Retno Marsudi -
Perempuan Sebagai Change April 28, 2025 Menteri Luar Negeri RI
Agents di Era Modern” (2014-2024) | Minister
“Kartini’s Legacy: Women as of Foreign Affairs of the
Change Agents in the Modern Era Republic of Indonesia
(2014-2024)
Sharing Session Sistem Manjemen 17 April 2025 CRMS Indonesia
Resiko - Resertifikasi QCRO April 17, 2025 (Center for Risk
Risk Management System Sharing Management Studies)
Session – QCRO Recertification
210 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 211
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Gandes Strategic Anggota Komite Perpanjangan Sertifikasi QCRO 05 Mei 2025 CRMS Indonesia
Aisyaharum Transformation Committee Batch 2 May 5, 2025 (Center for Risk
Group Head Member QCRO Certification Renewal – Management Studies)
Batch 2
Workshop Business Acumen dan 18 Juni 2025 PT Prasetiya Mulya ELI
Strategic Innovation Batch 2 June 18, 2025
Business Acumen and Strategic
Innovation Workshop Batch 2
Proposal Presentation Business 10 Juli 2025 PT Prasetiya Mulya ELI
Acumen dan Strategic Innovation July 10, 2025
Batch 2
Business Acumen and Strategic
Innovation Proposal Presentation
Batch 2
Business Acumen dan Strategic 28 Juli 2025 PT Prasetiya Mulya ELI
Innovation Batch 2 Online July 28, 2025
Coaching
Business Acumen and Strategic
Innovation Batch 2: Online
Coaching
Certified Information Privacy 22 Agustus 2025 International
Manager (CIPM) August 22, 2024 Association of Privacy
Professionals (IAPP)
Coaching with Expert: Business 25 Agustus 2025 PT Jasa Marga
Acumen dan Strategic Innovation August 25, 2025 (Persero) Tbk
Batch 2
Coaching with Expert: Business
Acumen dan Strategic Innovation
Batch 2
Pelatihan Konvensi Hak Anak, 12 September 2025 Kementerian
Pengasuhan Berbasis Hak September 12, 2025 Pemberdayaan
Anak, Gender dan Manajemen Perempuan dan
Keselamatan Anak Perlindungan Anak RI
Training on the Convention on the Ministry of Women’s
Rights of the Child, Child-Rights- Empowerment and
Based Care, Gender, and Child Child Protection of the
Safety Management Republic of Indonesia
Seminar aplikasi regulatory 29 September PT BSI
compliance system 2025
Seminar on the regulatory September 29,
compliance system application 2025
Workshop Jasa Marga 10 November 2025 • Tommy Tjokro -
Sustainability & Communication November 10, 2025 Founder SEPIKUL
Summit 2025 Indonesia
• Maria Dian Nurani,
ST, MSi, SEP, ACPH -
CSR & Sustainability
Management Expert
Program Cornell] Executive 27 November 2025 Cornell University
Development Program for PQ November 27, 2025
People: HR Analytics Program.
Training User Aplikasi Regulatory 12 Desember 2025 Hukum Online
Compliance System (RCS) December 12, 2025
Training Users of the Regulatory
Compliance System (RCS)
Application
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 211
Page 212
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Gandes Strategic Anggota Komite Legal Summit: Peringatan 15 Desember 2025 • Yudi Purnomo
Aisyaharum Transformation Committee Hakordia dan Seminar Dampak December 15, 2025 Harahap - Penyidik
Group Head Member UU KUHAP "Penegakan Tindak KPK | KPK
Pidana Korupsi Ditinjau dari investigator
Prinsip Bussiness Judgement • M. Agus Salim -
Rule dan Pedoman Strategis Bagi Hakim Ad-Hoc Tindak
Korporasi dalam Menghadapi Pidana Korupsi |
Implementasi UU KUHAP Ad Hoc Judge for
Procedure Code Legal Summit: Corruption Crimes
Hakordia Warning and Seminar • Bobby R. Manalu
on the Impact of the Criminal - Siregar Setiawan
Procedure Code “Enforcement Manalu Partnership"
of Corruption Crimes Reviewed
from the Business Judgement
Rule Principle and Strategic
Guidelines for Corporations in
Facing the Implementation of the
Criminal Procedure Code
Atika Dara Operation & Anggota Komite Jasa Marga Executive Summit 06 Februari 2025 • Koeshartanto
Prahita Maintenance Committee 2025 February 6, 2025 Koeswiranto -
Management Member KTalents Asia
Group Head • Panji Wasmana -
Microsoft Indonesia
• Dr. Ir. Waluyo
MM - Anggota
Komite Akreditasi
Nasional | National
Accreditation
Committee Member
Seminar Bulan K3 Nasional Tahun 11 Februari 2025 dr. Andhika Raspati,
2025 PT Jasa Marga (Persero) Tbk February 11, 2025 SpKO
National OHS Month
Seminar of 2025 in PT Jasa
Marga (Persero) Tbk
Workshop Jasa Marga 21 Februari 2025 • Neneg Herbawati
Communication Summit 2025 February 21, 2025 - Founder dan
Day 2 CEO IGICO Public
Jasa Marga Communication Affairs Advisory |
Summit 2025 Workshop (Day 2) Founder and CEO of
IGICO Public Affairs
Advisory
• Fardila Astari
Rachmilliza -
Communication
Strategist di
Reputasia/Vice
Secretary General
Perhumas
• Iwet Ramadhan -
Broadcaster
[Directorship] Pengenalan 10 Maret 2025 PT Prima Wahana
Strategis Merger & Acquisition March 10, 2025 Caraka (PWC)
[Directorship] Strategic
Introduction to Mergers &
Acquisitions
Kick Off dan Workshop "Desain 14 April 2025 Ernst & Young
dan Implementasi Internal Control April 14, 2025
over Financial Reporting (ICOFR)
PT Jasa Marga (Persero) Tbk"
“Design and Implementation of
Internal Control over Financial
Reporting (ICOFR) PT Jasa Marga
(Persero) Tbk” Kick Off and
Workshop
212 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 213
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Atika Dara Operation & Anggota Komite Kartiniʼs Legacy: Langkah 28 April 2025 Retno Marsudi -
Prahita Maintenance Committee Perempuan Sebagai Change April 28, 2025 Menteri Luar Negeri RI
Management Member Agents di Era Modern (2014-2024) | Former
Group Head Kartini's Legacy: Women as Minister of Foreign
Agents of Change in the Modern Affairs of the Republic
Era of Indonesia (2014-
2024)
Workshop Business Acumen dan 18 Juni 2025 PT Prasetiya Mulya ELI
Strategic Innovation Batch 2 June 18, 2025
Business Acumen and Strategic
Innovation Workshop Batch 2
Proposal Presentation Business 10 Juli 2025 PT Prasetiya Mulya ELI
Acumen dan Strategic Innovation July 10, 2025
Batch 2
Business Acumen and Strategic
Innovation Proposal Presentation
Batch 2
Business Acumen dan Strategic 28 Juli 2025 PT Prasetiya Mulya ELI
Innovation Batch 2 Online July 28, 2025
Coaching
Business Acumen and Strategic
Innovation Batch 2: Online
Coaching
Pre Class Top Gun Program 2025 08 Agustus 2025 PT Danantara Asset
August 8, 2025 Management (Persero)
Pre Class Chief Business Director 13 Agustus 2025 PT Danantara Asset
Officer Program August 13, 2025 Management (Persero)
Pelatihan Toll Road Business 20 Agustus 2025 Himpunan
Management - Insight Talk August 20, 2025 Pengembangan Jalan
dengan topik "Menguatkan Pilar Indonesia (HPJI)
Ekonomi Lewat Infrastruktur: Indonesian Road
Membangun Bisnis Jalan Tol Developers Association
Tangguh di Masa Volatilitas (HPJI)
Perekonomian” Kolaborasi Jasa
Marga dan HPJI
Toll Road Business Management
Training - Insight Talk on the topic
"Strengthening Economic Pillars
Through Infrastructure: Building
a Resilient Toll Road Business
in Times of Economic Volatility"
Collaboration between Jasa
Marga and HPJI
Coaching with Expert: Business 25 Agustus 2025 PT Jasa Marga
Acumen dan Strategic Innovation August 25, 2025 (Persero) Tbk
Batch 2
Coaching with Expert: Business
Acumen and Strategic Innovation
Batch 2
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 213
Page 214
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Atika Dara Operation & Anggota Komite Training Sistem Manajemen 29 September 2025 PT BSI
Prahita Maintenance Committee Kepatuhan Berbasis ISO September 29, 2025
Management Member 37301:2021 (Compliance
Group Head Management System) dan
Go Live Aplikasi Regulatory
Compliance System (RCS)
Seminar aplikasi regulatory 29 September 2025 Hukum Online
compliance system September 29, 2025
Regulatory compliance system
application seminar
[Program Cornell] Kick Off 15 Oktober 2025 Cornell University
Program Cornell Cohort 2 dan 3 October 15, 2025
[Cornell Program] Kick Off for
Cornell Cohorts 2 and 3
Workshop Jasa Marga 10 November 2025 • Tommy Tjokro -
Sustainability & Communication November 10, 2025 Founder SEPIKUL
Summit 2025 Indonesia
Jasa Marga Sustainability & • Maria Dian Nurani,
Communication Summit 2025 ST, MSi, SEP, ACPH -
Workshop CSR & Sustainability
Management Expert
Training User Aplikasi Regulatory 12 Desember 2025 Hukum Online
Compliance System ( RCS ) December 12, 2025
Regulatory Compliance System
(RCS) Application User Training
Trias Andriyanto Corporate Anggota Komite Jasa Marga Executive Summit 06 Februari 2025 • Koeshartanto
Planning Committee 2025 February 6, 2025 Koeswiranto -
& Portfolio Member KTalents Asia
Management • Panji Wasmana -
Group Head Microsoft Indonesia
• Dr. Ir. Waluyo
MM - Anggota
Komite Akreditasi
Nasional | National
Accreditation
Committee Member
BSE_Masterclass Eksklusif: 21 Februari 2025 BUMN School of
Creating Business Ecosystem February 21, 2025 Excellence (BSE)
BSE_Exclusive Masterclass:
Creating a Business Ecosystem
[Directorship] Pengenalan 10 Maret 2025 PT Prima Wahana
Strategis Merger & Acquisition March 10, 2025 Caraka (PWC)
[Directorship] Strategic
Introduction to Mergers &
Acquisitions
Kick Off dan Workshop "Desain 14 April 2025 Ernst & Young
dan Implementasi Internal Control April 14, 2025
over Financial Reporting (ICOFR)
PT Jasa Marga (Persero) Tbk"
“Design and Implementation of
Internal Control over Financial
Reporting (ICOFR) PT Jasa Marga
(Persero) Tbk” Kick Off and
Workshop
Kartiniʼs Legacy: Langkah 28 April 2025 Retno Marsudi -
Perempuan Sebagai Change April 28, 2025 Menteri Luar Negeri RI
Agents di Era Modern (2014-2024) | Former
Kartini's Legacy: Women as Minister of Foreign
Agents of Change in the Modern Affairs of the Republic
Era of Indonesia (2014-
2024)
Workshop Business Acumen dan 23 Mei 2025 PT Prasetiya Mulya ELI
Strategic Innovation May 23, 2025
Business Acumen and Strategic
Innovation Workshop
214 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 215
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Trias Andriyanto Corporate Anggota Komite Proposal Presentation - Pelatihan 17 Juni 2025 PT Jasa Marga
Planning Committee Business Acumen dan Strategic June 17, 2025 (Persero) Tbk
& Portfolio Member Innovation
Management Proposal Presentation - Business
Group Head Acumen and Strategic Innovation
Training
Business Acumen dan Strategic 22 Juli 2025 PT Prasetiya Mulya ELI
Innovation Batch 1 Online July 22, 2025
Coaching
Business Acumen and Strategic
Innovation Batch 1: Online
Coaching
Introduction to Financial 30 Juli 2025 PT DC Solutions
Modelling July 30, 2025
Workshop to Financial Modelling 06 Agustus 2025 PT DC Solutions
August 6, 2025
Seminar Aplikasi Regulatory 29 September 2025 Hukum Online
Compliance System September 29, 2025
Regulatory Compliance System
Application Seminar
[Program Cornell] Kick Off 15 Oktober 2025 Cornell University
Program Cornell Cohort 2 dan 3 October 15, 2025
[Cornell Program] Kick Off for
Cornell Cohorts 2 and 3
Workshop Jasa Marga 10 November 2025 • Tommy Tjokro -
Sustainability & Communication November 10, 2025 Founder SEPIKUL
Summit 2025 Indonesia
Jasa Marga Sustainability & • Maria Dian Nurani,
Communication Summit 2025 ST, MSi, SEP, ACPH -
Workshop CSR & Sustainability
Management Expert
[Program Cornell] Executive 27 November 2025 Cornell University
Development Program for PQ November 27, 2025
Commercial: Growth Marketing
Program
[Cornell Program] Executive
Development Program for PQ
Commercial: Growth Marketing
Program
Training User Aplikasi Regulatory 11 Desember 2025 Hukum Online
Compliance System (RCS) December 11, 2025
User Training for the Regulatory
Compliance System (RCS)
Application
Legal Summit: Peringatan Hakordia 15 Desember 2025 • Yudi Purnomo
dan Seminar Dampak UU KUHAP December 15, 2025 Harahap - Penyidik
"Penegakan Tindak Pidana Korupsi KPK | KPK
Ditinjau dari Prinsip Bussiness Investigator
Judgement Rule dan Pedoman • M. Agus Salim -
Strategis Bagi Korporasi dalam Hakim Ad-Hoc
Menghadapi Implementasi UU Tindak Pidana
KUHAP Korupsi | Ad-Hoc
Legal Summit: Hakordia Judge for Corruption
Commemoration and Seminar Crimes
on the Impact of the Criminal • Bobby R. Manalu
Procedure Code "Enforcement - Siregar Setiawan
of Corruption Crimes Reviewed Manalu Partnership
from the Business Judgment Rule
Principle and Strategic Guidelines
for Corporations in Facing the
Implementation of the Criminal
Procedure Code
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 215
Page 216
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Ricky Ricardo Accounting & Anggota Komite Jasa Marga Executive Summit 06 Februari 2025 • Koeshartanto
Sarael Benyamin Tax Group Head Committee 2025 February 6, 2025 Koeswiranto -
Member KTalents Asia
• Panji Wasmana -
Microsoft Indonesia
• Dr. Ir. Waluyo
MM - Anggota
Komite Akreditasi
Nasional | National
Accreditation
Committee Member
Pelatihan Pengisian dan Pelaporan 19 Februari 2025 PT Ortax
SPT Orang Pribadi Karyawan February 19, 2025
PT Jasa Marga (Persero) Tbk
Training on Filling Out and
Reporting Personal Tax Returns
for Employees of PT Jasa Marga
(Persero) Tbk
BSE_Masterclass Eksklusif: 21 Februari 2025 BUMN School of
Creating Business Ecosystem February 21, 2025 Excellence (BSE)
BSE_Exclusive Masterclass:
Creating a Business Ecosystem
[Directorship] Pengenalan 10 Maret 2025 PT Prima Wahana
Strategis Merger & Acquisition March 10, 2025 Caraka (PWC)
[Directorship] Strategic
Introduction to Mergers &
Acquisitions
Webinar Employee Well Being 20 Maret 2025 Alsi Mega Marsha
Series_“Smart Working, Not March 20, 2025 Tengker B.A, M. Sc., M.
Overworking: Cara Produktif Psi., (Caca Tengker)
Tanpa Harus Burn Out” - Psikolog Klinis &
Employee Well-Being Series Founder Amanasa
Webinar: “Smart Working, Indonesia | Clinical
Not Overworking: How to Be Psychologist & Founder
Productive Without Burning Out” of Amanasa Indonesia
Kick Off dan Workshop "Desain 14 April 2025 Ernst & Young
dan Implementasi Internal Control April 14, 2025
over Financial Reporting (ICOFR)
PT Jasa Marga (Persero) Tbk"
“Design and Implementation of
Internal Control over Financial
Reporting (ICOFR) PT Jasa Marga
(Persero) Tbk” Kick Off and
Workshop
Kartiniʼs Legacy: Langkah 28 April 2025 Retno Marsudi -
Perempuan Sebagai Change April 28, 2025 Menteri Luar Negeri RI
Agents di Era Modern (2014-2024) | Former
Kartini's Legacy: Women as Minister of Foreign
Agents of Change in the Modern Affairs of the Republic of
Era Indonesia (2014-2024)
Workshop Business Acumen dan 18 Juni 2025 PT Prasetiya Mulya ELI
Strategic Innovation Batch 2 June 18, 2025
Business Acumen and Strategic
Innovation Workshop Batch 2
Proposal Presentation Business 10 Juli 2025 PT Prasetiya Mulya ELI
Acumen dan Strategic Innovation July 10, 2025
Batch 2
Business Acumen and Strategic
Innovation Proposal Presentation
Batch 2
216 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 217
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Ricky Ricardo Accounting & Anggota Komite Business Acumen dan Strategic 28 Juli 2025 PT Prasetiya Mulya ELI
Sarael Benyamin Tax Group Head Committee Innovation Batch 2 Online July 28, 2025
Member Coaching
Business Acumen and Strategic
Innovation Batch 2: Online
Coaching
Coaching with Expert: Business 26 Agustus 2025 PT Jasa Marga
Acumen dan Strategic Innovation August 26, 2025 (Persero) Tbk
Batch 2
Coaching with Experts: Business
Acumen and Strategic Innovation
Batch 2
Seminar Aplikasi Regulatory 29 September Hukum Online
Compliance System 2025
Regulatory Compliance System September 29,
Application Seminar 2025
Business Acumen dan Strategic 01 Oktober 2025 Jasa Marga Learning
Innovation Grand Final October 1, 2025 Institute
Presentation
Business Acumen and Strategic
Innovation Grand Final
Presentation
Workshop Jasa Marga 10 November 2025 • Tommy Tjokro -
Sustainability & Communication November 10, 2025 Founder SEPIKUL
Summit 2025 Indonesia
Jasa Marga Sustainability & • Maria Dian Nurani,
Communication Summit 2025 ST, MSi, SEP, ACPH -
Workshop CSR & Sustainability
Management Expert
Training User Aplikasi Regulatory 11 Desember 2025 Hukum Online
Compliance System (RCS) December 11, 2025
User Training for the Regulatory
Compliance System (RCS)
Application
Legal Summit: Peringatan 15 Desember 2025 • Yudi Purnomo
Hakordia dan Seminar Dampak December 15, 2025 Harahap - Penyidik
UU KUHAP "Penegakan Tindak KPK | KPK
Pidana Korupsi Ditinjau dari Investigator
Prinsip Bussiness Judgement • M. Agus Salim -
Rule dan Pedoman Strategis Bagi Hakim Ad-Hoc Tindak
Korporasi dalam Menghadapi Pidana Korupsi |
Implementasi UU KUHAP Ad-Hoc Judge for
Legal Summit: Hakordia Corruption Crimes
Commemoration and Seminar • Bobby R. Manalu
on the Impact of the Criminal - Siregar Setiawan
Procedure Code "Enforcement Manalu Partnership
of Corruption Crimes Reviewed
from the Business Judgment Rule
Principle and Strategic Guidelines
for Corporations in Facing the
Implementation of the Criminal
Procedure Code
Fostering Global Business 16 Desember 2025 SBM ITB
Awareness and Insight December 16, 2025
Infrastructure Outlook 2026 22 Desember 2025 SBM ITB
Trends, Risks, and Opportunities December 22, 2025
Aprilizayanti Human Capital Anggota Komite Towards Sustainable Future: Bank 14 Januari 2025 PT Bank Mandiri
Putri Development Committee Mandiriʼs Commitment to Positive January 14, 2025 (Persero) Tbk
Group Head Member Change
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 217
Page 218
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Aprilizayanti Human Capital Anggota Komite Pelatihan dan Sertifikasi Double 21 Januari 2025 HR Academy
Putri Development Committee Degree Certified Human Capital January 21, 2025
Group Head Member General Manager (CHGM)
Training and Certification for
Double Degree Certified Human
Capital General Manager (CHGM)
Sharing Session Human Capital 23 Januari 2025 Forum Human Capital
Technology & People Analytics - January 23, 2025 Indonesia (FHCI)
FHCI Bidang 6 Indonesian Human
Sharing Session on Human Capital Capital Forum (FHCI)
Technology & People Analytics -
FHCI Division 6
Jasa Marga Executive Summit 06 Februari 2025 • Koeshartanto
2025 February 6, 2025 Koeswiranto -
KTalents Asia
• Panji Wasmana -
Microsoft Indonesia
• Dr. Ir. Waluyo
MM - Anggota
Komite Akreditasi
Nasional | National
Accreditation
Committee Member
Seminar Bulan K3 Nasional Tahun 11 Februari 2025 dr. Andhika Raspati,
2025 PT Jasa Marga (Persero) Tbk February 11, 2025 SpKO
National OHS Month Seminar
of 2025 in PT Jasa Marga
(Persero) Tbk
Webinar Kesehatan Mental 11 Februari 2025 dr. Felosofa Fitriya,
K3: “Mental Health Awareness February 11, 2025 MMR. Pakar Kesehatan
dan Implementasi K3: Strategi Publik dan Ahli
Membangun Budaya Kerja yang Kesehatan dan
Aman dan Sehat” Keselamatan Kerja (K3) |
Mental Health and OHS Webinar: Public Health Expert and
“Mental Health Awareness and Occupational Health and
OHS Implementation: Strategies Safety (OHS) Specialist
for Building a Safe and Healthy
Work Culture”
JM Talk Operational Services: 14 Februari 2025 PT Jasa Marga
Tollroad Preservation February 14, 2025 (Persero) Tbk
Improvement through the
Implementation of Slope
Management System
Program EWB Srikandi: "Edukasi 14 Februari 2025 Srikandi JM
& Bantuan Program Stunting, Ibu February 14, 2025
Hamil dan Posyandu"
EWB Srikandi Program: “Education
& Assistance for Stunting,
Pregnant Women, and Posyandu
Programs”
Pelatihan Pengisian dan Pelaporan 19 Februari 2025 PT Ortax
SPT Orang Pribadi Karyawan February 19, 2025
PT Jasa Marga (Persero) Tbk
Training on Filling Out and
Reporting Personal Tax Returns
for Employees of PT Jasa Marga
(Persero) Tbk
BSE_Masterclass Eksklusif: 21 Februari 2025 BUMN School of
Creating Business Ecosystem February 21, 2025 Excellence (BSE)
BSE_Exclusive Masterclass:
Creating a Business Ecosystem
218 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 219
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Aprilizayanti Human Capital Anggota Komite [Directorship] Pengenalan 10 Maret 2025 PT Prima Wahana
Putri Development Committee Strategis Merger & Acquisition March 10, 2025 Caraka (PWC)
Group Head Member [Directorship] Strategic
Introduction to Mergers &
Acquisitions
Perempuan dalam Kepemimpinan: 11 Maret 2025 • FM Venusiana R -
Dari Inspirasi ke Aksi March 11, 2025 Direktur Enterprise
Women in Leadership: From & Business
Inspiration to Action Service PT Telkom
Indonesia | Director
of Enterprise &
Business Service at
PT Telkom Indonesia
• Dwi Yuliawati
Faiz - Head of
Programmes UN
Women Indonesia
Menggali potensi SBN: Investasi 14 Maret 2025 Jasa Marga Learning
aman, cuan nyaman March 14, 2025 Institute
Exploring the SBN potential: Safe
investment, comfortable returns
Sosialisasi UU BUMN No. 1 tahun 17 Maret 2025 UMBRA Strategic Legal
2025 March 17, 2025 Solutions
Socialization of SOE Law No. 1
of 2025
Webinar Employee Well Being 20 Maret 2025 Alsi Mega Marsha
Series_“Smart Working, Not March 20, 2025 Tengker B.A, M. Sc., M.
Overworking: Cara Produktif Psi., (Caca Tengker)
Tanpa Harus Burn Out” - Psikolog Klinis &
Employee Well-Being Series Founder Amanasa
Webinar: “Smart Working, Indonesia | Clinical
Not Overworking: How to Be Psychologist & Founder
Productive Without Burning Out” of Amanasa Indonesia
Kick Off dan Workshop "Desain 14 April 2025 Ernst & Young
dan Implementasi Internal Control April 14, 2025
over Financial Reporting (ICOFR)
PT Jasa Marga (Persero) Tbk"
“Design and Implementation of
Internal Control over Financial
Reporting (ICOFR) PT Jasa Marga
(Persero) Tbk” Kick Off and
Workshop
Kartiniʼs Legacy: Langkah 28 April 2025 Retno Marsudi -
Perempuan Sebagai Change April 28, 2025 Menteri Luar Negeri RI
Agents di Era Modern (2014-2024) | Former
Kartini's Legacy: Women as Minister of Foreign
Agents of Change in the Modern Affairs of the Republic of
Era Indonesia (2014-2024)
Sharing Session Sistem 17 April 2025 CRMS Indonesia
Manjemen Resiko - Resertifikasi April 17, 2025 (Center for Risk
QCRO Management Studies)
Risk Management System Sharing
Session - QCRO Recertification
Live Fireside Chat: AI Upskilling 22 April 2025 LinkedIn Learning
with Industry Leaders April 22, 2025
Webinar Wellbeing "Strategi 24 April 2025 PT Bank Syariah
Investasi Emas Tanpa Cemas” April 24, 2025 Indonesia
Wellbeing Webinar "Strategies for
Worry-Free Gold Investment".
HCM Talks_Sustainability & Public 24 April 2025 Jasa Marga Learning
Policy April 24, 2025 Institute
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 219
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Aprilizayanti Human Capital Anggota Komite Perpanjangan Sertifikasi QCRO 05 May 2025 CRMS Indonesia
Putri Development Committee Batch 2 May 5, 2025 (Center for Risk
Group Head Member QCRO Certification Extension Management Studies)
Batch 2
BSE Masterclass "Global Trade 28 Mei 2025 BUMN School of
Tensions: Turning Crisis into May 28, 2025 Excellence (BSE)
Opportunity"
Webinar Employee Wellbeing 13 Juni 2025 Dessy Ilsanti, M.Psi. -
(Mental Health) Growing Beyond June 13, 2025 Psikolog Klinis | Clinical
Insecurity: Menjadi Cerdas Psychologist
Emosional di Tempat Kerja
Employee Wellbeing (Mental
Health) Webinar Growing Beyond
Insecurity: Becoming Emotionally
Intelligent in the Workplace
The Future of People Adaptive 17 Juni 2025 International
Organisations in the Digital Era June 17, 2025 Federation of Training
& Development
Organisations (IFTDO)
JM Talk Operational Services 11 Juli 2025 PT Jasa Marga
Series10 _Enhancing Tollroad July 11, 2025 (Persero) Tbk
Longevity through Effective
Drainage Management
Townhall Meeting JMTM: Manfaat 09 Juli 2025 PT Jasa Marga
Program BP Jamsostek dan July 9, 2025 (Persero) Tbk
Sharing Session Implementasi
Tata Nilai AKHLAK
JMTM Town Hall Meeting:
Benefits of the BP Jamsostek
Program and Sharing Session on
the Implementation of AKHLAK
Values
FHCI Connect Expert: Balancing 09 Juli 2025 Forum Human Capital
Compliance, Business Agility, and July 9, 2025 Indonesia (FHCI)
Workforce Welfare - Series 1 Indonesian Human
Capital Forum (FHCI)
PAVE Womenʼs Leadership 29 Juli 2025 Srikandi BUMN
Training for Infrastructure BUMNs July 29, 2025
- Srikandi
The 9th Asia Pacific HR Forum 27 Agustus 2025 Inti Pesan
“A Great HR Management August 27, 2025
System to Realize Business
Sustainabilityˮ
Pelatihan Penyusunan Dokumen 28 Agustus 2025 Agus Doddy S.Kom,
Sistem Manajemen Kelangsungan August 28, 2025 AMBCI, LA ISO BCMS
Usaha Berdasarkan ISO
22301:2019
Training on the Development of
Business Continuity Management
System Documentation Based on
ISO 22301:2019
Kartini Danantara Leadership 26 September 2025 Srikandi BUMN
Development Program_Module 1 September 26, 2025
Lead Boldly: From Within to the
Future
Leveraging Digital Innovation to 30 September 2025 Didiek Hartantyo
Amplify Customer Experience September 30, 2025 - Direktur Utama
PT Kereta Api Indonesia
(Persero) | President
Director of PT Kereta
Api Indonesia (Persero)
220 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 221
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Aprilizayanti Human Capital Anggota Komite Seminar Aplikasi Regulatory 29 September 2025 Hukum Online
Putri Development Committee Compliance System September 29, 2025
Group Head Member Regulatory Compliance System
Application Seminar
FHCI Connect Expert Series 08 Oktober 2025 PT Jasa Marga
3 HC Talent Development: October 8, 2025 (Persero) Tbk
Global Trend, Future Insight and
Development
[Program Cornell] Kick Off 15 Oktober 2025 Cornell University
Program Cornell Cohort 2 dan 3 October 15, 2025
[Cornell Program] Kick Off for
Cornell Cohorts 2 and 3
Sosialisasi Sistem Pemgendalian 27 Oktober 2025 PT Jasa Marga
Internal (SPIN) October 27, 2025 (Persero) Tbk
Internal Control System (SPIN)
Socialization
Kartini Danantara Leadership 30 Oktober 2025 Danantara
Development Program October 30, 2025
(Day 1) Pelatihan Konvensi Hak 31 Oktober 2025 Kementerian
Anak, Pengasuhan Berbasis Hak October 31, 2025 Pemberdayaan
Anak, Gender dan Manajemen Perempuan dan
Keselamatan Anak Perlindungan Anak RI
(Day 1) Training on the Ministry of Women's
Convention on the Rights of Empowerment and
the Child, Child-Rights-Based Child Protection of the
Care, Gender, and Child Safety Republic of Indonesia
Management
(Day 2) Pelatihan Konvensi Hak 01 November 2025 Kementerian
Anak, Pengasuhan Berbasis Hak November 1, 2025 Pemberdayaan
Anak, Gender dan Manajemen Perempuan dan
Keselamatan Anak Perlindungan Anak RI
(Day 2) Training on the Ministry of Women's
Convention on the Rights of Empowerment and
the Child, Child-Rights-Based Child Protection of the
Care, Gender, and Child Safety Republic of Indonesia
Management
Workshop Jasa Marga 10 November 2025 • Tommy Tjokro -
Sustainability & Communication November 10, 2025 Founder SEPIKUL
Summit 2025 Indonesia
Jasa Marga Sustainability & • Maria Dian Nurani,
Communication Summit 2025 ST, MSi, SEP, ACPH -
Workshop CSR & Sustainability
Management Expert
Learn & Share - Penerapan 14 November 2025 PT Jasa Marga
Hybrid Wind Tree sebagai November 14, 2025 (Persero) Tbk
Langkah Awal Efisiensi Energi di
Jasa Marga [I2RI]
Learn & Share - Implementation of
Hybrid Wind Trees as a First Step
Toward Energy Efficiency at Jasa
Marga [I2RI]
Sharing Session FHCI Connect 19 November 2025 Forum Human Capital
Expert Series 5 "From November 19, 2025 Indonesia (FHCI)
Engagement to Impact: Building Indonesian Human
Stronger Organizations Through Capital Forum (FHCI)
People Power"
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 221
Page 222
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Aprilizayanti Human Capital Anggota Komite Webinar Series BK Sipil PII: 29 November 2025 PII
Putri Development Committee Pembiayaan Kreatif Penyediaan Novembe 29, 2025
Group Head Member Infrastruktur "Pembiayaan
Infrastruktur Jalan Tol di
Indonesia"
PII Civil Engineering Webinar
Series: Creative Financing for
Infrastructure Provision “Toll
Road Infrastructure Financing in
Indonesia”
Training User Aplikasi Regulatory 11 Desember 2025 Hukum Online
Compliance System (RCS) December 11, 2025
User Training for the Regulatory
Compliance System (RCS)
Application
Legal Summit: Peringatan 15 Desember 2025 • Yudi Purnomo
Hakordia dan Seminar Dampak December 15, 2025 Harahap - Penyidik
UU KUHAP "Penegakan Tindak KPK | KPK
Pidana Korupsi Ditinjau dari Investigator
Prinsip Bussiness Judgement • M. Agus Salim -
Rule dan Pedoman Strategis Bagi Hakim Ad-Hoc
Korporasi dalam Menghadapi Tindak Pidana
Implementasi UU KUHAP Korupsi | Ad-Hoc
Legal Summit: Hakordia Judge for Corruption
Commemoration and Seminar Crimes
on the Impact of the Criminal • Bobby R. Manalu
Procedure Code "Enforcement - Siregar Setiawan
of Corruption Crimes Reviewed Manalu Partnership
from the Business Judgment Rule
Principle and Strategic Guidelines
for Corporations in Facing the
Implementation of the Criminal
Procedure Code
Fostering Global Business 16 Desember 2025 SBM ITB
Awareness and Insight December 16, 2025
Webinar Employee Well Being: 19 Desember 2025 PT Jasa Marga
Kolaborasi Program Hunian December 19, 2025 (Persero) Tbk dan
Karyawan Perumnas dan Jasa Perum Perumnas
Marga "Hunian Berkualitas -
Terhubung Tanpa Batas "
Employee Well-Being Webinar:
Collaboration between Perumnas
and Jasa Marga's Employee
Housing Program “Quality Housing
- Connected Without Limits”
Infrastructure Outlook 2026 22 Desember 2025 SBM ITB
Trends, Risks, and Opportunities December 22, 2025
Ivan Mawara Legal & Anggota Komite [Directorship] Pengenalan 10 Maret 2025 PT Prima Wahana
Compliance Committee Strategis Merger & Acquisition March 10, 2025 Caraka (PWC)
Group Head Member [Directorship] Strategic
Introduction to Mergers &
Acquisitions
Business Intelligence Dashboard 04 Juni 2025 PT Jasa Marga
dalam rangka program self- June 4, 2025 (Persero) Tbk
service analytics Perusahaan
Business Intelligence Dashboard
as part of the Company's self-
service analytics program
Sharing Session Proses 22 September 2025 PT Jasa Marga
Pelaksanaan Konstruksi Jalan Tol September 22, 2025 (Persero) Tbk
Sharing Session on the Toll Road
Construction Implementation
Process
222 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 223
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Ivan Mawara Legal & Anggota Komite Training Sistem Manajemen 29 September 2025 PT BSI
Compliance Committee Kepatuhan Berbasis ISO September 29, 2025
Group Head Member 37301:2021 (Compliance
Management System) dan
Go Live Aplikasi Regulatory
Compliance System (RCS)
Pendidikan dan Sertifikasi Auditor 28 Oktober 2025 Hukum Online
Hukum (Certified Legal Auditor) October 28, 2025
Education and Certification of
Legal Auditors (Certified Legal
Auditor)
Training User Aplikasi Regulatory 11 Desember 2025 Hukum Online
Compliance System (RCS) December 11, 2025
User Training for the Regulatory
Compliance System (RCS)
Application
Legal Summit: Peringatan 15 Desember 2025 • Yudi Purnomo
Hakordia dan Seminar Dampak December 15, 2025 Harahap - Penyidik
UU KUHAP "Penegakan Tindak KPK | KPK
Pidana Korupsi Ditinjau dari Investigator
Prinsip Bussiness Judgement • M. Agus Salim -
Rule dan Pedoman Strategis Bagi Hakim Ad-Hoc
Korporasi dalam Menghadapi Tindak Pidana
Implementasi UU KUHAP Korupsi | Ad-Hoc
Legal Summit: Hakordia Judge for Corruption
Commemoration and Seminar Crimes
on the Impact of the Criminal • Bobby R. Manalu
Procedure Code "Enforcement - Siregar Setiawan
of Corruption Crimes Reviewed Manalu Partnership
from the Business Judgment Rule
Principle and Strategic Guidelines
for Corporations in Facing the
Implementation of the Criminal
Procedure Code
Denny Chandra Concession Anggota Komite Towards Sustainable Future: Bank 14 Januari 2025 PT Bank Mandiri
Irawan Business Committee Mandiriʼs Commitment to Positive January 14, 2025 (Persero) Tbk
Planning Group Member Change
Head
Jasa Marga Executive Summit 06 Februari 2025 • Koeshartanto
2025 February 6, 2025 Koeswiranto -
KTalents Asia
• Panji Wasmana -
Microsoft Indonesia
• Dr. Ir. Waluyo
MM - Anggota
Komite Akreditasi
Nasional | National
Accreditation
Committee Member
Pelatihan Pengisian dan Pelaporan 19 Februari 2025 PT Ortax
SPT Orang Pribadi Karyawan February 19, 2025
PT Jasa Marga (Persero) Tbk
Training on Filling Out and
Reporting Personal Tax Returns
for Employees of PT Jasa Marga
(Persero) Tbk
Seminar Aplikasi Regulatory 29 September 2025 Hukum Online
Compliance System September 29, 2025
Regulatory Compliance System
Application Seminar
Business Acumen dan Strategic 01 Oktober 2025 PT Jasa Marga
Innovation Grand Final October 1, 2025 (Persero) Tbk
Presentation
Business Acumen and Strategic
Innovation Grand Final
Presentation
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 223
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Komite Pengarah Teknologi Informasi
Table of the Information Technology Steering Committee Competency Development
Materi Pengembangan Waktu
Nama Jabatan Kedudukan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Role Subject of Competency Implementation Organizer
Development/Training Date
Denny Chandra Concession Anggota Komite Seminar HPJI 2025_Solusi Holistik 23 Oktober 2025 Himpunan
Irawan Business Committee Geoteknik untuk Infrastruktur October 23, 2025 Pengembangan Jalan
Planning Group Member Jalan Tangguh dan Berkelanjutan Indonesia (HPJI)
Head HPJI Seminar 2025_Holistic Indonesian Road
Geotechnical Solutions for Developers Association
Resilient and Sustainable Road (HPJI)
Infrastructure
Workshop Jasa Marga 10 November 2025 • Tommy Tjokro -
Sustainability & Communication November 10, 2025 Founder SEPIKUL
Summit 2025 Indonesia
Jasa Marga Sustainability & • Maria Dian Nurani,
Communication Summit 2025 ST, MSi, SEP, ACPH -
Workshop CSR & Sustainability
Management Expert
Webinar Series BK Sipil PII: 29 November 2025 PII
Pembiayaan Kreatif Penyediaan November, 29, 2025
Infrastruktur "Pembiayaan
Infrastruktur Jalan Tol di
Indonesia"
PII Civil Engineering Webinar
Series: Creative Financing for
Infrastructure Provision “Toll
Road Infrastructure Financing in
Indonesia”
Training User Aplikasi Regulatory 11 Desember 2025 Hukum Online
Compliance System (RCS) December 11, 2025
User Training for the Regulatory
Compliance System (RCS)
Application
Legal Summit: Peringatan 15 Desember 2025 • Yudi Purnomo
Hakordia dan Seminar Dampak December 15, 2025 Harahap - Penyidik
UU KUHAP "Penegakan Tindak KPK | KPK
Pidana Korupsi Ditinjau dari Investigator
Prinsip Bussiness Judgement • M. Agus Salim -
Rule dan Pedoman Strategis Bagi Hakim Ad-Hoc
Korporasi dalam Menghadapi Tindak Pidana
Implementasi UU KUHAP Korupsi | Ad-Hoc
Legal Summit: Hakordia Judge for Corruption
Commemoration and Seminar Crimes
on the Impact of the Criminal • Bobby R. Manalu
Procedure Code "Enforcement - Siregar Setiawan
of Corruption Crimes Reviewed Manalu Partnership
from the Business Judgment Rule
Principle and Strategic Guidelines
for Corporations in Facing the
Implementation of the Criminal
Procedure Code
224 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 225
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pengembangan Kompetensi Unit Internal Audit
Internal Audit Unit Competency Development
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Agung Laksana Internal Audit Dapat dilihat pada pembahasan Pengembangan Kompetensi Komite Manajemen Risiko
Pranata Senior Group Disclosed in Risk Management Committee Competency Development section
Head
Sigit Sutarno Internal Audit [Directorship] Pengenalan Strategis Merger & 10 Maret 2025 PT Prima Wahana
Planning & Acquisition March 10, 2025 Caraka (PWC)
Execution [Directorship] Strategic Introduction to Mergers &
Department Head Acquisitions
Workshop Implementasi Internal Control Over Financial 07 Mei 2025 The Institute of
Reporting (ICOFR) May 7, 2025 Internal Auditors
Workshop on the Implementation of Internal Control Indonesia (IIA)
Over Financial Reporting (ICOFR)
Konferensi Auditor Internal dan Munas FKSPI 2025 02 Juli 2025 Yayasan
"Shifting Horizon for Internal Auditors: Navigating July 2, 2025 Pendidikan Internal
Emerging Risk, Governance and Opportunities in 2025" Audit (YPIA)
Internal Auditor Conference and FKSPI National Internal Audit
Conference 2025 “Shifting Horizon for Internal Auditors: Education
Navigating Emerging Risk, Governance and Opportunities Foundation (YPIA)
in 2025”
Pelatihan Konsep Dasar dan Pentingnya Sistem 04 Agustus 2025 Agus Doddy S.Kom,
Manajemen Kelangsungan Usaha Berdasar ISO August 4, 2025 AMBCI, LA ISO
22301:2019 BCMS - Chairman
Training on the Basic Concepts and Importance of BCM Forum
Business Continuity Management Systems based on Indonesia & Senior
ISO 22301:2019 Consultant JPM &
Partners
Training Sistem Manajemen Kepatuhan Berbasis ISO 29 September 2025 PT BSI
37301:2021 (Compliance Management System) dan Go September 29, 2025
Live Aplikasi Regulatory Compliance System (RCS)
Training on the ISO 37301:2021-Based Compliance
Management System and Go Live of the Regulatory
Compliance System (RCS) App
Workshop Sistem Pengendalian Internal (SPIN) 21 Oktober 2025 PT Jasa Marga
Internal Control System (SPIN) Workshop October 21, 2025 (Persero) Tbk
Sosialisasi Sistem Pengendalian Internal (SPIN) 27 Oktober 2025 PT Jasa Marga
Socialisation of the Internal Control System (SPIN) October 27, 2025 (Persero) Tbk
Pelatihan Internal Control over Financial Reporting 8 Desember 2025 PT Prima Wahana
(ICoFR) - Test of Design Effectiveness (TOD) dan Test December 8, 2025 Caraka (PWC)
of Operationg Effectiveness (TOE)
Internal Control over Financial Reporting (ICoFR)
Training - Test of Design Effectiveness (TOD) and Test
of Operational Effectiveness (TOE)
Training User Aplikasi Regulatory Compliance System 11 Desember 2025 Hukum Online
(RCS) December 11, 2025
Training for Regulatory Compliance System (RCS)
Application Users
Workshop ICOFR: Metodologi dan Praktik Test of Design 18 Desember 2025 Ernst & Young
Effectiveness (TOD) dan Test of Operating Effectiveness December 18, 2025
(TOE)
ICOFR Workshop: Methodology and Practice of Test
of Design Effectiveness (TOD) and Test of Operating
Effectiveness (TOE)
Juairiah Internal Audit Sertifikasi QIA Kelas Reguler Tingkat Dasar 06 Januari 2025 Yayasan
Monitoring & QIA Certification Basic Level – Regular Class January 6, 2025 Pendidikan Internal
Operational Audit (YPIA)
Management Internal Audit
Assistant Education
Foundation (YPIA)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 225
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Juairiah Internal Audit Pelatihan & Sertifikasi CRA 17 Februari 2025 Smart Imdonesia
Monitoring & CRA Training & Certification February 17, 2025 Academy
Operational
[Directorship] Pengenalan Strategis Merger & 10 Maret 2025 PT Prima Wahana
Management
Acquisition March 10, 2025 Caraka (PWC)
Assistant
[Directorship] Strategic Introduction to Mergers &
Acquisitions
“Kartiniʼs Legacy: Langkah Perempuan Sebagai Change 28 April 2025 Retno Marsudi -
Agents di Era Modern” April 28, 2025 Menteri Luar Negeri
“Kartini’s Legacy: Women as Change Agents in the RI (2014-2024)
Modern Era” | Minister of
Foreign Affairs
of the Republic
of Indonesia
(2014-2024)
Webinar Wellbeing "Strategi Investasi Emas Tanpa 24 April 2025 PT Bank Syariah
Cemas” April 24, 2025 Indonesia
Wellbeing Webinar “Strategies for Worry-Free Gold
Investment”
Webinar Employee Wellbeing (Mental Health) Growing 13 Juni 2025 Dessy Ilsanti,
Beyond Insecurity: Menjadi Cerdas Emosional di Tempat June 13, 2025 M.Psi. - Psikolog
Kerja Klinis | Clinical
Webinar on Employee Wellbeing (Mental Health) Psychologist
Growing Beyond Insecurity: Becoming Emotionally
Intelligent at Work
Pelatihan Risk Maturity Index (RMI) 09 Juli 2025 RWI Consulting
Risk Maturity Index (RMI) Training July 9, 2025
Pelatihan dan Sertifikasi Certified Practitioner of Internal 21 Juli 2025 Yayasan
Audit (CPIA) July 21, 2025 Pendidikan
Certified Practitioner of Internal Audit (CPIA) Training Internal Audit
and Certification (YPIA)
Internal Audit
Education
Foundation (YPIA)
Pelatihan Konsep Dasar dan Penting nya Sistem 04 Agustus 2025 Agus Doddy
Manajemen Kelangsungan Usaha berdasar ISO August 4, 2025 S.Kom, AMBCI,
22301:2019 LA ISO BCMS -
Training on the Basic Concepts and Importance of Chairman BCM
Business Continuity Management Systems based on Forum Indonesia &
ISO 22301:2019 Senior Consultant
JPM & Partners
Leveraging Digital Innovation to Amplify Customer 30 September Didiek Hartantyo
Experience 2025 - Direktur Utama |
September 30, President Director
2025 PT Kereta Api
Indonesia (Persero)
Workshop Sistem Pengendalian Internal (SPIN) 21 Oktober 2025 PT Jasa Marga
Internal Control System SPIN Workshop October 21, 2025 (Persero) Tbk
Sosialisasi Sistem Pengendalian Internal (SPIN) 27 Oktober 2025 PT Jasa Marga
Socialisation of the Internal Control System (SPIN) October 27, 2025 (Persero) Tbk
Workshop Jasa Marga Sustainability & Communication 10 November 2025 • Tommy Tjokro -
Summit 2025 November 10, 2025 Founder SEPIKUL
Indonesia
• Maria Dian
Nurani, ST, MSi,
SEP, ACPH - CSR
& Sustainability
Management
Expert
226 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 227
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Juairiah Internal Audit Seminar Nasional Internal Audit (SNIA) 2025 “Whatʼs 03 Desember 2025 Yayasan
Monitoring & Driving Change to Stay Ahead of The Curve for Internal December 3, 2025 Pendidikan
Operational Auditors in The Coming Years?” Internal Audit
Management National Internal Audit Seminar (SNIA) 2025 ‘What (YPIA)
Assistant Drives Change to Stay Ahead of the Curve for Internal Internal Audit
Auditors in the Coming Years?’ Education
Foundation (YPIA)
Pelatihan Internal Control over Financial Reporting 08 Desember 2025 PT Prima Wahana
ICoFR - Test of Design Effectiveness TOD dan Test December 8, 2025 Caraka (PWC)
of Operationg Effectiveness TOE
Internal Control over Financial Reporting (ICoFR)
Training - Test of Design Effectiveness (TOD) and Test
of Operational Effectiveness (TOE)
Training User Aplikasi Regulatory Compliance System 12 Desember 2025 Hukum Online
(RCS) December 12, 2025
Workshop ICOFR: Metodologi dan Praktik Test of Design 18 Desember 2025 Ernst & Young
Effectiveness (TOD) dan Test of Operating Effectiveness December 18, 2025
(TOE)
ICOFR Workshop: Methodology and Practice of Test
of Design Effectiveness (TOD) and Test of Operating
Effectiveness (TOE)
Hokie Fitriawan Auditor [Directorship] Pengenalan Strategis Merger & 10 Maret 2025 PT Prima Wahana
Acquisition March 10, 2025 Caraka (PWC)
[Directorship] Strategic Introduction to Mergers &
Acquisitions
Kick Off dan Workshop "Desain dan Implementasi 14 April 2025 Ernst & Young
Internal Control Over Financial Reporting (ICOFR) April 14, 2025
PT Jasa Marga (Persero) Tbk"
Kick-off and Workshop on “Design and Implementation
of Internal Control over Financial Reporting (ICOFR) at
PT Jasa Marga (Persero) Tbk”
Webinar Wellbeing "Strategi Investasi Emas Tanpa 24 April 2025 PT Bank Syariah
Cemas” April 24, 2025 Indonesia
Wellbeing Webinar “Strategies for Worry-Free Gold
Investment”
Workshop Implementasi Internal Control Over Financial 07 Mei 2025 The Institute of
Reporting (ICOFR) May 7, 2025 Internal Auditors
Workshop on the Implementation of Internal Control Indonesia (IIA)
Over Financial Reporting (ICOFR)
Hokie Fitriawan Auditor Pelatihan Agreed-Upon Procedures (AUP) Kualitas 18 Juni 2025 Harry Mulyadi
Penerapan Manajemen Risiko June 18, 2025
Agreed-Upon Procedures (AUP) Training on the Quality
of Risk Management Implementation
Seminar Nasional – Bincang SPI 2025 “Menjaga 03 September 2025 Forum Komunikasi
Profesionalisme Direksi dalam Bingkai Governance, September 3, 2025 Satuan Pengawasan
Risk & Compliance (GRC) dan Business Judgment Rule Intern Wilayah Jawa
terhadap UU No. 1 Tahun 2025” Barat & Banten
National Seminar – SPI 2025 Discussion “Maintaining Communication
Board Professionalism within the Framework of Forum for Internal
Governance, Risk & Compliance (GRC) and Business Audit Units in West
Judgment Rule in accordance with Law No. 1 of 2025” Java & Banten
Regions
Workshop Sistem Pengendalian Internal (SPIN) 21 Oktober 2025 PT Jasa Marga
Internal Control System (SPIN) Workshop October 21, 2025 (Persero) Tbk
Sosialisasi Sistem Pengendalian Internal (SPIN) 27 Oktober 2025 PT Jasa Marga
Socialisation of the Internal Control System (SPIN) October 27, 2025 (Persero) Tbk
Pelatihan Internal Control over Financial Reporting 8 Desember 2025 PT Prima Wahana
(ICoFR) - Test of Design Effectiveness (TOD) dan Test December 8, 2025 Caraka (PWC)
of Operationg Effectiveness (TOE)
Internal Control over Financial Reporting (ICoFR)
Training - Test of Design Effectiveness (TOD) and Test
of Operational Effectiveness (TOE)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 227
Page 228
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Hokie Fitriawan Auditor Workshop ICOFR: Metodologi dan Praktik Test of Design 18 Desember 2025 Ernst & Young
Effectiveness (TOD) dan Test of Operating Effectiveness December 18, 2025
(TOE)
ICOFR Workshop: Methodology and Practice of Test
of Design Effectiveness (TOD) and Test of Operating
Effectiveness (TOE)
Dias August Senior Auditor Towards Sustainable Future: Bank Mandiriʼs 14 Januari 2025 PT Bank Mandiri
Surya Putra Commitment to Positive Change January 14, 2025 (Persero) Tbk
[Directorship] Pengenalan Strategis Merger & 10 Maret 2025 PT Prima Wahana
Acquisition March 10, 2025 Caraka (PWC)
[Directorship] Strategic Introduction to Mergers &
Acquisitions
Kick Off dan Workshop “Desain dan Implementasi 14 April 2025 Ernst & Young
Internal Control Over Financial Reporting (ICOFR) April 14, 2025
PT Jasa Marga (Persero) Tbk”
Kick-off and Workshop on “Design and Implementation
of Internal Control over Financial Reporting (ICOFR) at
PT Jasa Marga (Persero) Tbk”
“Kartiniʼs Legacy: Langkah Perempuan Sebagai Change 28 April 2025 Retno Marsudi -
Agents di Era Modern” April 28, 2025 Menteri Luar Negeri
“Kartini’s Legacy: Women as Change Agents in the RI (2014-2024)
Modern Era” | Minister of
Foreign Affairs
of the Republic
of Indonesia
(2014-2024)
Konferensi Auditor Internal dan Munas FKSPI 2025 02 Juli 2025 Yayasan
"Shifting Horizon for Internal Auditors: Navigating July 2, 2025 Pendidikan Internal
Emerging Risk, Governance and Opportunities in 2025" Audit (YPIA)
Internal Auditor Conference and FKSPI National Internal Audit
Conference 2025 “Shifting Horizon for Internal Auditors: Education
Navigating Emerging Risk, Governance and Opportunities Foundation (YPIA)
in 2025”
Pelatihan Risk Maturity Index (RMI) 09 Juli 2025 RWI Consulting
Risk Maturity Index (RMI) Training July 9, 2025
Pelatihan Konsep Dasar dan Penting nya Sistem 04 August 2025 Agus Doddy S.Kom,
Manajemen Kelangsungan Usaha berdasar ISO August 4, 2025 AMBCI, LA ISO
22301:2019 BCMS - Chairman
Training on the Basic Concepts and Importance of BCM Forum
Business Continuity Management Systems based on Indonesia & Senior
ISO 22301:2019 Consultant JPM &
Partners
Knowledge Sharing Forum KSF Long-Span Bridge 19 Agustus 2025 BPSDM
Maintenance in Japan August 19, 2025 Kementerian
Pekerjaan Umum
Human Resources
Development
Agency – Ministry
of Public Works
Program ACIIA Conference 2025 dan Onsite Learning 08 September 2025 Lembaga Profesi
Kuala Lumpur September 8, 2025 Auditor Internal
ACIIA Conference 2025 Program and Kuala Lumpur Indonesia (LPAII)
Onsite Learning Indonesian
Internal Auditor
Professional
Association (LPAII)
Sharing Session Proses Pelaksanaan Konstruksi Jalan Tol 22 September 2025 PT Jasa Marga
Sharing Session on the Implementation Toll Road September 22, 2025 (Persero) Tbk
Construction
228 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 229
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Dias August Senior Auditor Leveraging Digital Innovation to Amplify Customer 30 September 2025 Didiek Hartantyo
Surya Putra Experience September 30, 2025 - Direktur Utama |
President Director
of PT Kereta Api
Indonesia (Persero)
Workshop Sistem Pengendalian Internal (SPIN) 21 Oktober 2025 PT Jasa Marga
Internal Control System (SPIN) Workshop October 21, 2025 (Persero) Tbk
Sosialisasi Sistem Pengendalian Internal (SPIN) 27 Oktober 2025 PT Jasa Marga
Socialisation of the Internal Control System (SPIN) October 27, 2025 (Persero) Tbk
Town Hall Meeting Jasa Marga Group: Launching 20 November 2025 PT Jasa Marga
Budaya Kerja JSMR MOVE November 20, 2025 (Persero) Tbk
Jasa Marga Group Town Hall Meeting: Launching the
JSMR MOVE Work Culture
Pelatihan Internal Control over Financial Reporting 8 Desember 2025 PT Prima Wahana
(ICoFR) - Test of Design Effectiveness (TOD) dan Test December 8, 2025 Caraka (PWC)
of Operationg Effectiveness (TOE)
Internal Control over Financial Reporting (ICoFR)
Training - Test of Design Effectiveness (TOD) and Test
of Operational Effectiveness (TOE)
Workshop ICOFR: Metodologi dan Praktik Test of Design 18 Desember 2025 Ernst & Young
Effectiveness (TOD) dan Test of Operating Effectiveness December 18, 2025
(TOE)
ICOFR Workshop: Methodology and Practice of Test
of Design Effectiveness (TOD) and Test of Operating
Effectiveness (TOE)
Krisma Perwita Internal Audit Towards Sustainable Future: Bank Mandiriʼs 14 Januari 2025 PT Bank Mandiri
Sari Monitoring & Commitment to Positive Change January 14, 2025 (Persero) Tbk
Operational
JM Talk Operational Services: Tollroad Preservation 14 Februari 2025 PT Jasa Marga
Management
Improvement through the Implementation of Slope February 14, 2025 (Persero) Tbk
Department Head
Management System
Pelatihan Internal Control Over Financial Reporting 18 Februari 2025 PELINDO
(ICOFR) February 18, 2025
Internal Control Over Financial Reporting (ICOFR)
Training
[Directorship] Pengenalan Strategis Merger & 10 Maret 2025 PT Prima Wahana
Acquisition March 10, 2025 Caraka (PWC)
[Directorship] Strategic Introduction to Mergers &
Acquisitions
Kick Off dan Workshop "Desain dan Implementasi 14 April 2025 Ernst & Young
Internal Control Over Financial Reporting (ICOFR) April 14, 2025
PT Jasa Marga (Persero) Tbk"
Kick-off and Workshop on “Design and Implementation
of Internal Control over Financial Reporting (ICOFR) at
PT Jasa Marga (Persero) Tbk”
“Kartiniʼs Legacy: Langkah Perempuan Sebagai Change 28 April 2025 Retno Marsudi
Agents di Era Modern” April 28, 2025 - Menteri Luar
“Kartini’s Legacy: Women as Change Agents in the Negeri RI (2014-
Modern Era” 2024) | Minister
of Foreign Affairs
of the Republic of
Indonesia (2014-
2024)
Pelatihan Internal Manajemen Resiko 2025 (Batch 2) 16 April 2025 PT Jasa Marga
Internal Risk Management Training 2025 (Batch 2) April 16, 2025 (Persero) Tbk
Pelatihan Building a Sustainable Quality Program 19 Mei 2025 PT Jasa Marga
Training on Building a Sustainable Quality Program May 19, 2025 (Persero) Tbk
Sharing Session Proses Pelaksanaan Konstruksi Jalan Tol 22 September 2025 PT Jasa Marga
Sharing Session on the Implementation Toll Road September 22, 2025 (Persero) Tbk
Construction
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 229
Page 230
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Krisma Perwita Internal Audit Training Sistem Manajemen Kepatuhan Berbasis ISO 29 September 2025 PT BSI
Sari Monitoring & 37301:2021 (Compliance Management System) dan Go September 29, 2025
Operational Live Aplikasi Regulatory Compliance System (RCS)
Management Training on the ISO 37301:2021-Based Compliance
Department Head Management System and Go Live of the Regulatory
Compliance System (RCS) App
Workshop Sistem Pengendalian Internal (SPIN) 21 Oktober 2025 PT Jasa Marga
Internal Control System (SPIN) Workshop October 21, 2025 (Persero) Tbk
Sosialisasi Sistem Pengendalian Internal (SPIN) 27 Oktober 2025 PT Jasa Marga
Socialisation of the Internal Control System (SPIN) October 27, 2025 (Persero) Tbk
Sharing Session "Beyond Strategy: Leading Through 28 Oktober 2025 PT Jasa Marga
Stakeholder Synergy" October 28, 2025 (Persero) Tbk
Workshop Jasa Marga Sustainability & Communication 10 November 2025 • Tommy Tjokro -
Summit 2025 November 10, 2025 Founder SEPIKUL
Indonesia
• Maria Dian
Nurani, ST, MSi,
SEP, ACPH - CSR
& Sustainability
Management
Expert
Pelatihan Internal Control over Financial Reporting 8 Desember 2025 PT Prima Wahana
(ICoFR) - Test of Design Effectiveness TOD dan Test December 8, 2025 Caraka (PWC)
of Operationg Effectiveness (TOE)
Internal Control over Financial Reporting (ICoFR)
Training - Test of Design Effectiveness (TOD) and Test
of Operational Effectiveness (TOE)
Training User Aplikasi Regulatory Compliance System 12 Desember 2025 Hukum Online
(RCS) December 12, 2025
Training for Regulatory Compliance System (RCS)
Application Users
Legal Summit: Peringatan Hakordia dan Seminar 15 Desember 2025 • Yudi Purnomo
Dampak UU KUHAP "Penegakan Tindak Pidana Korupsi December 15, 2025 Harahap -
Ditinjau dari Prinsip Bussiness Judgement Rule dan Penyidik KPK |
Pedoman Strategis Bagi Korporasi dalam Menghadapi KPK investigator
Implementasi UU KUHAP • M. Agus Salim -
Legal Summit: Hakordia Commemoration and Seminar Hakim Ad-Hoc
on the Impact of the Criminal Procedure Code Tindak Pidana
Law ‘Enforcement of Corruption Crimes Reviewed Korupsi | Ad
from the Business Judgement Rule Principle and Hoc Judge for
Strategic Guidelines for Corporations in Facing the Corruption Crimes
Implementation of the Criminal Procedure Code Law’ • Bobby R.
Manalu - Siregar
Setiawan Manalu
Partnership
Workshop ICOFR: Metodologi dan Praktik Test of Design 18 Desember 2025 Ernst & Young
Effectiveness (TOD) dan Test of Operating Effectiveness December 18, 2025
(TOE)
ICOFR Workshop: Methodology and Practice of Test
of Design Effectiveness (TOD) and Test of Operating
Effectiveness (TOE)
Indri Kurnia Internal Audit [Directorship] Pengenalan Strategis Merger & Acquisition 10 Maret 2025 PT Prima Wahana
Lestari Planning & [Directorship] Strategic Introduction to Mergers & March 10, 2025 Caraka (PWC)
Execution Senior Acquisitions
Specialist
Webinar Wellbeing "Strategi Investasi Emas Tanpa Cemas” 24 April 2025 PT Bank Syariah
Wellbeing Webinar “Strategies for Worry-Free Gold April 24, 2025 Indonesia
Investment”
Webinar Employee Wellbeing (Mental Health) Growing 13 Juni 2025 Dessy Ilsanti,
Beyond Insecurity: Menjadi Cerdas Emosional di Tempat June, 13, 2025 M.Psi. - Psikolog
Kerja Klinis | Clinical
Webinar on Employee Wellbeing (Mental Health) Psychologist
Growing Beyond Insecurity: Becoming Emotionally
Intelligent at Work
230 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 231
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Indri Kurnia Internal Audit Workshop Business Acumen dan Strategic Innovation 18 Juni 2025 PT Prasetiya
Lestari Planning & Batch 2 June 18, 2025 Mulya ELI
Execution Senior Business Acumen and Strategic Innovation Workshop
Specialist Batch 2
Proposal Presentation Business Acumen dan Strategic 10 Juli 2025 PT Prasetiya
Innovation Batch 2 July 10, 2025 Mulya ELI
Business Acumen and Strategic Innovation Proposal
Presentation Batch 2
Business Acumen dan Strategic Innovation Batch 2: 28 Juli 2025 PT Prasetiya
Online Coaching July 28, 2025 Mulya ELI
Business Acumen and Strategic Innovation Batch 2:
Online Coaching
Workshop Legal Fundamentals for Business 30 Juli 2025 PT Jasa Marga
Professional July 30, 2025 (Persero) Tbk
Coaching with Expert: Business Acumen dan Strategic 25 Agustus 2025 PT Jasa Marga
Innovation Batch 2 August 25, 2025 (Persero) Tbk
Pelatihan Internal Audit For New Internal Auditor (IAFNA) 25 Agustus 2025 PT Jasa Marga
Internal Audit For New Internal Auditor (IAFNA) Training August 25, 2025 (Persero) Tbk
Pelatihan dan Sertifikasi Certified Practitioner of Internal 15 September 2025 Yayasan
Audit (CPIA) September 15, 2025 Pendidikan Internal
Certified Practitioner of Internal Audit (CPIA) Training Audit (YPIA)
and Certification Internal Audit
Education
Foundation (YPIA)
Leveraging Digital Innovation to Amplify Customer 30 September 2025 Didiek Hartantyo
Experience September 30, 2025 - Direktur Utama |
President Director
of PT Kereta
Api Indonesia
(Persero)
Workshop Sistem Pengendalian Internal (SPIN) 21 Oktober 2025 PT Jasa Marga
Internal Control System (SPIN) Workshop October 21, 2025 (Persero) Tbk
Pelatihan Internal Control over Financial Reporting 08 Desember 2025 PT Prima Wahana
(ICoFR) - Test of Design Effectiveness (TOD) dan Test December 8, 2025 Caraka (PWC)
of Operationg Effectiveness (TOE)
Internal Control over Financial Reporting (ICoFR)
Training - Test of Design Effectiveness (TOD) and Test
of Operational Effectiveness (TOE)
Legal Summit: Peringatan Hakordia dan Seminar 15 Desember 2025 • Yudi Purnomo
Dampak UU KUHAP "Penegakan Tindak Pidana Korupsi December 15, 2025 Harahap -
Ditinjau dari Prinsip Bussiness Judgement Rule dan Penyidik KPK |
Pedoman Strategis Bagi Korporasi dalam Menghadapi KPK investigator
Implementasi UU KUHAP • M. Agus Salim -
Implementation of the Criminal Procedure Code Hakim Ad-Hoc
Legal Summit: Hakordia Warning and Seminar on the Tindak Pidana
Impact of the Criminal Procedure Code “Enforcement Korupsi | Ad
of Corruption Crimes Reviewed from the Business Hoc Judge for
Judgement Rule Principle and Strategic Guidelines Corruption
for Corporations in Facing the Implementation of the Crimes
Criminal Procedure Code • Bobby R.
Manalu - Siregar
Setiawan
Manalu
Partnership
Workshop ICOFR: Metodologi dan Praktik Test of Design 18 December 2025 Ernst & Young
Effectiveness (TOD) dan Test of Operating Effectiveness December 18, 2025
(TOE)
ICOFR Workshop: Methodology and Practice of Test
of Design Effectiveness (TOD) and Test of Operating
Effectiveness (TOE)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 231
Page 232
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Corry Annelia Internal Audit [Directorship] Pengenalan Strategis Merger & 10 Maret 2025 PT Prima Wahana
Poundti H. Planning & Acquisition March 10, 2025 Caraka (PWC)
Execution Senior [Directorship] Strategic Introduction to Mergers &
Specialist Acquisitions"
Webinar Employee Well Being Series_“Smart Working, 20 Maret 2025 Alsi Mega Marsha
Not Overworking: Cara Produktif Tanpa Harus Burn Out” March 20, 2025 Tengker B.A,
Employee Well-Being Series Webinar: “Smart Working, M. Sc., M. Psi.,
Not Overworking: How to Be Productive Without Burning (Caca Tengker) -
Out Psikolog Klinis &
Founder Amanasa
Indonesia | Clinical
Psychologist
& Founder
of Amanasa
Indonesia"
Virtual Zoom Event: 5 Ways to Thrive in an AIReady 23 April 2025 LinkedIn Learning
Future with LinkedIn Learning April 23, 2025
Webinar Wellbeing "Strategi Investasi Emas Tanpa 24 April 2025 PT Bank Syariah
Cemas” April 24, 2025 Indonesia
Wellbeing Webinar "Strategies for Worry-Free Gold
Investment”
Kartiniʼs Legacy: Langkah Perempuan Sebagai Change 28 April 2025 Retno Marsudi -
Agents di Era Modern April 28, 2025 Menteri Luar Negeri
Kartini's Legacy: Women as Agents of Change in the RI (2014-2024) |
Modern Era Former Minister
of Foreign Affairs
of the Republic
of Indonesia
(2014-2024)
Pelatihan Certificate in Data Analytics (CertDA) 02 Agustus 2025 Ikatan Akuntansi
Certificate in Data Analytics (CertDA) Training August 2, 2025 Indonesia (IAI)
Indonesian
Accountants
Association (IAI)
Pelatihan Konsep Dasar dan Penting nya Sistem 04 Agustus 2025 Agus Doddy S.Kom,
Manajemen Kelangsungan Usaha berdasar ISO August 4, 2025 AMBCI, LA ISO
22301:2019 BCMS - Chairman
Training on the Basic Concepts and Importance of BCM Forum
Business Continuity Management Systems based on Indonesia & Senior
ISO 22301:2019 Consultant JPM &
Partners
Pelatihan Toll Road Business Management - Insight 20 Agustus 2025 Himpunan
Talk dengan topik "Menguatkan Pilar Ekonomi Lewat August 20, 2025" Pengembangan
Infrastruktur: Membangun Bisnis Jalan Tol Tangguh di Jalan Indonesia
Masa Volatilitas Perekonomian” Kolaborasi Jasa Marga (HPJI)
dan HPJI Indonesian Road
Toll Road Business Management Training - Insight Talk Developers
on the topic "Strengthening Economic Pillars Through Association
Infrastructure: Building a Resilient Toll Road Business (HPJI)"
in Times of Economic Volatility" Collaboration between
Jasa Marga and HPJI
Leveraging Digital Innovation to Amplify Customer 30 September 2025 Didiek Hartantyo
Experience September 30, 2025 - Direktur Utama
PT Kereta
Api Indonesia
(Persero) |
President Director
of PT Kereta
Api Indonesia
(Persero)"
Workshop Sistem Pengendalian Internal (SPIN) 21 Oktober 2025 PT Jasa Marga
Internal Control System (SPIN) Worksop" October 21, 2025 (Persero) Tbk
232 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 233
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Corry Annelia Internal Audit Sosialisasi Sistem Pemgendalian Internal (SPIN) 27 Oktober 2025 PT Jasa Marga
Poundti H. Planning & Internal Control System (SPIN) Socialization October 27, 2025 (Persero) Tbk
Execution Senior
Pelatihan dan Sertifikasi Qualified Internal Auditor (QIA) 01 Desember 2025 Yayasan
Specialist
Tingkat Dasar December 1, 2025 Pendidikan
Basic Level Qualified Internal Auditor (QIA) Training and Internal Audit
Certification" (YPIA)
Internal Audit
Education
Foundation
(YPIA)"
Pelatihan Internal Control over Financial Reporting 08 Desember 2025 PT Prima Wahana
(ICoFR) - Test of Design Effectiveness (TOD) dan Test December 8, 2025 Caraka (PWC)
of Operationg Effectiveness (TOE)
Internal Control over Financial Reporting (ICoFR)
Training - Test of Design Effectiveness (TOD) and Test
of Operational Effectiveness (TOE)
Workshop ICOFR: Metodologi dan Praktik Test of Design 18 Desember 2025 Ernst & Young
Effectiveness (TOD) dan Test of Operating Effectiveness December 18, 2025
(TOE)
ICOFR Workshop: Methodology and Practice of Test
of Design Effectiveness (TOD) and Test of Operating
Effectiveness (TOE)
Aulia Rahmi Internal Audit Pelatihan Pengisian dan Pelaporan SPT Orang Pribadi 19 Februari 2025 PT Ortax
Halida Monitoring & Karyawan PT Jasa Marga (Persero) Tbk February 19, 2025
Operational Training on Filling Out and Reporting Personal Income
Senior Specialist Tax Returns for Employees of PT Jasa Marga (Persero)
Tbk
[Directorship] Pengenalan Strategis Merger & Acquisition 10 Maret 2025 PT Prima Wahana
[Directorship] Strategic Introduction to Mergers & March 10, 2025 Caraka (PWC)
Acquisitions
Webinar Employee Well Being Series_“Smart Working, 20 Maret 2025 Alsi Mega Marsha
Not Overworking: Cara Produktif Tanpa Harus Burn Out” March 20, 2025 Tengker B.A, M.
Webinar: Employee Well-Being Series – “Smart Working, Sc., M. Psi., (Caca
Not Overworking: How to Be Productive Without Burning Tengker) - Psikolog
Out” Klinis & Founder
Amanasa Indonesia
| Clinical
Psychologist
& Founder of
Amanasa Indonesia
Pelatihan ISO 37001:2016 Anti Bribery Management 24 April 2025 PT TUV SUD
System SMAP (Sistem Manajemen Anti Suap) April 24, 2025 Indonesia
ISO 37001:2016 Anti-Bribery Management System
(SMAP) Training
Sertifikasi PPP APMG (CP3P) Level Foundation 06 Mei 2025 PT PII Penjaminan
PPP APMG CP3P Level Foundation Certification May 6, 2025 & Infrastruktur
Pelatihan dan Sertifikasi Qualified Auditor (QIA) tingkat 16 Juni 2025 Yayasan
Dasar June 16, 2025 Pendidikan Internal
Qualified Internal Auditor (QIA) Basic Level Training and Audit (YPIA)
Certification Internal Audit
Education
Foundation (YPIA)
Pelatihan & Sertifikasi Qualified Internal Auditor (QIA) 20 Oktober 2025 Yayasan
Tingkat Lanjutan October 20, 2025 Pendidikan Internal
QIA Advanced Level Training and Certification Audit (YPIA)
Internal Audit
Education
Foundation (YPIA)
Workshop Pelaksanaan Control Self Assessment (CSA) 31 Oktober 2025 PT Jasa Marga
Segmen ITGC October 31, 2025 (Persero) Tbk
Workshop on the Implementation of Control Self-
Assessment (CSA) in the ITGC Segment
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 233
Page 234
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Aulia Rahmi Internal Audit Pelatihan Internal Control over Financial Reporting 08 Desember 2025 PT Prima Wahana
Halida Monitoring & (ICoFR) - Test of Design Effectiveness (TOD) dan Test December 8, 2025 Caraka (PWC)
Operational of Operationg Effectiveness (TOE)
Senior Specialist Internal Control over Financial Reporting (ICoFR)
Training - Design Effectiveness Testing (TOD) and
Operational Effectiveness Testing (TOE)
Workshop ICOFR: Metodologi dan Praktik Test of Design 18 Desember 2025 Ernst & Young
Effectiveness (TOD) dan Test of Operating Effectiveness December 18, 2025
(TOE)
ICOFR Workshop: Methodology and Practice of Test
of Design Effectiveness (TOD) and Test of Operating
Effectiveness (TOE)
Alif Aditya Internal Audit [Directorship] Pengenalan Strategis Merger & Acquisition 10 Maret 2025 PT Prima Wahana
Suwandaru Planning & [Directorship] Strategic Introduction to Mergers & March 10, 2025 Caraka (PWC)
Execution Senior Acquisitions
Specialist
JM Talk Operational Services Series 10: Enhancing 11 Juli 2025 PT Jasa Marga
Tollroad Longevity through Effective Drainage July 11, 2025 (Persero) Tbk
Management
Workshop Pelaksanaan Control Self Assessment (CSA) 31 Oktober 2025 PT Jasa Marga
Segmen ITGC October 31, 2025 (Persero) Tbk
Workshop on the Implementation of Control Self-
Assessment (CSA) in the ITGC Segment
Pelatihan Internal Control over Financial Reporting 08 December 2025 PT Prima Wahana
(ICoFR) - Test of Design Effectiveness (TOD) dan Test December 8, 2025 Caraka (PWC)
of Operationg Effectiveness (TOE)
Internal Control over Financial Reporting (ICoFR)
Training - Design Effectiveness Testing (TOD) and
Operational Effectiveness Testing (TOE)
Workshop ICOFR: Metodologi dan Praktik Test of Design 18 Desember 2025 Ernst & Young
Effectiveness (TOD) dan Test of Operating Effectiveness December 18, 2025
(TOE)
ICOFR Workshop: Methodology and Practice of Test
of Design Effectiveness (TOD) and Test of Operating
Effectiveness (TOE)
Ajeng Amanda Auditor Seminar Bulan K3 Nasional Tahun 2025 PT Jasa Marga 11 Februari 2025 dr Andhika
Pratiwi (Persero) Tbk February 11, 2025 Raspati,SpKO
National OHS Month Seminar of 2025 in PT Jasa Marga
(Persero) Tbk
Pelatihan Internal Control Over Financial Reporting 18 Maret 2025 Ikatan Akuntansi
(ICOFR) March 18, 2025 Indonesia (IAI)
Internal Control Over Financial Reporting (ICOFR) Training Indonesian
Accountants
Association (IAI)
Webinar Employee Well Being Series “Smart Working, 20 Maret 2025 Alsi Mega Marsha
Not Overworking: Cara Produktif Tanpa Harus Burn Out” March 20, 2025 Tengker B.A,
Webinar: Employee Well-Being Series – “Smart Working, M. Sc., M. Psi.,
Not Overworking: How to Be Productive Without Burning (Caca Tengker) -
Out” Psikolog Klinis &
Founder Amanasa
Indonesia | Clinical
Psychologist
& Founder of
Amanasa Indonesia
Kick Off dan Workshop "Desain dan Implementasi 14 April 2025 Ernst & Young
Internal Control Over Financial Reporting (ICOFR) April 14, 2025
PT Jasa Marga (Persero) Tbk"
Kick-off and Workshop on “Design and Implementation
of Internal Control over Financial Reporting (ICOFR) at
PT Jasa Marga (Persero) Tbk”
234 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 235
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Ajeng Amanda Auditor “Kartiniʼs Legacy: Langkah Perempuan Sebagai Change 28 April 2025 Retno Marsudi -
Pratiwi Agents di Era Modern” April 28, 2025 Menteri Luar Negeri
“Kartini’s Legacy: Women as Change Agents in the RI (2014-2024)
Modern Era” | Minister of
Foreign Affairs of
the Republic of
Indonesia
(2014-2024)
Webinar Wellbeing "Strategi Investasi Emas Tanpa 24 April 2025 PT Bank Syariah
Cemas” April 24, 2025 Indonesia
Wellbeing Webinar “Strategies for Worry-Free Gold
Investment”
Konferensi Auditor Internal "Shifting Horizon for Internal 02 Juli 2025 Yayasan
Auditors: Navigating Emerging Risk, Governance and July 2, 2025 Pendidikan Internal
Opportunities in 2025" Audit (YPIA)
Internal Auditor Conference “Shifting Horizon for Internal Internal Audit
Auditors: Navigating Emerging Risks, Governance, and Education
Opportunities in 2025” Foundation (YPIA)
Pelatihan Risk Maturity Index (RMI) 09 Juli 2025 RWI Consulting
Risk Maturity Index (RMI) Training July 9, 2025
Pelatihan Toll Road Business Management - Insight 20 Agustus 2025 Himpunan
Talk dengan topik "Menguatkan Pilar Ekonomi Lewat August 20, 2025 Pengembangan
Infrastruktur: Membangun Bisnis Jalan Tol Tangguh di Jalan Indonesia
Masa Volatilitas Perekonomian” Kolaborasi Jasa Marga (HPJI)
dan HPJI Indonesian Road
Toll Road Business Management Training - Insight Talk Developers
on the topic “Strengthening Economic Pillars Through Association (HPJI)
Infrastructure: Building a Resilient Toll Road Business in
Times of Economic Volatility” Collaboration between Jasa
Marga and HPJI
Leveraging Digital Innovation to Amplify Customer 30 September 2025 Didiek Hartantyo
Experience September 30, 2025 - Direktur Utama |
President Director
of PT Kereta Api
Indonesia (Persero)
Pelatihan Internal Control over Financial Reporting 8 Desember 2025 PT Prima Wahana
ICoFR - Test of Design Effectiveness TOD dan Test December 8, 2025 Caraka (PWC)
of Operationg Effectiveness TOE
Internal Control over Financial Reporting (ICoFR)
Training - Design Effectiveness Testing (TOD) and
Operational Effectiveness Testing (TOE)
Workshop ICOFR: Metodologi dan Praktik Test of Design 18 Desember 2025 Ernst & Young
Effectiveness (TOD) dan Test of Operating Effectiveness December 18, 2025
(TOE)
ICOFR Workshop: Methodology and Practice of Test
of Design Effectiveness (TOD) and Test of Operating
Effectiveness (TOE)
Saga Hayyu Auditor Towards Sustainable Future: Bank Mandiriʼs 14 Januari 2025 PT Bank Mandiri
Suyanto Commitment to Positive Change January 14, 2025 (Persero) Tbk
[Directorship] Pengenalan Strategis Merger & 10 Maret 2025 PT Prima Wahana
Acquisition March 10, 2025 Caraka (PWC)
[Directorship] Strategic Introduction to Mergers &
Acquisitions
Sosialisasi UU BUMN No. 1 Tahun 2025 14 Maret 2025 UMBRA Strategic
Socialization of SOE Law No. 1 of 2025 March 14, 2025 Legal Solutions
Kick Off dan Workshop "Desain dan Implementasi 14 April 2025 Ernst & Young
Internal Control Over Financial Reporting (ICOFR) April 14, 2025
PT Jasa Marga (Persero) Tbk"
Kick-off and Workshop on “Design and Implementation
of Internal Control Over Financial Reporting (ICOFR) at
PT Jasa Marga (Persero) Tbk”
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 235
Page 236
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Saga Hayyu Auditor “Kartiniʼs Legacy: Langkah Perempuan Sebagai Change 28 April 2025 Retno Marsudi -
Suyanto Agents di Era Modern” April 28, 2025 Menteri Luar Negeri
“Kartini’s Legacy: Women as Change Agents in the RI (2014-2024) |
Modern Era” Minister of Foreign
Affairs of the
RepublicofIndonesia
(2014-2024)
Webinar Wellbeing "Strategi Investasi Emas Tanpa 24 April 2025 PT Bank Syariah
Cemas” April 24, 2025 Indonesia
Wellbeing Webinar “Strategies for Worry-Free Gold
Investment”
Sertifikasi Qualified Internal Auditor (QIA) Tingkat Dasar 05 Mei 2025 Yayasan Pendidikan
Qualified Internal Auditor (QIA) Basic Level Certification May 5, 2025 Internal Audit (YPIA)
Internal Audit
Education
Foundation (YPIA)
Pelatihan dan Sertifikasi QIA Tingkat Lanjutan 02 Juni 2025 Yayasan Pendidikan
QIA Advanced Level Training and Certification June 2, 2025 Internal Audit (YPIA)
Internal Audit
Education
Foundation (YPIA)
Pelatihan Risk Maturity Index (RMI) 09 Juli 2025 RWI consulting
Risk Maturity Index (RMI) Training July 9, 2025
Pelatihan dan Sertifikasi Qualified Internal Auditor (QIA) 28 Juli 2025 PT Jasa Marga
tingkat Manajerial July 28, 2025 (Persero) Tbk
Qualified Internal Auditor (QIA) Training and Certification
for Managerial Level
Leveraging Digital Innovation to Amplify Customer 30 September Didiek Hartantyo
Experience 2025 - Direktur Utama |
September 30, President Director
2025 of PT Kereta Api
Indonesia (Persero)
Workshop Sistem Pengendalian Internal (SPIN) 21 Oktober 2025 PT Jasa Marga
Internal Control System (SPIN) Workshop October 21, 2025 (Persero) Tbk
Sosialisasi Sistem Pengendalian Internal (SPIN) 27 Oktober 2025 PT Jasa Marga
Socialisation of the Internal Control System (SPIN) October 27, 2025 (Persero) Tbk
Pelatihan dan Sertifikasi Certified Risk Professional 28 Oktober 2025 Smart Indonesia
CRP October 28, 2025 Academy
Certified Risk Professional (CRP) Training and
Certification
Seminar Nasional Internal Audit (SNIA) 2025 “Whatʼs 03 Desember 2025 Yayasan
Driving Change to Stay Ahead of The Curve for Internal December 3, 2025 Pendidikan Internal
Auditors in The Coming Years?” Audit (YPIA)
National Internal Audit Seminar (SNIA) 2025 “What Internal Audit
Drives Change to Stay Ahead of the Curve for Internal Education
Auditors in the Coming Years?” Foundation (YPIA)
Pelatihan Internal Control over Financial Reporting 08 Desember 2025 PT Prima Wahana
(ICoFR) - Test of Design Effectiveness (TOD) dan Test December 8, 2025 Caraka (PWC)
of Operationg Effectiveness (TOE)
Internal Control over Financial Reporting (ICoFR)
Training - Design Effectiveness Testing (TOD) and
Operational Effectiveness Testing (TOE)
Workshop ICOFR: Metodologi dan Praktik Test of 18 Desember 2025 Ernst & Young
Design Effectiveness (TOD) dan Test of Operating December 18, 2025
Effectiveness (TOE)
ICOFR Workshop: Methodology and Practice of Test
of Design Effectiveness (TOD) and Test of Operating
Effectiveness (TOE)s
236 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 237
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
F. Willys Hendra Auditor Sertifikasi QIA Kelas Reguler Tingkat Dasar 06 Januari 2025 Yayasan
Prasetya QIA Certification Basic Level – Regular Class January 6, 2025 Pendidikan Internal
Audit (YPIA)
Internal Audit
Education
Foundation (YPIA)
Sertifikasi Qualified Internal Auditor (QIA) Tingkat 17 Februari 2025 Yayasan
Lanjutan February 17, 2025 Pendidikan Internal
Qualified Internal Auditor (QIA) Advanced Level Audit (YPIA)
Certification Internal Audit
Education
Foundation (YPIA)
[Directorship] Pengenalan Strategis Merger & 10 Maret 2025 PT Prima Wahana
Acquisition March 10, 2025 Caraka (PWC)
[Directorship] Strategic Introduction to Mergers &
Acquisitions
Pelatihan Internal Control Over Financial Reporting 18 Maret 2025 Ikatan Akuntansi
(ICOFR) March 18, 2025 Indonesia (IAI)
Internal Control Over Financial Reporting (ICOFR) Training Indonesian
Accountants
Association (IAI)
Workshop Implementasi Internal Control Over Financial 07 Mei 2025 The Institute of
Reporting (ICOFR) May 7, 2025 Internal Auditors
Workshop on the Implementation of Internal Control Indonesia (IIA)
Over Financial Reporting (ICOFR)
Sertifikasi Qualified Internal Auditor (QIA) Tingkat 19 Mei 2025 Yayasan
Manajerial May 19, 2025 Pendidikan Internal
Qualified Internal Auditor (QIA) Certification for Managerial Audit (YPIA)
Level
Konferensi Auditor Internal "Shifting Horizon for Internal 02 Juli 2025 Yayasan
Auditors: Navigating Emerging Risk, Governance and July 2, 2025 Pendidikan Internal
Opportunities in 2025" Audit (YPIA)
Internal Auditor Conference “Shifting Horizon for Internal Internal Audit
Auditors: Navigating Emerging Risks, Governance, and Education
Opportunities in 2025” Foundation (YPIA)
Leveraging Digital Innovation to Amplify Customer 30 September Didiek Hartantyo
Experience 2025 - Direktur Utama |
September 30, President Director
2025 of PT Kereta Api
Indonesia (Persero)
Pelatihan Certified Information System Auditor (CISA) 20 Oktober 2025 PT Jasa Marga
Certified Information Systems Auditor (CISA) Training October 20, 2025 (Persero) Tbk
Workshop Sistem Pengendalian Internal (SPIN) 21 Oktober 2025 PT Jasa Marga
Internal Control System (SPIN) Workshop October 21, 2025 (Persero) Tbk
Sosialisasi Sistem Pengendalian Internal (SPIN) 27 Oktober 2025 PT Jasa Marga
Socialisation of the Internal Control System (SPIN) October 27, 2025 (Persero) Tbk
Pelatihan dan Sertifikasi Certified Risk Professional 28 Oktober 2025 Smart Indonesia
(CRP) October 28, 2025 Academy
Certified Risk Professional (CRP) Training and
Certification
Workshop Pelaksanaan Control Self Assessment (CSA) 31 Oktober 2025 PT Jasa Marga
Segmen ITGC October 31, 2025 (Persero) Tbk
Workshop on the Implementation of Control Self-
Assessment (CSA) in the ITGC Segment
Pelatihan Internal Control over Financial Reporting 08 Desember 2025 PT Prima Wahana
(ICoFR) - Test of Design Effectiveness (TOD) dan Test December 8, 2025 Caraka (PWC)
of Operationg Effectiveness (TOE)
Internal Control over Financial Reporting (ICoFR)
Training - Design Effectiveness Testing (TOD) and
Operational Effectiveness Testing (TOE)
Fostering Global Business Awareness and Insight 16 Desember 2025 SBM ITB
December 16, 2025
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 237
Page 238
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
F. Willys Hendra Auditor Workshop ICOFR: Metodologi dan Praktik Test of Design 18 Desember 2025 Ernst & Young
Prasetya Effectiveness (TOD) dan Test of Operating Effectiveness December 18, 2025
(TOE)
ICOFR Workshop: Methodology and Practice of Test
of Design Effectiveness (TOD) and Test of Operating
Effectiveness (TOE)
Indri Astuti Quality Sertifikasi QIA Kelas Reguler Tingkat Dasar 06 Januari 2025 Yayasan Pendidikan
Assurance QIA Certification Basic Level – Regular Class January 6, 2025 Internal Audit (YPIA)
Internal Audit
Education
Foundation (YPIA)
Seminar Bulan K3 Nasional Tahun 2025 PT Jasa Marga 11 Februari 2025 dr Andhika
(Persero) Tbk February 11, 2025 Raspati, SpKO
National OHS Month Seminar of 2025 in PT Jasa Marga
(Persero) Tbk
Sertifikasi Qualified Internal Auditor (QIA) Tingkat 17 Februari 2025 Yayasan
Lanjutan February 17, 2025 Pendidikan Internal
Qualified Internal Auditor (QIA) Advanced Level Audit (YPIA)
Certification Internal Audit
Education
Foundation (YPIA)
Pelatihan Pengisian dan Pelaporan SPT Orang Pribadi 19 Februari 2025 PT Ortax
Karyawan PT Jasa Marga (Persero) Tbk February 19, 2025
Training on Filling Out and Reporting Personal Income Tax
Returns for Employees of PT Jasa Marga (Persero) Tbk
[Directorship] Pengenalan Strategis Merger & 10 Maret 2025 PT Prima Wahana
Acquisition March 10, 2025 Caraka (PWC)
[Directorship] Strategic Introduction to Mergers &
Acquisitions
Kick Off dan Workshop "Desain dan Implementasi 14 April 2025 Ernst & Young
Internal Control Over Financial Reporting April 14, 2025
(ICOFR) PT Jasa Marga (Persero) Tbk"
Kick-off and Workshop on “Design and Implementation
of Internal Control over Financial Reporting (ICOFR) at
PT Jasa Marga (Persero) Tbk”
Pelatihan ISO 37001:2016 Anti Bribery Management 24 April 2025 PT TUV SUD
System SMAP (Sistem Manajemen Anti Suap) April 24, 2025 Indonesia
ISO 37001:2016 Anti-Bribery Management System
(SMAP) Training
Sertifikasi Qualified Internal Auditor (QIA) Tingkat 19 Mei 2025 Yayasan
Manajerial May 19, 2025 Pendidikan
Qualified Internal Auditor (QIA) Certification for Internal Audit
Managerial Level (YPIA)
Internal Audit
Education
Foundation (YPIA)
Pelatihan Agreed-Upon Procedures (AUP) Kualitas 18 Juni 2025 Harry Mulyadi
Penerapan Manajemen Risiko June 18, 2025
Agreed-Upon Procedures (AUP) Training on the Quality
of Risk Management Implementation
Konferensi Auditor Internal "Shifting Horizon for Internal 02 Juli 2025 Yayasan
Auditors: Navigating Emerging Risk, Governance and July 2, 2025 Pendidikan Internal
Opportunities in 2025" Audit (YPIA)
Internal Auditor Conference “Shifting Horizon for Internal Internal Audit
Auditors: Navigating Emerging Risks, Governance, and Education
Opportunities in 2025” Foundation (YPIA)
Pelatihan Risk Maturity Index (RMI) 09 Juli 2025 RWI Consulting
Risk Maturity Index (RMI) Training July 9, 2025
Leveraging Digital Innovation to Amplify Customer 30 September 2025 Didiek Hartantyo
Experience September 30, 2025 - Direktur Utama |
President Director
of PT Kereta Api
Indonesia (Persero)
238 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 239
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Indri Astuti Quality Workshop Sistem Pengendalian Internal (SPIN) 21 Oktober 2025 PT Jasa Marga
Assurance Internal Control System (SPIN) Workshop October 21, 2025 (Persero) Tbk
Sosialisasi Sistem Pengendalian Internal (SPIN) 27 Oktober 2025 PT Jasa Marga
Socialisation of the Internal Control System (SPIN) October 27, 2025 (Persero) Tbk
Pelatihan Internal Control over Financial Reporting 8 Desember 2025 PT Prima Wahana
(ICoFR) - Test of Design Effectiveness (TOD) dan Test December 8, 2025 Caraka (PWC)
of Operationg Effectiveness (TOE)
Internal Control over Financial Reporting (ICoFR)
Training - Design Effectiveness Testing (TOD) and
Operational Effectiveness Testing (TOE)
Workshop ICOFR: Metodologi dan Praktik Test of Design 18 Desember 2025 Ernst & Young
Effectiveness (TOD) dan Test of Operating Effectiveness December 18, 2025
(TOE)
ICOFR Workshop: Methodology and Practice of Test
of Design Effectiveness (TOD) and Test of Operating
Effectiveness (TOE)
Iwan Setianto Internal Audit Webinar Employee Well Being Series_“Smart Working, 20 Maret 2025 Alsi Mega Marsha
Planning & Not Overworking: Cara Produktif Tanpa Harus Burn Out” March 20, 2025 Tengker B.A,
Execution Webinar: Employee Well-Being Series – “Smart Working, M. Sc., M. Psi.,
Specialist Not Overworking: How to Be Productive Without Burning (Caca Tengker) -
Out” Psikolog Klinis &
Founder Amanasa
Indonesia | Clinical
Psychologist
& Founder of
Amanasa Indonesia
Pelatihan Penyusunan Dokumen Sistem Manajemen 28 Agustus 2025 Agus Doddy
Kelangsungan Usaha Berdasarkan ISO 22301:2019 August 28, 2025 S.Kom, AMBCI, LA
Training on the Development of Business Continuity ISO BCMS
Management System Documentation Based on ISO
22301:2019
Leveraging Digital Innovation to Amplify Customer 30 September 2025 Didiek Hartantyo
Experience September 30, 2025 - Direktur Utama |
President Director
PT Kereta Api
Indonesia (Persero)
JM-TALK Business Support Series: Employee 12 November 2025 Dr. Maharsi
Engagement Survey - Bekerja Sepenuh Hati, Berdampak November 12, 2025 Anindyajati,
Memberi Arti M.Psi., Psikolog –
JM-TALK Business Support Series: Employee Practitioner
Engagement Survey - Bekerja Sepenuh Hati, Berdampak
Memberi Arti
Legal Summit: Peringatan Hakordia dan Seminar 15 Desember 2025 • Yudi Purnomo
Dampak UU KUHAP "Penegakan Tindak Pidana Korupsi December 15, 2025 Harahap -
Ditinjau dari Prinsip Bussiness Judgement Rule dan Penyidik KPK |
Pedoman Strategis Bagi Korporasi dalam Menghadapi KPK investigator
Implementasi UU KUHAP • M. Agus Salim -
Implementation of the Criminal Procedure Code Hakim Ad-Hoc
Legal Summit: Hakordia Warning and Seminar on the Tindak Pidana
Impact of the Criminal Procedure Code “Enforcement Korupsi | Ad
of Corruption Crimes Reviewed from the Business Hoc Judge for
Judgement Rule Principle and Strategic Guidelines Corruption
for Corporations in Facing the Implementation of the Crimes
Criminal Procedure Code • Bobby R.
Manalu - Siregar
Setiawan Manalu
Partnership
Sriwahyuni Internal Audit Program Implementasi Nilai ESG: Meningkatkan 21 Maret 2025 Kementerian
Monitoring & Keberlanjutan Perusahaan Dengan Tanggung Jawab March 21, 2025 BUMN
Operational Sosial Lingkungan
Management Program Implementasi Nilai ESG: Meningkatkan
Keberlanjutan Perusahaan Dengan Tanggung Jawab
Specialist
Sosial Lingkungan
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 239
Page 240
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Sriwahyuni Internal Audit “Kartiniʼs Legacy: Langkah Perempuan Sebagai Change 28 April 2025 Retno Marsudi -
Monitoring & Agents di Era Modern” April 28, 2025 Menteri Luar Negeri
Operational “Kartini’s Legacy: Women as Change Agents in the RI (2014-2024) |
Management Modern Era” Minister of Foreign
Affairs of the
Specialist
RepublicofIndonesia
(2014-2024)
Internal Control Over Financial (ICOFR) Jasa Marga 03 Juni 2025 Ikatan Akuntansi
Tahun 2025 June 3, 2025 Indonesia (IAI)
2025 Internal Control Over Financial (ICOFR) Jasa Indonesian
Marga Accountants
Association (IAI)
Pelatihan Admin Regulatory Compliance System (RCS) 04 September 2025 Hukum Online
Training Users of the Regulatory Compliance System September 4, 2025
(RCS) Application
Pelatihan & Sertifikasi Certified Procurement Officer 21 Oktober 2025 ICON Training
(CPOf) October 21, 2025 Center
Training & Certification of Certified Procurement Officer
(CPOf)
Workshop Pelaksanaan Control Self Assessment (CSA) 31 Oktober 2025 PT Jasa Marga
Segmen ITGC October 31, 2025 (Persero) Tbk
Pelatihan Junior Leadership 2025 17 November 2025 APDC Indonesia
Junior Leadership Training 2025 November 17, 2025
JM-TALK Business Support Series: Employee 12 November 2025 Dr. Maharsi
Engagement Survey - Bekerja Sepenuh Hati, Berdampak November 12, 2025 Anindyajati,
Memberi Arti M.Psi., Psikolog –
JM-TALK Business Support Series: Employee Practitioner
Engagement Survey - Bekerja Sepenuh Hati, Berdampak
Memberi Arti
Pelatihan Internal Control over Financial Reporting 08 Desember 2025 PT Prima Wahana
(ICoFR) - Test of Design Effectiveness (TOD) dan Test December 8, 2025 Caraka (PWC)
of Operationg Effectiveness (TOE)
Internal Control over Financial Reporting (ICoFR)
Training - Test of Design Effectiveness (TOD) and Test
of Operational Effectiveness (TOE)
Training User Aplikasi Regulatory Compliance System 12 Desember 2025 Hukum Online
(RCS) December 12, 2025
Training for Regulatory Compliance System (RCS)
Application Users
Workshop ICOFR: Metodologi dan Praktik Test of Design 18 Desember 2025 Ernst & Young
Effectiveness (TOD) dan Test of Operating Effectiveness December 18, 2025
(TOE)
Internal Control over Financial Reporting (ICoFR)
Training - Test of Design Effectiveness (TOD) and Test
of Operational Effectiveness (TOE)
Mochammad Internal Audit Pelatihan Pengisian dan Pelaporan SPT Orang Pribadi 19 Februari 2025 PT Ortax
Mulyanto Planning & Karyawan PT Jasa Marga (Persero) Tbk February 19, 2025
Execution Training on Filling Out and Reporting Personal Income Tax
Specialist Returns for Employees of PT Jasa Marga (Persero) Tbk
Pelatihan Internal Manajemen Resiko 2025 (Batch 2) 16 April 2025 PT Jasa Marga
Internal Risk Management Training 2025 (Batch 2) April 16, 2025 (Persero) Tbk
Workshop Implementasi Internal Control Over Financial 07 Mei 2025 The Institute of
Reporting (ICOFR) May 7, 2025 Internal Auditors
Workshop on the Implementation of Internal Control Indonesia (IIA)
Over Financial Reporting (ICOFR)
Pelatihan Risk Maturity Index (RMI) 09 Juli 2025 RWI Consulting
Risk Maturity Index (RMI) Training July 9, 2025
Workshop Offline Refreshment Training SAP Analytical 29 Juli 2025 IBM Indonesia
Cloud (SAC) July 29, 2025
240 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 241
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Mochammad Internal Audit Pelatihan Konsep Dasar dan Penting nya Sistem 04 Agustus 2025 PT Jasa Marga
Mulyanto Planning & Manajemen Kelangsungan Usaha berdasar ISO August 4, 2025 (Persero) Tbk
Execution 22301:2019
Specialist Training on the Basic Concepts and Importance of
Business Continuity Management Systems based on
ISO 22301:2019
Pelatihan dan Sertifikasi Certification In Audit 19 Agustus 2025 Ikatan Komite
Committee Practices (CACP) 2025 August 19, 2025 Audit Indonesia
Training and Certification in Audit Committee Practices (IKAI)
(CACP) 2025
Workshop Sistem Pengendalian Internal (SPIN) 21 Oktober 2025 PT Jasa Marga
Internal Control System (SPIN) Workshop October 21, 2025 (Persero) Tbk
Pelatihan Internal Control over Financial Reporting 8 Desember 2025 PT Prima Wahana
(ICoFR) - Test of Design Effectiveness (TOD) dan Test December 8, 2025 Caraka (PWC)
of Operationg Effectiveness (TOE)
Internal Control over Financial Reporting (ICoFR)
Training - Design Effectiveness Testing (TOD) and
Operational Effectiveness Testing (TOE)
Training User Aplikasi Regulatory Compliance System 11 Desember 2025 Hukum Online
(RCS) December 11, 2025
Training for Regulatory Compliance System (RCS)
Application Users
Workshop ICOFR: Metodologi dan Praktik Test of Design 18 Desember 2025 Ernst & Young
Effectiveness (TOD) dan Test of Operating Effectiveness December 18, 2025
(TOE)
ICOFR Workshop: Methodology and Practice of Test
of Design Effectiveness (TOD) and Test of Operating
Effectiveness (TOE)
Boyke Jaguar Internal Audit Sertifikasi QIA Kelas Reguler Tingkat Lanjutan 06 Januari 2025 Yayasan
Monitoring & QIA Advanced Level Certification – Regular Class January 6, 2025 Pendidikan Internal
Operational Audit (YPIA)
Management Internal Audit
Senior Officer Education
Foundation (YPIA)
Seminar Bulan K3 Nasional Tahun 2025 PT Jasa Marga 11 Februari 2025 dr Andhika
(Persero) Tbk February 11, 2025 Raspati,SpKO
National OHS Month Seminar of 2025 in PT Jasa Marga
(Persero) Tbk
Webinar Wellbeing "Strategi Investasi Emas Tanpa Cemas” 24 April 2025 PT Bank Syariah
Wellbeing Webinar “Strategies for Worry-Free Gold April 24, 2025 Indonesia
Investment”
Sertifikasi Qualified Internal Auditor (QIA) Tingkat 19 Mei 2025 Yayasan Pendidikan
Manajerial May 19, 2025 Internal Audit (YPIA)
Qualified Internal Auditor (QIA) Certification for Managerial Internal Audit
Level Education
Foundation (YPIA)
Pelatihan Pengenalan Sistem Manajemen Anti 12 Juni 2025 PT Madhava
Penyuapan (SMAP) Sesuai Dengan ISO 37001:2016 June 12, 2025 Dwikarya
Training on the Introduction to the Anti-Bribery Teknologi
Management System (SMAP) per ISO 37001:2016
Pelatihan Tanggap Darurat di Lingkungan Kantor Pusat 17 Juni 2025 PT Jasa Marga
PT Jasa Marga (Persero) Tbk June 17, 2025 (Persero) Tbk
Emergency Response Training at PT Jasa Marga
(Persero) Tbk Headquarters
Konferensi Auditor Internal "Shifting Horizon for Internal 02 Juli 2025 Yayasan
Auditors: Navigating Emerging Risk, Governance and July 2, 2025 Pendidikan Internal
Opportunities in 2025" Audit (YPIA)
Internal Auditor Conference “Shifting Horizon for Internal Internal Audit
Auditors: Navigating Emerging Risks, Governance, and Education
Opportunities in 2025” Foundation (YPIA)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 241
Page 242
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pengembangan Kompetensi Unit Internal Audit
Table of the Internal Audit Unit Competency Development
Waktu
Nama Jabatan Materi Pengembangan Kompetensi/Pelatihan Pelaksanaan Penyelenggara
Name Position Subject of Competency Development/Training Implementation Organizer
Date
Boyke Jaguar Internal Audit Pelatihan Konsep Dasar dan Pentingnya Sistem 04 Agustus 2025 Agus Doddy S.Kom,
Monitoring & Manajemen Kelangsungan Usaha Berdasar ISO August 4, 2025 AMBCI, LA ISO
Operational 22301:2019 BCMS - Chairman
Management Training on the Basic Concepts and Importance of BCM Forum
Senior Officer Business Continuity Management Systems based on ISO Indonesia & Senior
22301:2019 Consultant JPM &
Partners
Workshop Sistem Pengendalian Internal (SPIN) 21 Oktober 2025 PT Jasa Marga
Internal Control System (SPIN) Workshop October 21, 2025 (Persero) Tbk
Sosialisasi Sistem Pengendalian Internal (SPIN) 27 Oktober 2025 PT Jasa Marga
Socialisation of the Internal Control System (SPIN) October 27, 2025 (Persero) Tbk
Pelatihan Internal Control over Financial Reporting 08 Desember 2025 PT Prima Wahana
(ICoFR) - Test of Design Effectiveness (TOD) dan Test December 8, 2025 Caraka (PWC)
of Operationg Effectiveness (TOE)
Internal Control over Financial Reporting (ICoFR)
Training - Design Effectiveness Testing (TOD) and
Operational Effectiveness Testing (TOE)
Workshop ICOFR: Metodologi dan Praktik Test of Design 18 Desember 2025 Ernst & Young
Effectiveness (TOD) dan Test of Operating Effectiveness December 18, 2025
(TOE)
ICOFR Workshop: Methodology and Practice of Test
of Design Effectiveness (TOD) and Test of Operating
Effectiveness (TOE)
Evaluasi Pelaksanaan Pengembangan Evaluation of Competency Development
Kompetensi Implementation
Perseroan secara konsisten melakukan evaluasi atas The Company consistently evaluates the implementation
pelaksanaan pengembangan kompetensi karyawan secara of employee competency development on a regular basis.
berkala. Proses evaluasi hasil pengembangan kompetensi The evaluation process for competency development
tersebut terintegrasi dengan sistem penilaian kinerja (Jasa results is integrated with the performance appraisal system
Marga Performance Development/JMPD) dan klasifikasi (Jasa Marga Performance Development–JMPD) and talent
talent (Talent Management System). Dengan demikian, classification (Talent Management System). Thus, the
Perseroan akan mampu menilai hasil serta dampak pelatihan Company will be able to assess the results and impact of
terhadap kinerja sumber daya manusia, yang tidak hanya training on human resource performance, which not only
menilai hasil kerja karyawan, tetapi juga perilaku (behaviour) assesses employee work performance, but also behavior
dan kapasitas (capacity). Selanjutnya, Perseroan akan and capacity. Furthermore, the Company will use the
menjadikan hasil evaluasi tersebut sebagai feedback dalam evaluation results as feedback in developing future training
menyusun program pelatihan ke depannya. programs.
Biaya Pengembangan Kompetensi Competency Development Costs
Sepanjang tahun 2025, Perseroan telah merealisasikan Throughout 2025, the Company has allocated funds
dana sebesar Rp24.023.558.593 yang ditujukan untuk amounting to Rp24,023,558,593 for employee competency
pengembangan kompetensi karyawan. Perseroan development. The Company views these competency
memandang bahwa biaya pengembangan kompetensi ini development costs as a form of investment to create
merupakan salah satu bentuk investasi guna menciptakan superior human resources (HR) through an integrated
sumber daya manusia (SDM) yang unggul melalui pendekatan learning approach, both online and offline. The competency
pembelajaran terpadu, baik secara daring maupun luring. development carried out has a main focus on improving digital
Pengembangan kompetensi yang dilakukan memiliki fokus competencies and employee competency certification. This
utama mencakup peningkatan kompetensi digital dan step is taken to support the Company’s evolving business
sertifikasi kompetensi karyawan. Langkah ini dilakukan needs and ensure sustainable competitiveness.
untuk mendukung kebutuhan bisnis yang terus berkembang
dan memastikan daya saing yang berkelanjutan.
242 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 243
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Komposisi Pemegang Saham
Shareholders Composition
Sampai dengan 31 Desember 2025, komposisi pemegang Until December 31, 2025, the Company’s shareholder
saham Perseroan adalah sebagai berikut: composition is as follows:
70%
Pemerintah Republik
Indonesia
30%
• 1 Lembar Saham Dwi
Warna dimiliki oleh
Badan Pengaturan
BUMN (BP BUMN)
• 5.080.509.839 Lembar Masyarakat
Saham Seri B dimiliki
oleh PT Danantara
Public
Asset Management
(Persero)
Government of the
Republic of Indonesia
• Series A Dwiwarna
Share is owned by
the State-Owned
Enterprise Regulatory
Agency (BP BUMN)
• 5,080,509,839 Series
B shares owned by
PT Danantara Asset
Management (Persero)
Pengendali Non Pengendali
Controlling Non-controlling
Kelompok pemegang saham publik Perseroan tidak ada None of the Company’s public shareholders hold more than
yang memiliki saham di atas 5%. 5% of the shares.
Pemegang Saham Jasa Marga per 31 Desember 2025
Jasa Marga Shareholders as of December 31, 2025
Tabel Pemegang Saham Jasa Marga per 31 Desember 2025
Table of Jasa Marga Shareholders as of December 31, 2025
Jumlah Pemegang
Pemegang Saham Saham Jumlah Saham Persentase (%)
Shareholders Number of Number of Shares Percentage (%)
Shareholders
Pemerintah Republik Indonesia
Government of the Republic of Indonesia
Saham Dwi Warna
Badan Pengaturan Badan Usaha Milik Negara
(BP BUMN) 1 1 0,00%
Dwiwarna Share is owned by the State-Owned
Enterprise Regulatory Agency (BP BUMN)
Saham Seri B
PT Danantara Asset Management (Persero)
1 5.080.509.839 70,00%
Series B Shares
PT Danantara Asset Management (Persero)
Total 2 5.080.509.840 70,00%
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 243
Page 244
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pemegang Saham Jasa Marga per 31 Desember 2025
Table of Jasa Marga Shareholders as of December 31, 2025
Jumlah Pemegang
Pemegang Saham Saham Jumlah Saham Persentase (%)
Shareholders Number of Number of Shares Percentage (%)
Shareholders
Pemodal Nasional
National Investors
Perorangan Indonesia
24.243 242.863.240 3,35%
Individual Domestic
Lembaga/Badan Usaha Indonesia
187 658.045.222 9,07%
Indonesian Business Institutes/Entities
Asuransi
115 203.101.211 2,80%
Insurance
Yayasan
18 16.063.666 0,22%
Foundations
Koperasi
6 555.381 0,01%
Cooperatives
Reksadana
131 179.818.095 2,48%
Mutual Funds
Sub Total 24.700 1.300.446.815 17,92%
Pemodal Asing
Foreign Investors
Perorangan Asing
167 722.088 0,01%
Foreign Individuals
Badan Usaha Asing
251 876.192.457 12,07%
Foreign Enterprises
Sub Total 418 876.914.545 12,08%
Total 25.120 7.257.871.200 100%
Grafik Komposisi Pemegang Saham Jasa Marga per 31 Desember 2025
Graph of Jasa Marga Shareholder Composition as of December 31, 2025
70% 30%
Pemerintah Republik Masyarakat
Indonesia Public
• 1 Lembar Saham
Seri A Dwiwarna
dimiliki oleh Badan
Pengaturan BUMN
(BP BUMN)
0,22%
• 5.080.509.839 Yayasan
2,48%
Lembar Saham
Seri B dimiliki oleh
2,80% Foundation
Reksadana
PT Danantara Asuransi Mutual Fund
Asset Management Insurance
(Persero)
Government of the
Republic of Indonesia
3,35%
• 1 Dwiwarna Share
Perorangan Indonesia
owned by the State-
Individual Domestic
Owned Enterprise
Pengendali Non Pengendali
Regulatory Agency
Controlling Non-controlling
(BP BUMN)
• 5,080,509,839
Series B shares
owned by
PT Danantara
12,08%
Asset Management
(Persero)
Investor Asing
Foreign Investors
9,07%
Institusi Indonesia
Institution Domestic
244 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 245
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pemegang Saham dengan Kepemilikan Saham 5% atau Lebih
Shareholders with More than 5% Shares Ownership
Tabel Pemegang Saham yang Memiliki 5% atau Lebih Saham pada Awal dan Akhir Tahun Buku
Table of Shareholders Owned 5% or More Shares at the Beginning and End of the Fiscal Year
Pemegang Saham Jumlah Saham Persentase (%) Status
Shareholders Number of Shares Percentage (%) Condition
Pemegang Saham Pengendali
PT Danantara Asset Management (Persero) 5.080.509.839 70,00%
Controlling Shareholders
Kelompok Pemegang Saham Masyarakat dengan Kepemilikan Saham Masing-Masing
Kurang dari 5%
Public Shareholders Group with Less than 5% Shares Ownership
Tabel Kelompok Pemegang Saham Masyarakat dengan Kepemilikan Saham Masing-Masing Kurang dari 5% per 1 Januari 2025 dan
31 Desember 2025
Table of Public Shareholder Groups with Share Ownership Each Less than 5% as of January 1, 2025, and December 31, 2025
Jumlah
Jumlah
Pemegang Persentase
Pemegang Jumlah Saham
Saham pada Jumlah Saham Persentase
Saham pada pada Akhir pada Akhir
Awal Tahun pada Awal pada Awal
Pemegang Saham Buku*
Akhir Tahun
Tahun Buku*
Tahun Buku*
Tahun Buku*
Tahun
Buku** Number of Buku**
Shareholders Number of Shares at the Percentage at
Number of Shares at the Percentage at
Shareholders at Beginning of Beginning of
Shareholders at End of the End of Fiscal
the Beginning the Fiscal Year* Fiscal Year*
the End of the Fiscal Year* Year**
of the Fiscal
Fiscal Year*
Year*
Pemegang Saham Domestik
Domestic Shareholders
Perorangan Indonesia
16.430 24.243 139.661.673 242.863.240 1,92% 3,35%
Indonesian Individuals
Lembaga/Badan Usaha
Indonesia
166 187 643.206.582 658.045.222 8,86% 9,07%
Indonesian Institutions/
Business Entities
Asuransi
123 115 305.466.711 203.101.211 4,21% 2,80%
Insurance
Yayasan
17 18 17.197.266 16.063.666 0,24% 0,22%
Foundations
Koperasi
2 6 53.081 555.381 0,00% 0,01%
Cooperatives
Reksadana
158 131 234.380.426 179.818.095 3,23% 2,48%
Mutual Funds
Pemegang Saham Asing
Foreign Investors Shareholders
Perorangan Asing
175 167 3.467.688 722.088 0,05% 0,01%
Foreign Individuals
Badan Usaha Asing
282 251 833.395.621 876.192.457 11,49% 12,07%
Foreign Enterprises
Total 17.354 25.120 2.177.361.360 7.257.871.200 30% 30%
Keterangan/Notes:
*) Data jumlah pemegang saham pada awal tahun buku merupakan data pemegang saham Perseroan per tanggal penutupan bursa di tahun 2024.
**) Akhir tahun buku Perseroan adalah 31 Desember 2025.
*) The number of shareholders at the beginning of the fiscal year is based on the Company’s shareholder data per the closing date of the stock exchange in 2024.
**) The end of the Company’s fiscal year is December 31, 2025.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 245
Page 246
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
20 Pemegang Saham Terbesar
Top 20 Shareholders
Tabel 20 Pemegang Saham Terbesar per 31 Desember 2025
Table of Top 20 Shareholders as of December 31, 2025
Pemegang Saham Jumlah Saham Persentase (%) Status
No. Shareholders Number of Shares Percentage (%) Condition
Negara Republik Indonesia
1. PT DANANTARA ASSET MANAGEMENT (PERSERO) 5.080.509.839 70,00
State of Republic of Indonesia
Dana Pensiun
2. DJS KETENAGAKERJAAN PROGRAM JHT 247.524.233 3,41
Pension Fund
Badan Usaha Asing
3. HSBC BK PLC S/A THE PRUDENTIAL ASSURANCE 207.185.400 2,85
Foreign Enterprises
Dana Pensiun
4. PT TASPEN (PERSERO) PENSIUN - FVTOCI 159.509.900 2,20
Pension Fund
Badan Usaha Asing
5. BNYM RE BNYMLB RE EMPLOYEES PROVIDENTFD 105.856.385 1,46
Foreign Enterprises
Dana Pensiun
6. DJS KETENAGAKERJAAN PROGRAM JP 72.410.615 1,00
Pension Fund
Dana Pensiun
7. PT TASPEN (ASURANSI) - FVTOCI 56.642.720 0,78
Pension Fund
Badan Usaha Asing
8. HSBC BANK PLC/M AND G FUNDS (1) ASIA PAC 33.265.500 0,46
Foreign Enterprises
Badan Usaha Asing
9. CITIBANK HONG KONG S/A 4D GLOBAL INFRAST 33.177.285 0,46
Foreign Enterprises
Badan Usaha Asing
10. SSB GMTR M&G INVT FDS (7)-M&G GLB EMG MK 29.394.800 0,41
Foreign Enterprises
Badan Usaha Asing
11. CITIBANK NEW YORK S/A ISHARES CORE MSCI 27.393.880 0,38
Foreign Enterprises
Badan Usaha Asing
12. CITIBANK NEW YORK S/A GOVERNMENT OF NORW 27.283.600 0,38
Foreign Enterprises
Badan Usaha Asing
13. CITIBANK HONG KONG S/A 4D GLOBAL INFRAST 26.864.115 0,37
Foreign Enterprises
Badan Usaha Asing
14. JPMCB NA RE-VANGUARD TOTAL INTERNATIONAL 24.646.559 0,34
Foreign Enterprises
Badan Usaha Asing
15. PT. PRUDENTIAL LIFE ASSURANCE - REF 23.218.100 0,32
Foreign Enterprises
Badan Usaha Asing
16. JPMCB NA RE - VANGUARD EMERGING MARKETS 23.010.604 0,32
Foreign Enterprises
Badan Usaha Asing
17. JPMCB NA RE - BLACKROCK INST TR CO N A I 19.674.900 0,27
Foreign Enterprises
Asuransi
18. PT PRUDENTIAL LIFE ASSURANCE - REF III 17.932.300 0,25
Insurance
Asuransi
19. DANA PENSIUN ASTRA DUA 16.753.300 0,23
Insurance
Badan Usaha Asing
20. NTC-EDGBASTON ASIAN EQUITY (JERSEY) TRUS 16.529.700 0,23
Foreign Enterprises
Total 6.248.783.735 86,10
246 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 247
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Kepemilikan Saham Dewan Komisaris dan Direksi
The Board of Commissioners and the Board of Directors Shares Ownership
Tabel Kepemilikan Saham Dewan Komisaris dan Direksi pada Awal dan Akhir Tahun Buku
Table of Share Ownership by the Board of Commissioners and Directors at the Beginning and End of the Fiscal Year
Jumlah Saham Persentase (%)
Total Share Percentage (%)
2025 2025
Nama Awal 31 Awal 31
No. Tahun Desember Tahun Desember
Name
Buku* 2025** 2024 2023 Buku* 2025** 2024 2023
Beginning December Beginning December
of Fiscal 31, of Fiscal 31,
Year* 2025** Year* 2025**
Dewan Komisaris
Board of Commissioners
1. Juri Ardiantoro - - - - - - - -
2. Syamsul Bachri
- - - - - - - -
Yusuf
3. Asrorun Ni’am
- - - - - - - -
Sholeh
4. Nachrowi Ramli - - - - - - - -
5. Rudi Antariksawan - - - - - - - -
6. Tedi Kurniawan - - - - - - - -
Direksi
Board of Directors
1. Rivan Achmad
- - - - - - - -
Purwantono
2. Reza Febriano 560.200 560.200 560.200 289.600 0,0077185 0,0077185 0,0077185 0,0039902
3. Yoga Tri Anggoro - - - - - - - -
4. Fitri Wiyanti 587.800 587.800 587.800 316.600 0,0080988 0,0080988 0,0080988 0,0043622
5. Pramitha Wulanjani 289.200 289.200 289.200 50.000 0,0039846 0,0039846 0,0039846 0,0006889
6. Yaya Ruhiya - - - - - - - -
7. Ari Respati - - - - - - - -
Keterangan/Notes:
*) Awal Tahun Buku Perseroan adalah 1 Januari 2025, namun demikian dikarenakan tanggal 1 Januari 2025 masih merupakan hari libur Bursa, maka data yang
digunakan adalah data per 2 Januari 2025.
**) Akhir Tahun Buku Perseroan adalah 31 Desember 2025.
*) The Company’s fiscal year begins on January 1, 2025; however, since January 1, 2025, is still a stock exchange holiday, the data used is as of January 2, 2025.
**) The end of the Company’s fiscal year is December 31, 2025.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 247
Page 248
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kepemilikan Tidak Langsung Dewan Indirect Ownership of Company Shares by
Komisaris dan Direksi terhadap Saham the Board of Commissioners and Board of
Perseroan Directors
Sepanjang tahun buku 2025, tidak terdapat anggota Dewan Throughout the 2025 fiscal year, no members of the Board
Komisaris dan Direksi yang memiliki kepemilikan tidak of Commissioners and Board of Directors had indirect
langsung atas saham Perseroan. ownership of the Company’s shares.
Pembelian/Penjualan Saham Dewan Purchase/Sale of Shares by the Board of
Komisaris dan Direksi Commissioners and Board of Directors
Sesuai dengan Peraturan Otoritas Jasa Keuangan No. 11/ In accordance with Financial Services Authority Regulation
POJK.04/2017 tentang Laporan Kepemilikan atau Setiap No. 11/POJK.04/2017 on Reports on Ownership or Any
Perubahan Kepemilikan Saham Perusahaan Terbuka, setiap Changes in Ownership of Shares in Public Companies,
anggota Dewan Komisaris dan Direksi diwajibkan untuk each member of the Board of Commissioners and Board of
menyampaikan informasi kepada Perseroan mengenai Directors is required to submit information to the Company
kepemilikan dan setiap perubahan kepemilikannya atas regarding their ownership and any changes in their
saham Perseroan. ownership of the Company’s shares.
Informasi tentang Pemegang Saham Information on Major Shareholders and/or
Utama dan/atau Pemegang Saham Controlling Shareholders
Pengendali
Pemegang saham Utama Perseroan adalah Negara Republik The Company’s Major Shareholder is the Republic of
Indonesia, yang diwakili oleh Pemerintah Republik Indonesia Indonesia, represented by the Government of the Republic of
dengan kepemilikan sebesar 70% yang terdiri dari 1 (satu) Indonesia, with a 70% ownership consisting of 1 (one) share
lembar Saham Seri A Dwiwarna melalui Badan Pengaturan of Series A Dwiwarna through Indonesian State-Owned
Badan Usaha Milik Negara Republik Indonesia (BP BUMN) Enterprise Regulatory Agency (BP BUMN) and 5,080,509,839
dan 5.080.509.839 lembar Saham Seri B Biasa melalui shares of Series B Common Shares through PT Danantara
PT Danantara Asset Management (Persero) yang berfungsi Asset Management (Persero), which functions to manage
untuk mengelola serta mengoptimalkan aset negara, and optimize state assets, including SOEs, through strategic
termasuk BUMN, melalui investasi strategis. Tidak terdapat investments. There are no individual owners who are major
pemilik individu yang menjadi pemegang saham utama dan and controlling shareholders of the Company.
pengendali Perseroan.
The Series A Dwiwarna (Preferred Share) policy was pursued
Kebijakan Saham Seri A Dwiwarna (Saham Preferen) by the Government as the main capital owner as a strategic
ditempuh oleh Pemerintah selaku pemilik modal utama measure related to Jasa Marga’s status as an SOE, which
sebagai langkah strategi terkait status Jasa Marga sebagai requires the Government to encourage SOEs to contribute
entitas BUMN yang mempersyaratkan peran Pemerintah to the development of the national economy in general and
untuk mendorong BUMN dalam memberikan kontribusi state revenue in particular, in accordance with Law No. 19 of
bagi perkembangan perekonomian nasional pada umumnya 2003 on SOEs.
dan penerimaan negara pada khususnya, sesuai Undang-
Undang No. 19 Tahun 2003 tentang BUMN.
The chart regarding the Company’s Main Shareholders and
Adapun bagan mengenai Pemegang Saham Utama dan Controlling Shareholders is available in the Company Profile
Pengendali Perseroan dapat dilihat di Bab Profil Perusahaan chapter of this Annual Report.
dalam Buku Laporan Tahunan ini.
248 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 249
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Entitas Anak, Ventura Bersama,
dan Entitas Asosiasi
Subsidiaries, Joint Ventures, and Associate Entities
Tabel Daftar Entitas Anak
Table of Subsidiaries List
Total Aset Sebelum
Eliminasi
Persentase Kepemilikan
Periode (dalam jutaan Rupiah)
Ownership Percentage Tahun
Masa Assets Before
Aktivitas (%) Operasi
Konsesi Elimination
Entitas Anak Utama Domisili Komersial (in Rp million)
No. (Tahun)
Subsidiaries Principal Domicile Start of
31 31 Concession
Activity Commercial
Desember Desember Period
Operations
2025 2024 (Year) 2025 2024
December December
31, 2025 31, 2024
1. PT Jalantol Telah Dilikuidasi Bekasi - 99,99 1 Oktober - - 19.235
Lingkarluar Liquidated 2001
Jakarta (JLJ), October 1,
berdiri tanggal 22 2001
Desember 2000*
Established on
December 22,
2000*
2. PT Marga Sarana Pengusahaan Bogor 55,00 55,00 23 November 50 3.130.571 3.338.289
Jabar (MSJ), Jalan Tol Bogor 2009
berdiri tanggal 11 Outer Ring Road November 23,
Mei 2007 Bogor Ring Road 2009
Established on Outer Toll Road
May 11, 2007 Concession Holder
3. PT Marga Trans Pengusahaan Ruas Tangerang 60,00 60,00 20 Desember 35 3.781.236 3.857.433
Nusantara (MTN), Jalan Tol Kunciran Selatan 2019
berdiri tanggal 14 Serpong South December 20,
Mei 2008 Kunciran Serpong Tangerang 2019
Established on Toll Road
May 14, 2008 Concession Holder
4. PT Jasamarga Pengusahaan Ruas Tangerang 88,67 88,67 11 November 35 4.963.862 5.074.118
Kunciran Jalan Tol Kunciran- 2021
Cengkareng Cengkareng November 11,
(JKC), berdiri Kunciran- 2021
tanggal 14 Mei Cengkareng Road
2008 Concession Holder
Established on
May 14, 2008
5. PT Jasamarga Pengusahaan Jakarta 99,82 99,82 10 Februari - 2.853.051 2.336.183
Tollroad Jasa Preservasi 1989
Maintenance dan Pemeliharaan February 10,
(JMTM), berdiri Jalan Tol, Jasa 1989
tanggal 26 Konstruksi, Jasa
Agustus 1988 Sewa Alat Berat,
Established on serta Penjualan
August 26, 1988 Aspal
Services in Toll
Road Preservation
and Maintenance,
Construction,
Heavy Equipment
Rental, and Asphalt
Sales
6. PT Jasamarga Pengusahaan Ruas Denpasar 64,44 64,44 1 Oktober 45 1.890.367 1.893.221
Bali Tol (JBT), Jalan Tol Nusa 2013
berdiri tanggal 22 Dua - Ngurah Rai - October 1,
Agustus 2011 Benoa 2013
Established on Nusa Dua - Ngurah
August 22, 2011 Rai - Benoa Toll
Road Concession
Holder
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 249
Page 250
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Daftar Entitas Anak
Table of Subsidiaries List
Total Aset Sebelum
Eliminasi
Persentase Kepemilikan
Periode (dalam jutaan Rupiah)
Ownership Percentage Tahun
Masa Assets Before
Aktivitas (%) Operasi
Konsesi Elimination
Entitas Anak Utama Domisili Komersial (in Rp million)
No. (Tahun)
Subsidiaries Principal Domicile Start of
31 31 Concession
Activity Commercial
Desember Desember Period
Operations
2025 2024 (Year) 2025 2024
December December
31, 2025 31, 2024
7. PT Jasamarga Pengembangan Jakarta 99,94 99,94 15 Januari - 2.448.153 2.411.059
Related Business Bisnis Properti/ 2013
(JMRB), berdiri Toll Corridor January 15,
tanggal 15 Januari Development 2013
2013 (TCD) dan
Established on pengembangan TIP
January 15, (Tempat Istirahat
2013 Pelayanan)
Development
In Property/
Toll Corridor
Development
(TCD)
8. PT Jasamarga Pengusahaan Ruas Deli Serdang 55,00 55,00 13 Oktober 40 4.061.404 4.085.376
Kualanamu Tol Jalan Tol Medan- 2017
(JMKT), berdiri Kualanamu-Tebing October 13,
tanggal 25 Tinggi 2017
November 2014 Kualanamu-Tebing
Established on Tinggi Toll Road
November 25, Concession Holder
2014
9. PT Cinere Pengusahaan Ruas Tangerang 55,00 55,00 2 Juni 2021 35 3.452.664 3.410.460
Serpong Jaya Jalan Tol Serpong- Selatan June 2, 2021
(CSJ), berdiri Cinere South
tanggal 10 Juli Toll Road Tangerang
2008 Concession Holder
Established on
July 10, 2008
10. PT Jasamarga Jasa Jakarta 99,98 99,98 31 Desember - 1.715.639 1.497.552
Tollroad Operator Pengoperasian 2015
(JMTO), berdiri Jalan Tol December 31,
tanggal 21 Toll Road 2015
Agustus 2015 Operation Services
Established on
August 21, 2015
11. PT Jasamarga Pengusahaan Ruas Manado 64,97 64,97 30 Oktober 40 4.331.791 4.439.742
Manado Bitung Jalan Tol Manado- 2020
(JMB), berdiri Bitung October 30,
tanggal 6 Juni Manado-Bitung 2020
2016 Toll Road
Established on Concession
June 6, 2016 Holder
12. PT Jasamarga Pengusahaan Balikpapan 67,39 67,39 14 Juni 2020 50 9.540.429 9.613.550
Balikpapan Ruas Jalan Tol June 14, 2020
Samarinda (JBS), Balikpapan-
berdiri tanggal 6 Samarinda
Juni 2016 Balikpapan-
Established on Samarinda Toll
June 6, 2016 Road Concession
Holder
13. PT Jasamarga Pengusahaan Ruas Jakarta 65,00 65,00 2 Juni 2017 - 62.852.657 62.613.044
Transjawa Tol Jalan Tol Trans June 2, 2017
(JTT), berdiri Jawa
tanggal 2 Juni Trans Java Toll
2017 Road Concession
Established on Holder
June 2, 2017
14. PT Jasamarga Pengusahaan Ruas Sleman 52,82 52,82 18 September 40 11.978.018 9.446.367
Jogja Solo (JMJ), Jalan Tol Solo- 2024
berdiri tanggal 9 Yogyakarta-NYIA September
September 2020 Kulonprogo 18, 2024
Established on Solo-Yogyakarta-
September 9, NYIA Kulonprogo
2020 Toll Road
Concession Holder
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Daftar Entitas Anak
Table of Subsidiaries List
Total Aset Sebelum
Eliminasi
Persentase Kepemilikan
Periode (dalam jutaan Rupiah)
Ownership Percentage Tahun
Masa Assets Before
Aktivitas (%) Operasi
Konsesi Elimination
Entitas Anak Utama Domisili Komersial (in Rp million)
No. (Tahun)
Subsidiaries Principal Domicile Start of
31 31 Concession
Activity Commercial
Desember Desember Period
Operations
2025 2024 (Year) 2025 2024
December December
31, 2025 31, 2024
15. PT Jasamarga Pengusahaan Ruas Jakarta 92,33 90,97 Tahap 35 14.718.850 11.861.448
Japek Selatan Jalan Tol Jakarta konstruksi
(JJS), berdiri – Cikampek II Sisi Under
tanggal 29 Selatan construction
Desember 2017 Jakarta-Cikampek
Established on II South Section
December 29, Toll Road
2017 Concession Holder
16. PT Jasamarga Pengusahaan Probolinggo 98,47 97,70 Tahap 50 9.168.074 6.416.386
Probolinggo Ruas Jalan Tol konstruksi
Banyuwangi Probolinggo – Under
(JPB), berdiri Banyuwangi construction
tanggal 29 Probolinggo-
Desember 2017 Banyuwangi Toll
Established on Road Concession
December 29, Holder
2017
17. PT Jasamarga Pengusahaan Yogyakarta 73,18 74,09 Tahap 40 8.235.231 5.386.707
Jogja Bawen Ruas Jalan Tol konstruksi
(JJB), berdiri Yogyakarta – Under
tanggal 11 Bawen construction
November 2020 Yogyakarta-
Established on Bawean Toll Road
November 11, Concession Holder
2020
18. PT Jasamarga Pengusahaan Ruas Subang 66,22 62,04 Tahap 50 2.006.740 1.764.844
Akses Patimban Jalan Tol Akses pengembangan
(JAP), berdiri Patimban Under
tanggal 16 Januari Patimban Access development
2023 Concession Holder
Established on
January 16, 2023
Keterangan/Notes:
*) Di tahun 2025, Perseroan telah melakukan likuidasi terhadap PT JLJ.
*) In 2025, the Company liquidated PT JLJ.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 251
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Profil Singkat Entitas Anak
Brief Profile of Subsidiaries
PT Marga Sarana Jabar (MSJ)
Cengkareng Penjaringan
Batuceper Pluit
Cilincing
Kelapa
Profil Singkat Kebon
Tomang Gading
Jeruk Cakung
Brief Profile
Cibitung
Kunciran Cawang
PT MSJ berdiri pada tanggal 11 Mei 2007, mengoperasikan Ulujami Bekasi
ruas jalan tol Lingkar Bogor atau yang lebih dikenal dengan Antasari Cikunir
Serpong
Bogor Outer Ring Road (BORR), membentang dari Sentul
Selatan hingga Salabenda dengan panjang jalan tol beroperasi
11,3 km. Jalan tol ini memudahkan mobilitas masyarakat
sebagai pengguna jalan tol Jagorawi yang ingin melanjutkan Cinere
Cimanggis
perjalanan menuju Bogor bagian utara tanpa harus melalui
kota Bogor terlebih dahulu. Depok
PT MSJ was established on May 11, 2007, operating the Bogor Salabenda
Outer Ring Road toll road, stretching from South Sentul to
Salabenda with an operational toll road length of 11.3 km. Simpang Semplak
This toll road facilitates the mobility of the public as users of
the Jagorawi toll road who wish to continue their journey to Bogor Sentul
northern Bogor without having to pass through the city center
of Bogor first.
Jalan Tol Beroperasi Jalan Tol Fase Pembebasan Lahan & Konstruksi
Operated Toll Road Toll Road in Land Acquisition & Construction Phases
Kepemilikan Saham Kepengurusan
Shares Ownership Management
PT Jasa Marga (Persero) Tbk 55,00% Dewan Komisaris | Board of Commissioners
PT Citra Marga Nusaphala Persada Tbk 45,00% Arief Budhy Hardono Komisaris Utama | President Commissioner
Oscar Soebandi Komisaris | Commissioner
Hasyim Komisaris | Commissioner
Direksi | Board of Directors
Florysco Partogi Siahaan Direktur Utama | President Director
Rudy H. Sabungan Pardede Direktur Teknik | Director of Engineering
Direktur Keuangan dan Administrasi | Director of
Mohammad Jusuf Hamka
Finance and Administration
Jalan Tol Bogor Outer Ring Road (BORR)
Bogor Outer Ring Road (BORR) Toll Road
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
PT Cinere Serpong Jaya (CSJ)
Cengkareng Penjaringan
Batuceper Pluit
Cilincing
Kebon Kelapa
Profil Singkat Jeruk Tomang Gading Cakung
Brief Profile Cibitung
Kunciran Cawang
Ulujami Bekasi
PT CSJ berdiri pada tanggal 10 Juli 2008, mengoperasikan
Antasari Cikunir
ruas jalan tol Serpong-Cinere yang terdiri dari 2 Seksi, Serpong
meliputi: Seksi I (Serpong – Pamulang) sepanjang 6,5 km
telah dioperasikan sejak 02 Juni 2021 dan Seksi II (Pamulang
– Cinere) saat ini telah beroperasi secara fungsional sejak
Desember 2023. Jalan tol ini merupakan bagian dari jaringan Cinere Cimanggis
jalan tol Jakarta Outer Ring Road II (JORR II) yang diharapkan
dapat menambah keleluasaan distribusi barang dan Depok
pergerakan ekonomi dari wilayah Jakarta ke sekitar Jakarta.
Salabenda
PT CSJ was established on July 10, 2008, operating the
Simpang Semplak
Serpong-Cinere toll road, consisting of two sections,
including: Section I (Serpong–Pamulang) spanning 6.5 km, Bogor Sentul
which has been operational since June 2, 2021, and Section II
(Pamulang–Cinere), which has been functionally operational
since December 2023. This toll road is part of the Jakarta
Jalan Tol Beroperasi
Outer Ring Road II (JORR II) toll road network, which is
Operated Toll Road
expected to enhance the flexibility of goods distribution
and economic movement from the Jakarta area to the
surrounding areas.
Kepengurusan
Management
Kepemilikan Saham
Dewan Komisaris | Board of Commissioners
Shares Ownership
- Komisaris Utama | President Commissioner
PT Jasa Marga (Persero) Tbk 55,00% Stevanus Adrianto Passat Komisaris | Commissioner
PT Sarana Multi Infrastruktur (Persero) 34,99%
PT Jakarta Propertindo 10,00% Rintis Sitaresmi Komisaris | Commissioner
PT Waskita Karya (Persero) Tbk 1 lembar saham
1 lembar saham Direksi | Board of Directors
Mirza Nurul Handayani Direktur Utama | President Director
Victor Edward Sasdiyarto Direktur Teknik | Director of Engineering
Asteria Direktur Keuangan | Director of Finance
Simpang Susun Jalan Tol Serpong-Cinere
Interchange of the Serpong-Cinere Toll Road
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
PT Marga Trans Nusantara (MTN)
Cengkareng Penjaringan
Batuceper Pluit
Cilincing
Kebon Kelapa
Profil Singkat Jeruk Tomang Gading Cakung
Brief Profile Cibitung
Kunciran Cawang Bekasi
PT MTN berdiri pada tanggal 14 Mei 2008, mengoperasikan Ulujami
ruas jalan tol Kunciran-Serpong sepanjang 11,14 km yang telah Antasari Cikunir
Serpong
beroperasi sejak 20 Desember 2019. Jalan tol ini diresmikan
oleh Presiden Joko Widodo pada tanggal 06 Desember
2019 yang merupakan bagian dari jaringan jalan tol Jakarta
Cinere
Outer Ring Road II (JORR II) bersama dengan ruas Kunciran-
Cimanggis
Serpong dan Cinere-Serpong. Diharapkan pengoperasian
jalan tol ini dapat menambah keleluasaan distribusi barang dan Depok
pergerakan ekonomi dari wilayah Jakarta ke sekitar Jakarta.
Salabenda
PT MTN was established on May 14, 2008, operating the
11.14 km Kunciran-Serpong toll road section, which has Simpang Semplak
been operational since December 20, 2019. This toll road Bogor Sentul
was inaugurated by President Joko Widodo on December 6,
2019, as part of the Jakarta Outer Ring Road II (JORR II) toll
road network, along with the Kunciran-Serpong and Cinere-
Serpong sections. It is hoped that the operation of this toll road Jalan Tol Beroperasi
Operated Toll Road
will increase the flexibility of goods distribution and economic
movement from the Jakarta area to its surrounding areas.
Kepengurusan
Management
Kepemilikan Saham
Shares Ownership Dewan Komisaris | Board of Commissioners
Firman Yosafat Siregar Presiden Komisaris | President Commissioner
PT Jasa Marga (Persero) Tbk 60,00%
PT Astra Tol Nusantara 30,00% Fabian Buddy Pascoal Wakil Presiden Komisaris | Vice President Commissioner
PT Transutama Arya Sejahtera 10,00%
Billy Perkasa Komisaris | Commissioner
Direksi | Board of Directors
Oemi Vierta Moerdika Presiden Direktur | President Director
Rachmad Soulisa Wakil Presiden Direktur | Vice President Director
Donny Ikhwan Kinaly Direktur | Director
Kantor Pusat PT MTN
PT MTN Head Office
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
PT Jasamarga Kunciran Cengkareng (JKC)
Cengkareng
Penjaringan
Batuceper Pluit
Cilincing
Kebon Kelapa
Profil Singkat Jeruk Tomang Gading Cakung
Brief Profile Cibitung
Kunciran Cawang Bekasi
Ulujami
PT JKC berdiri pada tanggal 14 Mei 2008, mengoperasikan
Antasari Cikunir
ruas jalan tol Cengkareng-Batuceper-Kunciran sepanjang Serpong
13,9 km yang telah beroperasi sejak 11 November 2021. Jalan
tol ini merupakan bagian dari jaringan jalan tol Jakarta Outer
Ring Road II (JORR II) bersama dengan ruas Kunciran-Serpong
Cinere
dan Cinere-Serpong yang diharapkan dapat menambah Cimanggis
keleluasaan distribusi barang dan pergerakan ekonomi dari
wilayah Jakarta ke sekitar Jakarta. Depok
PT JKC was established on May 14, 2008, operating the Salabenda
13.9 km Cengkareng-Batuceper-Kunciran toll road section,
Simpang Semplak
which has been in operation since November 11, 2021. This
toll road is part of the Jakarta Outer Ring Road II (JORR II) Bogor Sentul
toll road network, along with the Kunciran-Serpong and
Cinere-Serpong sections, which are expected to increase the
flexibility of goods distribution and economic movement from
Jalan Tol Beroperasi
the Jakarta area to its surrounding areas.
Operated Toll Road
Kepemilikan Saham Kepengurusan
Shares Ownership Management
PT Jasa Marga (Persero) Tbk 88,67% Dewan Komisaris | Board of Commissioners
PT Triputra Utama Selaras 11,01%
Agung Prabowo Komisaris Utama | President Commissioner
PT Nindya Karya (Persero) 0,32%
Irvanus Ellyus Komisaris | Commissioner
Direksi | Board of Directors
Rini Irawaty Direktur Utama | President Director
Eldy Ellyus Direktur Keuangan | Director of Finance
Jalan Tol Cengkareng-Batuceper-Kunciran
Cengkareng-Batuceper-Kunciran Toll Road
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
PT Jasamarga Japek Selatan (JJS)
Cengkareng Penjaringan
Batuceper Pluit
Cilincing
Kebon Tomang Kelapa
Profil Singkat Jeruk Gading Cakung
Brief Profile Cawang Cibitung
Kunciran Bekasi
Ulujami
PT JJS berdiri pada tanggal 29 Desember 2017. Sampai Serpong
Antasari
dengan 31 Desember 2025, jalan tol Jakarta-Cikampek II
Cikunir
Selatan ini dalam tahap pembebasan lahan dan konstruksi
sehingga masih belum beroperasi. Pembangunan jalan tol
Cinere
ini bertujuan untuk mengurangi kepadatan ruas Jakarta- Cimanggis
Cikampek
Cikampek dengan menjadi alternatif pengguna jalan tol
menuju jalan tol Cipularang serta menghubungkan wilayah Depok
Jabodetabek dan wilayah Bandung dengan melewati Salabenda Purwakarta
berbagai wilayah industri dan komersil.
Simpang Semplak
PT JJS was established on December 29, 2017. On December Bogor Sentul
31, 2025, the Jakarta-Cikampek II Selatan toll road is still in
the land acquisition and construction phase and is therefore
not yet operational. The construction of this toll road aims
to reduce congestion on the Jakarta-Cikampek route by
providing an alternative for toll road users heading to the
Jalan Tol Fase Pembebasan Lahan & Konstruksi
Cipularang toll road, as well as connecting the Jabodetabek
Toll Road in Land Acquisition & Construction Phases
and Bandung regions by passing through various industrial
and commercial areas.
Kepengurusan
Management
Kepemilikan Saham
Shares Ownership
Dewan Komisaris | Board of Commissioners
PT Jasa Marga (Persero) Tbk 92,33% Widiyatmiko Nursejati Komisaris Utama | President Commissioner
PT Wiranusantara Bumi 7,67%
Biswanto Komisaris | Commissioner
Direksi | Board of Directors
Charles Lendra Direktur Utama | President Director
Iman Sulaiman Direktur Teknik | Director of Engineering
Deni Suherman Direktur Keuangan | Director of Finance
Proyek Jalan Tol Jakarta Cikampek II Selatan
The Jakarta-Cikampek II South Toll Road Project
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
PT Jasamarga Jogja Bawen (JJB)
Demak
Batang
Semarang
Profil Singkat Bawen
Brief Profile
Ngawi
PT JJB berdiri pada tanggal 12 November 2020. Sampai JAWA
dengan 31 Desember 2025, jalan tol Yogyakarta-Bawen TENGAH Solo
masih dalam tahap pembebasan lahan dan konstruksi
Yogyakarta
sehingga belum beroperasi. Jalan Tol ini merupakan bagian
dari segitiga emas Joglosemar (Jogjakarta, Solo, Semarang) JAWA
yang melewati wilayah pariwisata Candi Borobudur. Adanya TIMUR
Kulonprogo
jalan tol ini diharapkan dapat meningkatkan kelancaran
logistik, pengembangan industri dan pariwisata, serta YOGYAKARTA
konektivitas di wilayah DIY dan Jawa Tengah.
PT JJB was established on November 12, 2020. On
December 31, 2025, the Yogyakarta-Bawen toll road is still
in the land acquisition and construction phase and is not
yet operational. This toll road is part of the Joglosemar
(Yogyakarta, Solo, Semarang) golden triangle, passing
through the Borobudur Temple tourist area. The presence
Jalan Tol Fase Pembebasan Lahan & Konstruksi
of this toll road is expected to improve logistics efficiency,
Toll Road in Land Acquisition & Construction Phases
industrial and tourism development, and connectivity in the
DIY and Central Java regions.
Kepengurusan
Management
Kepemilikan Saham
Shares Ownership Dewan Komisaris | Board of Commissioners
Aldrin Maulana Komisaris Utama | President Commissioner
PT Jasa Marga (Persero) Tbk 73,18%
PT Adhi Karya (Persero) Tbk 17,93% Siswantono Plt. Komisaris | Commissioner
PT Pembangunan Perumahan (Persero) Tbk 4,44%
Dimas Ricky Wahyu A Komisaris | Commissioner
PT Waskita Karya (Persero) Tbk 3,56%
PT Brantas Abipraya (Persero) 0,89%
Direksi | Board of Directors
A.J. Dwi Winarsa Direktur Utama | President Director
Radyo Wijoyo Danubroto Direktur Teknik | Director of Engineering
Edi Sutrisno Direktur Keuangan | Director of Finance
Proyek Jalan Tol Jogja-Bawen
Jogja-Bawen Toll Road Project
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
PT Jasamarga Probolinggo
Banyuwangi (JPB)
Gempol Pasuruan
Pandaan
Profil Singkat Probolinggo
Brief Profile
Malang
PT JPB berdiri pada tanggal 29 Desember 2017. Sampai
dengan 31 Desember 2025, jalan tol Probolinggo-Banyuwangi
dalam tahap pembebasan lahan dan konstruksi sehingga Banyuwangi
belum beroperasi. Pembangunan jalan tol ini merupakan
bagian dari jaringan jalan tol Trans Jawa di sisi paling timur
Pulau Jawa.
PT JPB was established on December 29, 2017. On December
31, 2025, the Probolinggo-Banyuwangi toll road is still in
the land acquisition and construction phase and is not yet
operational. The construction of this toll road is part of the
Trans Java toll road network on the easternmost side of Java
Island.
Jalan Tol Fase Pembebasan Lahan & Konstruksi
Kepemilikan Saham Toll Road in Land Acquisition & Construction Phases
Shares Ownership
PT Jasa Marga (Persero) Tbk 98,47%
Kepengurusan
PT Brantas Abipraya (Persero) 1,74%
Management
PT Waskita Karya (Persero) Tbk 0,01%
Dewan Komisaris | Board of Commissioners
Abram Elsajaya Barus Komisaris Utama | President Commissioner
Ince Suil Febryan Maula Komisaris | Commissioner
Direksi | Board of Directors
Adi Prasetyanto Direktur Utama | President Director
Eric Januar Siahaan Direktur Teknik I | Director of Engineering I
Iwan Rosa Putra Direktur Teknik II | Director of Engineering II
Zulfan Pribudi Direktur Keuangan | Director of Finance
Proyek Jalan Tol Probolinggo-Banyuwangi
Probolinggo-Banyuwangi Toll Road Project
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
PT Jasamarga Kualanamu Tol (JMKT)
Medan
Profil Singkat
Brief Profile
Tebing Tinggi
PT JMKT berdiri pada tanggal 25 November 2014,
mengoperasikan ruas jalan tol Medan-Kualanamu-Tebing
Tinggi sepanjang 61,7 km yang telah beroperasi sejak 13
Oktober 2017. Jalan tol ini merupakan jalan tol kedua yang
berada di Provinsi Sumatera Utara setelah jalan tol Belawan-
Medan-Tanjung Morawa (Belmera) yang menghubungkan
Belmera. Keberadaan jalan tol ini diharapkan dapat
memperluas pergerakan ekonomi di seluruh area Sumatera
Utara, tidak hanya terpusat di kota Medan.
PT JMKT was established on November 25, 2014, operating
the 61.7 km Medan-Kualanamu-Tebing Tinggi toll road,
which has been operational since October 13, 2017. This
toll road is the second toll road in North Sumatra Province
after the Belawan-Medan-Tanjung Morawa (Belmera) toll
road connecting Belmera. The presence of this toll road is
Jalan Tol Beroperasi
expected to expand economic activity throughout the North
Operated Toll Road
Sumatra region, not just concentrated in the city of Medan.
Kepengurusan
Kepemilikan Saham Management
Shares Ownership
Dewan Komisaris | Board of Commissioners
PT Jasa Marga (Persero) Tbk 55,00% Tyas Pramoda Wardhani Komisaris Utama | President Commissioner
Kings Ring Limited 45,00%
Andi Irianto Siahaan Komisaris | Commissioner
Choi Hung Fat Komisaris | Commissioner
Direksi | Board of Directors
Thomas Dwiatmanto Hartono Direktur Utama | President Director
Rianto Mirin Direktur Keuangan | Director of Finance
Simpang Susun Jalan Tol Medan-Kualanamu-Tebing Tinggi
Interchange of Medan-Kualanamu-Tebing Tinggi Toll Road
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 259
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
PT Jasamarga Balikpapan Samarinda (JBS)
Profil Singkat
Brief Profile
PT JBS berdiri pada tanggal 06 Juni 2016. Jalan tol ini
Samarinda
terdiri dari beberapa seksi. Pengoperasian tahap 1 terdiri
dari Seksi 2, 3 dan 4 Ruas Samboja-Samarinda sepanjang
Samboja
64,87 km yang telah beroperasi sejak 17 Desember 2019.
Pengoperasian penuh ditandai dengan beroperasinya Seksi Balikpapan
1 dan 5 Ruas Bandara Sepinggan-Samboja sepanjang 32,4
km pada tanggal 25 Agustus 2021. Jalan Tol ini diharapkan
dapat meningkatkan konektivitas antara dua kota besar di
Kalimantan serta menghubungkan ke Ibu Kota Nusantara.
Keberadaan jalan tol ini dapat mengurangi waktu tempuh
perjalanan dan mendorong pengembangan kawasan industri
di Kalimantan Timur.
PT JBS was established on June 6, 2016. This toll road
consists of several sections. Phase 1 operations consist of
Sections 2, 3, and 4 of the Samboja-Samarinda section,
Jalan Tol Beroperasi
spanning 64.87 km, which has been operational since
Operated Toll Road
December 17, 2019. Full operation was marked by the opening
of Sections 1 and 5 of the Sepinggan Airport-Samboja toll
road, spanning 32.4 km, on August 25, 2021. This toll road is
expected to improve connectivity between two major cities Kepengurusan
in Kalimantan and connect to the capital city of Nusantara. Management
The existence of this toll road can reduce travel time and
encourage industrial development in East Kalimantan. Dewan Komisaris | Board of Commissioners
Eko Sujiyanto Komisaris Utama | President Commissioner
Muhammad Fauzin Komisaris | Commissioner
Kepemilikan Saham Yuyun Pirngadi Komisaris | Commissioner
Shares Ownership
PT Jasa Marga (Persero) Tbk 67,39% Direksi | Board of Directors
PT Wijaya Karya (Persero) Tbk 18,29% Muhammad Taufiq Direktur Utama | President Director
PT PP (Persero) Tbk 13,75%
Mochamad Ichsan Plt. Direktur Operasi | Plt. Direktur Operasi
PT Bangun Tjipta Sarana 0,56%
Andree Iskandar Direktur Keuangan | Director of Finance
Jembatan Manggar, Jalan Tol Balikpapan-Samarinda
Manggar Bridge, Balikpapan-Samarinda Toll Road
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
PT Jasamarga Manado Bitung (JMB)
Profil Singkat Bitung
Brief Profile
PT JMB berdiri pada tanggal 06 Juni 2016. Jalan tol ini terdiri Manado
dari beberapa seksi. Pengoperasian tahap 1 terdiri dari Seksi
1 hingga Seksi 2A Ruas Manado-SS Danowudu sepanjang
26,35 km yang telah beroperasi sejak 30 September 2020.
Pengoperasian penuh ditandai dengan beroperasinya
Seksi 2B Ruas Danowudu-Bitung sepanjang 13,42 km pada
tanggal 12 Maret 2022. Jalan tol ini menghubungkan Ibu Kota
Sulawesi Utara dengan Bitung yang merupakan Kawasan
Ekonomi Khusus (KEK) dimana terdapat Pelabuhan Bitung
juga akan dikembangkan oleh Pemerintah sebagai akses
utama gerbang logistik Indonesia di wilayah utara.
PT JMB was established on June 6, 2016. This toll road
consists of several sections. Phase 1 operations consist of
Sections 1 to 2A of the Manado-SS Danowudu section, which
is 26.35 km long and has been operational since September
Jalan Tol Beroperasi
30, 2020. Full operation was marked by the opening of
Operated Toll Road
Section 2B of the Danowudu-Bitung section, spanning 13.42
km, on March 12, 2022. This toll road connects the capital
city of North Sulawesi with Bitung, a Special Economic Zone
(SEZ) where the Port of Bitung is also being developed by the Kepengurusan
government as the main logistics gateway for Indonesia in Management
the northern region.
Dewan Komisaris | Board of Commissioners
Pande Ketut Gede Karmawan Komisaris Utama | President Commissioner
Kepemilikan Saham Didin Wahyudin Komisaris | Commissioner
Shares Ownership
Theodorus Dondokambey Komisaris Independen | Independent Commissioner
PT Jasa Marga (Persero) Tbk 64,97%
PT Wijaya Karya (Persero) Tbk 20,04% Direksi | Board of Directors
PT Pembangunan Perumahan (Persero) Tbk 14,99%
Muhammad Taufiq Plt. Direktur Utama | President Director
Tamjianto Direktur Teknik | Director of Engineering
Jalan Tol Manado-Bitung
Manado-Bitung Toll Road
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
PT Jasamarga Bali Tol (JBT)
Profil Singkat
Brief Profile
BALI
PT JBT berdiri pada tanggal 22 Agustus 2011, mengoperasikan
ruas jalan tol Nusa Dua-Ngurah Rai-Benoa (Bali Mandara)
sepanjang 12,7 km yang telah beroperasi sejak 01 Oktober
2013. Jalan tol ini merupakan jalan tol pertama di Pulau Bali
dengan waktu pembangunan membutuhkan waktu selama
kurang lebih 1,5 tahun. Jalan tol ini diresmikan oleh Presiden
Susilo Bambang Yudhoyono pada 24 September 2013.
Sebagai salah satu destinasi pariwisata dunia, proyek jalan Benoa
tol Nusa Dua-Ngurah Rai-Benoa dapat menjadi jawaban atas Ngurah
kebutuhan sarana dan prasarana infrastruktur yang memadai Rai
di pulau Bali. Nusa
Dua
PT JBT was established on August 22, 2011, operating
the Nusa Dua-Ngurah Rai-Benoa (Bali Mandara) toll road
section, which is 12.7 km long and has been operational
since October 1, 2013. This toll road is the first toll road on
Jalan Tol Beroperasi
the island of Bali, with construction taking approximately 1.5
Operated Toll Road
years. President Susilo Bambang Yudhoyono inaugurated
the toll road on September 24, 2013. As one of the world’s
tourist destinations, the Nusa Dua-Ngurah Rai-Benoa toll
road project can be the answer to the need for adequate Kepengurusan
infrastructure facilities and infrastructure on the island of Bali. Management
Dewan Komisaris | Board of Commissioners
Kepemilikan Saham Lisye Octaviana Komisaris Utama | President Commissioner
Shares Ownership Anak Agung Ngurah Maha Diptha Komisaris | Commissioner
PT Jasa Marga (Persero) Tbk 64,44% Kompyang Raka Swandika Komisaris | Commissioner
PT Pelabuhan Indonesia (Persero) 13,86%
Wahyudi Plt. Komisaris | Acting Commissioner
Pemerintah Provinsi Bali 6,32%
Pemerintah Kabupaten Badung 6,32%
PT Angkasa Pura Indonesia 6,31% Direksi | Board of Directors
PT Pengembangan Pariwisata Indonesia (ITDC) 0,79% I Ketut Adiputra Karang Direktur Utama | President Director
PT Hutama Karya (Persero) 0,79%
I Wayan Eka Saputra Direktur Keuangan | Director of Finance
PT Adhi Karya (Persero) Tbk 0,79%
PT Wijaya Karya (Persero) Tbk 0,40%
Jalan Tol Bali Mandara
Bali Mandara Toll Road
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
PT Jasamarga Jogja Solo (JMJ)*
Demak
Batang
Pemalang Semarang
Profil Singkat
Brief Profile JAWA Bawen
TENGAH
PT JMJ merupakan entitas anak Perseroan yang berdiri pada
tanggal 09 September 2020 dalam rangka pengusahaan jalan
tol Solo-Yogyakarta-NYIA Kulon Progo. Sampai dengan 31
Desember 2024, jalan tol Solo-Yogyakarta-NYIA Kulonprogo
sudah dalam tahap konstruksi, beroperasi sebagian &
Solo
fungsional. Pembangunan jalan tol ini diharapkan dapat
mempermudah mobilitas masyarakat, arus barang, dan jasa Kulonprogo
serta meningkatkan perekonomian di wilayah selatan Jawa Yogyakarta
Tengah.
PT JMJ is a subsidiary of the Company established on
September 9, 2020, for the purpose of operating the Solo-
Yogyakarta-NYIA Kulon Progo toll road. On December 31,
2024, the Solo-Yogyakarta-NYIA Kulon Progo toll road is
under construction, partially operational, and functional. The
construction of this toll road is expected to facilitate mobility
Jalan Tol Beroperasi Jalan Tol Fase Pembebasan Lahan & Konstruksi
for the public, the flow of goods and services, and boost the
Operated Toll Road Toll Road in Land Acquisition & Construction Phases
economy in the southern part of Central Java.
Kepengurusan
Kepemilikan Saham Management
Shares Ownership
Dewan Komisaris | Board of Commissioners
PT Jasa Marga (Persero) Tbk 52,82% Inonu Ferryanto Komisaris Utama | President Commissioner
PT Adhi Karya (Persero) Tbk 47,18%
Sri Mulyani Wakil Komisaris Utama | Vice President Commissioner
Sayed Junaidi Rizaldi Komisaris | Commissioner
Direksi | Board of Directors
Rudy Hardiansyah Direktur Utama | President Director
Keterangan: Yhanni Haryanto Direktur Keuangan | Director of Finance
*) Di tahun 2025, PT JMJ telah menjadi Entitas Anak Perseroan.
Pristi Wahyono Direktur Teknik | Director of Engineering
Jalan Tol Solo-Yogyakarta-NYIA Kulonprogo
Solo-Yogyakarta-NYIA Kulonprogo Toll Road
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
PT Jasamarga Akses Patimban (JAP)
Patimban
Cikampek
Profil Singkat
Brief Profile
Subang
PT JAP berdiri tanggal 16 Januari 2023 yang bergerak di Purwakarta Palimanan
bidang pengusahaan ruas jalan tol Akses Patimban. Sampai Cirebon
dengan akhir tahun 2025, PT JAP masih dalam tahap Pejagan
pembebasan lahan. Pembangunan jalan tol ini diharapkan Padalarang
dapat meningkatkan konektivitas di Provinsi Jawa Barat yang Sumedang
Bandung
menghubungkan Pelabuhan Patimban dengan ruas jalan tol
Cikopo-Palimanan yang termasuk dalam jaringan jalan tol Cileunyi
Trans Jawa.
PT JAP was established on January 16, 2023, and is engaged
in the operation of the Patimban Access toll road. Until the
end of 2025, PT JAP is still in the land acquisition stage.
The construction of this toll road is expected to improve
connectivity in West Java Province, connecting Patimban
Port with the Cikopo-Palimanan toll road, which is part of the
Trans Java toll road network.
Jalan Tol Fase Pembebasan Lahan & Konstruksi
Toll Road in Land Acquisition & Construction Phases
Kepemilikan Saham
Shares Ownership Kepengurusan
Management
PT Jasa Marga (Persero) Tbk 66,22%
PT Nusa Raya Cipta 22,82%
Dewan Komisaris | Board of Commissioners
PT Adhi Karya (Persero) Tbk 7,22%
Truly Nawangsasi Komisaris Utama | President Commissioner
PT PP (Persero) Tbk 3,02%
PT Waskita Toll Road 0,22% Hudaya Arryanto Sumadhija Komisaris | Commissioner
PT Subang Sejahtera 0,5%
Lasarus Bambang S Komisaris | Commissioner
Direksi | Board of Directors
Victor Nazarenko Mahandre Direktur Utama | President Director
Dyah Indra Arianti Direktur Teknik | Director of Engineering
Antonius Chandra Satya Direktur Keuangan | Director of Finance
Sketsa 3D Jalan Tol Akses Patimban
3D Sketch of Akses Patimban Toll Road
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
PT Jasamarga Transjawa Tol (JTT)
Profil Singkat
Brief Profile
PT JTT berdiri pada tahun 2017 (pada mulanya berbentuk
Regional Transjawa) berperan sebagai koordinator
pengelolaan dan pengendalian 13 ruas jalan tol Jasa Marga di
sepanjang Transjawa, meliputi: Jalan Tol Jakarta-Cikampek;
Palimanan-Kanci; Semarang Seksi A, B, C; Surabaya-
Gempol; Semarang-Batang; Solo-NgawI; Ngawi-Kertosono;
Surabaya-Mojokerto; Gempol-Pasuruan; Gempol-Pandaan;
Semarang-Solo; Pandaan-Malang; Jalan Tol Layang MBZ.
Kepengurusan
Management
Pada tanggal 27 September 2024, dilakukan pengalihan
saham milik PT Jasa Marga (Persero) Tbk, peningkatan
Dewan Komisaris | Board of Commissioners
modal ditempatkan dan disetor, pengambilbagian atas
saham-saham baru, dan perubahan pengurus PT JTT. Ahmad Nasir Siregar Komisaris Utama | President Commissioner
Francis Emmanuel Dalupan Rojas Komisaris | Commissioner
PT JTT was established in 2017 (initially as Regional
Transjawa) and acts as the coordinator for the management Beni Komisaris | Commissioner
and control of 13 Jasa Marga toll road sections along Trans
Java network, including: Jakarta-Cikampek Toll Road;
Palimanan-Kanci; Semarang Sections A, B, C; Surabaya- Direksi | Board of Directors
Gempol; Semarang-Batang; Solo-Ngawi; Ngawi-Kertosono;
Rudi Kurniadi Direktur Utama | President Director
Surabaya-Mojokerto; Gempol-Pasuruan; Gempol-Pandaan;
Semarang-Solo; Pandaan-Malang; MBZ Elevated Toll Road. Siti Sarah Direktur Keuangan | Director of Finance
Pratomo Bimawan Putra Direktur Operasional | Director of Operational
On September 27, 2024, the transfer of shares owned by
PT Jasa Marga (Persero) Tbk, an increase in issued and paid- Direktur Bisnis dan Strategi | Director of Business
Omar Danni Hasan
up capital, the acquisition of new shares, and changes to the and Strategic
management of PT JTT were carried out.
Direktur Risiko dan Kepatuhan | Director of Risk and
Denn Charly Gonzales Espanola
Compliance
Kepemilikan Saham
Shares Ownership
PT Jasa Marga (Persero) Tbk 65,00%
PT Metro Pacific Tollways Indonesia Services 20,30%
Warrington Investment Pte. Ltd 10,47%
PT Marga Utama Nusantara 4,24%
Jalan Tol Jakarta-Cikampek dan Jalan Layang MBZ
The Jakarta–Cikampek Toll Road and the MBZ Flyover
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 265
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
PT Jasamarga Tollroad Operator (JMTO)
Kepemilikan Saham
Profil Singkat
Shares Ownership
Brief Profile
PT Jasa Marga (Persero) Tbk 99,98%
PT JMTO adalah perusahaan yang fokus dalam bidang pengoperasian jalan
Inkopkar Jasa Marga 0,02%
tol, khususnya jasa layanan transaksi pengumpulan tol. PT JMTO yang
awalnya bernama PT Jasa Layanan Operasi (JLO) didirikan pada tanggal
21 Agustus 2015. Sebagai market leader di bidang pengoperasian jalan tol,
JMTO memiliki fokus utama kepuasan dan kepercayaan pengguna jalan Kepengurusan
tol/pelanggan dengan meningkatkan kualitas layanan transaksi melalui Management
peningkatan kompetensi SDM, menerapkan Standar Pelayanan Minimum
(SPM) dengan target maksimal 3-4 detik untuk setiap transaksi per Dewan Komisaris | Board of Commissioners
kendaraan, menerapkan sistem integrasi data yang aman dan terpercaya,
Ir. Mira Handayani S Komisaris Utama | President Commissioner
serta menerapkan sistem pemantauan online yang terpusat.
Komisaris Independen | Independent
Mashudi
PT JMTO akan mengembangkan usahanya ke bidang layanan lalu lintas dan Commissioner
jasa layanan lainnya, di antaranya, pengembangan Electronic Toll Collection
Wishnu Prawira Asmawi Komisaris | Commissioner
(ETC) serta pengelolaan perlengkapan dan peralatan teknologi penunjang
operasi jalan tol untuk mengatasi kendala dan hambatan yang terjadi di Yudha Wasita Kartika Putra Komisaris | Commissioner
lapangan. Dengan pengalaman dan kompetensi yang mumpuni, PT JMTO
Didyk Choiroel Komisaris | Commissioner
adalah mitra yang andal dan terpercaya bagi Badan Usaha Jalan Tol (BUJT),
tidak hanya pada ruas jalan tol Jasa Marga, namun juga pada ruas jalan tol
milik BUJT lainnya.
Direksi | Board of Directors
PT JMTO is a company that focuses on toll road operations, particularly toll Tri Wahyu Subekti Direktur Utama | President Director
collection services. PT JMTO, formerly known as PT Jasa Layanan Operasi
Herlambang Septiaji Direktur Keuangan | Director of Finance
(JLO), was established on August 21, 2015. As the market leader in toll
road operations, JMTO prioritizes user satisfaction and trust by enhancing Direktur Teknologi Informasi | Director of
Shandy Maulana Haris
transaction service quality through improved human resource capabilities, Information Technology
implementing Minimum Service Standards (SPM) with a target of 3-4
Direktur Human Capital dan Manajemen Risiko|
seconds per transaction per vehicle, adopting secure and reliable data Zakaria
Director of Human Capital and Risk Management
integration systems, and deploying a centralized online monitoring system.
Hadha Alamajibuwono Direktur Operasi | Director of Operations
PT JMTO will expand its business into traffic services and other services,
including the development of Electronic Toll Collection (ETC) and the
management of equipment and technological tools to support toll road
operations to solve operational issues and obstacles. With its extensive
experience and expertise, PT JMTO is a reliable and trusted partner for Toll
Road Business Entities (BUJT), not only on Jasa Marga toll roads but also on
toll roads owned by other BUJTs.
Pelayanan Lalu Lintas di Jalan Tol Jasa Marga Grup
Traffic Services on Jasa Marga Grup’s Toll Road
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
PT Jasamarga Tollroad Maintenance (JMTM)
Profil Singkat Kepengurusan
Brief Profile Management
PT JMTM merupakan perusahaan yang bergerak di bidang Dewan Komisaris | Board of Commissioners
Jasa Manajemen Preservasi Jalan Tol dan Konstruksi yang George I.M.P Manurung Komisaris Utama | President Commissioner
meliputi kegiatan perencanaan dan pelaksanaan preservasi
jalan tol, peningkatan kapasitas jalan tol dan Konstruksi dalam Agustin Lumban Gaol Komisaris | Commissioner
rangka pemenuhan Standar Pelayanan Minimal (SPM) jalan Nasarudin Komisaris | Commissioner
tol pada ruas-ruas jalan tol yang dioperasikan oleh PT Jasa
Marga (Persero) Tbk dan kelompok usahanya. Zulhamedy Komisaris | Commissioner
PT JMTM is a company engaged in Toll Road Preservation
Management and Construction Services, which includes
Direksi | Board of Directors
planning and implementing toll road preservation, increasing Suchandra Paganda Hutabarat Direktur Utama | President Director
toll road capacity, and construction to meet the Minimum
Direktur Keuangan dan Manajemen Risiko | Director of
Service Standards (SPM) for toll roads on sections of toll Dadan Waradia
Finance & Risk Management
roads operated by PT Jasa Marga (Persero) Tbk and its
business group. Adhi Kristiawan Direktur Operasi | Director of Operations
Direktur Proyek Konstruksi & Pengembangan
Linda Pakpahan Bisnis | Director of Construction Project & Business
Kepemilikan Saham Development
Shares Ownership
PT Jasa Marga (Persero) Tbk 99,82%
Inkopkar Jasa Marga 0,18%
Layanan Bridge Inspection PT Jasamarga Tollroad Maintenance
Bridge Inspection Services by PT Jasamarga Tollroad Maintenance
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 267
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
PT Jasamarga Related Business (JMRB)
Profil Singkat Kepemilikan Saham
Brief Profile Shares Ownership
PT JMRB berdiri pada 15 Januari 2013, sebagai anak PT Jasa Marga (Persero) Tbk 99,94%
perusahaan PT Jasa Marga (Persero) Tbk bidang usaha non- Inkopkar Jasa Marga 0,06%
jalan tol. PT JMRB dibentuk dalam rangka memaksimalkan
potensi bisnis di sekitar jalan tol milik Jasa Marga Grup guna
mendukung perkembangan bisnis PT Jasa Marga (Persero) Kepengurusan
Tbk. Berdasarkan hasil Rapat Umum Pemegang Saham Management
Tahunan Tahun Buku 2019, PT Jasa Marga (Persero) Tbk
menetapkan bahwa PT JMRB merupakan salah satu “Core
Dewan Komisaris | Board of Commissioners
Business“ PT Jasa Marga (Persero) Tbk. Adapun bidang usaha
Yohanes Baptista
PT JMRB antara lain, bidang pengembangan properti/Toll Komisaris Utama | President Commissioner
Satya Sannagureha
Corridor Development (TCD), Tempat Istirahat dan Pelayanan
(TIP), dan utilitas, building management, serta bisnis komersil. Palsal Sangadji Komisaris | Commissioner
PT JMRB was established on January 15, 2013, as a subsidiary Syafruddin Budiman Komisaris | Commissioner
of PT Jasa Marga (Persero) Tbk in the non-toll road business Samira Alatas Komisaris | Commissioner
sector. PT JMRB was formed to maximize business potential
around Jasa Marga Group’s toll roads to support the business Ancilla Yanny Irmella Komisaris Independen | Independent Commissioner
development of PT Jasa Marga (Persero) Tbk. Based on the
results of the 2019 Annual General Meeting of Shareholders,
Direksi | Board of Directors
PT Jasa Marga (Persero) Tbk determined that PT JMRB is one
Netty Renova Direktur Utama | Direktur Utama
of the “core businesses” of PT Jasa Marga (Persero) Tbk. The
business areas of PT JMRB include property development/Toll Direktur Keuangan, SDM, dan Umum | Direktur Keuangan, SDM,
Hendra Gunawan
Corridor Development (TCD), Rest Areas and Services (TIP), dan Umum
utilities, building management, and commercial businesses.
Bayu Nurbaya Direktur Bisnis Koridor Jalan Tol | Direktur Bisnis Koridor Jalan Tol
Direktur Bisnis Fasilitas Jalan Tol | Director of Toll Road Corridor
Bimo Esmunantyo
Business
Tempat Istirahat (TI) Pengembangan KM 05 Jagorawi dengan konsep Toll Corridor Development (TCD) Travoy Hub
Rest Area (TI) Development of KM 05 Jagorawi with the Toll Corridor Development (TCD) concept at Travoy Hub
268 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08 Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria PT Jalantol Lingkarluar Jakarta (JLJ)* Profil Singkat Brief Profile PT JLJ didirikan pada tanggal 22 Desember 2000 yang bergerak di bidang PT JLJ was established on December 22, 2000, and is engaged in Transaction Jasa Manajemen Layanan Transaksi, Jasa Manajemen Layanan Lalu Lintas dan Management Services, Traffic Management Services, and Toll Road Jasa Layanan Preservasi Jalan Tol dan Pengamanan aset Jalan Tol Lingkar Luar Preservation and Security Services for the Jakarta Outer Ring Road (JORR), Jakarta (JORR) yang meliputi seksi W2 (Ruas Pondok Pinang-Ulujami), seksi S which includes section W2 (Pondok Pinang-Ulujami Toll Road), section S (Ruas Pondok Pinang-TMII IC), seksi E1 (Ruas TMII IC-Cikunir IC) dan seksi E2 (Pondok Pinang-TMII IC Toll Road), section E1 (TMII IC-Cikunir IC Toll Road) + E3 (Ruas Cikunir IC-Rorotan) serta Ruas Ulujami-Pondok Aren-Serpong dan and sections E2 + E3 (Cikunir IC-Rorotan Toll Road), as well as the Ulujami- Pondok Ranji.Pada tahun 2016 hak pengoperasian Jalantol Lingkarluar Jakarta Pondok Aren-Serpong and Pondok Ranji sections. In 2016, the Jalantol Ruas Pondok Pinang-Jagorawi (seksi S) yang semula berada pada Jasa Marga Lingkarluar Jakarta’s operating rights for Pondok Pinang-Jagorawi Toll Road dialihkan kepada PT Hutama Karya (Persero). Menindaklanjuti hal tersebut (section S), which Jasa Marga originally held, were transferred to PT Hutama di atas PT Hutama Karya melakukan kerja sama di bidang pengoperasian, Karya (Persero). Following up on the above, PT Hutama Karya entered into a pengamanan dan preservasi jalan tol JORR Seksi S (Ruas Pondok Pinang- partnership with JLJ in the operation, security, and preservation of the JORR Jagorawi) dengan JLJ. Section S (Pondok Pinang-Jagorawi Toll Road) toll road. Terhitung sejak tanggal 1 Januari 2020, PT Jasa Marga (Persero) Tbk. Effective January 1, 2020, PT Jasa Marga (Persero) Tbk. has transferred the menetapkan pengalihan pelaksanaan pekerjaan preservasi ruas JORR Non S preservation work of the JORR Non-S section to PT Jasa Marga Tollroad kepada PT Jasa Marga Tollroad Maintenance (PT JMTM). Sejak tanggal 1 April Maintenance (PT JMTM). As of April 1, 2020, PT Jasa Marga (Persero) Tbk. 2020, PT Jasa Marga (Persero) Tbk. menetapkan pengalihan pelaksanaan has transferred the operation of the JORR Non-S section to PT Jasa Marga pengoperasian ruas JORR Non S kepada PT Jasa Marga Tollroad Operator (PT Tollroad Operator (PT JMTO). From April 1, 2020, to the present, PT JLJ has JMTO). Mulai tanggal 1 April 2020 sampai dengan saat ini, PT JLJ melaksanakan been operating the JORR Section S toll road, namely from the Pondok Pinang- pengoperasian tol JORR Seksi S, yaitu dari Ruas Pondok Pinang-Jagorawi. Jagorawi Toll Road. On May 8, 2024, an Extraordinary General Meeting of Pada tanggal 8 Mei 2024, telah diadakan Rapat Umum Pemegang Saham Luar Shareholders (EGMS) of PT JLJ was held, with the decision to close PT Jalantol Biasa (RUPSLB) PT JLJ dengan keputusan yaitu untuk melakukan penutupan Lingkarluar Jakarta and appoint a liquidator for the dissolution process. pada PT Jalantol Lingkarluar Jakarta serta menunjuk likuidator terkait proses pembubarannya. Kepemilikan Saham Kepengurusan Shares Ownership Management PT Jasa Marga (Persero) Tbk 99,99% Inkopkar Jasa Marga 0,01% Moch. Alfi Muzakki Direktur Utama | President Director Keterangan | Notes: *) Di tahun 2025, Perseroan telah melakukan likuidasi terhadap PT JLJ *) In 2025, the Company liquidated PT JLJ. Jasa Manajamen Layanan Lalu Lintas PT JLJ Traffic Services Management of PT JLJ PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 269
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Ventura Bersama
Joint Venture
Tabel Ventura Bersama
Table of Joint Venture
Persentase
Total Aset
Kepemilikan
Status Operasi (dalam juta Rupiah)
Perusahaan Bidang Usaha Domisili Ownership
Status of Total Assets
Company Line of Business Domicile Percentage
Operation (in millions of rupiah)
(%)
2025 2024 2025 2024
Pengusahaan Ruas Jalan Tol Lingkar
PT Marga Luar Jakarta Seksi W2 Utara
Beroperasi
Lingkar Jakarta Jakarta Outer Ring Road Jakarta 51,00 51,00 1.718.196 1.639.713
Operated
(MLJ) Section W2 North Toll
Road Concession Holder
Profil Singkat Ventura Bersama
Brief Profile of Joint Venture
PT Marga Lingkar Jakarta (MLJ)
Cengkareng Penjaringan
Batuceper Pluit
Cilincing
Kelapa
Kebon Tomang Gading Cakung
Jeruk
Profil Singkat Cibitung
Brief Profile Kunciran Cawang Bekasi
Ulujami
Antasari Cikunir
PT MLJ merupakan entitas anak Perseroan yang berdiri tanggal 24 Serpong
Agustus 2009, mengoperasikan jalan tol JORR W2 Utara (Ulujami-
Kebon Jeruk) sepanjang 7,87 km. Jalan tol ini merupakan bagian
dari jalan tol Jakarta Outer Ring Road (JORR) yang diresmikan pada
Cinere
27 Desember 2013 dan beroperasi secara penuh pada 22 Juli 2014. Cimanggis
PT MLJ is a Company subsidiary established on August 24, 2009, Depok
operating the 7.87 km JORR W2 North (Ulujami-Kebon Jeruk) toll
road. This toll road is part of the Jakarta Outer Ring Road (JORR) Salabenda
toll road, which was inaugurated on December 27, 2013, and
became fully operational on July 22, 2014. Simpang Semplak
Sentul
Bogor
Kepemilikan Saham
Shares Ownership
Jalan Tol Beroperasi
Operated Toll Road
PT Jasa Marga (Persero) Tb 51,00%
PT Jakarta Marga Jaya 49,00%
Kepengurusan
Management
Dewan Komisaris | Board of Commissioners
Firman Yosafat Siregar Komisaris Utama | President Commissioner
Ratna Indrasari Komisaris Independen | Independent Commissioner
Oktavianus Achirudin Komisaris | Commissioner
Direksi | Board of Directors
Widiyatmiko Nursejati Plt. Direktur Utama | Acting President Director
Daisy Setiawan Direktur Keuangan | Director of Finance
Simpang Susun Meruya Jalan Tol Ulujami-Kebon Jeruk
Meruya Interchange on the Ulujami–Kebon Jeruk Toll Road
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Entitas Asosiasi
Associates
Tabel Entitas Asosiasi
Table of Associates
Persentase
Total Aset
Kepemilikan
Status Operasi (dalam juta Rupiah)
Perusahaan Bidang Usaha Domisili Ownership
Status of Total Assets
Company Line of Business Domicile Percentage
Operation (in millions of rupiah)
(%)
2025 2024 2025 2024
Pengusahaan Jalan Tol Cinere-
PT Translingkar
Jagorawi Beroperasi
Kita Jaya Jakarta 21,24 21,24 4.380.228 4.395.314
Cinere-Jagorawi Toll Road Operate
(TLKJ)
Concession Holder
Pengusahaan Jalan Tol Bogor-
PT Bogor
Serpong Pengembangan
Serpong Infra Jakarta 26,00 26,00 224.373 -
Bogor-Serpong Toll Road Development
Selaras (BSIS)
Concession Holder
Profil Singkat Entitas Asosiasi
Brief Profile of Associates
PT Translingkar Kita Jaya (TLKJ)
Kepemilikan Saham
Shares Ownership
PT Transindo Karya Investama 78,00%
PT Jasa Marga (Persero) Tbk 21,24%
PT Kopnatel Jaya 0,76%
Profil Singkat Kepengurusan
Brief Profile Management
PT TLKJ merupakan entitas asosiasi Perseroan yang didirikan Dewan Komisaris | Board of Commissioners
dalam rangka pengusahaan jalan tol Cinere-Jagorawi. Jalan tol
Ir. Sudiro Roi Santoso Komisaris Utama | President Commissioner
ini merupakan bagian dari jaringan jalan tol Jakarta Outer Ring
Road II (JORR II) bersama dengan jalan tol Kunciran-Cengkareng, Antonius Irwan Oetama Komisaris | Commissioner
jalan tol Kunciran-Serpong, dan jalan tol Cinere-Serpong yang
Ir. Teddy Surianto Komisaris | Commissioner
diharapkan dapat menambah keleluasaan distribusi barang dan
pergerakan ekonomi dari wilayah Jakarta ke sekitar Jakarta. Bastillah Noor Komisaris | Commissioner
PT TLKJ is an associated entity of the Company established
Direksi | Board of Directors
for the purpose of operating the Cinere-Jagorawi toll road. This
toll road is part of the Jakarta Outer Ring Road II (JORR II) toll Ir. Hilman Muchsin Direktur Utama | President Director
road network, along with the Kunciran-Cengkareng toll road, the Alfiandra Direktur Teknik | Director of Engineering
Kunciran-Serpong toll road, and the Cinere-Serpong toll road,
which are expected to increase the flexibility of goods distribution Cherly P. Santoso Direktur Keuangan | Director of FInance
and economic movement from the Jakarta area to its surrounding
areas.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
PT Bogor Serpong Infra Selaras (BSIS)
Kepemilikan Saham
Shares Ownership
PT Jasa Marga (Persero) Tbk 26,00%
PT Persada Utama Infra 52,00%
PT Adhi Karya (Persero) Tbk 12,00%
PT Hutama Karya Infrastruktur 10,00%
Profil Singkat
Brief Profile
Kepengurusan
PT BSIS merupakan entitas asosiasi Perseroan yang didirikan Management
dalam rangka pengusahaan jalan tol Bogor-Serpong. Jalan tol
ini merupakan bagian dari jaringan jalan tol Jakarta Outer Ring
Dewan Komisaris | Board of Commissioners
Road III (JORR III) yang terkoneksi dengan ruas jalan tol Bogor
Aldrin Maulana Komisaris Utama | President Commissioner
Ring Road yang diharapkan dapat menambah keleluasaan.
Aditya Ellyus Komisaris | Commissioner
PT BSIS is an associated entity of the Company established
Irvanus Ellyus Komisaris | Commissioner
for the purpose of operating the Bogor-Serpong toll road.
This toll road is part of the Jakarta Outer Ring Road III (JORR Muhammad Rozi Rinjayadi Komisaris | Commissioner
III) toll road network, which is connected to the Bogor Ring
Road toll road section, expected to enhance connectivity.
Direksi | Board of Directors
Eldy Ellyus Direktur Utama | President Director
Dede Hasbullah Halim Direktur | Director
Rosma Indriyani Direktur Teknik | Director of Engineering
Vito Adivta Nugraha Direktur Keuangan | Director of Finance
Entitas Anak dan Ventura Bersama PT JTT
Subsidiaries and Joint Venture of PT JTT
Sehubungan dengan dilakukannya pengalihan spin-off atas Due to the spin-off of 13 toll road sections owned by the
13 ruas jalan tol yang dimiliki Perseroan ke PT JTT per 1 Company to PT JTT as of July 1, 2022, the profiles of six toll
Juli 2022, profil 6 (enam) entitas anak jalan tol dan 3 (tiga) road subsidiaries and 3 (three) joint ventures of PT JTT are
ventura bersama PT JTT adalah sebagai berikut: as follows:
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Profil Singkat Entitas Anak PT JTT
Brief Profile of PT JTT Subsidiaries
PT Jasamarga Semarang Batang (JSB)
Batang
Demak
Pemalang
Semarang
Profil Singkat Bawen
Brief Profile
JAWA
PT JSB berdiri pada tanggal 21 April 2016, mengoperasikan TENGAH Solo
ruas jalan tol Batang-Semarang sepanjang 74,90 km. Jalan
tol ini merupakan bagian dari jaringan jalan tol Trans Jawa
di mana pembangunan konstruksi jalan tol ini dimulai pada
Agustus 2016 dan telah beroperasi penuh pada 20 Desember Kulonprogo Yogyakarta
2018. Jalan tol ini membentang dari Kabupaten Batang hingga
Kota Semarang, dan terhubung dengan dua ruas tol lainnya,
YOGYAKARTA
yaitu Pemalang- Batang dan Semarang ABC. Adanya jalan tol
ini bertujuan untuk meningkatkan konektivitas antar wilayah
pada beberapa kota vital di Jawa Tengah.
PT JSB was established on April 21, 2016, operating the 74.90
km Batang-Semarang toll road. This toll road is part of the
Trans Java toll road network, with construction beginning in
August 2016 and full operation commencing on December
20, 2018. The toll road stretches from Batang Regency to Jalan Tol Beroperasi
Operated Toll Road
Semarang City and connects to two other toll road sections,
namely Pemalang-Batang and Semarang ABC. The toll road
aims to improve connectivity between several vital cities in
Kepengurusan
Central Java.
Management
Dewan Komisaris | Board of Commissioners
Kepemilikan Saham
Budy Sultan Komisaris Utama | President Commissioner
Shares Ownership
Rina Dwi Andini Komisaris | Commissioner
PT Jasamarga Transjawa Tol 44,18%
Choi Hung Fat Komisaris | Commissioner
PT King Bless Limited 39,77%
PT Lintas Marga Jawa 16,05%
Direksi | Board of Directors
Nasrullah Direktur Utama | President Director
Sofyan Abdu Syech Direktur Keuangan | Director of Finance
Direktur Teknik dan Operasional | Director of Engineering
Daru Satrio
and Operations
Jalan Tol Batang-Semarang
Batang-Semarang Toll Road
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
PT Jasamarga Solo Ngawi (JSN)
Demak
Semarang
Profil Singkat Bawen
Brief Profile Ngawi
Mojekerto
Kertosono
PT JSN berdiri pada tanggal 24 Maret 2009, mengoperasikan
ruas jalan tol Solo-Ngawi sepanjang 91,1 km. Jalan tol ini
merupakan bagian dari jaringan jalan tol Trans Jawa dan
telah beroperasi penuh sejak tahun 2018. Adanya jalan tol Solo
JAWA
ini diharapkan mampu menjadi katalis positif peningkatan TIMUR
Yogyakarta
mobilitas arus orang, barang, dan jasa serta peningkatan
perekonomian khususnya di wilayah Jawa Tengah. YOGYAKARTA Kediri
PT JSN was established on March 24, 2009, and operates
the Solo-Ngawi toll road section spanning 91.1 km. This toll
road is part of the Trans Java toll road network and has been
fully operational since 2018. The presence of this toll road is
expected to serve as a positive catalyst for enhancing the
mobility of people, goods, and services, as well as boosting
the economy, particularly in Central Java.
Jalan Tol Beroperasi
Operated Toll Road
Kepemilikan Saham
Shares Ownership
PT Jasamarga Transjawa Tol 42,62%
Kepengurusan
Kings Key Limited 40,00%
Management
PT Lintas Marga Jawa 17,38%
Dewan Komisaris | Board of Commissioners
Devi Lusyana Komisaris Utama | President Commissioner
Iwan Agung Prasetyo Komisaris | Commissioner
Choi Hung Fat Komisaris | Commissioner
Direksi | Board of Directors
Mery Natacha Panjaitan Direktur Utama | President Director
Surya Panyuluh Direktur Keuangani | Director of Finance
M Historya Ayanda Direktur Teknik | Director of Engineering
Jalan Tol Solo-Ngawi
Solo-Ngawi Toll Road
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
PT Jasamarga Ngawi Kertosono
Kediri (JNK)
JAWA
TENGAH JAWA Gresik
TIMUR
Surabaya
Profil Singkat Mojekerto
Brief Profile Kertosono
Ngawi Pasuruan Pasuruan
PT JNK berdiri pada tanggal 24 Maret 2009, mengusahakan
pengoperasian ruas jalan tol Ngawi-Kertosono-Kediri. Pandaan
Jalan tol ini diakuisisi oleh Perseroan pada tahun 2015
dan merupakan bagian dari jaringan jalan tol Trans Jawa,
membentang sepanjang wilayah Kabupaten Ngawi,
Kabupaten Madiun, Kabupaten Magetan, Kabupaten Malang
Nganjuk, Kabupaten Kertosono, Kabupaten Jombang, hingga Kediri
Kabupaten Kediri di Provinsi Jawa Timur. Jalan tol ini terbagi
dalam 5 Seksi, dimana Seksi 1 hingga Seksi 4 telah beroperasi
sejak 20 Desember 2018. Sedangkan, Seksi 5 yaitu ruas
Kertosono-Kediri yang konsesinya diperoleh pada 2018 saat
ini masih dalam proses pembebasan lahan.
PT JNK was established on March 24, 2009, to operate the
Ngawi-Kertosono-Kediri toll road section. This toll road was
acquired by the Company in 2015 and is part of the Trans Jalan Tol Beroperasi Jalan Tol Fase Pembebasan Lahan & Konstruksi
Java toll road network, stretching across the districts of Operated Toll Road Toll Road in Land Acquisition & Construction Phases
Ngawi, Madiun, Magetan, Nganjuk, Kertosono, Jombang, and
Kediri in East Java Province. The toll road is divided into five
sections, with Sections 1 to 4 having been operational since
December 20, 2018. Meanwhile, Section 5, the Kertosono- Kepengurusan
Kediri section, whose concession was obtained in 2018, is Management
currently still in the land acquisition process.
Dewan Komisaris | Board of Commissioners
Haning Pangastuty Komisaris Utama | President Commissioner
Kepemilikan Saham Choi Hung Fat Komisaris | Commissioner
Shares Ownership
Setia Pria Husada Komisaris | Commissioner
PT Jasamarga Transjawa Tol 45,03%
Kings Key Limited 40,00% Direksi | Board of Directors
PT Lintas Marga Jawa 14,97% Arie Irianto Direktur Utama | President Director
Direktur Teknis dan Operasional | Director of Engineering and
R Aryo Gunanto
Operations
Surya Panyuluh Direktur Keuangan | Director of Finance
Jalan Tol Ngawi-Kertosono
Ngawi-Kertosono Toll Road
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
PT Jasamarga Surabaya Mojokerto (JSM)
MADURA
Gresik
Surabaya
Mojekerto
Profil Singkat Ngawi
Brief Profile Kertosono
Pasuruan
Gempol
PT JSM berdiri pada tanggal 19 Agustus 1994, mengoperasikan Pandaan
jalan tol Surabaya-Mojokerto sepanjang 36,27 km. Jalan tol Probolinggo
ini merupakan bagian dari jaringan jalan tol Trans Jawa yang Kediri Malang
diharapkan dapat semakin menghidupkan potensi ekonomi JAWA
Provinsi Jawa Timur dan sekitarnya. Jalan tol ini terhubung TIMUR Banyuwangi
dengan jalan tol Surabaya-Gempol, Kertosono-Mojokerto dan
jalan tol Waru-Juanda yang telah lebih dulu beroperasi serta
terkoneksi dengan Krian Legundi Bunder Manyar (KLBM).
PT JSM was established on August 19, 1994, operating the
36.27 km Surabaya-Mojokerto toll road. This toll road is part
of the Trans Java toll road network, which is expected to
further boost the economic potential of East Java Province
and its surrounding areas. The toll road is connected to the
Surabaya-Gempol, Kertosono-Mojokerto, and Waru-Juanda
toll roads, which have been operational for some time, and
Jalan Tol Beroperasi
is also linked to the Krian Legundi Bunder Manyar (KLBM) toll
Operated Toll Road
road.
Kepemilikan Saham Kepengurusan
Shares Ownership Management
PT Jasamarga Transjawa Tol 55,51% Dewan Komisaris | Board of Commissioners
PT Astra Tol Nusantara 44,49% Billy Perkasa Komisaris Utama | President Commissioner
Abul Chair Komisaris | Commissioner
Direksi | Board of Directors
Dominicus Hari Pratama Direktur Utama | President Director
Fajar Andi Sutrisno Putro Direktur Keuangan | Director of Finance
Jalan Tol Surabaya-Mojokerto
Surabaya-Mojokerto Toll Road
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
PT Jasamarga Gempol Pasuruan (JGP)
MADURA
Gresik
Surabaya
Mojekerto
Profil Singkat
Brief Profile
Kertosono
Gempol
PT JGP berdiri pada tanggal 28 Juni 2010, mengoperasikan
Pandaan
jalan tol Gempol-Pasuruan sepanjang 34,15 km dan
Pasuruan
telah beroperasi penuh pada tahun 2018. Jalan tol ini
merupakan bagian dari jaringan jalan tol Trans Jawa yang Probolinggo
menghubungkan Gempol sampai Pasuruan di Provinsi Jawa Malang
Timur. Berlokasi di salah satu kawasan industri di Pulau Jawa, Kediri
JAWA
jalan tol Gempol-Pasuruan diharapkan dapat memberikan TIMUR
kontribusi positif dalam meningkatkan arus lalu lintas dari dan
ke Kota Pasuruan.
PT JGP was established on June 28, 2010, operating the 34.15
km Gempol-Pasuruan toll road, which became fully operational
in 2018. This toll road is part of the Trans Java toll road network
connecting Gempol to Pasuruan in East Java Province. Located
in one of Java’s industrial areas, the Gempol-Pasuruan toll road
is expected to make a positive contribution to improving traffic
Jalan Tol Beroperasi
flow to and from Pasuruan City.
Operated Toll Road
Kepemilikan Saham Kepengurusan
Shares Ownership Management
PT Jasamarga Transjawa Tol 99,35% Dewan Komisaris | Board of Commissioners
PT Jatim Prasarana Utama 0,65% Dwimawan Heru Santoso Komisaris Utama | President Commissioner
Mirza Muttaqien Komisaris | Commissioner
Direksi | Board of Directors
Muhammad Taufik Akbar Direktur Utama | President Director
Aruji Murtianto Direktur Keuangan | Director of Finance
Jalan Tol Gempol-Pasuruan
Gempol-Pasuruan Toll Road
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PT Jasamarga Pandaan Tol (JPT)
MADURA
Gresik
Surabaya
Mojekerto
Profil Singkat
Brief Profile Kertosono
Pasuruan
Gempol
PT JPT berdiri pada tanggal 25 September 1996,
mengoperasikan ruas jalan tol Gempol-Pandaan sepanjang
13,61 km. Pelaksanaan pembangunan jalan tol ini dimulai tahun Pandaan
2012 dan sepanjang 12,65 km mulai dioperasikan pada tanggal Probolinggo
12 Juni 2015 yang peresmiannya dilakukan oleh Presiden
RI Joko Widodo pada tanggal 18 Juni 2015. Jalan tol ini telah Kediri JAWA
beroperasi penuh pada tahun 2019 dan diharapkan dapat TIMUR
menjadi solusi mengatasi kemacetan pada jalan nasional yang
ada dan meningkatkan efisiensi kegiatan logistik di Jawa Timur.
PT JPT was established on September 25, 1996, operating
the 13.61 km Gempol-Pandaan toll road. Construction of this
toll road began in 2012, and 12.65 km of it began operating on
June 12, 2015, when it was inaugurated by Indonesian President
Joko Widodo on June 18, 2015. The toll road has been fully
operational since 2019 and is expected to provide a solution to
traffic congestion on existing national roads and improve the Jalan Tol Beroperasi
Operated Toll Road
efficiency of logistics activities in East Java.
Kepemilikan Saham Kepengurusan
Shares Ownership Management
PT Jasamarga Transjawa Tol 40,00% Dewan Komisaris | Board of Commissioners
PT Trans Optima Luhur 53,81% Yudi Tria Wahyu Pamungkas Komisaris Utama | President Commissioner
PT Jalan Tol Kabupaten Pasuruan 6,19%
Bahrul Alam Komisaris | Commissioner
Erwin Hidayatulloh Al-Jakartaty Komisaris Independen | Independent Commissioner
Direksi | Board of Directors
Muhammad Taufik Akbar Plt. Direktur Utama | President Director
Indarani Direktur | Director
Jalan Tol Gempol-Pandaan
Gempol-Pandaan Toll Road
Selain, 6 (enam) entitas anak jalan tol, PT JTT juga memiliki In addition to 6 (six) toll road subsidiaries, PT JTT also has
2 (dua) entitas anak lain yang dibentuk atas inisiatif alternatif 2 (two) other subsidiaries established through alternative
pendanaan berbasis ekuitas, yakni RDPT dan Dinfra pada equity-based financing initiatives, namely RDPT and Dinfra
beberapa ruas jalan tol Transjawa, yakni PT Lintas Marga on several Trans Java toll road sections, namely PT Lintas
Jawa (LMJ) dan PT Trans Optima Luhur (TOL). Marga Jawa (LMJ) and PT Trans Optima Luhur (TOL).
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Profil Singkat Ventura Bersama PT JTT
Brief Profile of PT JTT Joint Venture
PT Jasamarga Jalanlayang Cikampek
(JJC)
Cengkareng Penjaringan
Batuceper Pluit
Cilincing
Kebon Tomang Kelapa
Jeruk Gading Cakung
Profil Singkat
Brief Profile Kunciran Cawang Bekasi
Cibitung
Ulujami
PT JJC berdiri pada tanggal 24 November 2016, Antasari
Serpong
Cikunir
mengoperasikan ruas jalan tol Jakarta-Cikampek II Elevated
atau yang dikenal dengan jalan tol Layang MBZ sepanjang
38 km. Jalan tol ini menghubungkan Cikunir-Karawang Cinere
Cimanggis
Barat dan telah beroperasi sejak Desember 2019. Jalan tol Cikampek
ini dibangun sebagai jalur alternatif dari Jakarta menuju
Karawang, Cikampek dan Bandung serta merupakan Depok
bagian dari jaringan jalan tol Trans Jawa. Adanya jalan tol Salabenda Purwakarta
ini diharapkan dapat mengurai kepadatan karena jalan tol
Simpang Semplak
Jakarta-Cikampek sebelumnya sudah mencapai kapasitas
optimalnya. Diharapkan jalan tol ini dapat memperlancar arus Bogor Sentul
orang, barang, dan jasa dari wilayah Jakarta ke arah timur
Pulau Jawa.
PT JJC was established on November 24, 2016, and operates
the Jakarta-Cikampek II Elevated toll road, also known as
Jalan Tol Beroperasi
the MBZ Elevated Toll Road, which is 38 km long. This toll
Operated Toll Road
road connects Cikunir and Karawang Barat and has been
operational since December 2019. This toll road was built as
an alternative route from Jakarta to Karawang, Cikampek, and
Bandung and is part of the Trans Java toll road network. The Kepengurusan
toll road is expected to reduce congestion as the previous Management
Jakarta-Cikampek toll road has reached its optimal capacity.
It is hoped that this toll road will facilitate the flow of people,
Dewan Komisaris | Board of Commissioners
goods, and services from the Jakarta area to the eastern part
of Java Island. Muhammad Ramdani Basri Komisaris Utama | President Commissioner
Budi Harimawan Semihardjo Komisaris | Commissioner
Labuan Nababan Komisaris | Commissioner
Kepemilikan Saham
Shares Ownership
Direksi | Board of Directors
PT Jasamarga Transjawa Tol 40,00% Hendri Taufik Direktur Utama | President Director
PT Margautama Nusantara 40,00% Harris Prayudi Direktur | Director
PT Ranggi Sugiron Perkasa 20,00%
Satria Surjati Direktur | Director
Jalan Tol Layang MBZ
Layang MBZ Toll Road
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
PT Trans Marga Jateng (TMJ)
Demak
Profil Singkat Semarang
Bawen
Brief Profile
JAWA
PT TMJ berdiri pada tanggal 07 Juli 2007, mengoperasikan TENGAH
Ngawi
jalan tol Semarang-Solo sepanjang 72,64 km. Jalan tol ini
merupakan bagian dari jaringan jalan tol Trans Jawa dan
telah beroperasi secara penuh pada tahun 2019. Jalan tol ini Solo
menghubungkan beberapa daerah di wilayah Jawa Tengah,
Kulonprogo Yogyakarta
yaitu Semarang, Ungaran, Bawen, dan Salatiga serta Boyolali.
JAWA
Pengoperasian Seksi I Semarang-Ungaran sepanjang 10,85 TIMUR
YOGYAKARTA Kediri
km, pengoperasian Seksi II Semarang-Bawen sepanjang
11,99 km, pengoperasian Seksi III Bawen-Salatiga sepanjang
17,99 km, serta pengoperasian Seksi IV dan Seksi V ruas
Salatiga-Kartasura sepanjang 32,21 km yang merupakan
bagian akhir dari seluruh seksi di ruas Jalan Tol Semarang-
Solo telah beroperasi sejak tanggal 14 Januari 2019.
PT TMJ was established on July 7, 2007, operating the 72.64
km Semarang-Solo toll road. This toll road is part of the
Trans Java toll road network and has been fully operational Jalan Tol Beroperasi
Operated Toll Road
since 2019. It connects several areas in Central Java, namely
Semarang, Ungaran, Bawen, Salatiga, and Boyolali. The
operation of Section I Semarang-Ungaran is 10.85 km long,
Section II Semarang-Bawen at 11.99 km long, Section III Kepengurusan
Bawen-Salatiga at 17.99 km long, and Sections IV and V of the Management
Salatiga-Kartasura section, spanning 32.21 km, which is the
final section of the entire Semarang-Solo Toll Road. These Dewan Komisaris | Board of Commissioners
sections have been operational since January 14, 2019. Billy Perkasa Komisaris Utama | President Commissioner
Sunaryo Komisaris | Commissioner
Tino Rahardian Komisaris | Commissioner
Kepemilikan Saham
Shares Ownership Direksi | Board of Directors
Prajudi Direktur Utama | President Director
PT Jasamarga Transjawa Tol 50,91%
PT Astra Tol Nusantara 40,00% Direktur Keuangan dan Administrasi | Director of Finance
Sutomo
PT Trans Optima Luhur 8,00% and Administration
PT Sarana Pembangunan Jawa Tengah 1,09%
Jalan Tol Semarang-Solo
Semarang-Solo Toll Road
280 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 281
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
PT Jasamarga Pandaan Malang (JPM)
MADURA
Gresik
Surabaya
Profil Singkat
Mojekerto
Brief Profile
Kertosono
Gempol
PT JPM berdiri pada tanggal 06 Juni 2016, mengoperasikan Pasuruan
ruas jalan tol Pandaan-Malang sepanjang 38,49 km. Jalan
Pandaan
tol ini dibangun sebagai salah satu alternatif jalan yang
menghubungkan kota dan kabupaten di Jawa Timur menuju
Probolinggo
Kota Malang. Kota ini menjadi salah satu tujuan wisata di Pulau
Jawa sehingga diharapkan dengan adanya jalan tol Pandaan-
Kediri
Malang dapat memberikan manfaat guna meningkatkan arus
lalu lintas dari dan menuju Kota Malang serta menghidupkan
Malang
ekonomi pada wilayah sekitarnya.
PT JPM was established on June 6, 2016, operating the
38.49 km Pandaan-Malang toll road. This toll road was built
as an alternative route connecting cities and regencies in
East Java to the city of Malang. This city is one of the tourist
destinations on the island of Java, so it is hoped that the
Pandaan-Malang toll road will provide benefits in increasing
traffic flow to and from the city of Malang and revitalizing the Jalan Tol Beroperasi
Operated Toll Road
economy in the surrounding area.
Kepemilikan Saham Kepengurusan
Shares Ownership Management
PT Jasamarga Transjawa Tol 51% Dewan Komisaris | Board of Commissioners
PT Astra Tol Nusantara 49% Billy Perkasa Komisaris Utama | President Commissioner
Chrisman Damanik Komisaris | Commissioner
Direksi | Board of Directors
Muhammad Taufik Akbar Plt. Direktur Utama | President Director
Direktur Keuangan dan Administrasi | Director of Finance
Fajar Andi Sutrisno Putro
and Administration
Jalan Tol Pandaan-Malang
Pandaan-Malang Toll Road
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 281
Page 282
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Struktur Grup Perseroan
Company’s Group Structure
Entitas Anak
Subsidiaries
Konsesi Jalan Tol Pengoperasian Jalan Tol
Toll Road Concession Toll Road Operation
PT JASAMARGA PT JASAMARGA
PT JASAMARGA PT JASAMARGA PT JASAMARGA PT MARGA TOLLROAD TOLLROAD
SEMARANG NGAWI KERTOSONO TRANSJAWA TOL SARANA JABAR OPERATOR MAINTENANCE
BATANG KEDIRI
60,23%
*
60,00%
*
65,00% 55,00% 99,98% 99,82%
Bisnis Prospektif
Prospective Business
PT JASAMARGA PT JASAMARGA PT JASAMARGA
PT JASAMARGA
GEMPOL MANADO BITUNG BALI TOL
SOLO NGAWI
PASURUAN
*
60,00% 99,35% 64,97% 64,44% PT JASAMARGA
RELATED
BUSINESS
99,94%
PT JASAMARGA PT JASAMARGA PT JASAMARGA PT JASAMARGA
PANDAAN SURABAYA KUNCIRAN BALIKPAPAN
TOL MOJOKERTO CENGKARENG SAMARINDA
*
93,81% 55,51% 88,67% 67,39%
PT TRANS PT LINTAS
OPTIMA MARGA PT CINERE PT JASAMARGA
LUHUR JAWA SERPONG JAYA KUALANAMU TOL
99,99% 99,99% 55,00% 55,00%
PT JASAMARGA
PT TRANS MARGA PT JASAMARGA
JALANLAYANG
JATENG PT JASAMARGA PT MARGA TRANS JOGJA
CIKAMPEK
JOGJA BAWEN NUSANTARA SOLO
*
40,00% 58,91% 52,82%
73,18% 60,00%
Entitas Anak PT JTT
PT JASAMARGA Subsidiaries of PT JTT
PANDAAN
MALANG Ventura Bersama PT JTT PT JASAMARGA PT JASAMARGA PT JASAMARGA
Joint Venture of PT JTT PROBOLINGGO JAPEK AKSES
BANYUWANGI SELATAN PATIMBAN
51,00%
98,25% 92,33% 92,33%
*Kepemilikan secara langsung maupun tidak langsung PT JTT.
*Direct or indirect ownership of PT JTT.
282 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 283
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Entitas Asosiasi dan Ventura Bersama Aset Keuangan
Associates and Joint Ventures Financial Assets
PT MARGA PT MARGA PT CITRA
PT TRANSLINGKAR LINGKAR MANDALA MARGATAMA
KITA JAYA JAKARTA SAKTI SURABAYA
21,24% 51,00% 1,94% 3,17%
PT MAKASSAR PT KRESNA
PT BOGOR METRO KUSUMA
SERPONG INFRA NETWORK DYANDRA MARGA
SELARAS
26,00% 0,38% 0,11%
PT PILAR PT JATIM
SINERGI BUMN PRASARANA
INDONESIA UTAMA
7,08% 7,41%
PT SINERGI PT FINTEK
COLOMADU KARYA
NUSANTARA
0,63% 8,97%
PT HUTAMA PT PP
MARGA SINERGI
WASKITA BANJARATMA
0,41% 6,21%
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 283
Page 284
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kronologi Penerbitan dan/atau Pencatatan Saham
Chronology of Share Issuance and/or Listing
Tabel Kronologi Penerbitan dan/atau Pencatatan Saham
Table of the Chronology of Share Issuance and/or Listing
Modal Ditempatkan dan Disetor
Harga Jumlah Saham Issued and Fully-Paid Capital
Nilai Nominal
Periode Keterangan Saham Penawaran yang Diterbitkan Jumlah Saham Total Harga
No. Par Value Total Nilai Nominal
Period Remarks Shares Offering Price Total Shares (Lembar) Penawaran
(Rp) Total Par Value
(Rp) Issued (Shares) Total Shares Total Offering Price
(Rp)
(Shares) (Rp)
1. Sebelum Saham Biasa 500 - - 4.760.000.000 2.380.000.000.000 -
IPO Seri B
Pre-IPO Ordinary
Shares
Series B
2. 12 IPO di Bursa Saham Biasa 500 1.700 2.040.000.000 6.800.000.000 3.400.000.000.000 11.560.000.000.000
November Efek Jakarta Seri B
2007 IPO at Ordinary
November Indonesia Shares
12, 2007 Stock Series B
Exchange
3. 13 Oktober Pembelian Saham Biasa 500 - - 6.800.000.000 3.400.000.000.000 -
2008 - 12 Kembali Seri B
Januari Saham Ordinary
2009 Share Shares
October Buyback Series B
13, 2008 -
January 12,
2009
4. 05 April Penjualan Saham Biasa 500 - - 6.800.000.000 3.400.000.000.000 -
2012 - 25 Kembali Seri B
Juni 2012 Saham Ordinary
April 5, 2012 Share Shares
- June 25, Buyback Series B
2012
5. 02 – 08 Penawaran Saham Biasa 500 3.900 457.871.200 7.257.871.200 3.628.935.600.000 1.785.697.680.000
Desember umum Seri B
2016 terbatas I Ordinary
December melalui Hak Shares
2 - 8, Memesan Series B
2016 Efek Terlebih
Dahulu
(HMETD)
Limited public
offering
I through
Preemptive
Rights
(HMETD)
6. Status per 31 Desember 2025 Saham Biasa 500 - - 7.257.871.200 3.628.935.600.000 -
Status as of December 31, 2025 Seri B
Ordinary
Shares
Series B
Seluruh saham Perseroan dicatatkan pada Bursa Efek All of the Company’s shares are listed on the Indonesia
Indonesia. Informasi terkait dengan pemecahan saham Stock Exchange. Information related to stock splits, reverse
(stock split), penggabungan saham (reverse stock), dividen stock splits, stock dividends, bonus shares, changes in the
saham, saham bonus, perubahan nilai nominal saham, nominal value of shares, the implementation of convertible
pelaksanaan efek konversi, serta pelaksanaan penambahan securities, and the implementation of capital increases
dan pengurangan modal dapat dilihat pada Bab 1 Ikhtisar and reductions is available in Chapter 1, Main Performance
Kinerja Utama pada Buku Laporan Tahunan ini. Highlights, of this Annual Report.
284 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Kronologi Penerbitan
dan/atau Pencatatan Obligasi
Chronology of Bonds Issuance and/or Listing
Tabel Kronologi Penerbitan Obligasi Jasa Marga
Table of the Chronology of the Bonds Issuance and/or Listing
Jumlah Tingkat Peringkat
Tenor Status
Tanggal Obligasi Tanggal Jatuh Suku Rating
Uraian (Tahun) Mata Uang Pembayaran Wali Amanat
No. Penerbitan (Juta) Tempo Bunga
Description Terms Currency Payment Trustee
Issuance Date Total Bonds Maturity Date Interest 2025 2024 2023
(Year) Status
(Milions) Rate
1. Jasa Marga I (A) 11 Maret 1983 5 Rp 23.718 11 Maret 1988 15,50% Lunas - - - Bank Pembangunan
March 11, 1983 March 11, 1988 Fully Paid Indonesia (BAPINDO)
2. Jasa Marga II/1 (B) 31 Oktober 1983 5 Rp 40.000 31 Oktober 1988 16,50% Lunas - - - Bank Pembangunan
October 31, 1983 October 31, 1988 Fully Paid Indonesia (BAPINDO)
3. Jasa Marga II/2 (C) 6 Februari 1984 5 Rp 20.000 6 Februari 1989 16,50% Lunas - - - Bank Pembangunan
February 6, 1984 February 6 1989 Fully Paid Indonesia (BAPINDO)
4. Jasa Marga II/2 (D) 5 Maret 1984 5 Rp 20.000 5 Maret 1989 16,50% Lunas - - - Bank Pembangunan
March 5, 1984 March 5, 1989 Fully Paid Indonesia (BAPINDO)
5. Jasa Marga II/2 (E) 31 Maret 1984 5 Rp 20.000 31 Maret 1989 16,50% Lunas - - - Bank Pembangunan
March 31, 1984 March 31, 1989 Fully Paid Indonesia (BAPINDO)
6. Jasa Marga III/1 (F/1) 28 Desember 5 Rp 40.000 28 Desember 16,50% Lunas - - - Bank Pembangunan
1984 1989 Fully Paid Indonesia (BAPINDO)
December 28, December 28,
1984 1989
7. Jasa Marga III/2 (F/2) 1 Maret 1985 5 Rp 30.000 1 Maret 1990 16,50% Lunas - - - Bank Pembangunan
March 1, 1985 March 1, 1990 Fully Paid Indonesia (BAPINDO)
8. Jasa Marga IV/1 (G/1) 27 Desember 5 Rp 40.000 27 Desember 16,50% Lunas - - - Bank Pembangunan
1985 1990 Fully Paid Indonesia (BAPINDO)
December 27, December 27,
1985 1990
9. Jasa Marga IV/2 (G/2) 24 Maret 1986 5 Rp 60.000 24 Maret 1991 16,50% Lunas - - - Bank Pembangunan
March 24, 1986 March 24, 1991 Fully Paid Indonesia (BAPINDO)
10. Jasa Marga V/1 (H) 6 Juli 1987 5 Rp 60.000 6 Juli 1992 16,37% Lunas - - - Bank Pembangunan
July 6, 1987 July 6, 1992 Fully Paid Indonesia (BAPINDO)
11. Jasa Marga V/2 (I) 19 November 5 Rp 40.000 19 November 16,50% Lunas - - - Bank Pembangunan
1987 1992 Fully Paid Indonesia (BAPINDO)
November 19, November 19,
1987 1992
12. Jasa Marga VI/1 (J) 20 Juni 1988 8 Rp 75.000 20 Juni 1996 17,00% Lunas - - - -
June 20, 1988 June 20, 1996 Fully Paid
13. Jasa Marga VI/2 (K) 1 Februari 1989 8 Rp 50.000 1 Februari 1997 18,00% Lunas - - - Bank Pembangunan
February 1, 1989 Februay 1, 1997 Fully Paid Indonesia (BAPINDO)
14. Obligasi Indeks 31 Juli 1989 12 Rp 40.000 31 Juli 2001 16,75% Lunas - - - Bank Pembangunan
Pendapatan Tahap I July 31, 1989 July 31, 2001 Fully Paid Indonesia (BAPINDO)
15. Obligasi Indeks 21 September 12 Rp 30.000 21 September 16,75% Lunas - - - Bank Pembangunan
Pendapatan Tahap II 1989 2001 Fully Paid Indonesia (BAPINDO)
September 21, September 21,
1989 2001
16. Jasa Marga VII (L) 8 Juni 1990 8 Rp 100.000 8 Juni 1998 16,50% Lunas - - - Bank Pembangunan
June 8, 1990 June 8, 1998 Fully Paid Indonesia (BAPINDO)
17. Jasa Marga VIII (M) 27 Maret 2000 8 Rp 150.000 27 Maret 2008 16,50% Lunas - - - PT Bank Mandiri
March 27, 2000 March 27, 2008 Fully Paid (Persero)
18. Jasa Marga IX (N) 12 April 2002 5 Rp 400.000 12 April 2007 18,50% Lunas - - - PT Bank Mandiri
April 12, 2002 April 12, 2007 dan/and Fully Paid (Persero)
Floating
(range
16,50%–
20,00%)
19. Jasa Marga X (O) 4 Desember 8 Rp 650.000 4 Desember 2010 16,15% Lunas - - - PT Bank Rakyat
2002 December 4, 2010 Fully Paid Indonesia (Persero)
December 4,
2002
20. Jasa Marga XI (P) 10 Oktober 2003 10 Rp 1.000.000 10 Oktober 12,30% Lunas - - - PT Bank Rakyat
October 10, 2013 pembayaran Fully Paid Indonesia (Persero)
2003 October 10, ke-1 – 20
2013 dan 13,00%
pembayaran
ke-21 – 40
1st-20th
payments:
12.30% and
21st - 40th
payments:
13.00%
21. Jasa Marga I (JM-10) 10 Desember 3 Rp 500.000 10 Desember Tanpa Bunga Lunas - - - PT Bank Mega Tbk
2010 2013 Zero-interest Fully Paid
December 10, December 10,
2010 2013
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 285
Page 286
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Kronologi Penerbitan Obligasi Jasa Marga
Table of the Chronology of the Bonds Issuance and/or Listing
Jumlah Tingkat Peringkat
Tenor Status
Tanggal Obligasi Tanggal Jatuh Suku Rating
Uraian (Tahun) Mata Uang Pembayaran Wali Amanat
No. Penerbitan (Juta) Tempo Bunga
Description Terms Currency Payment Trustee
Issuance Date Total Bonds Maturity Date Interest 2025 2024 2023
(Year) Status
(Milions) Rate
22. JORR I 19 November 10 Rp 274.260 19 November SBI 3 bulanan Lunas - - - PT Bank Mega Tbk
2003 2013 selama rata- Fully Paid
November 19, November 19, rata 6 bulan
2003 2013 Quarter SBI
for average 6
months
23. JORR II (A) 5 Januari 2006 10 Rp 77.377 5 Januari 2016 15,25% Lunas - - - PT Bank Mega Tbk
January 5, 2006 January 5, Fully Paid
2016
JORR II (B) 5 Januari 2006 12 Rp 77.377 5 Januari 2018 15,25% Lunas - - - PT Bank Mega Tbk
January 5, 2006 January 5, Fully Paid
2018
JORR II (C) 5 Januari 2006 15 Rp 104.400 5 Januari 2021 15,50% Lunas - - - PT Bank Mega Tbk
January 5, 2006 January 5, Fully Paid
2021
24. Jasa Marga XII (Q) 6 Juli 2006 10 Rp 1.000.000 6 Juli 2016 13,50% Lunas - - - PT Bank Mega Tbk
July 6, 2006 July 6, 2016 Fully Paid
25. Jasa Marga XIII (R) 21 Juni 2007 10 Rp 1.500.000 21 Juni 2017 10,25% Lunas - - - PT Bank Mega Tbk
June 21, 2007 June 21, 2017 Fully Paid
26. Jasa Marga XIV 10 Desember 10 Rp 1.000.000 10 Desember 9,35% Lunas - - - PT Bank Mega Tbk
(JM-10) 2010 2020 Fully Paid
December 10, December 10,
2010 2020
27. Obligasi Berkelanjutan 27 September 370 hari Rp 700.000 2 Oktober 8,40% Lunas - - - PT Bank Mega Tbk
I Jasa Marga Tahap 2013 370 days 2014 Fully Paid
I Tahun 2013 Seri September 27, October 2,
S-Seri A 2013 2014
Shelf Registration
Bond I Jasa Marga
Phase I Year 2013
Series S-Series A
Obligasi Berkelanjutan 27 September 3 Rp 400.000 27 September 8,70% Lunas - - - PT Bank Mega Tbk
I Jasa Marga Tahap 2013 2016 Fully Paid
I Tahun 2013 Seri September 27, September 27,
S-Seri B 2013 2016
Shelf Registration
Bond I Jasa Marga
Phase I Year 2013
Series S-Series B
Obligasi Berkelanjutan 27 September 5 Rp 1.000.000 27 September 8,90% Lunas - - - PT Bank Mega Tbk
I Jasa Marga Tahap 2013 2018 Fully Paid
I Tahun 2013 Seri September 27, September 27,
S-Seri C 2013 2018
Shelf Registration
Bond I Jasa Marga
Phase I Year 2013
Series S-Series C
28. Obligasi Berkelanjutan 22 September 5 Rp 1.000.000 22 September 9,85% Lunas - - - PT Bank Mega Tbk
I Jasa Marga Tahap II 2014 2019 Fully Paid
Tahun 2014 Seri T September 22, September 22,
Shelf Registration 2014 2019
Bond I Jasa Marga
Phase II Year 2014
Series T
29. Obligasi I Marga 8 November 3 Rp 200.000 8 November 7,45% Lunas - - - PT Bank Mega Tbk
Lingkar Jakarta 2017 2017 2020 Fully Paid
Seri A November 8, November 8,
Bond I Marga Lingkar 2017 2020
Jakarta 2017 Series A
Obligasi I Marga 8 November 5 Rp 217.000 8 November 7,75% Lunas - - idAAA PT Bank Mega Tbk
Lingkar Jakarta 2017 2017 2022 Fully Paid (sf)
Seri B November 8, November 8,
Bond I Marga Lingkar 2017 2022
Jakarta 2017 Series B
Obligasi I Marga 8 November 7 Rp 299.000 8 November 8,30% Lunas - idAAA idAAA PT Bank Mega Tbk
Lingkar Jakarta 2017 2017 2024 Fully Paid (sf) (sf)
Seri C November 8, November 8,
Bond I Marga Lingkar 2017 2024
Jakarta 2017 Series C
Obligasi I Marga 8 November 10 Rp 320.000 8 November 8,70% Belum Lunas idAAA idAAA idAAA PT Bank Mega Tbk
Lingkar Jakarta 2017 2017 2027 Outstanding (sf) (sf) (sf)
Seri D November 8, November 8,
Bond I Marga Lingkar 2017 2027
Jakarta 2017 Series D
Obligasi I Marga 8 November 12 Rp 464.000 8 November 8,85% Belum Lunas idAAA idAAA idAAA PT Bank Mega Tbk
Lingkar Jakarta 2017 2017 2029 Outstanding (sf) (sf) (sf)
Seri E November 8, November 8,
Bond I Marga Lingkar 2017 2029
Jakarta 2017 Series E
30. Komodo Bond 13 Desember 3 Rp 4.000.000 13 Desember 7,50% Lunas - - - Bank of New York
2017 2020 Fully Paid Mellon
December 13, December 13,
2017 2020
286 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Kronologi Penerbitan Obligasi Jasa Marga
Table of the Chronology of the Bonds Issuance and/or Listing
Jumlah Tingkat Peringkat
Tenor Status
Tanggal Obligasi Tanggal Jatuh Suku Rating
Uraian (Tahun) Mata Uang Pembayaran Wali Amanat
No. Penerbitan (Juta) Tempo Bunga
Description Terms Currency Payment Trustee
Issuance Date Total Bonds Maturity Date Interest 2025 2024 2023
(Year) Status
(Milions) Rate
31. Obligasi Berkelanjutan 8 September 3 Rp 1.100.350 8 September 7,90% Lunas - - IdAA PT Bank Mega Tbk
II Jasa Marga Tahap I 2020 2023 Fully Paid
Tahun 2020 Seri A September 8, September 8,
Shelf Registration 2020 2023
Bond II Jasa Marga
Phase I Year 2020
Series A
Obligasi Berkelanjutan 8 September 5 Rp 286.000 8 September 8,25% Lunas IdAA IdAA IdAA PT Bank Mega Tbk
II Jasa Marga Tahap I 2020 2025 Fully Paid
Tahun 2020 Seri B September 8, September 8,
Shelf Registration 2020 2025
Bond II Jasa Marga
Phase I Year 2020
Series B
Obligasi Berkelanjutan 8 September 7 Rp 90.050 8 September 8,60% Belum Lunas IdAA IdAA IdAA PT Bank Mega Tbk
II Jasa Marga Tahap I 2020 2027 Outstanding
Tahun 2020 Seri C September 8, September 8,
Shelf Registration 2020 2027
Bond II Jasa Marga
Phase I Year 2020
Series C
Obligasi Berkelanjutan 8 September 10 Rp 523.600 8 September 9,00% Belum Lunas IdAA IdAA IdAA PT Bank Mega Tbk
II Jasa Marga Tahap I 2020 2030 Outstanding
Tahun 2020 Seri D September 8, September 8,
Shelf Registration 2020 2030
Bond II Jasa Marga
Phase I Year 2020
Series D
32. Obligasi Berkelanjutan 5 Juli 2024 3 Rp 90.155 5 Juli 2027 6,90% Belum Lunas IdAA idAA - PT Bank Mega Tbk
III Jasa Marga Tahap I July 5, 2024 July 5, 2027 Outstanding
Tahun 2024 Seri A
Shelf Registration
Bond III Jasa Marga
Phase I Year 2024
Series A
Obligasi 5 Juli 2024 5 Rp 241.055 5 Juli 2029 7,00% Belum Lunas IdAA idAA - PT Bank Mega Tbk
Berkelanjutan III Jasa July 5, 2024 July 5, 2029 Outstanding
Marga Tahap I Tahun
2024 Seri B
Shelf Registration
Bond III Jasa Marga
Phase I Year 2024
Series B
Obligasi 5 Juli 2024 10 Rp 601.140 5 Juli 2034 7,20% Belum Lunas idAA idAA - PT Bank Mega Tbk
Berkelanjutan III Jasa July 5, 2024 July 5, 2034 Outstanding
Marga Tahap I Tahun
2024 Seri C
Shelf Registration
Bond III Jasa Marga
Phase I Year 2024
Series C
33. Obligasi Berkelanjutan 4 September 3 Rp 120.000 4 September 6,40% Belum Lunas idAA - - PT Bank Mega Tbk
III Jasa Marga Tahap II 2025 2028 Outstanding
Tahun 2025 Seri A September 4, September 4,
Shelf Registration 2025 2028
Bond III Jasa Marga
Phase II Year 2025
Series A
Obligasi Berkelanjutan 4 September 5 Rp 100.000 4 September 6,60% Belum Lunas idAA - - PT Bank Mega Tbk
III Jasa Marga Tahap II 2025 2030 Outstanding
Tahun 2025 Seri B September 4, September 4,
Shelf Registration 2025 2030
Bond III Jasa Marga
Phase II Year 2025
Series B
Obligasi Berkelanjutan 4 September 10 Rp 780.000 4 September 7,15% Belum Lunas idAA - - PT Bank Mega Tbk
III Jasa Marga Tahap II 2025 2035 Outstanding
Tahun 2025 Seri C September 4, September 4,
Shelf Registration 2025 2035
Bond III Jasa Marga
Phase II Year 2025
Series C
Seluruh obligasi Jasa Marga dicatatkan pada Bursa Efek All Jasa Marga bonds are listed on the Indonesia Stock
Indonesia, kecuali Komodo Bond yang dicatatkan pada Exchange, except for Komodo Bonds, which are listed on the
London Stock Exchange dan Singapore Stock Exchange. London Stock Exchange and Singapore Stock Exchange. For
Untuk obligasi yang diterbitkan dan dicatatkan di Bursa bonds issued and listed on the Indonesia Stock Exchange,
Efek Indonesia, Jasa Marga menggunakan Pefindo sebagai Jasa Marga uses Pefindo as its bond rating agency.
lembaga pemeringkat obligasi. Sementara untuk Komodo Meanwhile, for Komodo Bonds, Jasa Marga appoints
Bond, Jasa Marga menunjuk Moody’s dan S&P Global Moody’s and S&P Global as bond rating agencies.
sebagai lembaga pemeringkat obligasi.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 287
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Obligasi Jasa Marga yang Belum Jatuh Tempo
Jasa Marga Outstanding Bonds
Obligasi PT Marga Lingkar Jakarta (MLJ) PT Marga Lingkar Jakarta (MLJ) Bonds
Pada 31 Oktober 2017, PT Marga Lingkar Jakarta (MLJ) On October 31, 2017, PT Marga Lingkar Jakarta (MLJ), a joint
yang merupakan Ventura Bersama Perseroan telah venture of the Company, successfully obtained an effective
berhasil memperoleh pernyataan efektif dari Otoritas Jasa approval from the Financial Services Authority (OJK) for
Keuangan (OJK) atas penerbitan Obligasi I Marga Lingkar the issuance of the 2017 Marga Lingkar Jakarta Bond I
Jakarta Tahun 2017 (“Obligasi”). Total dana yang diterima (“Bonds”). The total funds received by PT MLJ on November
PT MLJ pada tanggal 8 November 2017 dari hasil penerbitan 8, 2017, from the issuance of the Bonds amounted to
Obligasi yaitu sebesar Rp1.500.000.000.000,00. Informasi Rp1,500,000,000,000.00. Detailed information regarding the
rinci mengenai Obligasi I Marga Lingkar Jakarta 2017 yang Jakarta Ring Road Bond I 2017, which has not yet matured,
belum jatuh tempo disajikan sebagai berikut: is presented as follows:
Jumlah Tingkat Peringkat
Tanggal
Tanggal Tenor Obligasi Suku Status Rating
Mata Jatuh
Uraian Penerbitan (Tahun) (Juta) Bunga Pembayaran Wali Amanat
Uang Tempo
Description Issuance Tenor Total (%) Payment Trustee
Currecny Maturity 2025
Data (Year) Bonds Interest Status
Date
(Million) Rate(%)
Obligasi I Marga Lingkar 8 November 10 Rp 320.000 8 November 8,70% Belum Lunas idAAA (sf) PT Bank Mega
Jakarta 2017 Seri D 2017 2027 Outstanding Tbk
Jakarta Ring Road I November 8, November 8,
Bonds 2017 Series D 2017 2027
Obligasi I Marga Lingkar 8 November 12 Rp 464.000 8 November 8,85% Belum Lunas idAAA (sf) PT Bank Mega
Jakarta 2017 Seri E 2017 2029 Outstanding Tbk
Jakarta Ring Road I November 8, November 8,
Bonds 2017 Series E 2017 2029
Tabel 5 Besar Pemegang Obligasi MLJ Seri D
Table of the Top 5 Holders of MLJ Series D Bonds
Nama Jumlah Efek (Rp)
No. Name %
Total Bonds (Rp)
1. PT Taspen (Pensiun) - AMC 150.000.000.000 46,9%
2. PT Asuransi Jiwa Central Asia Raya 50.000.000.000 15,6%
3. PT Asuransi Tugu Pratama Indonesia 20.000.000.000 6,3%
4. DP. Telkom 15.000.000.000 4,7%
5. Reksa Dana Bahana Obligasi Ganesha 13.450.000.000 4,2%
Tabel 5 Besar Pemegang Obligasi MLJ Seri E
Table of the Top 5 Holders of MLJ Series E Bonds
Nama Jumlah Efek (Rp)
No. Name %
Total Bonds (Rp)
1. PT Taspen (Asuransi) - AMC 100.000.000.000 21,6%
2. PT Taspen (Pensiun) - AMC 70.000.000.000 15,1%
3. Dana Pensiun Astra Dua 52.000.000.000 11,2%
4. PT. Asuransi Jiwa Inhealth Indonesia-KPD Mandiri Inhealth 45.000.000.000 9,7%
5. Reksa Dana Bahana Income Stream 45.000.000.000 9,7%
288 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Obligasi Berkelanjutan II Jasa Marga Jasa Marga Shelf-Registered Bond II
Tahap I Tahun 2020 Phase I Year 2020
Pada tanggal 31 Agustus 2020, Jasa Marga memperoleh On August 30, 2020, Jasa Marga successfully obtained an
pernyataan efektif dari Otoritas Jasa Keuangan (OJK) atas effective approval from the Financial Services Authority
penerbitan Obligasi Berkelanjutan II Jasa Marga Tahap (OJK) for the issuance of the Jasa Marga Shelf-Registered
I Tahun 2020. Total dana yang diterima Jasa Marga pada Bond II Phase I Year 2020. The total funds received by Jasa
tanggal 8 September 2020 dari hasil penerbitan Obligasi Marga on September 8, 2020, from the issuance of the Bonds
adalah sebesar Rp2.000.000.000.000,00. Informasi rinci amounted to Rp2,000,000,000,000.00. Detailed information
mengenai Obligasi Berkelanjutan II Jasa Marga Tahap I Tahun regarding Jasa Marga’s Phase I 2020 Continuous Bond II is
2020 yang belum jatuh tempo disajikan sebagai berikut: presented as follows:
Jumlah Tingkat Peringkat
Tanggal
Tanggal Tenor Obligasi Suku Status Rating
Mata Jatuh
Uraian Penerbitan (Tahun) (Juta) Bunga Pembayaran Wali Amanat
Uang Tempo
Description Issuance Tenor Total (%) Payment Trustee
Currecny Maturity 2025
Data (Year) Bonds Interest Status
Date
(Million) Rate(%)
Obligasi Berkelanjutan 8 7 Rp 90.050 8 September 8,60% Belum Lunas IdAA PT Bank Mega
II Jasa Marga Tahap I September 2027 Outstanding Tbk
Tahun 2020 Seri C 2020 September
Jasa Marga Phase I 2020 S e p te m b e r 8, 2027
Series C Sustainable 8, 2020
Bonds II
Obligasi Berkelanjutan 8 10 Rp 523.600 8 September 9,00% Belum Lunas IdAA PT Bank Mega
II Jasa Marga Tahap I September 2030 Outstanding Tbk
Tahun 2020 Seri D 2020 September
Jasa Marga Phase I 2020 S e p te m b e r 8, 2030
Series D Sustainable 8, 2020
Bonds II
Tabel 5 Besar Pemegang Obligasi Berkelanjutan II Jasa Marga Tahap I Tahun 2020 Seri C
Table of the Top 5 Holders of Jasa Marga Shelf-Registered Bond II Phase I Year 2020 Series C
Nama Jumlah Efek (Rp)
No. Name %
Total Bonds (Rp)
1. Dana Pensiun Bank Mandiri 12.000.000.000 13,3%
2. REKSA DANA SETIABUDI DANA KOMBINASI DINAMIS 10.000.000.000 11,1%
KOP. KESEHATAN PEG. & PENSIUNAN BANK MANDIRI (MANDIRI
3. 10.000.000.000 11,1%
HEALTCARE)
4. DP Pos Indonesia 10.000.000.000 11,1%
5. DANA PENSIUN KOMPAS GRAMEDIA 10.000.000.000 11,1%
Tabel 5 Besar Pemegang Obligasi Berkelanjutan II Jasa Marga Tahap I Tahun 2020 Seri D
Table of the Top 5 Holders of Jasa Marga Shelf-Registered Bond II Phase I Year 2020 Series D
Nama Jumlah Efek (Rp)
No. Name %
Total Bonds (Rp)
1. PT Taspen 165.000.000.000 31,5%
2. Persek Dapenma Pamsi 100.000.000.000 19,1%
3. BPJS Kesehatan 47.000.000.000 9,0%
4. Dana Pensiun Bank Mandiri 30.000.000.000 5,7%
5. PT Asuransi Jiwa Central Asia Raya 24.000.000.000 4,6%
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 289
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Obligasi Berkelanjutan III Jasa Marga Jasa Marga Shelf-Registered Bond III
Tahap I Tahun 2024 Phase I Year 2024
Pada tanggal 26 Juni 2024, Jasa Marga memperoleh On June 26, 2024, Jasa Marga successfully obtained an
pernyataan efektif dari Otoritas Jasa Keuangan (OJK) atas effective approval from the Financial Services Authority
penerbitan Obligasi Berkelanjutan III Jasa Marga Tahap (OJK) for the issuance of the Jasa Marga Shelf-Registered
I Tahun 2024. Total dana yang diterima Jasa Marga pada Bond III Phase I Year 2024. The total funds received by Jasa
tanggal 5 Juli 2024 dari hasil penerbitan Obligasi adalah Marga on July 5, 2024, from the issuance of the Bonds
sebesar Rp932.350.000.000,00. Informasi rinci mengenai amounted to Rp932,350,000,000.00. Detailed information
Obligasi Berkelanjutan III Jasa Marga Tahap I Tahun 2024 regarding the Jasa Marga 2024 Series III Continuous Bonds,
yang belum jatuh tempo disajikan sebagai berikut: Phase I, which have not yet matured, is presented as follows:
Jumlah Tingkat Peringkat
Tanggal
Tanggal Tenor Obligasi Suku Status Rating
Mata Jatuh
Uraian Penerbitan (Tahun) (Juta) Bunga Pembayaran Wali Amanat
Uang Tempo
Description Issuance Tenor Total (%) Payment Trustee
Currecny Maturity 2025
Data (Year) Bonds Interest Status
Date
(Million) Rate(%)
Obligasi Berkelanjutan 5 Juli 2024 3 Rp 90.155 5 Juli 2027 6,90% Belum Lunas IdAA PT Bank Mega
III Jasa Marga Tahap I July 5, 2024 July 5, 2027 Outstanding Tbk
Tahun 2024 Seri A
Jasa Marga Phase I
Sustainable Bonds III
2024 Series A
Obligasi Berkelanjutan 5 Juli 2024 5 Rp 241.055 5 Juli 2029 7,00% Belum Lunas IdAA PT Bank Mega
III Jasa Marga Tahap I July 5, 2024 July 5, 2029 Outstanding Tbk
Tahun 2024 Seri B
Jasa Marga Phase
I 2024 Series B
Sustainable Bonds III
Obligasi Berkelanjutan 5 Juli 2024 10 Rp 601.140 5 Juli 2034 7,20% Belum Lunas idAA PT Bank Mega
III Jasa Marga Tahap I July 5, 2024 July 5, 2034 Outstanding Tbk
Tahun 2024 Seri C
Jasa Marga Phase
I 2024 Series C
Sustainable Bonds III
Tabel 5 Besar Pemegang Obligasi Berkelanjutan III Jasa Marga Tahap I Tahun 2024 Seri A
Table of the Top 5 Holders of Jasa Marga Shelf-Registered Bond III Phase I Year 2024 Series A
Nama Jumlah Efek (Rp)
No. Name %
Total Bonds (Rp)
1. DPLK BANK RAKYAT INDONESIA - PENDAPATAN TETAP 25.000.000.000 27,7%
2. PT.ASABRI (Persero) 15.000.000.000 16,6%
3. PRIME FIXED INCOME-KPD 12.000.000.000 13,3%
4. SOMPO INSURANCE INDONESIA 10.000.000.000 11,1%
5. Dana Pensiun Bank Mandiri Dua 5.000.000.000 5,6%
Tabel 5 Besar Pemegang Obligasi Berkelanjutan III Jasa Marga Tahap I Tahun 2024 Seri B
Table of the Top 5 Holders of Jasa Marga Shelf-Registered Bond III Phase I Year 2024 Series B
Nama Jumlah Efek (Rp)
No. Name %
Total Bonds (Rp)
1. PT BANK DIGITAL BCA 100.000.000.000 41,5%
2. Treasury bank bjb 100.000.000.000 41,5%
3. PT REASURANSI INDONESIA UTAMA (PERSERO) 30.000.000.000 12,5%
4. Dana Pensiun Bank Mandiri Dua 5.000.000.000 2,1%
5. Dana Pensiun Bank Mandiri Empat 3.000.000.000 1,2%
290 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel 5 Besar Pemegang Obligasi Berkelanjutan III Jasa Marga Tahap I Tahun 2024 Seri C
Table of the Top 5 Holders of Jasa Marga Shelf-Registered Bond III Phase I Year 2024 Series C
Nama Jumlah Efek (Rp)
No. Name %
Total Bonds (Rp)
1. DJS Ketenagakerjaan Program JP 400.000.000.000 66,5%
2. Dana Pensiun Jasa Marga 60.000.000.000 10,0%
3. PT Panin Dai-ichi Life - Shareholder IDR 50.000.000.000 8,3%
4. DPK Indocement T.P 30.000.000.000 5,0%
5. Persek Dapenma Pamsi 25.000.000.000 4,2%
Obligasi Berkelanjutan III Jasa Marga Jasa Marga Shelf-Registered Bond III
Tahap II Tahun 2025 Phase II Year 2025
Pada tanggal 26 Juni 2024, Jasa Marga memperoleh On June 26, 2024, Jasa Marga successfully obtained an
pernyataan efektif dari Otoritas Jasa Keuangan (OJK) atas effective approval from the Financial Services Authority
penerbitan Obligasi Berkelanjutan III Jasa Marga Tahap (OJK) for the issuance of the Jasa Marga Shelf-Registered
II Tahun 2025. Total dana yang diterima Jasa Marga pada Bond III Phase II Year 2025. The total funds received by
tanggal 4 September 2025 dari hasil penerbitan Obligasi Jasa Marga on September 4, 2025, from the issuance of
adalah sebesar Rp1.000.000.000.000,00. Informasi rinci the Bonds amounted to Rp1,000,000,000,000.00. Detailed
mengenai Obligasi Berkelanjutan III Jasa Marga Tahap II information regarding the Jasa Marga 2025 Series III
Tahun 2025 yang belum jatuh tempo disajikan sebagai Continuous Bonds, Phase II, which have not yet matured, is
berikut: presented as follows:
Jumlah Tanggal Tingkat Peringkat
Tanggal Tenor Status
Obligasi Jatuh Suku Rating Wali
Uraian Penerbitan (Tahun) Mata Uang Pembayaran
(Juta) Tempo Bunga Amanat
Description Issuance Terms Currency Payment
Total Sukuk Maturity Interest 2025 Trustee
Date (Year) Status
(Milions) Date Rate
Obligasi
Berkelanjutan
III Jasa Marga
Tahap II Tahun
4 September 4 September
2025 Seri A
2025 2028 Belum Lunas PT Bank
Jasa Marga 3 Rp 120.000 6,40% idAA
September 4, September Outstanding Mega Tbk
Shelf-
2025 4, 2028
Registered
Bond III Phase
II Year 2025
Series A
Obligasi
Berkelanjutan
III Jasa Marga
Tahap II Tahun
4 September 4 September
2025 Seri B
2025 2030 Belum Lunas PT Bank
Jasa Marga 5 Rp 100.000 6,60% idAA
September 4, September Outstanding Mega Tbk
Shelf-
2025 4, 2030
Registered
Bond III Phase
II Year 2025
Series B
Obligasi
Berkelanjutan
III Jasa Marga
Tahap II Tahun
4 September 4 September
2025 Seri C
2025 2035 Belum Lunas PT Bank
Jasa Marga 10 Rp 780.000 7,15% idAA
September 4, September Outstanding Mega Tbk
Shelf-
2025 4, 2035
Registered
Bond III Phase
II Year 2025
Series C
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 291
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pemegang Obligasi Berkelanjutan III Jasa Marga Tahap II Tahun 2025 Seri A
Table of Jasa Marga Shelf-Registered Bond III Phase II Year 2025 Series A Bondholders
Nama Jumlah Efek (Rp)
No. Name %
Total Bonds (Rp)
1. PT BANK MAYBANK INDONESIA 87.000.000.000 72,5%
2. BDI Treasury ALM Family 32.000.000.000 26,7%
3. PT. ASS JASA TANIA 1.000.000.000 0,8%
Tabel 5 Besar Pemegang Obligasi Berkelanjutan III Jasa Marga Tahap II Tahun 2025 Seri B
Table of the Top 5 Holders of Jasa Marga Shelf-Registered Bond III Phase II Year 2025 Series B
Nama Jumlah Efek (Rp)
No. Name %
Total Bonds (Rp)
1. BCA- TREASURY DEPT 69.000.000.000 69,0%
2. REKSA DANA BAHANA PENDAPATAN TETAP MAKARA PRIMA 8.000.000.000 8,0%
3. DANA PENSIUN KARYAWAN BPJS KETENAGAKERJAAN - SAHAM 7.000.000.000 7,0%
4. PRIME FIXED INCOME-KPD 5.000.000.000 5,0%
5. YAYASAN KESEJAHTERAAN PEGAWAI OJK - MP 4.000.000.000 4,0%
Tabel 5 Besar Pemegang Obligasi Berkelanjutan III Jasa Marga Tahap II Tahun 2025 Seri C
Table of Top 5 Holders of Jasa Marga Shelf-Registered Bond III Phase II Year 2025 Series C
Nama Jumlah Efek (Rp)
No. Name %
Total Bonds (Rp)
1. KPD ASKRINDO KUR KORPORASI 170.000.000.000 21,8%
2. LEMBAGA PENGELOLA DANA PENDIDIKAN SEKRETARIAT JENDERAL 60.805.000.000 7,8%
3. Dana Pensiun Bank Mandiri 58.000.000.000 7,4%
4. DPLK BNI - Obligasi 55.000.000.000 7,1%
5. PT. AIAF HY PAR - IDR FI 55.000.000.000 7,1%
292 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Kronologi Penerbitan dan/atau Pencatatan Sukuk
Chronology of Sukuk Issuance and/or Listing
Tabel Kronologi Penerbitan Sukuk Jasa Marga
Table of Jasa Marga Sukuk Issuance Chronology
Jumlah Tanggal Tingkat Peringkat
Tanggal Tenor Status
Mata Obligasi Jatuh Suku Rating Wali
Uraian Penerbitan (Tahun) Pembayaran
No. Uang (Juta) Tempo Bunga Amanat
Description Issuance Terms Payment
Currency Total Sukuk Maturity Interest 2025 2024 2023 Trustee
Date (Year) Status
(Milions) Date Rate
1. Sukuk Ijarah 17 Juli 2019 3 Rp 100.000 17 Juli 8,50% Lunas - - - PT Bank
Jangka July 17, 2022 Fully paid Mega Tbk
Menengah PT 2019 July 17,
Jasamarga 2022
Pandaan Tol
Tahun 2019
Seri A
Sukuk Ijarah
PT Jasamarga
Pandaan Tol
Year 2019
Series A
Sukuk Ijarah 17 Juli 2019 5 Rp 685.000 17 Juli 9,00% Lunas - - idAA- PT Bank
Jangka July 17, 2024 Fully paid (sy) Mega Tbk
Menengah PT 2019 July 17,
Jasamarga 2024
Pandaan Tol
Tahun 2019
Seri B
Medium term
Sukuk Ijarah
PT Jasamarga
Pandaan Tol
Year 2019
Seri B
Jasa Marga melalui salah satu Ventura Bersama dari Jasa Marga, through one of its joint ventures, PT Jasamarga
PT Jasamarga Transjawa Tol (JTT) yaitu PT Jasamarga Transjawa Tol (JTT), namely PT Jasamarga Pandaan
Pandaan Tol (JPT) menerbitkan Sukuk Ijarah Menengah Tol (JPT), issued the 2Medium-Term Sukuk Ijarah of
PT Jasamarga Pandaan Tol Tahun 2019 pada 17 Juli 2019. PT Jasamarga Pandaan Tol Year 2019 on July 17, 2019. The
Total dana yang diterima dari hasil penerbitan sukuk ini total funds received from the issuance of this sukuk amounted
adalah sebesar Rp785.000.000.000,00 yang digunakan to Rp785,000,000,000.00, which was utilized to make
untuk melakukan pembayaran dan/atau pembayaran payments and/or accelerated payments on PT JPT’s bank
dipercepat atas utang-utang perbankan PT JPT serta debts and to meet PT JPT’s working capital requirements. In
untuk memenuhi kebutuhan modal kerja PT JPT. Dalam this case, PT JPT engaged Pefindo as the rating agency. On
hal ini, PT JPT menggunakan Pefindo sebagai lembaga July 17, 2024, the Company, through PT Jasamarga Pandaan
pemeringkat. Pada tanggal 17 Juli 2024, Perseroan melalui Tol (JPT), has fully redeemed all outstanding sukuk.
PT Jasamarga Pandaan Tol (JPT) telah melunasi seluruh
outstanding sukuk.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 293
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kronologi Penerbitan dan/atau Pencatatan
Sumber Pendanaan Lainnya
Chronology of Other Sources of Funding Issuance and/or Listing
Tabel Kronologi Penerbitan Sumber Pendanaan Lainnya Jasa Marga
Table of Jasa Marga’s Other Funding Sources Issuance Chronology
Tahun Tenor Nilai Tingkat
Mata Jatuh Tujuan
Uraian Terbit (Tahun) (Juta) Imbal Peringkat
No. Uang Tempo Penerbitan
Description Issuance Terms Value Hasil (%) Rating
Currency Maturity Purpose of Issuance
Year (Year) (Million) Yield (%)
1. Kontrak Investasi 2017 5 Rp 2.000.000 2022 8,40 idAAA Mendanai pembangunan
Kolektif Efek Beragun oleh/by ruas jalan tol baru
Aset (KIK- EBA) Pefindo Financing new toll road
Mandiri JSMR01 - Hak construction
Atas Pendapatan Tol
Jagorawi*
Assets-Backed
Securities Collective
Investment Contract
(KIK-EBA) Mandiri
JSMR 01 – Concession
on Revenues from
Jagorawi Toll Road*
2. Reksa Dana 2018 - Rp 1.970.000 - - - Mendanai ekuitas di
Penyertaan Terbatas PT Jasamarga Semarang
Mandiri Infrastruktur Batang, PT Jasamarga
Ekuitas Transjawa Solo Ngawi, dan
(RDPT MIET) PT Jasamarga Ngawi
Mandiri Limited Mutual Kertosono Kediri
Funds of Mandiri Financing equity at
Infrastructure Equity PT Jasamarga Semarang
Transjawa (RDPT Batang, PT Jasamarga
MIET) Solo Ngawi and
PT Jasamarga Ngawi
Kertosono Kediri
3. Kontrak Investasi 2019 - Rp 1.303.400 - - - Mendanai ekuitas di
Kolektif Dana PT Trans Marga Jateng
Investasi Infrastruktur dan PT Jasamarga
(KIKDINFRA) Toll Road Pandaan Tol
Mandiri 001* Financing equity at
Investment Contract PT Trans Marga Jateng
Infrastructure and PT Jasamarga
Investment Funds Pandaan Tol
(KIKDINFRA) Toll Road
Mandiri 001*
4. Surat Berharga 2020 1 Rp 566.000 2021 6,80 idA1+ Memperbaiki arus kas
Komersial I Jasa Marga oleh/by Perseroan dalam jangka
Tahun 2020 Pefindo pendek dan dapat
Commercial Securities digunakan sebagai
I Jasa Marga Year modal kerja serta belanja
2020 modal Perseroan
Improve the Company’s
shortterm cash flows
and allocated as the
Company’s working
capital and capital
expenditure
Keterangan/Notes:
*) Dicatatkan di Bursa Efek Indonesia.
*) Listed at Indonesia Stock Exchange.
294 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Lembaga dan/atau Profesi Penunjang
Supporting Institutions and/or Professions
Biro Administrasi Efek
Securities Registrar
Nama Perusahaan
PT Datindo Entrycom
Company’s Name
Alamat
Jl. Hayam Wuruk No. 28 Lantai 2, Jakarta 10120
Address
Tel : 6221 350 8077 (Hunting)
Telp/Fax/Email
Fax : 6221 350 8078
Telp/Fax/Email
Website : www.datindo.com
Memelihara Daftar Pemegang Saham (DPS) dan melaksanakan pencatatan perubahan-perubahan
Ruang Lingkup Pekerjaan pada DPS yang tercatat di Bursa Efek Indonesia
Scope of Work Maintain Shareholders List (DPS) and record any change in DPS registered at the Indonesia Stock
Exchange
Periode Penugasan 2009 – Sekarang
Assignment Period 2009 – Present
Biaya
Rp44.400.000,00
Fee
Wali Amanat
Trustee
Nama Perusahaan
PT Bank Mega Tbk
Company’s Name
Menara Bank Mega
Alamat
Jl. Kapten Tendean Kav. 12-14A
Address
Jakarta 12790
Tel : 6221 5140 1340
Telp/Fax/Email
Fax : 6221 5140 1350
Telp/Fax/Email
Website : www.bankmega.com
Ruang Lingkup Pekerjaan Mewakili kepentingan investor pemegang efek bersifat utang
Scope of Work Representing the interests of investors holding debt securities
Periode Penugasan 2010 – Sekarang
Assignment Period 2010 – Present
Biaya
Rp122.100.000,00
Fee
Kantor Akuntan Publik
Public Accountant Firm
Nama Perusahaan
Kantor Akuntan Publik Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia)
Company’s Name
Alamat
Plaza ASIA lantai 10. Jl. Jenderal Sudirman Kav. 59 Jakarta 12190
Address
Tel : (021) 5140-1340
Telp/Fax/Email
Fax : (021) 5140-1350
Telp/Fax/Email
Website : www.rsm.global/indonesia/id
1. Audit atas Laporan Keuangan Konsolidasian PT Jasa Marga (Persero) Tbk. untuk Tahun Buku yang
berakhir tanggal 31 Desember 2025;
2. Adapun lingkup pekerjaan yang dimaksud meliputi hal-hal sebagai berikut:
Ruang Lingkup Pekerjaan
a. Audit atas Laporan Keuangan Konsolidasian PT Jasa Marga (Persero) Tbk untuk tahun buku
Scope of Work
yang berakhir 31 Desember 2025;
b. Audit atas Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil (PUMK)
PT Jasa Marga (Persero) Tbk untuk tahun buku yang berakhir 31 Desember 2025;
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 295
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
c. Audit atas Kepatuhan PT Jasa Marga (Persero) Tbk terhadap Peraturan Perundang-undangan
dan Pengendalian Internal sebagai wujud penerapan Pernyataan Standar Audit (PSA) No.62
yang dilaksanakan sebagai bagian dari audit atas Laporan Keuangan Tahun Buku yang
berakhir 31 Desember 2025 berdasarkan Standar Audit yang ditetapkan oleh Institut Akuntan
Publik Indonesia;
d. Agreed Upon Procedure (AUP) dan Jasa Atestasi Laporan Keuangan Tahun Buku 2025
PT Jasa Marga (Persero) Tbk. yang terdiri dari:
• AUP Key Performance Indicators Kolegial dan Individual sebagaimana disebutkan dalam
Lampiran 2 dan 3 Kontrak ini;
• AUP Anaplan/reporting package Kementerian Badan Usaha Milik Negara (KBUMN)
sebagaimana disebutkan dalam Lampiran 1 Kontrak ini;
e. Jasa Profesional lainnya yang terdiri dari :
• Membantu menyiapkan dokumen-dokumen pendukung yang berhubungan dengan
Audit atas Laporan Keuangan Perusahaan seperti management representation, apabila
diperlukan sesuai ketentuan yang berlaku;
• Melakukan rapat-rapat koordinasi dengan pihak-pihak yang terkait dengan Pelaksanaan
Audit Umum seperti rapat dengan Tim Rekan Imbang, rapat dengan Komite Audit, rapat
dengan Accounting & Tax Group dan Unit Corporate Communication & Community
Development Group, menghadiri Rapat Umum Pemegang Saham Tahunan PT Jasa Marga
(Persero) Tbk dan rapat-rapat lainnya yang terkait dan relevan dengan Pekerjaan.
1. Audit on PT Jasa Marga (Persero) Tbk Consolidated Financial Statements for the Fiscal Year
ended on December 31, 2025;
2. The scope of work referred to includes the following:
a. Audit of the Consolidated Financial Statements of PT Jasa Marga (Persero) Tbk for the
financial year ending December 31, 2025;
b. Audit of the Financial Statements of the Micro and Small Business Funding Programme
(PUMK) of PT Jasa Marga (Persero) Tbk for the financial year ending December 31, 2025;
c. Audit of PT Jasa Marga (Persero) Tbk compliance with laws and regulations and internal
controls as a manifestation of the implementation of Statement of Auditing Standards (PSA)
No. 62, carried out as part of the audit of the Financial Statements for the financial year
ending December 31, 2025 based on the Auditing Standards established by the Indonesian
Institute of Public Accountants;
d. Agreed Upon Procedure (AUP) and Financial Statement Attestation Services for the 2025
Financial Year of PT Jasa Marga (Persero) Tbk., consisting of:
• AUP Key Performance Indicators for the Board and Individuals as specified in Appendices
2 and 3 of this Contract;
• AUP Anaplan/reporting package of the Ministry of State-Owned Enterprises (KBUMN) as
mentioned in Appendix 1 of this Contract;
e. Other Professional Services consisting of:
• Assisting in preparing supporting documents related to the Audit of the Company’s
Financial Statements such as management representation, if necessary in accordance
with applicable regulations;
• Conducting coordination meetings with parties related to the Implementation of
the General Audit, such as meetings with the Counterparty Team, meetings with the
Audit Committee, meetings with the Accounting & Tax Group and the Corporate
Communication & Community Development Group Unit, attending the Annual General
Meeting of Shareholders of PT Jasa Marga (Persero) Tbk and other meetings related and
relevant to the Work.
Periode Penugasan
2025
Assignment Period
Nilai Kontrak untuk Pekerjaan sebagaimana dimaksud Pasal 1 Kontrak ini adalah sebesar
Rp2.263.155.000 (Dua milyar dua ratus enam puluh tiga juta seratus lima puluh lima ribu rupiah) sudah
Biaya termasuk Pajak Pertambahan Nilai (PPN) sesuai dengan ketentuan yang berlaku
Fee The Contract Value for the Work as referred to in Article 1 of this Contract is in the amount of
Rp2,263,155,000 (two billion two hundred sixty-three million one hundred fifty-five thousand rupiah),
including Value Added Tax (VAT) in accordance with applicable regulations
296 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Lembaga Pemeringkat Efek
Rating Agency
Nama Perusahaan
PT Pemeringkat Efek Indonesia (Pefindo)
Company’s Name
Equity Tower, Lantai 30
Alamat Sudirman Central Business District Lot 9
Address Jl. Jenderal Sudirman Kav. 52-53
Jakarta 12190, Indonesia
Tel : 6221 5096 8469
Telp/Fax/Email
Fax : 6221 5096 8468
Telp/Fax/Email
Website : www.pefindo.com
Ruang Lingkup Pekerjaan Pemeringkatan Perusahaan dan Obligasi
Scope of Work Rating of Companies and Bonds
Periode Penugasan 2013 – Sekarang
Assignment Period 2013 – Present
Biaya
Rp915.750.000,00
Fee
Notaris
Notary
Nama Perusahaan
Ir. Nanette Cahyanie Handari Adi Warsito, S.H.
Company’s Name
Alamat
Jl. Panglima Polim V/11, Kebayoran Baru, Jakarta
Address
Tel : (62-21) 7244650 – 7392801 – 7209645
Telp/Fax/Email Fax : (62-21) 7265090
Telp/Fax/Email Website : cahyanie72@yahoo.co.id;
poerbaningsih@yahoo.com
Ruang Lingkup Pekerjaan Notaris dalam pelaksanaan Rapat Umum Pemegang Saham Tahunan
Scope of Work Notary for the Annual General Meeting of Shareholders Implementation
Periode Penugasan 2017 – Sekarang
Assignment Period 2017 – Present
Konsultan Hukum
Legal Advisor
Nama Perusahaan
UMBRA Strategic Legal Solutions
Company’s Name
Alamat Telkom Landmark Tower, Tower 2, Lantai 49
Address Jl. Gatot Subroto Kav. 52, Jakarta
Telp/Fax/Email Tel : 6221 5082 0999
Telp/Fax/Email Website : www.umbra.law
Ruang Lingkup Pekerjaan Konsultan hukum dalam pelaksanaan Rapat Umum Pemegang Saham (RUPS)
Scope of Work Legal Advisor for the General Meeting of Shareholders (GMS) Implementation
Periode Penugasan 2018 – Sekarang
Assignment Period 2018 – Present
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Informasi Situs Web Perseroan
Information on the Company’s Website
Jasa Marga memiliki situs web yang ditujukan sebagai Jasa Marga has a website that serves as a medium of
media komunikasi dengan pihak eksternal maupun internal communication with external and internal parties to
untuk menyampaikan beragam informasi umum mengenai convey various general information about the Company. All
Perseroan. Seluruh informasi yang ditampilkan pada situs information displayed on the Company’s website is managed
web Perseroan dikelola secara profesional dan transparan professionally and transparently in accordance with the
sesuai dengan ketentuan Peraturan Otoritas Jasa Keuangan provisions of Financial Services Authority Regulation
(POJK) No. 8/POJK.04/2015 tentang Situs Web Emiten atas (POJK) No. 8/POJK.04/2015 on Issuers’ Websites for Public
Perusahaan Publik. Seluruh informasi yang dimuat pada Companies. All information contained on the Company’s
situs web Perseroan disajikan dalam 2 (dua) bahasa, yaitu website is presented in 2 (two) languages, i.e, Indonesian
Bahasa Indonesia dan Bahasa Inggris. Perseroan senantiasa and English. The Company continuously updates the
memperbarui informasi secara berkala agar dapat selalu information regularly to always display the latest and most
menampilkan informasi terkini dan akurat bagi para accurate information for its stakeholders.
pemangku kepentingan.
Situs web Perseroan menyajikan beragam informasi yang The Company’s website presents a variety of relevant
relevan sebagai bentuk keterbukaan informasi kepada information as a form of information disclosure to the public,
publik, antara lain: informasi laporan keuangan tahunan, including: annual financial statements, quarterly financial
laporan keuangan per triwulan dan laporan keuangan statements and semi-annual financial statements, stock
tengah tahunan, kinerja saham, presentasi dari manajemen performance, presentations from management for each
untuk setiap triwulan atas kinerja Perseroan serta informasi quarter on the Company’s performance, as well as other
dan kegiatan Perseroan lainnya. information and activities of the Company.
Pemenuhan informasi pada situs Perseroan sesuai dengan Compliance with information requirements on the Company’s
POJK No. 8/POJK.04/2015 dapat dilihat pada tabel berikut: website in accordance with POJK No. 8/POJK.04/2015 can
be seen in the following table:
Tabel Keterbukaan Informasi pada Situs Web Perseroan
Table of Information Disclosure on the Company’s Website
Ketersediaan di Situs Web
Cakupan Informasi www.jasamarga.com
No. Scope of Information Availability on Website
www. jasamarga.com
Informasi pemegang saham sampai dengan pemilik akhir individu.
1.
Shareholder information up to individual ultimate owner.
Isi Kode Etik.
2.
Contents of Code of Conduct.
Informasi Rapat Umum Pemegang Saham (RUPS) paling kurang, meliputi: bahan
mata acara yang dibahas dalam RUPS, ringkasan risalah RUPS, dan informasi
tanggal penting yaitu tanggal pengumuman RUPS, tanggal pemanggilan RUPS,
tanggal RUPS, tanggal ringkasan risalah RUPS diumumkan.
3.
Information on the General Meeting of Shareholders (GMS) at least including the
agenda discussed in the GMS, summary of GMS minutes, and information on
important dates, including the GMS announcement date, GMS invitation date, GMS
implementation date, the date when the GMS summary will be announced.
Laporan keuangan tahunan terpisah (5 tahun terakhir).
4.
Separated Annual Reports (for 5 current years).
Profil Dewan Komisaris dan Direksi.
5.
Profiles of the Board of Commissioners and Board of Directors.
Piagam/Charter Dewan Komisaris, Direksi, Komite-Komite, dan Unit Audit Internal.
6. Charter of Commissioners Charter, Board of Directors Charter, Charters of the
Committees, and Internal Audit Charter.
298 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Secara lebih spesifik, informasi dalam kanal yang tersedia di More specifically, the information available on the Company’s
situs Perseroan adalah sebagai berikut: website is as follows:
Tentang Kami Pengadaan Media & Informasi
About Us Procurement Media & Information
• Profil Perusahaan • Pengadaan • Media
Company Profile Procurement • Miles
• Bisnis Jasa Marga • Pengumuman Paket • Keterbukaan Informasi Publik
Jasa Marga Business Pengadaan Public Information Disclosure
• Tata Kelola Procurement Package • Program Lainnya
Corporate Governance Announcement Other Program
• Keberlanjutan • Daftar Rekanan Jasa Marga
Sustainability List of Jasa Marga Partners
• Sistem Manajemen Mutu, K3, • PADI UMKM
dan Lingkungan • TKDN
Quality, Occupational Safety
& Health and Environment
Management System
Jalan Tol Karir Kontak Kami
Toll Road Career Contact Us
• Jalan Tol Jasa Marga • Karir • Kantor Pusat
Jasa Marga Toll Road Career Head Office
• PT Jasamarga Transjawa Tol
• Regional Metropolitan
• Regional Nusantara
• Anak Usaha Bidang
Pengoperasian Jalan Tol
Toll Road Operation
Subsidiaries
• Anak Usaha Bidang
Prospektif
Prospective Field Subsidiaries
• Kantor Asosiasi
Association Office
Hubungan Investor
Investor Relation
• IR Home
• Info Perseroan
Corporate Info
• Info Finansial
Financial Info
• Keterbukaan
Disclosures
• Info Saham/Obligasi
Stock/Bond Info
• Permintaan Info
Information Request
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 299
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04 Analisis dan
Pembahasan Manajemen
Management Discussion and Analysis
Tinjauan Umum Program Kepemilikan Saham oleh Perubahan Peraturan Perundang-
302
General Overview Karyawan dan Manajemen undangan terhadap Perseroan
393 (ESOP/MSOP) pada Tahun Buku Terakhir
Tinjauan Operasi per Segmen 412
Employee and Management Stock Changes to the Laws and
Usaha
310 Ownership Program (ESOP/MSOP) Regulations on the Company in the
Operations Review per Business
Recent Fiscal Year
Segment Program Employee Stock Allocation
(ESA) Perubahan Kebijakan Akuntansi
Tinjauan Keuangan 394
343 Employee Stock Allocation (ESA) yang Diterapkan Perseroan pada
Financial Overview
Program Tahun Buku Terakhir
416
Kemampuan Membayar Utang dan Changes in Accounting Policies
Realisasi Penggunaan Dana Hasil
Tingkat Kolektibilitas Piutang Implemented by the Company in the
380 Penawaran Umum
Ability to Pay Debt and Collectibility 395 Recent Fiscal Year
Realization of Use of Public Offering
in Receivables
Proceeds Informasi Kelangsungan Usaha
417
Struktur Modal Information on Business Continuity
382 Informasi Material Mengenai
Capital Structure
Investasi, Ekspansi, Divestasi, Tingkat Kesehatan Perusahaan
418
Ikatan Material Investasi Barang Penggabungan/Peleburan Usaha, Company Soundness Level
Modal Akuisisi, Restrukturisasi Utang
384 Komitmen dan Kontingensi
Material Commitments for Capital dan Modal, Transaksi Material, dan 418
Commitments and Contingencies
Expenditure Transaksi Afiliasi
398
Material Information Regarding
Investasi Barang Modal
384 Investment, Expansion, Divestment,
Capital Expenditure
Merger/Consolidation, Acquisition,
Pencapaian Target 2025 Debt and Capital Restructuring,
dan Target 2026 Material Transactions, and Affiliated
385 Transactions
Achievement of 2025 Targets and
2026 Targets
Informasi Transaksi dengan Pihak
Informasi dan Fakta Material Berelasi atau Benturan Kepentingan
Setelah Tanggal Laporan Akuntan 403 Information on Transactions with
386 Related Parties or Conflicts of
Information and Material Facts after
the Accountant’s Report Date Interest
Prospek Usaha Kepatuhan Pembayaran Pajak
388 411
Business Prospect Tax Payment Compliance
Aspek Pemasaran
390
Marketing Aspect
Kebijakan dan Pembayaran Dividen
392
Dividend Policy and Payments
Jasa Marga terus memperkuat kinerjanya melalui fundamental keuangan yang solid dan
disiplin operasional yang konsisten. Optimalisasi portofolio dan efisiensi biaya dijalankan
untuk memastikan setiap aset berkontribusi maksimal terhadap kinerja perusahaan.
Melalui percepatan transformasi layanan, Jasa Marga berupaya menghadirkan layanan
jalan tol yang semakin andal, efektif, dan berorientasi pada kepuasan pengguna.
Jasa Marga continues to strengthen its performance through solid financial fundamentals and
consistent operational discipline. Portfolio optimization and cost efficiency are implemented to ensure
that each asset contributes maximally to the company’s performance. Through the acceleration of
service transformation, Jasa Marga strives to provide toll road services that are increasingly reliable,
effective, and oriented towards user satisfaction.
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01 02 03 04 05 Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions Tinjauan Umum General Overview Tinjauan Makroekonomi 2025 2025 Macroeconomic Overview Iklim Perekonomian Global Global Economic Climate Sebagaimana dikutip dari buku Pertemuan Tahunan Bank As quoted from Bank Indonesia’s 2025 Annual Meeting Indonesia 2025 yang bertajuk Tangguh dan Mandiri: Sinergi book entitled Resilient and Independent: Synergy Driving Mendorong Pertumbuhan Ekonomi Lebih Tinggi dan Berdaya Higher and More Resilient Economic Growth, it explains Tahan, menjelaskan bahwa, perekonomian global berada that the global economy is in a phase of uneven slowdown dalam fase perlambatan yang tidak merata antar negara between countries and regions. World economic growth dan kawasan. Pertumbuhan ekonomi dunia cenderung tends to be sluggish, mainly influenced by the weakening tertahan, terutama dipengaruhi oleh kinerja negara maju performance of developed countries, while developing yang melemah, sementara negara berkembang relatif countries are relatively more resilient. In Bank Indonesia’s menunjukkan ketahanan yang lebih baik. Dalam paparan presentation, global economic growth is projected to be in Bank Indonesia, pertumbuhan ekonomi global diproyeksikan the range of ±3.0%, reflecting continued pressure from tight berada di kisaran ±3,0%, mencerminkan tekanan berlanjut monetary policy, geopolitical fragmentation, and the uneven dari kebijakan moneter ketat, fragmentasi geopolitik, serta normalisation of post-pandemic economic activity. normalisasi aktivitas ekonomi pascapandemi yang belum sepenuhnya merata. Di kelompok negara maju, kinerja ekonomi menunjukkan In the developed countries group, economic performance tren perlambatan yang lebih nyata. Sebaliknya, negara shows a more pronounced slowdown trend. In contrast, berkembang, khususnya di kawasan Asia, menunjukkan developing countries, particularly in Asia, show relatively prospek pertumbuhan yang relatif lebih kuat. Pertumbuhan stronger growth prospects. Economic growth in Asia is ekonomi di kawasan Asia ditopang oleh permintaan supported by solid domestic demand, increased investment, domestik yang tetap solid, peningkatan investasi, serta and more accommodative government policies. However, dukungan kebijakan pemerintah yang lebih akomodatif. Bank Indonesia emphasises that this resilience remains Namun demikian, Bank Indonesia menekankan bahwa exposed to external risks, including capital flow volatility, ketahanan tersebut tetap dihadapkan pada risiko eksternal, exchange rate fluctuations, and global trade uncertainty. termasuk volatilitas arus modal, fluktuasi nilai tukar, dan ketidakpastian perdagangan global. Dari sisi inflasi global, tekanan harga menunjukkan tren In terms of global inflation, price pressures are showing a penurunan, namun masih berada pada level yang relatif downward trend, but remain at relatively high levels in a tinggi di sejumlah negara utama. Kondisi ini mendorong number of major countries. This has prompted global central bank sentral global untuk mempertahankan kebijakan banks to maintain a cautious monetary policy stance. The moneter yang ketat secara berhati-hati. Lingkungan suku high global interest rate environment has resulted in tight bunga global yang tinggi tersebut berdampak pada ketatnya international liquidity, and continued volatility in global likuiditas internasional, serta berlanjutnya volatilitas di pasar financial markets. keuangan global. Ke depan, Bank Indonesia memproyeksikan bahwa Going forward, Bank Indonesia projects that the global pemulihan ekonomi global akan berlangsung bertahap economic recovery will be gradual and accompanied by dan tetap disertai risiko, dengan potensi perbaikan risks, with the potential for improvement depending on yang bergantung pada stabilisasi inflasi, arah kebijakan inflation stabilisation, the direction of global monetary moneter global, serta perkembangan tensi geopolitik dan policy, and developments in geopolitical tensions and trade perdagangan antar negara. between countries. Iklim Perekonomian Nasional National Economic Climate Sementara itu, di tengah perlambatan global, Bank Indonesia Meanwhile, amid the global slowdown, Bank Indonesia notes mencatat bahwa perekonomian Indonesia menunjukkan that the Indonesian economy has shown strong resilience ketahanan yang kuat dan kinerja yang relatif lebih baik and relatively better performance compared to many other dibandingkan banyak negara lain. Pertumbuhan ekonomi countries. National economic growth is projected to be in the nasional diproyeksikan berada pada kisaran 4,7%–5,5%, range of 4.7%–5.5%, supported by solid domestic demand didukung oleh permintaan domestik yang tetap solid serta and a consistent policy mix between the government and bauran kebijakan yang konsisten antara pemerintah dan Bank Indonesia. Bank Indonesia. 302 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08 Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria Konsumsi rumah tangga tetap menjadi motor utama Household consumption remains the main driver of national pertumbuhan ekonomi nasional, seiring terjaganya daya beli economic growth, in line with sustained purchasing power masyarakat dan meningkatnya aktivitas ekonomi domestik. and increased domestic economic activity. In addition, Selain itu, investasi menunjukkan tren pertumbuhan yang investment shows a sustainable growth trend, supported by berkelanjutan, didukung oleh perbaikan iklim usaha, an improved business climate, infrastructure development, pembangunan infrastruktur, serta berlanjutnya realisasi and continued investment realisation, including in high investasi, termasuk pada sektor-sektor bernilai tambah value-added sectors. tinggi. Dari sisi inflasi, Bank Indonesia memproyeksikan tingkat In terms of inflation, Bank Indonesia projects that the inflasi tetap berada dalam sasaran 2,5%±1%, mencerminkan inflation rate will remain within the target range of 2.5%±1%, keberhasilan pengendalian harga melalui sinergi kebijakan reflecting the success of price control through the synergy moneter, fiskal, dan pengendalian inflasi pusat dan daerah. of monetary and fiscal policies and central and regional Inflasi inti yang terjaga serta inflasi pangan yang terkendali inflation control. Controlled core inflation and food inflation memberikan ruang bagi stabilitas ekonomi makro yang provide room for sustainable macroeconomic stability. berkelanjutan. Pada sektor eksternal, neraca pembayaran Indonesia In the external sector, Indonesia’s balance of payments is diperkirakan tetap berada dalam kondisi yang sehat, expected to remain healthy, supported by fairly good export didukung oleh kinerja ekspor yang cukup baik serta performance and adequate foreign exchange reserves. This cadangan devisa yang memadai. Ketahanan eksternal external resilience plays an important role in maintaining the ini berperan penting dalam menjaga stabilitas nilai tukar stability of the Rupiah exchange rate amid global financial Rupiah di tengah volatilitas pasar keuangan global dan market volatility and uncertainty in international capital ketidakpastian arus modal internasional. flows. Bank Indonesia juga menegaskan bahwa stabilitas sistem Bank Indonesia also emphasised that the stability of the keuangan nasional tetap terjaga, dengan permodalan national financial system remains intact, with strong banking perbankan yang kuat, likuiditas yang memadai, serta risiko capital, adequate liquidity, and controlled credit risk. These kredit yang terkendali. Kondisi tersebut memberikan ruang conditions provide room for the banking sector to continue bagi sektor perbankan untuk terus meningkatkan penyaluran increasing financing to the productive sector in order to pembiayaan kepada sektor produktif guna mendukung support sustainable national economic growth. pertumbuhan ekonomi nasional secara berkelanjutan. Tinjauan Industri Industry Overview Hingga akhir Tahun 2025, perekonomian Indonesia By the end of 2025, Indonesia’s economy has demonstrated menunjukkan ketahanan yang kuat dan momentum strong resilience and maintained solid growth momentum pertumbuhan yang tetap solid di tengah dinamika ekonomi amid global economic dynamics that remain fraught with global yang masih diliputi ketidakpastian. Pemerintah uncertainty. The Government targets economic growth in menargetkan pertumbuhan ekonomi pada kisaran 5,0–5,2%, the range of 5.0–5.2%, supported by accommodative fiscal didukung oleh kebijakan fiskal yang tetap akomodatif, policies, state spending stimulus, and increased investment stimulus belanja negara, serta peningkatan investasi pada in strategic sectors, including transportation infrastructure. sektor-sektor strategis, termasuk infrastruktur transportasi. Bank Indonesia has consistently maintained monetary Bank Indonesia secara konsisten menjaga stabilitas moneter stability, with inflation kept within the 2.5±1% target range dengan inflasi yang terkendali pada kisaran 2,5±1% serta and a relatively stable Rupiah exchange rate. The synergy nilai tukar Rupiah yang relatif stabil. Sinergi kebijakan fiskal between fiscal and monetary policies has created a dan moneter tersebut menciptakan iklim investasi yang conducive and sustainable investment climate, particularly kondusif dan berkelanjutan, khususnya dalam mendukung in supporting the development of toll road infrastructure as pembangunan infrastruktur jalan tol sebagai tulang the backbone of national economic connectivity and growth. punggung konektivitas dan pertumbuhan ekonomi nasional. Dalam konteks makroekonomi, pembangunan infrastruktur, In the macroeconomic context, infrastructure development, khususnya jalan tol, memainkan peran krusial sebagai particularly toll roads, plays a crucial role as a driver of penggerak pertumbuhan wilayah, pendorong efisiensi regional growth, a catalyst for logistics efficiency, and a logistik, dan katalis pengembangan kawasan industri catalyst for industrial and tourism development. Toll roads serta pariwisata. Jalan tol berfungsi sebagai simpul utama serve as key nodes connecting production centers with yang menghubungkan pusat produksi dengan pasar, markets, shortening distribution times and reducing national mempersingkat waktu distribusi, serta menekan biaya transportation costs. By developing a balanced, integrated transportasi nasional. Melalui pembangunan jaringan jalan toll road network, the government seeks to strengthen tol yang merata dan terintegrasi, pemerintah berupaya Indonesia’s domestic economic structure and expand its memperkuat struktur ekonomi domestik sekaligus competitiveness in the ASEAN region. memperluas daya saing Indonesia di kawasan ASEAN. PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 303
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Sebagai pemimpin industri jalan tol nasional dengan pangsa As the leader of the national toll road industry with a market
pasar sekitar 42% berdasarkan panjang jalan beroperasi, share of approximately 42% based on the length of roads
Jasa Marga berperan sentral dalam mendukung agenda in operation, Jasa Marga plays a central role in supporting
pembangunan tersebut. Hingga akhir 2025, Perseroan this development agenda. By the end of 2025, the Company
mengelola total konsesi sepanjang 1.736 km, dengan 1.294 has managed a total concession of 1,736 km, of which
km di antaranya telah beroperasi secara penuh. Portofolio 1,294 km is already fully operational. This business portfolio
bisnis ini mencakup ruas-ruas strategis yang menjadi includes strategic toll roads that form the backbone of
tulang punggung konektivitas di Pulau Jawa, Sumatra, dan connectivity on the islands of Java, Sumatra, and Sulawesi.
Sulawesi. Salah satu capaian penting di periode ini adalah One of the important achievements during this period was
penyelesaian Jalan Tol Solo–Yogyakarta–NYIA Kulonprogo the completion of the Solo–Yogyakarta–NYIA Kulonprogo
(Paket 1.2A Ruas Klaten–Prambanan) yang memperkuat Toll Road (Phase 1.2A Klaten–Prambanan Toll Road),
akses menuju destinasi ekonomi dan pariwisata utama di which strengthens access to major economic and tourist
wilayah Jawa Tengah dan Daerah Istimewa Yogyakarta. destinations in Central Java and the Special Region of
Yogyakarta.
Perseroan juga tengah menyelesaikan 5 (lima) ruas tol The Company is also completing 5 (five) toll road sections
dalam tahap konstruksi, dengan pendekatan investasi yang currently under construction, with a selective investment
selektif berdasarkan kelayakan finansial dan keberlanjutan approach based on financial feasibility and long-term
jangka panjang. Strategi pengembangan diarahkan tidak sustainability. The development strategy is aimed not only
hanya untuk memperluas jaringan, tetapi juga untuk at expanding the network but also at strengthening the
memperkuat struktur bisnis dan efisiensi operasional melalui business structure and operational efficiency through the
pembentukan model organisasi berbasis regional, yaitu formation of a regional-based organizational model, namely
Regional Metropolitan Tollroad (RMT), Regional Nusantara the Regional Metropolitan Tollroad (RMT), the Regional
Tollroad (RNT), dan subholding PT Jasamarga Transjawa Nusantara Tollroad (RNT), and PT Jasamarga Transjawa
Tollroad (JTT). Model ini memungkinkan pengelolaan aset Tollroad (JTT) subholding. This model enables more
dan operasi jalan tol dilakukan secara lebih terintegrasi, integrated, adaptive, and efficient management of toll road
adaptif, dan efisien sesuai karakteristik wilayah. assets and operations, tailored to regional characteristics.
Dari sisi permintaan, volume lalu lintas pada tahun 2025 From the demand side, traffic volume in 2025 reached
mencapai 1.306,40 juta transaksi, atau relatif stabil dengan 1,306.40 million transactions, relatively stable with an
peningkatan sebesar 0,35% dibandingkan periode yang increase of 0.35% compared to the same period last year.
sama tahun sebelumnya. Capaian ini tetap mencerminkan This achievement continues to reflect the high mobility of
tren mobilitas masyarakat yang tinggi, seiring dengan the public, in line with the ongoing recovery of economic
berlanjutnya pemulihan aktivitas ekonomi, pertumbuhan activity, growth in household consumption, and increased
konsumsi rumah tangga, serta meningkatnya kepercayaan public confidence in toll roads as a safe, comfortable, and
publik terhadap jalan tol sebagai moda transportasi yang efficient mode of transportation. In addition to seasonal
aman, nyaman, dan efisien. Selain faktor musiman seperti factors such as long holidays, traffic performance was also
libur panjang, kinerja lalu lintas juga mendapat dukungan supported by improvements in the quality and capacity of
dari peningkatan kualitas dan kapasitas jalan tol, yang toll roads, which encouraged more users to switch from
mendorong semakin banyak pengguna beralih dari jalan national roads to toll roads.
nasional ke jalan tol.
Untuk menjaga keberlanjutan usaha dan mutu layanan, To maintain business sustainability and service quality,
Perseroan melakukan penyesuaian tarif tol secara bertahap the Company has gradually adjusted toll rates on several
pada sejumlah ruas utama, seperti Manado–Bitung, Bogor major routes, including Manado–Bitung, Bogor Outer Ring
Outer Ring Road (BORR), Semarang ABC, Kunciran–Serpong, Road (BORR), Semarang ABC, Kunciran–Serpong, Pandaan-
Pandaan-Malang, dan Gempol-Pasuruan. Penyesuaian Malang, and Gempol-Pasuruan. These adjustments are
ini dilaksanakan sesuai ketentuan pemerintah dengan carried out in accordance with government regulations,
mempertimbangkan inflasi, kemampuan bayar pengguna, taking into account inflation, users’ ability to pay, and
serta pemenuhan Standar Pelayanan Minimum (SPM) yang compliance with Minimum Service Standards (SPM), which
menjadi indikator utama kualitas layanan jalan tol. are the main indicators of toll road service quality.
Dalam jangka menengah, arah pengembangan industri In the medium term, the direction of national toll road industry
jalan tol nasional berfokus pada tiga agenda utama: development focuses on three main agendas: operational
efisiensi operasional, integrasi jaringan, dan diversifikasi efficiency, network integration, and diversification of
sumber pendapatan. Pemerintah mendorong keterlibatan revenue sources. The government encourages private
sektor swasta melalui skema Public-Private Partnership sector involvement through Public-Private Partnership
(PPP), dengan prioritas pada ruas-ruas yang mendukung (PPP) schemes, with priority given to sections that support
konektivitas antarwilayah ekonomi strategis seperti kawasan connectivity between strategic economic regions such as
industri, pelabuhan, dan bandara. Kebijakan ini membuka industrial estates, ports, and airports. This policy opens up
peluang bagi Jasa Marga untuk memperluas perannya tidak opportunities for Jasa Marga to expand its role not only as an
hanya sebagai operator, tetapi juga sebagai mitra strategis operator but also as a strategic partner of the government in
pemerintah dalam pengembangan infrastruktur nasional developing sustainable national infrastructure.
yang berkelanjutan.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Menanggapi arah kebijakan tersebut, Jasa Marga In response to this policy direction, Jasa Marga has
mengembangkan strategi beyond toll road melalui developed a strategy that goes beyond toll roads through
pengelolaan aset pendukung dan optimalisasi potensi the management of supporting assets and the optimization
ekonomi di sekitar ruas tol. Beberapa inisiatif utama of economic potential around toll road sections. Several
yang dijalankan meliputi pengembangan Toll Corridor key initiatives have been implemented, including the
Development (TCD) sebagai bentuk value creation di development of Toll Corridor Development (TCD) as a form
sepanjang koridor tol, pengelolaan Tempat Istirahat dan of value creation along toll corridors, the management
Pelayanan (TIP) yang semakin modern, mendukung prinsip of increasingly modern Rest and Service Areas (TIP),
ESG, dan ramah pengguna. Jasa Marga juga menjalin supporting ESG principles, and user-friendliness. Jasa Marga
kerja sama strategis dalam penyediaan Stasiun Pengisian has also established strategic partnerships in the provision
Kendaraan Listrik Umum (SPKLU). Seluruh upaya ini of Public Electric Vehicle Charging Stations (SPKLU). All of
diarahkan untuk meningkatkan nilai tambah bisnis dan these efforts are aimed at increasing business added value
mendukung transisi menuju ekosistem transportasi yang and supporting the transition to a smart and sustainable
cerdas dan berkelanjutan. transportation ecosystem.
Dengan landasan ekonomi makro yang stabil, prospek With a stable macroeconomic foundation, positive growth
pertumbuhan permintaan yang positif, serta dukungan prospects, and government policy support for infrastructure
kebijakan pemerintah terhadap pembangunan infrastruktur, development, the national toll road industry has strong
industri jalan tol nasional memiliki potensi yang kuat untuk potential for continued sustainable growth. In this context,
terus tumbuh secara berkelanjutan. Dalam konteks tersebut, Jasa Marga is committed to strengthening its position as the
Jasa Marga berkomitmen untuk memperkuat posisi sebagai national toll road champion, focusing not only on network
national toll road champion yang tidak hanya berfokus pada expansion but also on improving service quality, operational
ekspansi jaringan, tetapi juga pada peningkatan kualitas efficiency, and creating economic value for all stakeholders.
layanan, efisiensi operasional, dan penciptaan nilai ekonomi
bagi seluruh pemangku kepentingan.
Strategi Jasa Marga Jasa Marga’s Strategy
Dalam rangka mewujudkan visi dan misi baru, Perseroan To realize its new vision and mission, the Company has
telah menetapkan sejumlah strategi yang berfokus pada established strategies focused on business growth,
pertumbuhan usaha, inovasi, keberlanjutan, serta pelayanan innovation, sustainability, and customer service. The
yang baik. Perseroan juga telah menetapkan roadmap jangka Company has also established a long-term roadmap divided
panjang yang dibagi ke dalam 3 (tiga) fase utama, yakni into 3 (three) main phases, namely short-term (5 years),
jangka pendek (5 tahun), jangka menengah (5-10 tahun), medium-term (5-10 years), and long-term (10-15 years).
dan jangka panjang (10-15 tahun). Seluruh strategi ini telah All of these strategies have been set out in the Company’s
ditetapkan dalam Rencana Jangka Panjang Perusahaan Long-Term Plan (RJPP) for 2025-2029.
(RJPP) Tahun 2025-2029.
Di tahun 2025, Perseroan mulai menjalankan strategi jangka In 2025, the Company began implementing a short-term
pendek yang ditetapkan dengan tujuan untuk meningkatkan strategy to improve the performance of its existing portfolio
kinerja portofolio yang sudah ada, serta melibatkan dan and better engage and understand its customers. The main
memahami pelanggan dengan lebih baik. Adapun fokus focus in achieving these objectives includes:
utama dalam mencapai tujuan tersebut, antara lain:
1. Memaksimalkan teknologi sebagai enabler dalam 1. Maximizing technology as an enabler in providing
memberikan layanan infrastruktur jalan tol yang inovatif innovative toll road infrastructure services that meet
serta sesuai dengan kebutuhan pengguna. user needs.
2. Meningkatkan performa portofolio existing serta mulai 2. Improving the performance of the existing portfolio
menjajaki peluang ekspansi ke pasar yang lebih luas. and exploring opportunities for expansion into broader
markets.
3. Meningkatkan inovasi melalui kolaborasi dengan 3. Enhancing innovation through collaboration with
stakeholders pada ekosistem jalan tol sekaligus stakeholders in the toll road ecosystem while developing
pengembangan kapabilitas inti. core capabilities.
4. Memperluas implementasi solusi teknologi ETC 4. Expanding the implementation of ETC (Electronic Toll
Electronic Toll Collection) di seluruh Indonesia melalui Collection) technology solutions throughout Indonesia
skema kerja sama dengan mitra strategis, pengembang through cooperation schemes with strategic partners,
teknologi, operator jalan tol lainnya, atau pelanggan. technology developers, other toll road operators, or
customers.
5. Menetapkan target dan menjalankan inisiatif 5. Setting targets and implementing sustainable initiatives
berkelanjutan yang berkontribusi pada target that advance national decarbonization goals.
dekarbonisasi nasional.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Selanjutnya, Perseroan membagi strategi yang disusun Furthermore, the Company divides its strategy into 9 (nine)
ke dalam 9 (sembilan) aspek utama berdasarkan arah main aspects aligned with its direction for the next 5 (five)
gerak Perseroan selama 5 (lima) tahun ke depan yang years, supported by strategic initiatives to be implemented
didukung dengan sejumlah inisiatif strategis yang akan during the 2025-2029 RJPP period. Based on this division, 3
diimplementasikan selama periode RJPP 2025-2029. (three) main strategies are directly related to the Company’s
Berdasarkan pembagian tersebut, 3 (tiga) strategi utama business, namely Concession Business, Toll Road Support
merupakan strategi yang berkaitan langsung dengan aspek Business, and Prospective Business. Meanwhile, the other
usaha perusahaan, seperti Bisnis Konsesi, Bisnis Pendukung 6 (six) aspects are supporting aspects to ensure efficient
Jalan Tol, dan Bisnis Prospektif. Sementara, 6 (enam) aspek operations.
lainnya merupakan aspek pendukung untuk memastikan
operasi yang efisien.
1. Strategi Bisnis 1. Business Strategy
a. Bisnis Konsesi a. Concession Business
Optimalisasi kinerja portofolio konsesi jalan tol melalui Optimizing the performance of the toll road
standarisasi biaya pengoperasian dan preservasi concession portfolio through operating costs
dan recycling aset yang underperformance. standardization as well as preservation and recycling
of underperforming assets.
b. Bisnis Pendukung Jalan Tol b. Toll Road Support Business
Ekspansi pasar melalui pemanfaatan Unique Selling Market expansion through the utilization of
Point dari Service Provider Pengoperasian dan the Unique Selling Point of the Operation and
Preservasi. Preservation Service Provider.
c. Bisnis Prospektif c. Prospective Business
Meningkatkan utilisasi aset non-tol untuk Increasing the utilization of non-toll assets to boost
peningkatan pendapatan non-tol dan brand image non-toll revenue and Jasa Marga’s brand image.
Jasa Marga.
2. Strategi Fungsional 2. Functional Strategy
a. Inovasi & Customer Experience a. Innovation & Customer Experience
Mengembangkan dan mengkomersialisasi produk Developing and commercializing customer-
serta layanan yang customer centric melalui centric products and services through innovation
manajemen inovasi dan kolaborasi. management and collaboration.
b. Pengembangan Bisnis b. Business Development
Transisi ke model bisnis investasi brownfield dan Transitioning to a brownfield investment business
mengeksplor ekspansi ke pasar internasional. model and exploring expansion into international
markets.
c. Teknologi c. Technology
Pengembangan kapasitas dan infrastruktur teknologi Capacity building and technological infrastructure
untuk mendukung pengambilan keputusan berbasis development to support data-driven decision
data (data-driven). making.
d. Finansial d. Financial
Efisiensi biaya keuangan melalui pendanaan Financial cost efficiency through alternative financing
alternatif dan meningkatkan pengelolaan portofolio and improved corporate portfolio management
perusahaan melalui integrated asset management. through integrated asset management.
e. Organisasi dan Sumber Daya Manusia (SDM) e. Organization and Human Resources (HR)
Restrukturisasi organisasi, upskilling, dan Organizational restructuring, upskilling, and the
pembentukan layanan bersama untuk mendukung establishment of shared services to support the
tercapainya rencana bisnis Perseroan. achievement of the Company’s business plan.
f. Environmental, Social, and Governance (ESG) f. Environmental, Social, and Governance (ESG)
Meningkatkan adopsi usecase green initiative pada Increasing the adoption of green initiative use
kegiatan operasional utama dan membuka peluang cases across key operational activities and opening
untuk menerbitkan pendanaan hijau. opportunities for green financing.
Pada penerapannya, Perseroan juga memiliki kebijakan In its implementation, the Company also has policies as
sebagai ketentuan yang menjadi pegangan bagi manajemen guidelines for management in carrying out the Company’s
dalam melaksanakan kegiatan usaha Perseroan. Dalam business activities. In conducting its business, the Company
menjalankan bisnisnya, Perseroan menerapkan 5 (lima) implements the following 5 (five) policies:
kebijakan sebagai berikut:
1. Pengembangan Usaha 1. Business Development
a. Kebijakan Utama a. Key Policy
Kebijakan ini diterapkan pada lini bisnis konsesi jalan This policy is applied to the toll road concession
tol dan lini bisnis lainnya yang relevan. Ketentuan- business line and other relevant business lines.
ketentuan dalam kebijakan utama untuk melakukan The provisions in the main policy for business
pengembangan usaha adalah sebagai berikut: development are as follows:
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
i. Menyelesaikan ruas-ruas dalam tahapan i. Completing toll roads in the construction phase
konstruksi dengan selalu menjaga tingkat while always maintaining the level of feasibility
kelayakan sesuai dengan perjanjian pengusahaan in accordance with the toll road concession
jalan tol; agreement;
ii. Menambah kepemilikan jalan tol dengan skema ii. Increasing toll road ownership with the best
investasi terbaik berdasarkan kapasitas keuangan investment scheme based on the Company’s
Perseroan pada ruas yang telah beroperasi dan/ financial capacity on sections that are already
atau mengutamakan ruas jalan tol potensial yang operational and/or prioritizing potential toll road
memiliki koneksi dengan jalan tol yang telah ada; sections that are connected to existing toll roads;
iii. Mendorong peningkatan nilai pada ruas tol iii. Promoting value enhancement on operational toll
operasional; dan road sections; and
iv. Melakukan studi kelayakan ruas jalan tol potensial iv. Conducting feasibility studies on potential toll
dan bisnis lainnya yang berpotensi dalam rangka road sections and other potential businesses to
mengembangkan pasar dan meningkatkan develop the market and improve the Company’s
kinerja Perseroan. performance.
b. Kebijakan Prospektif b. Prospective Policy
Kebijakan ini diterapkan pada lini bisnis prospektif, This policy is applied to prospective business lines,
yaitu PT Jasamarga Related Business (JMRB). JMRB i.e., PT Jasamarga Related Business (JMRB). JMRB
melakukan pengembangan kawasan dalam rangka develops areas to support the Company’s toll road
mendukung bisnis jalan tol Perseroan dengan business by considering the following:
memperhatikan hal-hal sebagai berikut:
i. Pengembangan Tempat Istirahat dan Pelayanan i. Development of Rest Areas and Services
(TIP) atau rest area di sepanjang jalan tol, (TIP) along toll roads, including the concept
termasuk konsep pemisahan fungsi rest area of separating the functions of rest areas from
dari service area untuk menciptakan nilai tambah service areas to create added value and increase
dan peningkatan non-core revenue; non-core revenue;
ii. Mengembangkan layanan dan produk baru yang ii. Developing new services and products that
memanfaatkan infrastruktur dan teknologi baru utilize new infrastructure and technology
yang tersedia di sepanjang koridor jalan tol, available along the toll road corridor, including
termasuk peningkatan layanan ritel dan hiburan improving retail and entertainment services at
pada rest area; rest areas;
iii. Pengembangan rest area ramah lingkungan iii. Development of environmentally friendly rest
melalui penggunaan energi terbarukan, daur areas using renewable energy, waste recycling,
ulang sampah dan air limbah; and wastewater recycling;
iv. Pengembangan bisnis prospektif dapat dilakukan iv. Prospective business development can be
sendiri maupun bermitra dengan pemangku carried out independently or in partnership with
kepentingan lainnya yang berpengalaman, other experienced stakeholders, particularly
khususnya melalui sinergi BUMN dan atau anak through synergies between state-owned
perusahaannya; enterprises and/or their subsidiaries;
v. Proporsi pendanaan masing-masing proyek v. The funding proportion for each project is
diupayakan dengan skema terbaik; determined using the best possible scheme;
vi. Melakukan asset recycling; vi. Conducting asset recycling;
vii. Dalam jangka pendek, JMRB harus dapat vii. In the short term, JMRB must be able to purchase
melakukan pembelian lahan untuk land value land for land value creation along the toll road
creation sepanjang koridor jalan tol; dan corridor; and
viii. Dalam jangka menengah dan panjang, JMRB viii. In the medium and long term, JMRB is expected
diharapkan dapat melakukan pengembangan to develop Transit Corridor Development (TCD)
Transit Corridor Development (TCD) yang that synergizes with toll road development.
bersinergi dengan pengembangan jalan tol.
2. Operasional 2. Operational
a. Peningkatan kualitas jalan tol melalui inovasi a. Improving toll road quality through technological
teknologi dalam operasi dan preservasi; innovation in operations and preservation;
b. Meningkatkan efisiensi operasi melalui penggunaan b. Improving operational efficiency through the use
teknologi, termasuk menggunakan sistem of technology, including using intelligent traffic
manajemen lalu lintas yang cerdas (artificial management systems (artificial intelligence)
intelligence) untuk mengurangi kemacetan, to reduce congestion, using Internet of Things
menggunakan sensor Internet of Things (IoT) untuk (IoT) sensors to monitor road and infrastructure
memantau kondisi jalan dan infrastruktur, dan conditions, and using data analytics to improve
menggunakan data analitik untuk meningkatkan decision-making processes;
proses pengambilan keputusan;
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c. Mempromosikan keberlanjutan dengan c. Promoting sustainability by developing more
mengembangkan solusi yang lebih ramah environmentally friendly solutions for toll road
lingkungan untuk operasi jalan tol, termasuk operations, including using electric vehicles and
menggunakan kendaraan bertenaga listrik dan renewable energy, reducing greenhouse gas
energi terbarukan, mengurangi emisi gas rumah emissions, and promoting sustainable practices
kaca, dan mempromosikan praktik berkelanjutan di among toll road users;
antara pengguna jalan tol;
d. Memenuhi Standar Pelayanan Minimal (SPM); d. Meeting Minimum Service Standards (SPM);
e. Modernisasi sistem dan teknologi operasi untuk e. Modernizing systems and operational technology
meningkatkan kualitas layanan dan pengendalian to improve service quality and control cashless
transaksi berbasis cashless transaction serta transactions, as well as encouraging the
mendorong implementasi transaksi nirhenti dan implementation of non-stop and contactless
nirsentuh dengan skema yang terbaik bagi Perseroan transactions with the best scheme for the Company
maupun pengguna jalan tol; and toll road users;
f. Menggunakan green technology atau energi f. Using green technology or renewable energy and
terbarukan dan green construction; green construction;
g. Melaksanakan rekonstruksi jalan tol secara bertahap g. Carry out toll road reconstruction in stages;
(staging);
h. Manajemen kendaraan angkutan barang di jalan h. Management of goods transport vehicles on toll
tol dengan Weigh In Motion untuk pengendalian roads using Weigh In Motion for overload control and
overload dan integrasi dengan sistem Bukti Lulus Uji integration with the Electronic Test Pass Certificate
Elektronik (BLUe) menggunakan RFID; (BLUe) system using RFID.;
i. Implementasi pengendalian aset jalan tol i. Implementing toll road asset control using Integrated
menggunakan teknologi Integrated Tollroad Tollroad Maintenance System technology in the
Maintenance System berupa Aplikasi Jasamarga form of the Jasamarga Integrated Maintenance
Integrated Maintenance Management System Management System (JIMMS) application;
(JIMMS);
j. PT Jasamarga Tollroad Operator (JMTO) j. PT Jasamarga Tollroad Operator (JMTO) operates
mengoperasikan ruas jalan tol yang dimiliki Jasa toll road sections owned by Jasa Marga Group and
Marga Grup dan aktif mencari peluang usaha secara actively seeks external business opportunities with
eksternal dengan margin optimum; optimal margins;
k. PT Jasamarga Tollroad Maintenance (JMTM) k. PT Jasamarga Tollroad Maintenance (JMTM)
melakukan preservasi ruas jalan tol yang dimiliki oleh preserves toll road sections owned by the Jasa
Jasa Marga Grup dan selalu meningkatkan kualitas Marga Group and continuously improves the quality
layanan preservasi jalan tol; dan of toll road preservation services; and
l. Memperhatikan unsur Peningkatan Penggunaan l. Pay attention to the element of Increasing the Use
Produksi Dalam Negeri (P3DN) dalam kegiatan of Domestic Production (P3DN) in the Company’s
operasional Perseroan. operational activities.
3. Keuangan 3. Finance
a. Mengembangkan bisnis dilakukan dengan a. Business development is carried out with
memperhatikan stabilitas finansial jangka panjang consideration for long-term financial stability, as
yang tercermin oleh Interest Coverage Ratio (ICR) reflected by a minimum Interest Coverage Ratio (ICR)
minimum 1,1; Debt to Equity Ratio (DER) maksimal 5; of 1.1; a maximum Debt-to-Equity Ratio (DER) of 5;
dan pemeringkatan hutang Perseroan serta menjaga and the Company’s debt rating, while maintaining
rasio-rasio keuangan lainnya; other financial ratios;
b. Investasi peningkatan kapasitas operasional dan b. Investments in increasing operational capacity and
kualitas layanan operasional dilakukan dengan improving operational service quality are made using
menggunakan dana internal Perseroan; the Company’s internal funds;
c. Investasi pengembangan bisnis, peningkatan c. Investments in business development, operational
kapasitas operasional dan peningkatan kualitas capacity enhancement, and operational service
layanan operasional memperhatikan rasio finansial; quality improvement take financial ratios into
account;
d. Menerapkan perhitungan amortisasi jalan tol d. Implementing toll road amortization calculations
berbasis unit of usage; dan based on unit of usage; and
e. Mengembangkan bisnis, meningkatkan kapasitas e. Developing the business, increasing operational
operasional dan meningkatkan kualitas layanan capacity, and improving the quality of operational
operasional dengan memperhatikan rasio finansial services by paying attention to financial ratios
(Return on Equity/ROE, pertumbuhan laba bersih, (Return on Equity/ROE, net profit growth, and others).
dan lainnya).
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
4. Organisasi dan Sumber Daya Manusia 4. Organization and Human Resources
a. Memperbaiki rantai nilai, proses bisnis, dan matriks a. Improving the value chain, business processes, and
akuntabilitas, serta menata organisasi sesuai accountability matrix, as well as structuring the
dengan arah dan kebutuhan pengembangan bisnis organisation in accordance with the direction and
Perseroan baik jangka pendek maupun jangka needs of the Company’s business development,
panjang; both in the short and long term;
b. Menyusun manpower planning yang selalu update b. Developing manpower planning that is always
sesuai kebutuhan Perseroan dan menata sistem updated in accordance with the Company’s needs
manajemen human capital berbasis Information & and structuring a human capital management system
Communication Technology (ICT) mengacu pada based on Information & Communication Technology
best practice Perusahaan kelas dunia; (ICT) with reference to the best practices of world-
class companies;
c. Melakukan rekrutmen atas kebutuhan kader c. Recruit leaders based on needs, using external
pemimpin, yang dilakukan dengan sumber eksternal and internal sources as well as professional hires,
dan internal serta professional hire, sesuai dengan in accordance with workforce planning, taking into
manpower planning dengan memperhatikan rasio account reasonable employee ratios and long-term
jumlah karyawan yang wajar dan dampak finansial financial impacts.
jangka panjang;
d. Mengembangkan human capital development plan d. Developing an integrated human capital development
yang terintegrasi untuk penyiapan kader pemimpin plan to prepare future leaders of the Company with
Perseroan masa depan dengan personal quality global personal qualities;
global;
e. Mengembangkan human capital untuk membentuk e. Developing human capital to build character and
kader pemimpin yang berkarakter dan bertalenta; talented leadership cadres; and
dan
f. Mengembangkan inisiatif tentang peningkatan f. Developing initiatives to improve the competencies
kompetensi sumber daya manusia (SDM) yang of human resources (HR) needed to enhance the
diperlukan untuk meningkatkan kompetensi kunci key competencies required for the Company’s future
yang diperlukan dalam rangka pengembangan development.
Perseroan ke depannya.
5. Teknologi 5. Technology
a. Menekankan pada percepatan transformasi a. Emphasizing the acceleration of digital transformation
digital untuk meningkatkan kinerja bisnis dengan to improve business performance with a focus
fokus pada perkuatan infrastruktur Teknologi on strengthening Information Technology (IT)
Informasi (TI), percepatan adopsi teknologi melalui infrastructure, accelerating technology adoption
penggunaan teknologi yang lebih luas dalam proses through the wider use of technology in the Company’s
bisnis Perseroan dan meningkatkan talenta digital; business processes, and improving digital talent;
b. Modernisasi TI harus berdampak pada efisiensi b. IT modernization must have an impact on work
proses kerja dan efisiensi biaya bagi Perseroan; process efficiency and cost efficiency for the
Company;
c. Pengembangan TI Perseroan mengacu pada c. The Company’s IT development refers to the
masterplan TI yang sudah disesuaikan; adjusted IT master plan;
d. Mengintegrasikan back-office system dengan d. Integrating back-office systems with toll road
operasional jalan tol; operations;
e. Pengadaan TI terpusat; e. Centralized IT procurement;
f. Standarisasi spesifikasi TI; dan f. Standardization of IT specifications; and
g. Implementasi TI mengacu kepada KPTS Kebijakan g. IT implementation refers to the applicable IT and
Tata Kelola TI dan Data yang berlaku di Jasa Marga. Data Governance Policy KPTS at Jasa Marga.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 309
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tinjauan Operasi per Segmen Usaha
Operations Review per Business Segment
Berdasarkan Pasal 3 Anggaran Dasar Perseroan, maksud dan Based on Article 3 of the Company’s Articles of Association,
tujuan usaha Jasa Marga adalah turut serta melaksanakan the purpose and objective of Jasa Marga’s business is
dan menunjang kebijaksanaan dan program Pemerintah di to participate in and support government policies and
bidang ekonomi dan pembangunan nasional pada umumnya, programs in the field of economics and national development
khususnya pembangunan di bidang pengusahaan jalan tol in general, particularly development in the field of toll
dengan sarana penunjangnya dengan menerapkan prinsip- road operations and supporting facilities, by applying the
prinsip Perseroan Terbatas. Untuk mencapai maksud dan principles of a limited liability company. To achieve these
tujuan tersebut, Perseroan melaksanakan kegiatan usaha objectives, the Company carries out the following business
sebagai berikut: activities:
1. Melakukan perencanaan teknis, pelaksanaan konstruksi, 1. Conducting technical planning, construction, operation,
pengoperasian dan/atau preservasi jalan tol. and/or preservation of toll roads.
2. Mengusahakan lahan di ruang milik jalan tol (Rumijatol) 2. Utilizing land within the toll road right-of-way (Rumijatol)
dan lahan yang berbatasan dengan Rumijatol untuk and land adjacent to Rumijatol for rest areas and
tempat istirahat dan pelayanan, berikut dengan fasilitas- services, along with other facilities and businesses.
fasilitas dan usaha lainnya.
3. Melakukan kegiatan pengembangan kawasan yang 3. Conducting integrated area development activities in
terintegrasi dengan pengembangan jaringan jalan tol. conjunction with toll road network development.
4. Melakukan kegiatan di bidang jasa layanan 4. Conducting activities in the field of toll road operation
pengoperasian dan preservasi jalan tol. and maintenance services.
5. Aktivitas jalan tol, mencakup pelayanan lalu lintas 5. Toll road activities, including vehicle traffic services
kendaraan melalui jalan atau jembatan tol. through toll roads or bridges.
6. Melakukan investasi termasuk penyertaan modal pada 6. Making investments, including capital participation
perusahaan lainnya sejalan dengan dan untuk mencapai in other companies, in line with and to achieve the
maksud dan tujuan Perseroan. Company’s objectives and goals.
Perseroan secara melakukan investasi secara selektif The Company selectively invests by considering the
dengan mempertimbangkan optimalisasi portofolio optimization of its business portfolio so that business
bisnisnya sehingga diharapkan pengembangan bisnis pada development in the toll road concession business line, toll
lini bisnis konsesi jalan tol, lini bisnis pendukung jalan tol, road support business line, and prospective business line
dan lini bisnis prospektif dapat memberikan nilai tambah can provide added value to the Company from a commercial
bagi Perseroan dari aspek komersial dan operasional serta and operational perspective and make a positive contribution
memberikan kontribusi positif bagi seluruh pemangku to all stakeholders in the long term.
kepentingan dalam jangka panjang.
Segmen Usaha Jalan Tol Toll Road Business Segment
Berdasarkan Anggaran Dasar Perseroan, Jasa Marga Based on the Company’s Articles of Association, Jasa Marga
menjalankan bisnis di bidang jalan tol. Pada segmen usaha operates in the toll road business. In this business segment,
ini, Perseroan mengelola konsesi yang diperoleh dari the Company manages concessions obtained from the
Pemerintah dari hulu ke hilir, yaitu dari mulai mendapatkan government from upstream to downstream, including
konsesi, melakukan konstruksi, hingga mengoperasikan obtaining concessions, constructing, and operating toll
jalan tol. Sampai dengan akhir tahun 2025, Perseroan telah roads. Until the end of 2025, the Company has 1,736 km
memiliki 1.736 km konsesi jalan tol, baik dalam tahap operasi, of toll road concessions, either in operation, partially in
operasi sebagian, maupun dalam tahap konstruksi. Seluruh operation, or under construction. All of these toll road
konsesi jalan tol ini dikelola oleh entitas induk, entitas anak, concessions are managed by the parent entity, subsidiaries,
dan ventura bersama. Adapun rincian dari masing-masing and joint ventures. The details of each of the Company’s toll
konsesi jalan tol Perseroan dapat dilihat sebagai berikut: road concessions are as follows:
310 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Entitas Induk
Parent Entity
Ruas Jagorawi
Jagorawi Toll Road
Ruas
Toll Road Jakarta-Bogor-Ciawi (Jagorawi)
Panjang Jalan
59 km
Road Length
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
1978
Year of Operations
Jumlah Gardu
152
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,57 (A) – 0,58 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka
Operating System Open
Lokasi Jalan Tol
Jabodetabek
Toll Road Location
Ruas Jakarta-Tangerang-Cengkareng
Jakarta-Tangerang-Cengkareng Toll Road
Ruas
Toll Road Prof. Dr. Ir. Sedyatmo, Cawang-Tomang-Pluit, Jakarta-Tangerang
Panjang Jalan Prof. Dr. Ir. Sedyatmo (14,30 km); Cawang-Tomang-Pluit (23,55 km);
Road Length Jakarta-Tangerang (33 km)
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi 1984 (Jakarta-Tangerang), 1985 (Prof. Dr. Ir. Sedyatmo),
Year of Operations dan/and 1987 (Cawang-Tomang-Pluit)
Jumlah Gardu
240
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata 0,79 (A) dan/and 0,89 (B) (Prof. Dr. Ir. Sedyatmo & Cawang-Tomang-Pluit)
Volume Capacity (V/C) Average Ratio dan/and 0,94 (A) - 0,96 (B) (Jakarta-Tangerang)
Sistem Pengoperasian Terbuka
Operating System Open
Lokasi Jalan Tol
Jabodetabek
Toll Road Location
Ruas Jakarta Outer Ring Road (JORR) Non S dan Ruas Ulujami-Bintaro Viaduct-Pondok Aren
Jakarta Outer Ring Road (JORR) Non-S and Ulujami-Bintaro Viaduct-Pondok Aren Toll
Ruas JORR Seksi/Section E1, E2, E3, W2S dan/and
Toll Road Ulujami-Bintaro Viaduct-Pondok Aren
Panjang Jalan JORR Seksi E1, E2, E3, W2S (31,4 km) dan/and
Road Length Ulujami-Bintaro Viaduct-Pondok Aren (5,6 km)
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
1991 (JORR Seksi E1, E2, E3, W2S) dan/and 2001 (Ulujami-Bintaro Viaduct-Pondok Aren)
Year of Operations
Jumlah Gardu
114
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata 0,66 (A) - 0,61 (B) (JORR E1-E3) dan/and
Volume Capacity (V/C) Average Ratio 0,4 (A) - 0,4 (B) (JORR W2S & Ulujami-Bintaro Viaduct-Pondok Aren)
Sistem Pengoperasian Terbuka
Operating System Open
Lokasi Jalan Tol
Jabodetabek
Toll Road Location
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 311
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Ruas Purbaleunyi
Purbaleunyi Toll Road
Ruas Cikampek-Padalarang (Cipularang) dan/and
Toll Road Padalarang-Cileunyi (Padaleunyi)
Panjang Jalan
Cikampek-Padalarang (58,50 km) dan/and Padalarang-Cileunyi (64,40 km)
Road Length
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
2003 (Cikampek-Padalarang) dan/and 1990 (Padalarang-Cileunyi)
Year of Operations
Jumlah Gardu
159
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,74 (A) - 0,77 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Barat
Toll Road Location West Java
Ruas Belmera
Belmera Toll Road
Ruas
Toll Road Belawan-Medan-Tanjung Morawa (Belmera)
Panjang Jalan
42,70 km
Road Length
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
1986
Year of Operations
Jumlah Gardu
65
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,46 (A) – 0,45 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Sumatera Utara
Toll Road Location North Sumatra
Entitas Anak
Subsidiaries
PT Marga Trans Nusantara (MTN)
Ruas
Toll Road Kunciran-Serpong
Panjang Jalan
11,1 km
Road Length
Konsesi sampai dengan Tahun
2052
Concession Maturity Year
Tahun Beroperasi
2019
Year of Operations
Jumlah Gardu
36
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,49 (A) - 0,47 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol
Banten
Toll Road Location
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
PT Marga Sarana Jabar (MSJ)
Ruas
Toll Road Bogor Outer Ring Road
Panjang Jalan
11,3 km
Road Length
Konsesi sampai dengan Tahun
2059
Concession Maturity Year
Tahun Beroperasi
2009
Year of Operations
Jumlah Gardu
21
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,54 (A) - 0,54 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka
Operating System Open
Lokasi Jalan Tol Jawa Barat
Toll Road Location West Java
PT Cinere Serpong Jaya (CSJ)
Ruas
Toll Road Serpong-Cinere
Panjang Jalan
10,14 km
Road Length
Konsesi sampai dengan Tahun
2052
Concession Maturity Year
Tahun Beroperasi
2023
Year of Operations
Jumlah Gardu
20
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,41 (A) - 0,41 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol
Banten
Toll Road Location
PT Jasamarga Kunciran Cengkareng (JKC)
Ruas
Toll Road Cengkareng-Batuceper-Kunciran
Panjang Jalan
14,2 km
Road Length
Konsesi sampai dengan Tahun
2052
Concession Maturity Year
Tahun Beroperasi
2021
Year of Operations
Jumlah Gardu
51
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,35 (A) - 0,35 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol
Banten
Toll Road Location
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 313
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
PT Jasamarga Kualanamu Tol (JMKT)
Ruas
Toll Road Medan-Kualanamu-Tebing Tinggi
Panjang Jalan
61,7 km
Road Length
Konsesi sampai dengan Tahun
2056
Concession Maturity Year
Tahun Beroperasi
2017
Year of Operations
Jumlah Gardu
35
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,17 (A) - 0,17 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Sumatera Utara
Toll Road Location North Sumatra
PT Jasamarga Bali Tol (JBT)
Ruas
Toll Road Nusa Dua-Tanjung Benoa
Panjang Jalan
9,7 km
Road Length
Konsesi sampai dengan Tahun
2057
Concession Maturity Year
Tahun Beroperasi
2013
Year of Operations
Jumlah Gardu
24
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,20 (A) - 0,25 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka
Operating System Open
Lokasi Jalan Tol
Bali
Toll Road Location
PT Jasamarga Balikpapan Samarinda (JBS)
Ruas
Toll Road Balikpapan-Samarinda
Panjang Jalan
97,3 km
Road Length
Konsesi sampai dengan Tahun
2066
Concession Maturity Year
Tahun Beroperasi
2019
Year of Operations
Jumlah Gardu
26
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,05 (A) - 0,05 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Kalimantan Timur
Toll Road Location East Kalimantan
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
PT Jasamarga Manado Bitung (JMB)=
Ruas
Toll Road Manado-Bitung
Panjang Jalan
39,8 km
Road Length
Konsesi sampai dengan Tahun
2066
Concession Maturity Year
Tahun Beroperasi
2020
Year of Operations
Jumlah Gardu
24
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,04 (A) - 0,04 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Sulawesi Utara
Toll Road Location North Sulawesi
PT Jasamarga Jogja Solo (JMJ)*
Ruas
Toll Road Solo-Yogyakarta-NYIA Kulon Progo
Panjang Jalan
96,57 km
Road Length
Konsesi sampai dengan Tahun
2061
Concession Maturity Year
Tahun Beroperasi Beroperasi sebagian sejak 2024
Year of Operations Partially operational since 2024
Jumlah Gardu
40
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,16 (A) - 0,17 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Daerah Istimewa Yogyakarta dan Jawa Tengah
Toll Road Location Yogyakarta Province and Central Java
* Keterangan/Note:
Di tahun 2025, PT JMJ telah menjadi Entitas Anak Perseroan.
In 2025, PT JMJ became a subsidiary of the Company.
Tabel Kemajuan Jalan Tol Solo - Yogyakarta - NYIA Kulon Progo
Table of Solo - Yogyakarta - NYIA Kulon Progo Toll Road Progress
Ruas Pengadaan Tanah % Konstruksi %
Panjang (km) Land Procurement % Construction %
Toll Road Length (km)
2025 2024 2025 2024
Paket 1.1
Kartasura - Klaten 22,30 99,46 99,09 100,00 100,00
Phase 1.1
Paket 1.2
Klaten - Purwomartani 20,08 99,53 98,84 95,53 78,51
Phase 1.2
Paket 2.1A
Purwomartani - Maguwoharjo 3,63 94,60 96,00 27,63 2,08
Phase 2.1A
Paket 2.2B
Trihanggo - Junction Sleman 3,25 96,14 98,39 78,51 44,64
Phase 2.2B
Paket 2
Junction Sleman - Purworejo 8,75 17,05 0 0 0
Phase 2
Paket 3
Maguwoharjo - Trihanggo 38,59 6,86 7,62 0 0
Phase 3
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 315
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
PT Jasamarga Jogja Bawen (JJB)
Ruas
Toll Road Yogyakarta-Bawen
Panjang Jalan
75,82 km
Road Length
Konsesi sampai dengan Tahun
2062
Concession Maturity Year
Tahun Beroperasi Belum beroperasi
Year of Operations Not operational yet
Lokasi Jalan Tol Jawa Tengah
Toll Road Location Central Java
Tabel Kemajuan Jalan Tol Yogyakarta-Bawen
Table of Yogyakarta-Bawen Toll Road Progress
Ruas Panjang Pengadaan Tanah % Konstruksi %
Toll Road (km) Land Procurement % Construction %
Length (km) 2025 2024 2025 2024
Seksi 1
Yogyakarta - Banyurejo 8,25 96,45 96,04 89,02 75,40
Section 1
Seksi 2
Banyurejo - Borobudur 15,26 92,21 91,92 0 0
Section 2
Seksi 3
Borobudur - Magelang 8,08 79,94 58,86 0 0
Section 3
Seksi 4
Magelang - Temanggung 16,46 63,22 5,67 0 0
Section 4
Seksi 5
Temanggung - Ambarawa 22,56 24,75 5,19 0 0
Section 5
Seksi 6
Ambarawa - Bawen 5,21 97,10 95,51 90,00 50,90
Section 6
PT Jasamarga Japek Selatan (JJS)
Ruas
Toll Road Jatiasih-Sadang
Panjang Jalan
64 km
Road Length
Konsesi sampai dengan Tahun
2054
Concession Maturity Year
Tahun Beroperasi Belum beroperasi
Year of Operations Not operational yet
Lokasi Jalan Tol Jawa Barat
Toll Road Location East Java
Tabel Kemajuan Jalan Tol Jakarta-Cikampek II Sisi Selatan
Table of Jakarta-Cikampek II South Side Toll Road Progress
Pengadaan Tanah % Konstruksi %
Ruas Panjang (km) Land Procurement % Construction %
Toll Road Length (km)
2025 2024 2025 2024
Seksi 1
Jatiasih - Setu 9,7 10,17 8,44 0 0
Section 1
Seksi 2A
Setu - Sukaragam 9,65 87,65 82,28 81,25 50,86
Section 2A
Seksi 2B
Sukaragam - Bojongmangu 15,6 98,19 95,92 72,01 48,97
Section 2B
Seksi 3
Bojongmangu - Sadang 29,05 98,06 98,03 93,09 89,01
Section 3
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
PT Jasamarga Probolinggo-Banyuwangi (JPB)
Ruas
Toll Road Probolinggo-Banyuwangi
Panjang Jalan
172,9 km
Road Length
Konsesi sampai dengan Tahun
2073
Concession Maturity Year
Tahun Beroperasi Belum beroperasi
Year of Operations Not operational yet
Lokasi Jalan Tol Jawa Timur
Toll Road Location East Java
Tabel Kemajuan Jalan Tol Probolinggo-Banyuwangi
Table of Probolinggo-Banyuwangi Toll Road Progress
Pengadaan Tanah % Konstruksi %
Ruas Panjang (km) Land Procurement % Construction %
Toll Road Length (km)
2025 2024 2025 2024
Paket 1
Suko - Kraksaan 6,53 100,00 99,30 99,41 85,54
Phase 1
Paket 2
Kraksaan - Paiton 15,75 100,00 99,58 100,00 72,35
Phase 2
Paket 3.1 Paiton – Banyuglugur (Seksi 1)
100,00 99,96
Phase 3.1 Paiton – Banyuglugur (Section 1)
21,89 92,24 60,29
Paket 3.2 Banyuglugur - Besuki (Seksi 2)
100,00 98,92
Phase 3.2 Banyuglugur - Besuki (Section 2)
Paket 4
Besuki - Situbondo 43,48 0 0 0 0
Phase 4
Paket 5
Situbondo - Asembagus 17,65 0 0 0 0
Phase 5
Paket 6
Asembagus - Bajulmati 43,61 0 0 0 0
Phase 6
Paket 7
Bajulmati - Ketapang 24,00 0 0 0 0
Phase 7
PT Jasamarga Akses Patimban (JAP)
Ruas
Toll Road Akses Patimban
Panjang Jalan
37,05 km
Road Length
Konsesi sampai dengan Tahun 50 tahun sejak tanggal efektif
Concession Maturity Year 50 years from the effective date
Tahun Beroperasi Belum beroperasi
Year of Operations Not operational yet
Lokasi Jalan Tol Jawa Barat
Toll Road Location West Java
Tabel Kemajuan Jalan Tol Akses Patimban
Table of Akses Patimban Toll Road Progress
Ruas Pengadaan Tanah % Konstruksi %
Panjang (km) Land Procurement % Construction %
Toll Road Length (km)
2025 2024 2025 2024
Paket 1
STA 00+000 - 07+100 (BUJT) 7,10 85,30 63,34 0 0
Phase 1
Paket 2
STA 07+100 - 14+110 (BUJT) 7,01 97,34 84,21 0 0
Phase 2
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Kemajuan Jalan Tol Akses Patimban
Table of Akses Patimban Toll Road Progress
Ruas Pengadaan Tanah % Konstruksi %
Panjang (km) Land Procurement % Construction %
Toll Road Length (km)
2025 2024 2025 2024
Paket 1 STA 14+110 - 21+800 (Viability Gap
7,69 96,85 89,94
Phase 1 Funding Pemerintah/Government)
STA 21+800 - 28+000 (Viability Konstruksi dilakukan oleh
Paket 2 Pemerintah karena merupakan
Gap Funding Pemerintah/ 6,20 98,99 91,78
Phase 2 Viability Gap Funding
Government)
Pemerintah.
STA 28+000 - 33+500 a (Viability The construction was carried
Seksi 3
Gap Funding Pemerintah/ 5,50 94,57 81,20 out by the government as part
Phase 3
Government) of its Viability Gap Funding
STA 33+500 - 37+050 (Viability programme.
Paket 4
Gap Funding Pemerintah/ 3,55 98,21 83,28
Phase 4
Government)
PT Jasamarga Transjawa Tol PT Jasamarga Transjawa Tol
Setelah dilakukannya pemisahan (spin off) Regional Following the spin-off of Regional Transjawa Tollroad to
Transjawa Tollroad kepada PT Jasamarga Transjawa Tol PT Jasamarga Transjawa Tol (JTT) on July 1, 2022, and the
(JTT) pada 1 Juli 2022 dan buyback atas penyertaan buyback of Limited Participation Mutual Funds (RDPT) on
Reksadana Penyertaan Terbatas (RDPT) pada 5 Juli 2023, July 5, 2023, as well as the buyback of the Infrastructure
serta buyback atas penyertaan Dana Investasi Infrastruktur Investment Fund (Dinfra) participation in September 2024,
(Dinfra) pada September 2024 maka PT Jasamarga PT Jasamarga Transjawa Toll (JTT), as a subsidiary of the
Transjawa Tol (JTT) sebagai entitas anak Perseroan memiliki Company, owns 13 toll road concessions.
13 ruas konsesi jalan tol.
Ruas Jakarta-Cikampek
Jakarta-Cikampek Toll Road
Ruas
Toll Road Jakarta-Cikampek (Japek)
Panjang Jalan
72,5 km
Road Length
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
1988
Year of Operations
Jumlah Gardu
213
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,60(A) - 0,59 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka
Operating System Open
Lokasi Jalan Tol
Jabodetabek
Toll Road Location
Ruas Palimanan-Kanci
Palimanan-Kanci Toll Road
Ruas
Toll Road Palimanan-Kanci (Palikanci)
Panjang Jalan
28,84
Road Length
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
1998
Year of Operations
Jumlah Gardu
31
Total Booths
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Ruas Palimanan-Kanci
Palimanan-Kanci Toll Road
Ruas
Toll Road Palimanan-Kanci (Palikanci)
Volume Capacity (V/C) Rasio Rata-Rata
0,66 (A) - 0,64 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Barat
Toll Road Location West Java
Ruas Semarang Seksi A, B, C
Semarang Sections A, B, C Toll Roads
Ruas
Toll Road Semarang A,B,C
Panjang Jalan
24,75 km
Road Length
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
1983
Year of Operations
Jumlah Gardu
37
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,61 (A) - 0,58 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka
Operating System Open
Lokasi Jalan Tol Jawa Tengah
Toll Road Location Central Java
Ruas Surabaya-Gempol
Surabaya-Gempol Toll Road
Ruas
Toll Road Surabaya-Gempol
Panjang Jalan
44,4 km
Road Length
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
1986
Year of Operations
Jumlah Gardu
122
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,60 (A) - 0,60 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka dan Tertutup
Operating System Open and Closed
Lokasi Jalan Tol Jawa Timur
Toll Road Location East Java
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 319
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
PT Jasamarga Surabaya Mojokerto (JSM)
Ruas
Toll Road Surabaya-Mojokerto
Panjang Jalan
36,27 km
Road Length
Konsesi sampai dengan Tahun
2049
Concession Maturity Year
Tahun Beroperasi
2011
Year of Operations
Jumlah Gardu
65
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,45 (A) - 0,47 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka dan Tertutup
Operating System Open and Closed
Lokasi Jalan Tol Jawa Timur
Toll Road Location East Java
PT Jasamarga Gempol Pasuruan (JGP)
Ruas
Toll Road Gempol-Pasuruan
Panjang Jalan
34,15 km
Road Length
Konsesi sampai dengan Tahun
2063
Concession Maturity Year
Tahun Beroperasi
2017
Year of Operations
Jumlah Gardu
28
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,25 (A) - 0,27 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Timur
Toll Road Location East Java
PT Jasamarga Semarang Batang (JSB)
Ruas
Toll Road Batang-Semarang
Panjang Jalan
75,0 km
Road Length
Konsesi sampai dengan Tahun
2066
Concession Maturity Year
Tahun Beroperasi
2018
Year of Operations
Jumlah Gardu
45
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,31 (A) - 0,31 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Tengah
Toll Road Location Central Java
320 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
PT Jasamarga Solo Ngawi (JSN)
Ruas
Toll Road Solo-Ngawi
Panjang Jalan
91,06 km
Road Length
Konsesi sampai dengan Tahun
2066
Concession Maturity Year
Tahun Beroperasi
2018
Year of Operations
Jumlah Gardu
46
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,25 (A) - 0,26 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Tengah
Toll Road Location Central Java
PT Jasamarga Ngawi Kertosono Kediri (JNK)
Ruas
Toll Road Ngawi-Kertosono-Kediri
Panjang Jalan
108 km
Road Length
Konsesi sampai dengan Tahun
2066
Concession Maturity Year
Tahun Beroperasi Beroperasi sebagian sejak 2018
Year of Operations Partially operational since 2018
Jumlah Gardu
17
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,21 (A) - 0,21 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Timur
Toll Road Location East Java
PT Jasamarga Jalanlayang Cikampek (JJC)
Ruas
Toll Road Jalan Layang MBZ Sheikh Mohamed Bin Zayed
Panjang Jalan
36,4 km
Road Length
Konsesi sampai dengan Tahun
2062
Concession Maturity Year
Tahun Beroperasi
2019
Year of Operations
Jumlah Gardu
-
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,56 (A) - 0,58 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka (Terintegrasi Jakarta - Cikampek)
Operating System Open (Integrated with Jakarta - Cikampek)
Lokasi Jalan Tol
Jabodetabek
Toll Road Location
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PT Trans Marga Jateng (TMJ)
Ruas
Toll Road Semarang-Solo
Panjang Jalan
72,64 km
Road Length
Konsesi sampai dengan Tahun
2060
Concession Maturity Year
Tahun Beroperasi
2011
Year of Operations
Jumlah Gardu
61
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,39 (A) - 0,37 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Tengah
Toll Road Location Central Java
PT Jasamarga Pandaan Tol (JPT)
Ruas
Toll Road Gempol-Pandaan
Panjang Jalan
13,61 km
Road Length
Konsesi sampai dengan Tahun
2049
Concession Maturity Year
Tahun Beroperasi
2015
Year of Operations
Jumlah Gardu
12
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,44 (A) - 0,43 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Timur
Toll Road Location East Java
PT Jasamarga Pandaan Malang (JPM)
Ruas
Toll Road Pandaan-Malang
Panjang Jalan
38,49 km
Road Length
Konsesi sampai dengan Tahun
2052
Concession Maturity Year
Tahun Beroperasi
2019
Year of Operations
Jumlah Gardu
35
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,28 (A) - 0,26 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Tertutup
Operating System Closed
Lokasi Jalan Tol Jawa Timur
Toll Road Location East Java
322 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Ventura Bersama
Joint Ventures
PT Marga Lingkar Jakarta (MLJ)
Ruas Ulujami-Kebon Jeruk (JORR W2 Utara)
Toll Road Ulujami-Kebon Jeruk (North JORR W2)
Panjang Jalan
7,87 km
Road Length
Konsesi sampai dengan Tahun
2044
Concession Maturity Year
Tahun Beroperasi
2014
Year of Operations
Jumlah Gardu
38
Total Booths
Volume Capacity (V/C) Rasio Rata-Rata
0,54 (A) - 0,54 (B)
Volume Capacity (V/C) Average Ratio
Sistem Pengoperasian Terbuka
Operating System Open
Lokasi Jalan Tol
Jakarta
Toll Road Location
Kinerja Segmen Usaha Jalan Tol Toll Road Business Segment Performance
Di tahun 2025, volume lalu lintas transaksi tercatat In 2025, the volume of transaction traffic increased
mengalami peningkatan dibandingkan dengan tahun 2024. compared to 2024. This increase was mainly due to
Peningkatan tersebut lebih disebabkan oleh peningkatan increased connectivity due to the presence of a new toll
konektivitas dengan adanya jaringan jalan tol baru. Adapun road network. The realization of traffic volume for each toll
realisasi volume lalu lintas masing-masing ruas jalan tol pada road section at the Parent Entity and Subsidiary Entities of
Entitas Induk dan Entitas Anak Perseroan adalah sebagai the Company is as follows:
berikut:
Tabel Volume Lalu Lintas Transaksi (dalam juta transaksi kendaraan)
Table of Transaction Traffic Volume (in millions of vehicle transactions)
2025 Pertumbuhan
2024
Growth
Jumlah Jumlah Jumlah
Ruas (Transaksi (Transaksi (Transaksi
No. Proporsi Proporsi
Toll Roads Kendaraan) Kendaraan) Kendaraan)
Proportion Proportion (%)
Total Total Total
(%) (%)
(Vehicle (Vehicle (Vehicle
Transaction) Transaction) Transaction
Perseroan
Company
1. Jakarta-Bogor-Ciawi 155,5 12,4 154,8 12,4 0,7 0,50
2. JORR Seksi/Section Non S 54,3 4,3 54,8 4,4 -0,4 -0,007
3. Cikampek-Padalarang 18,4 1,5 18,8 1,5 -0,3 -0,016
4. Jakarta-Tangerang 146,1 11,6 144,7 11,6 1,4 0,01
5. Cawang-Tomang-Pluit 199,2 15,8 200,2 16,0 -0,9 -0,005
6. Prof. Dr. Ir. Sedyatmo 80,2 6,4 80,3 6,4 -0,02 0
7. Padalarang-Cileunyi 64,1 5,1 62,3 5,0 1,8 0,03
Pondok Aren-Bintaro Viaduct-
8. 34,2 2,7 34,0 2,7 0,2 0,007
Ulujami
9. Belawan-Medan-Tanjung Morawa 28,3 2,3 28,8 2,3 (0,5) -1,7
Sub Total
780,7 62,1 778,7 62,1 2,1 0,3
Subtotal
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Volume Lalu Lintas Transaksi (dalam juta transaksi kendaraan)
Table of Transaction Traffic Volume (in millions of vehicle transactions)
2025 Pertumbuhan
2024
Growth
Jumlah Jumlah Jumlah
Ruas (Transaksi (Transaksi (Transaksi
No. Proporsi Proporsi
Toll Roads Kendaraan) Kendaraan) Kendaraan)
Proportion Proportion (%)
Total Total Total
(%) (%)
(Vehicle (Vehicle (Vehicle
Transaction) Transaction) Transaction
Entitas Anak
Subsidiary
1. Jasamarta Transjawa Tol (PT JTT)
Jakarta-Cikampek 163,2 13,0 164,3 13,1 (1,1) -0,7
Surabaya-Gempol 100,6 8,0 102,0 8,1 (1,4) -1,4
Palimanan-Kanci 10,5 0,8 10,5 0,8 0,0 0,4
Semarang Seksi A,B,C 36,5 2,9 37,1 3,0 (0,5) -1,5
2. Semarang-Batang (PT JSB) 10,2 0,8 10,1 0,8 0,2 1,5
3. Solo-Ngawi (PT JSN) 8,7 0,7 11,8 0,9 (3,2) -26,8
Ngawi-Kertosono-Kediri
4. 3,3 0,3 3,2 0,3 0,1 4,4
(PT JNK)
5. Surabaya-Mojokerto (PT JSM) 30,8 2,5 31,0 2,5 (0,2) -0,6
Cengkareng-Batuceper-Kunciran
6. 25,8 2,0 24,5 2,0 0,7 2,9
(PT JKC)
Medan-Kualanamu-Tebing Tinggi
7. 5,4 0,4 6,2 0,5 (0,8) -12,2
(PT JKT)
8. Kunciran-Serpong (PT MTN) 16,6 1,3 15,3 1,2 1,3 8,8
9. Serpong-Cinere (PT CSJ) 8,8 0,7 7,9 0,6 1,0 12,2
10. Balikpapan-Samarinda (PT JBS) 4,2 0,3 4,2 0,3 (0,0) -0,3
11. Gempol-Pasuruan (PT JGP) 3,3 0,3 2,9 0,2 0,4 14,1
12. Bogor Ring Road (PT MSJ) 18,6 1,5 18,5 1,5 0,1 0,7
13. Jogja-Solo (PT JMJ)* 4,7 0,4 1,3 0,1 3,5 267,7
Nusa Dua-Ngurah Rai-Benoa
14. 20,3 1,6 18,3 1,5 2,0 10,7
(PT JBT)
15. Gempol-Pandaan (PT JPT) 3,5 0,3 3,4 0,3 0,1 2,1
16. Manado-Bitung (PT JMB) 2,3 0,2 2,1 0,2 0,2 9,5
Sub Total
477,0 37,9 474,6 37,9 2,4 0,5
Subtotal
Total 1.257,7 100,0 1.253,2 100,0 4,5 0,4
Keterangan/Note:
*) PT JMJ pada tahun 2024 dikategorikan pada ventura bersama, namun pada 24 Juli 2025 menjadi Entitas Anak Perseroan.
*) PT JMJ was categorized as a joint venture in 2024, but on July 24, 2025, it became a subsidiary of the Company.
324 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Volume lalu lintas pada ruas jalan tol ventura bersama yang The traffic volume on the joint venture toll road sections that
telah beroperasi sampai dengan tahun 2025 adalah sebagai have been in operation until 2025 is as follows:
berikut:
Tabel Volume Lalu Lintas Transaksi Ventura Bersama (dalam juta transaksi kendaraan)
Table of Joint Venture Transaction Traffic Volume (in millions of vehicle transactions)
2025 Pertumbuhan
2024
Growth
Jumlah Jumlah Jumlah
Ruas (Transaksi (Transaksi (Transaksi
No. Proporsi Proporsi
Toll Roads Kendaraan) Kendaraan) Kendaraan)
Proportion Proportion (%)
Total Total Total
(%) (%)
(Vehicle (Vehicle (Vehicle
Transaction) Transaction) Transaction)
1. Ulujami-Kebon Jeruk (PT MLJ) 22,12 100,0 21,6 100,0 0,5 2,3
Total 22,12 100,0 21,6 100,0 0,5 2,3
Tabel Volume Lalu Lintas Transaksi Ventura Bersama PT JTT (dalam juta transaksi kendaraan)
Table of PT JTT Joint Venture Transaction Traffic Volume (in millions of vehicle transactions)
2025 Pertumbuhan
2024
Growth
Jumlah Jumlah Jumlah
Ruas (Transaksi (Transaksi (Transaksi
No. Proporsi Proporsi
Toll Roads Kendaraan) Kendaraan) Kendaraan)
Proportion Proportion (%)
Total Total Total
(%) (%)
(Vehicle (Vehicle (Vehicle
Transaction) Transaction) Transaction)
1. Semarang-Solo (PT TMJ) 16,2 61,0 16,7 61,9 (0,5) -3,1
2. Pandaan-Malang (PT JPM) 10,4 39,0 10,3 38,1 0,1 0,8
Jalanlayang Cikampek
3. - - - - - -
(PT JJC)
Total 26,6 100,0 27,0 100,0 (0,4) -1,6
Selain pertumbuhan volume lalu lintas, penyesuaian tarif In addition to traffic volume growth, tariff adjustments based
berdasarkan inflasi pada beberapa ruas jalan tol juga on inflation on several toll road sections will also be a driving
menjadi faktor pendorong pertumbuhan pendapatan tol factor for the Company’s toll revenue growth in 2025.
Perseroan pada tahun 2025.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Adapun kinerja pendapatan tol pada masing-masing ruas The toll revenue performance for each section in the last
dalam 2 (dua) tahun terakhir adalah sebagai berikut: 2 (two) years is as follows:
Tabel Pendapatan Tol (dalam juta Rupiah)
Table of Toll Revenue (in million Rupiah)
2025 Pertumbuhan
2024
Growth
Ruas
No. Jumlah Proporsi Jumlah Proporsi
Toll Roads
Total Proportion Total Proportion (Rp) (%)
(Rp) (%) (Rp) (%)
Perseroan
Company
1. Jakarta-Bogor-Ciawi 1.216.025 6,7 1.215.853 7,1 172 0,0
2. JORR Seksi/Section Non S 1.199.363 6,6 1.190.437 6,9 8.926 0,7
3. Cikampek-Padalarang 1.164.933 6,4 1.184.986 6,9 (20.053) -1,7
4. Jakarta-Tangerang 1.082.963 6,0 1.023.563 5,9 59.400 5,8
5. Cawang-Tomang-Pluit 1.017.243 5,6 990.049 5,7 27.194 2,7
6. Prof. Dr. Ir. Sedyatmo 697.901 3,8 697.901 4,1 - 0,0
7. Padalarang-Cileunyi 488.668 2,7 470.745 2,7 17.923 3,9
8. Pondok Aren-Bintaro Viaduct-Ulujami 185.279 1,0 183.900 1,1 1.379 0,7
9. Belawan-Medan-Tanjung Morawa 179.112 1,0 181.150 1,1 (2.038) -1,1
Sub total
7.231.487 39,8 7.138.584 41,4 92.903 1,3
Subtotal
Entitas Anak
Subsidiary
1. Jasamarga Transjawa Tol (JTT)
Jakarta-Cikampek 1.867.444 10,3 1.785.627 10,4 81.817 4,6
Surbaya-Gempol 912.026 5,0 919.201 5,3 (7.175) -0,8
Palimanan-Kanci 283.672 1,6 281.352 1,6 2.320 0,8
Semarang Seksi A,B,C 233.732 1,3 226.048 1,3 7.684 3,4
2. Semarang-Batang (PT JSB) 1.224.800 6,7 1.212.123 7,0 12.677 1,0
3. Solo-Ngawi (PT JSN) 1.019.543 5,6 1.023.186 5,9 (3.643) -0,4
4. Ngawi-Kertosono-Kediri (PT JNK) 710.893 3,9 690.771 4,0 20.122 2,9
5. Surabaya-Mojokerto (PT JSM) 650.437 3,6 610.232 3,5 40.205 6,6
6. Cengkareng-Batuceper-Kunciran
562.732 3,1 541.957 3,1 20.775 3,8
(PT JKC)
7. Medan-Kualanamu-Tebing Tinggi
555.904 3,1 568.325 3,3 (12.421) -2,2
(PT JKT)
8. Kunciran-Serpong (PT MTN) 520.595 2,9 451.410 2,6 69.185 15,3
9. Serpong-Cinere (PT CSJ) 491.504 2,7 387.134 2,2 104.370 27,0
10. Balikpapan-Samarinda (PT JBS) 413.084 2,3 414.638 2,4 (1.554) -0,4
11. Gempol-Pasuruan (PT JGP) 406.563 2,2 384.132 2,2 22.431 5,8
12. Bogor Ring Road (PT MSJ) 297.245 1,6 282.048 1,6 15.197 5,4
13. Jogja-Solo (PT JMJ)* 281.582 1,6 36.614 0,2 244.968 669,1
14. Nusa Dua-Ngurah Rai-Benoa (PT JBT) 214.919 1,2 194.479 1,1 20.440 10,5
15. Gempol-Pandaan (PT JPT)** 210.263 1,2 19.399 0,1 190.864 983,9
16. Manado-Bitung (PT JMB) 64.908 0,4 55.074 0,3 9.834 17,9
Sub total
10.921.846 60,2 10.083.750 58,6 838.096 8,3
Subtotal
Total 18.153.333 100,0 17.222.334 100,0 930.999 5,4
*) PT JMJ pada Tahun 2024 dikategorikan pada Ventura Bersama, namun pada 24 Juli 2025 menjadi Entitas Anak Perseroan.
**) PT JPT kembali dikonsolidasikan oleh Perseroan pada 2 Desember 2024 setelah Perseroan melakukan aksi korporasi berupa pembelian kembali (buyback) Unit Reksa Dana
Penyertaan Terbatas (RDPT) atas ruas tol tersebut melalui PT JTT. Dengan demikian, pendapatan pada tabel ini di Tahun 2024 mencerminkan pendapatan PT JPT untuk periode
2-31 Desember 2024.
*) PT JMJ was categorized as a joint venture in 2024, but on July 24, 2025, it became a subsidiary of the Company.
**) PT JPT was re-consolidated by the Company on December 2, 2024, following the Company’s corporate action involving the buyback of Limited Participation Mutual Fund Units
(RDPT) for that toll road section through PT JTT. Consequently, the revenue in this table for 2024 reflects PT JPT’s revenue for the period December 2-31, 2024.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Sementara itu, pendapatan tol pada masing-masing ruas Meanwhile, toll revenues for each toll road operated by joint
yang dioperasikan oleh ventura bersama adalah sebagai ventures are as follows:
berikut:
Tabel Pendapatan Tol Ventura Bersama (dalam juta Rupiah)
Table of Joint Venture Toll Revenue (in million Rupiah)
2025 Pertumbuhan
2024
Growth
Ruas
No. Jumlah Proporsi Jumlah Proporsi
Toll Roads
Total Proportion Total Proportion (Rp) (%)
(Rp) (%) (Rp) (%)
Ulujami-Kebon Jeruk
1. 351.847 100,0 350.592 100,0 2.870 0,8
(PT MLJ)
Total 351.847 100,0 350.592 100,0 2.870 0,8
Tabel Pendapatan Tol Ventura Bersama PT JTT (dalam juta Rupiah)
Table of PT JTT Joint Venture Toll Revenue (in million Rupiah)
2025 Pertumbuhan
2024
Growth
Ruas
No. Jumlah Proporsi Jumlah Proporsi
Toll Roads
Total Proportion Total Proportion (Rp) (%)
(Rp) (%) (Rp) (%)
Jalanlayang Cikampek
1. 1.134.710 43,1 1.091.494 42,7 43.215 4,0
(PT JJC)
2. Semarang-Solo (PT TMJ) 1.120.595 42,3 1.091.188 42,7 29.407 2,7
3. Pandaan-Malang (PT JPM) 386.994 14,7 372.765 14,6 14.229 3,8
Total 2.634.442 100,0 2.555.447 100,0 78.995 3,1
Profitabilitas Segmen Usaha Jalan Tol Toll Road Business Segment Profitability
Di tahun 2025, segmen usaha jalan tol berhasil membukukan In 2025, the toll road business segment recorded an
laba usaha sebesar Rp9,43 triliun, mengalami peningkatan operating profit of Rp9.43 trillion, an increase of 10.94%
10,94% dibanding tahun 2024 sebesar Rp8,50 triliun. compared with the 2024 figure of Rp8.50 trillion. This
Kenaikan tersebut terutama disebabkan oleh pengoperasian increase was primarily driven by the opening of new toll road
ruas tol baru dari PT Jasamarga Jogja Solo (JMJ). sections by PT Jasamarga Jogja Solo (JMJ).
Di samping itu, Perseroan juga melaksanakan beberapa aksi In addition, the Company carried out several corporate
korporasi di tahun 2025 untuk mengoptimalkan portofolio actions in 2025 to optimize its business portfolio and
bisnis dan mendorong pertumbuhan kinerja, antara lain drive performance growth, including amending the control
melakukan adendum terhadap ketentuan pengendalian provisions in the Shareholders Agreement of PT JMJ to
dalam Perjanjian Pemegang Saham PT JMJ selaku Ventura designate the Company as the Joint Venture Control,
Bersama dimana saat ini Perseroan menjadi pengendali thereby making the Company the sole controller of PT JMJ.
penuh atas PT JMJ.
Tabel Profitabilitas Segmen Usaha Jalan Tol* (dalam juta Rupiah)
Table of Toll Road Business Segment Profitability (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pendapatan Usaha
18.253.861 17.341.825 912.036 5,26
Revenues
Pendapatan Konstruksi
10.079.023 13.021.772 (2.942.749) -22,60
Construction Revenues
Beban Usaha
(7.287.187) (6.707.883) (579.304) 8,64
Operating Expenses
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Profitabilitas Segmen Usaha Jalan Tol* (dalam juta Rupiah)
Table of Toll Road Business Segment Profitability (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Beban Konstruksi
(10.021.420) (12.949.812) 2.928.392 -22,61
Construction Expenses
Laba Bruto
11.024.277 9.363.793 1.660.484 17,73
Gross Profit
Beban Umum dan Administrasi
General and Administration (2.231.681) (2.103.961) (127.720) 6,07
Expenses
Penghasilan (Beban) Lain-Lain
633.553 260.947 372.606 142,79
Other Income (Expenses)
Laba Usaha
9.426.149 8.496.251 929.898 10,94
Operating Profit
Aset Segmen
198.675.611 183.022.739 15.652.872 8,55
Segment Assets
Liabilitas Segmen
100.629.728 92.276.187 8.353.541 9,05
Segment Liabilities
Keterangan | Note:
*) Angka yang tersaji pada tabel di atas merupakan angka sebelum eliminasi.
*) The figures presented in the table above are pre-elimination figures.
Prospek Usaha Segmen Jalan Tol Toll Road Segment Business Prospects
Melihat pertumbuhan volume lalu lintas dan profitabilitas Seeing the growth in traffic volume and profitability of
segmen jalan tol, Perseroan optimis bahwa segmen ini masih the toll road segment, the Company is optimistic that this
sangat baik sejalan dengan pertumbuhan infrastruktur di segment will continue to perform well in line with Indonesia’s
Indonesia. Pengembangan konektivitas antarwilayah yang infrastructure growth. Ongoing development of interregional
terus dilakukan dan pengembangan wilayah di sekitar area connectivity and development of areas surrounding toll
jalan tol dapat mendorong peningkatan volume lalu lintas roads can drive an increase in traffic volume on Jasa Marga
jalan tol Jasa Marga Grup sehingga dapat mendorong Group toll roads, thereby boosting the Company’s revenue
pertumbuhan kinerja pendapatan Perseroan. performance.
Analisa Kinerja dan Prospek Usaha Jalan Tol Performance Analysis and Business Prospects of
Beroperasi Operational Toll Roads
Entitas Induk Parent Entity
Jagorawi Jagorawi
• Analisis Kinerja • Performance Analysis
Volume lalu lintas dan pendapatan tol ruas Jakarta Traffic volume and toll revenue on the Jakarta-Bogor-
Bogor-Ciawi meningkat dibandingkan tahun sebelumnya Ciawi section increased compared to the previous
dikarenakan adanya peningkatan mobilitas masyarakat year, driven by increased community mobility resulting
dikarenakan adanya konektivitas jalan tol baru yang from the new toll road connectivity linking the relevant
terhubung dengan ruas terkait sections.
Laba usaha mengalami peningkatan dikarenakan adanya Profit from Operations increased due to cost-efficiency
efisiensi beban usaha pada ruas segmen Jakarta-Bogor improvements in the Jakarta-Bogor-Ciawi segment.
Ciawi.
• Prospek Usaha • Business Prospects
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the growth of Jagorawi’s performance will
Jagorawi ditopang oleh beberapa wilayah pada akses be supported by several areas at the Jagorawi exit, which
keluar ruas Jagorawi yang sudah banyak dikembangkan developers have developed into new residential areas or
oleh para pengembang menjadi pemukiman atau pusat shopping centers for the surrounding community.
perbelanjaan baru bagi masyarakat di wilayah sekitar.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Selain itu, Pemerintah Kabupaten Bogor akan In addition, the Bogor Regency Government will develop
mewujudkan Kota Cibinong Raya, seperti wilayah Sentul the Greater Cibinong City, such as the Sentul and
dan Sukaraja menjadi Kawasan Central Business District Sukaraja areas, into a Central Business District (CBD).
(CBD).
Jakarta-Tangerang-Cengkareng Jakarta-Tangerang-Cengkareng
• Analisis Kinerja • Performance Analysis
Volume lalu lintas dan pendapatan tol ruas Jakarta Traffic volume and toll revenue on the Jakarta-
Tangerang-Cengkareng meningkat dibandingkan tahun Tangerang-Cengkareng section increased compared to
sebelumnya dikarenakan adanya peningkatan mobilitas the previous year due to increased community mobility,
masyarakat khususnya ruas Jakarta Tangerang particularly on the Jakarta-Tangerang section, as a
dikarenakan adanya konektivitas jalan tol baru yang result of the new toll road connecting to the relevant
terhubung dengan ruas terkait. sections.
Di sisi lain, laba usaha mengalami peningkatan yang On the other hand, profit from operations increased due
dikarenakan oleh upaya-upaya optimalisasi beban yang to Jasa Marga’s efforts to optimize expenses.
dilakukan oleh Jasa Marga.
• Prospek Usaha • Business Prospects
Pertumbuhan kinerja ruas Jakarta-Tangerang- Growth in performance on the Jakarta-Tangerang-
Cengkareng akan terus ditopang oleh aktivitas Cengkareng route will continue to be supported by
perekonomian di Jakarta, aktivitas penerbangan udara economic activity in Jakarta, air travel activity, additional
maupun penambahan kapasitas terminal di Bandara terminal capacity at Soekarno Hatta Airport, as well as
Soekarno Hatta, dan pengembangan wilayah di area regional development in Tangerang, North Jakarta, and
Tangerang, Jakarta Utara, dan sekitarnya. surrounding areas.
Jakarta Outer Ring Road (JORR) Non S dan Pondok Aren- Jakarta Outer Ring Road (JORR) Non-S and Pondok Aren-
Bintaro Viaduct-Ulujami Bintaro Viaduct-Ulujami
• Analisis Kinerja • Performance Analysis
Volume lalu lintas dan pendapatan tol ruas JORR untuk Traffic volume and toll revenue for the JORR sections E1,
seksi E1, E2, E3, W2S serta Pondok Aren-Bintaro Viaduct- E2, E3, W2S, and Pondok Aren-Bintaro Viaduct-Ulujami
Ulujami mengalami peningkatan dibandingkan tahn increased compared to the previous year. This was due
sebelumnya. Hal ini, dikarenakan adanya konektivitas to the new toll road connecting to the JORR toll road
jalan tol baru yang terhubung dengan ruas jalan tol JORR. section.
Dari sisi profitabilitas, laba usaha ruas JORR Non S In terms of profitability, profits from operations for the
dan Pondok Aren-Bintaro Viaduct-Ulujami mengalami JORR Non-S and Pondok Aren-Bintaro Viaduct-Ulujami
penurunan akibat bertambahnya program rekonstruksi sections declined due to additional reconstruction
untuk pemenuthan tarif tahun 2026 sehingga beban programs for the 2026 tariff adjustment, resulting in
amortisasi lebih tinggi dari tahun sebelumnya. higher amortization expenses than in the previous year.
• Prospek Usaha • Business Prospects
Di masa yang akan datang pertumbuhan kinerja ruas In the future, JORR’s growth will be supported by
JORR ditopang oleh konektivitas dengan jalan tol connectivity to the Depok-Antasari toll road, which will
Depok-Antasari sehingga akan menimbulkan bangkitan generate new traffic and increase JORR’s traffic volume.
lalu lintas baru terhadap volume lalu lintas JORR.
Purbaleunyi Purbaleunyi
• Analisis Kinerja • Performance Analysis
Volume lalu lintas mengalami peningkatan namun Traffic volume increased, but toll revenue on the
pendapatan tol ruas Cipularang dan Padaleunyi Cipularang and Padaleunyi (Purbaleunyi) sections
(Purbaleunyi) menurun dibandingkan tahun sebelumnya decreased compared to the previous year due to the
dikarenakan adanya pengoperasian moda transportasi operation of other modes of transportation and new
lain dan konektivitas baru pada ruas Purbaleunyi. connectivity on the Purbaleunyi section.
Di sisi profitabilitas, laba usaha mengalami penurunan In terms of profitability, profit from operations declined
karena untuk kebutuhan pemenuhan SPM. due to the need to fulfill SPM requirements.
• Prospek Usaha • Business Prospects
Di masa yang akan datang pertumbuhan kinerja ruas In the future, Purbaleunyi’s growth will be supported by
Purbaleunyi ditopang oleh konektivitas dengan jalan tol connectivity to existing toll roads, namely the Soreang-
yang sudah beroperasi yaitu jalan tol Soreang-Pasir Koja Pasir Koja toll road and the Cileunyi-Sumedang-Dawuan
dan jalan tol Cileunyi-Sumedang-Dawuan (Cisumdawu). (Cisumdawu) toll road.
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Belmera Belmera
• Analisis Kinerja • Performance Analysis
Volume lalu lintas transaksi tercatat menurun karena The volume of transactions recorded a decline due to the
penurunan kondisi perekonomian di wilayah Sumatera deterioration of economic conditions in North Sumatra,
Utara, serta adanya cuaca ekstrim di wilayah Sumatera as well as extreme weather in North Sumatra, which
Utara yang berdampak pada penurunan mobilitas impacted people’s mobility. This resulted in a decline in
masyarakat. Hal tersebut berdampak pada penurunan business profits compared to the previous year.
laba usaha dibandingkan tahun sebelumnya.
• Prospek Usaha • Business Prospects
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the growth of the Belawan-Medan-Tanjung
Belawan-Medan-Tanjung Morawa selain didukung oleh Morawa route will be supported by its integration with
terintegrasinya dengan jalan tol Medan-Kualanamu- the Medan-Kualanamu-Tebing Tinggi, Medan-Binjai,
Tebing Tinggi, Medan-Binjai, Kuala Tanjung-Tebing Kuala Tanjung-Tebing Tinggi-Parapat, and Indrapura
Tinggi-Parapat, dan Indrapura-Kisaran, di samping itu -Kisaran, but also by the Kuala Tanjung Port area and
juga adanya kawasan Pelabuhan Kuala Tanjung dan the Sei Mangkei Special Economic Zone, as well as Lake
Kawasan Ekonomi Khusus Sei Mangkei serta Danau Toba, which is a priority tourist destination in Indonesia,
Toba yang merupakan destinasi prioritas wisata di will also provide opportunities for traffic growth in the
Indonesia juga akan menjadi peluang pertumbuhan lalu Belawan-Medan-Tanjung Morawa section.
lintas di wilayah ruas Belawan-Medan-Tanjung Morawa.
Entitas Anak Subsidiaries
Kunciran-Serpong (PT Marga Trans Nusantara) Kunciran-Serpong (PT Marga Trans Nusantara)
• Analisis Kinerja • Performance Analysis
Volume lalu lintas transaksi tercatat meningkat akibat Transaction traffic volume has increased due to
tersambungnya Ruas JORR 2 Barat sampai dengan the connection of the West JORR 2 section to the
bagian Timur. East section.
• Prospek Usaha • Business Prospects
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the performance growth of the Kunciran-
Kunciran-Serpong akan meningkatkan pendapatan Serpong toll road will increase the Company’s revenue
Perseroan dengan tersambungnya seluruh ruas JORR 2. with the connection of the entire JORR 2 toll road.
Diharapkan dengan tersambungnya ruas JORR 2 dapat It is expected that the JORR 2 toll road will improve
meningkatkan konektivitas di wilayah Jabodetabek. connectivity in Jabodetabek area.
Bogor Outer Ring Road (PT Marga Sarana Jabar) Bogor Outer Ring Road (PT Marga Sarana Jabar)
• Analisis Kinerja • Performance Analysis
Volume lalu lintas dan pendapatan tol ruas Bogor Outer Traffic volume and toll revenue on the Bogor Outer Ring
Ring Road (BORR) meningkat dibandingkan tahun Road (BORR) increased compared to the previous year
sebelumnya dikarenakan peningkatan volume lalu lintas due to an increase in traffic volume, particularly in the
khususnya pada Triwulan IV 2025. fourth quarter of 2025.
Di sisi profitabilitas, laba usaha tumbuh dibandingkan In terms of profitability, operating profit grew compared
tahun sebelumnya dikarenakan pengendalian beban to the previous year due to control of cash operating
usaha kas. expenses.
• Prospek Usaha • Business Prospects
Pertumbuhan kinerja ruas BORR akan ditopang oleh The growth of BORR’s performance will be supported by
beroperasinya seluruh ruas BORR di masa yang akan the operation of all BORR sections in the future, which
datang, yang kemudian akan tersambung dengan will then be connected to the Depok-Antasari section,
ruas Depok-Antasari, sehingga dapat meningkatkan thereby increasing new traffic generation on the BORR
bangkitan lalu lintas baru di ruas BORR. section.
Serpong-Cinere (PT Cinere Serpong Jaya) Serpong-Cinere (PT Cinere Serpong Jaya)
• Analisis Kinerja • Performance Analysis
Jumlah volume lalu lintas transaksi dan pendapatan tol The volume of traffic transactions and toll revenue has
tercatat meningkat akibat tersambungya Ruas JORR 2 increased due to the connection of the JORR 2 West
Barat sampai dengan bagian timur. section to the east.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
• Prospek Usaha • Business Prospects
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the performance growth of the Cinere-
Cinere-Serpong akan meningkatkan pendapatan Serpong section will increase the Company’s revenue
Perseroan dengan telah tersambungnya seluruh ruas with the connection of all JORR 2 network sections,
jaringan JORR 2 yang diharapkan dapat meningkatkan which is expected to improve connectivity and traffic
konektivitas serta kelancaran arus lalu lintas wilayah flow in the Jabodetabek area.
Jabodetabek.
Cengkareng-Batuceper-Kunciran (PT Jasamarga Kunciran Cengkareng-Batuceper-Kunciran (PT Jasamarga Kunciran
Cengkareng) Cengkareng)
• Analisis Kinerja • Performance Analysis
Volume lalu lintas di sepanjang ruas JORR 2 mengalami Traffic volume along the JORR 2 section has increased
peningkatan akibat tersambungnya Ruas JORR 2 Barat due to the connection of the West JORR 2 section to the
sampai dengan bagian Timur. East section.
• Prospek Usaha • Business Prospects
Di masa yang akan datang pertumbuhan kinerja ruas In the future, improved performance of the Kunciran-
Kunciran-Cengkareng akan meningkatkan pendapatan Cengkareng section will increase the Company’s
Perseroan dengan telah tersambungnya seluruh ruas revenue by connecting the entire JORR 2 network,
jaringan JORR 2 yang diharapkan dapat meningkatkan thereby improving connectivity and traffic flow in the
konektivitas serta kelancaran arus lalu lintas wilayah Jabodetabek area. In addition, the performance of
Jabodetabek. Selain itu, pertumbuhan kinerja ruas the Kunciran-Cengkareng section has also improved,
Kunciran-Cengkareng juga didukung oleh peningkatan supported by increased activity at Soekarno-Hatta
aktivitas di Bandara Soekarno-Hatta. Airport.
Medan-Kualanamu-Tebing Tinggi (PT Jasamarga Medan-Kualanamu-Tebing Tinggi (PT Jasamarga
Kualanamu Tol) Kualanamu Toll Road)
• Analisis Kinerja • Performance Analysis
Volume lalu lintas transaksi tercatat menurun Traffic volume recorded a decline compared to the
dibandingkan tahun sebelumnya yang dipengaruhi oleh previous year, influenced by the closure of the Tebing
tidak dioperasikannya gerbang tol Tebing Tinggi sejak Tinggi toll gate since 2 April 2024 due to its integration
2 April 2024 karena telah dilakukan integrasi dengan with the Kuala Tanjung-Tebing Tingg-Parapat toll road
ruas jalan tol Kuala Tanjung-Tebing Tinggi-Parapat section, as well as the economic downturn and extreme
serta penurunan kondisi perekonomian serta adanya weather conditions in North Sumatra. Toll revenue
cuaca ekstrim di wilayah Sumatera Utara. Pendapatan decreased compared to the previous year, influenced by
tol tercatat menurun dibandingkan dengan tahun a decline in community mobility and integration with the
sebelumnya yang dipengaruhi oleh karena penurunan Medan-Kualanamu-Tebing Tinggi, Medan-Binjai, Kuala
mobilitas masyarakat serta terintegrasinya dengan ruas Tanjung-Tebing Tinggi-Parapat, and Indrapura-Kisaran
jalan tol Medan-Kualanamu-Tebing Tinggi, Medan-Binjai, toll road sections.
Kuala Tanjung-Tebing Tinggi-Parapat, dan Indrapura-
Kisaran.
• Prospek Usaha • Business Prospects
Di masa yang akan datang, pertumbuhan kinerja In the future, the growth of the Medan-Kualanamu-
ruas Medan-Kualanamu-Tebing Tinggi ditopang oleh Tebing Tinggi route will be supported by increased
meningkatnya aktivitas penerbangan di Bandara flight activity at Kualanamu International Airport and the
Internasional Kualanamu dan terintegrasinya ruas integration of this route with the Medan-Kualanamu-
ini dengan ruas Medan-Kualanamu-Tebing Tinggi, Tebing Tinggi, Medan-Binjai, Kuala Tanjung-Tebing
Medan-Binjai, Kuala Tanjung-Tebing Tinggi-Parapat, Tinggi-Parapat, and Indrapura-Kisaran routes. In
dan Indrapura-Kisaran. Selain itu, adanya kawasan addition, the Kuala Tanjung Port area, the Sei Mangkei
Pelabuhan Kuala Tanjung dan Kawasan Ekonomi Khusus Special Economic Zone, and Lake Toba are among the
Sei Mangkei serta Danau Toba menjadi 10 (sepuluh) 10 (ten) priority tourist destinations in Indonesia.
destinasi prioritas wisata di Indonesia.
Nusa Dua-Ngurah Rai-Benoa (PT Jasamarga Bali Tol) Nusa Dua-Ngurah Rai-Benoa (PT Jasamarga Bali Toll Road)
• Analisis Kinerja • Performance Analysis
Volume lalu lintas transaksi dan pendapatan tol The volume of traffic transactions and toll revenue
tercatat meningkat dibandingkan dengan tahun increased compared to the previous year, influenced
sebelumnya, yang dipengaruhi oleh meningkatnya by an increase in domestic and foreign tourist visits, as
kunjungan wisatawan domestik dan mancanegara, dan well as an increase in state, national, and international
meningkatnya kegiatan kenegaraan maupun kegiatan activities.
nasional dan internasional.
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• Prospek Usaha • Business Prospects
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the growth of the Nusa Dua-Ngurah
Nusa Dua-Ngurah Rai-Benoa ditopang oleh pemulihan Rai-Benoa section will be supported by the recovery
sektor pariwisata dan rencana pembangunan jalan of the tourism sector and plans to build the Badung
Lingkar Selatan Badung, jalan tol Gilimanuk-Mengwi, Southern Ring Road, the Gilimanuk-Mengwi toll road, the
pengembangan Pelabuhan Benoa, pengembangan development of Benoa Port, the development of I Gusti
Bandara I Gusti Ngurah Rai, dan pembangunan Kawasan Ngurah Rai Airport, and the construction of the Sanur
Ekonomi Khusus (KEK) Sanur. Special Economic Zone (KEK).
Balikpapan-Samarinda (PT Jasamarga Balikpapan Balikpapan-Samarinda (PT Jasamarga Balikpapan
Samarinda) Samarinda)
• Analisis Kinerja • Performance Analysis
Penurunan pendapatan tol yang terjadi terutama The decrease in toll revenue was mainly influenced by
dipengaruhi oleh penurunan mobilitas masyarakat di reduced mobility among the population in the Balikpapan
wilayah Balikpapan dan Samarinda, serta penurunan and Samarinda areas, as well as decreased activity in
aktivitas Ibu Kota Negara (IKN) baru. the new national capital.
• Prospek Usaha • Business Prospects
Di masa yang akan datang pertumbuhan kinerja ruas In the future, traffic growth on the Balikpapan-Samarinda
Balikpapan-Samarinda akan meningkat ditopang oleh route will increase, supported by regional and industrial
pengembangan wilayah dan industri di area Balikpapan development in the Balikpapan and Samarinda areas, as
dan Samarinda, serta adanya rencana pengembangan well as plans to develop a new national capital and the
Ibu Kota Negara (IKN) baru dan pengoperasian akses operation of a toll road to the new national capital.
jalan tol menuju ke Ibu Kota Negara (IKN) baru.
Manado-Bitung (PT Jasamarga Manado Bitung) Manado-Bitung (PT Jasamarga Manado Bitung)
• Analisis Kinerja • Performance Analysis
Volume lalu lintas tercatat meningkat dibandingkan Traffic volume increased compared to the previous
dengan tahun sebelumnya dipengaruhi oleh adanya year, influenced by various national and international
berbagai kegiatan nasional dan internasional selama events during 2025, such as the GMIM Independence
tahun 2025 seperti Ibadah Syukur HUT-RI GMIM, Lomba Day Thanksgiving Service, the 2025 GMIM Synod Choir
Paduan Suara se-Sinode GMIM 2025, Drag Bike Kabo Competition, the 2025 Kabo Drag Bike Race, and the
2025, dan Festival Pesona Selat Lembeh 2025. 2025 Lembeh Strait Festival.
• Prospek Usaha • Business Prospects
Di masa yang akan datang, pertumbuhan kinerja In the future, the growth in performance of the Manado-
ruas Manado-Bitung akan meningkatkan pendapatan Bitung route will increase the Company’s revenue with
Perseroan dengan tersambungnya ruas Manado- the connection of the Manado-Danowudu route and
Danowudu dan pengembangan wilayah di Manado dan regional development in Manado and Bitung, one of
Bitung, salah satunya dengan rencana pengembangan which is the planned development of the Bitung Special
Kawasan Ekonomi Khusus (KEK) Bitung dan Economic Zone (KEK) and the development of tourism
pengembangan pariwisata di pulau Lembeh. on Lembeh Island.
Jogja-Solo (PT JMJ) Yogyakarta-Solo (PT JMJ)
• Analisis Kinerja • Performance Analysis
Pada tahun 2025, Jogja-Solo Seksi 1.2A mulai beroperasi In 2025, the Jogja-Solo Section 1.2A will begin operations
dan memberikan kontribusi terhadap pendapatan tol and contribute to toll revenue in line with the mobility of
seiring dengan mobilitas masyarakat yang menggunakan people using the toll road.
ruas tol tersebut.
• Prospek Usaha • Business Prospects
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the growth in performance of the
Jogja-Solo akan dapat mendorong kelancaran arus lalu Yogyakarta-Solo route will improve traffic flow in
lintas di area selatan Jawa Tengah dan meningkatkan southern Central Java and boost the economy in the
perekonomian di wilayah tersebut. Dengan demikian region. This will lead to an increase in the Company’s
dapat mendorong peningkatan pendapatan Perseroan revenue going forward.
ke depannya.
PT Jasamarga Transjawa Tol (JTT) PT Jasamarga Transjawa Tol (JTT)
• Analisis Kinerja • Performance Analysis
Volume lalu lintas transaksi di sepanjang ruas jalan tol Traffic volume along the Transjawa toll road experienced
Transjawa mengalami penurunan dibandingkan dengan a decline compared to the previous year, which was
tahun sebelumnya yang dipengaruhi oleh penurunan influenced by a decrease in traffic volume on the
volume lalu lintas pada ruas segmen/APJT pada segment/APJT on the PT Jasamarga Transjawa Toll road.
ruas PT Jasamarga Transjawa Tol.
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• Prospek Usaha • Business Prospects
Ke depan pertumbuhan pendapatan tol untuk ruas Going forward, toll revenue growth for the Jakarta-
Jakarta-Cikampek akan ditopang oleh pengembangan Cikampek section will be supported by regional
wilayah di area sekitar koridor ruas Jakarta-Cikampek, development in the area surrounding the Jakarta-
peningkatan sistem jaringan jalan tol antara lain Cikampek corridor, improvements to the toll road
konektivitas Transjawa, dioperasikannya ruas Jalan network system, including Transjawa connectivity,
Layang MBZ Sheikh Mohamed Bin Zayed, dan the operation of the MBZ Sheikh Mohamed Bin Zayed
pembangunan ruas Jakarta-Cikampek Selatan serta Flyover, and the construction of the Jakarta-Cikampek
Jakarta Outer Ring Road (JORR) 2. Seiring dengan Selatan section and the Jakarta Outer Ring Road
telah tersambungnya ruas lainnya dalam Jalan tol Trans (JORR) 2. With the completion of other sections of the
Jawa mulai dari Jawa Barat hingga Jawa Timur dan Trans-Java Toll Road from West Java to East Java and
pengembangan wilayah di daerah sekitarnya, maka regional development in the surrounding areas, traffic
volume lalu lintas diharapkan dapat semakin meningkat volume is expected to increase and support the overall
dan dapat mendukung kinerja PT Jasamarga Transjawa performance of PT Jasamarga Transjawa Tol (JTT) in the
Tol (JTT) secara keseluruhan di masa yang akan datang. future.
Ventura Bersama Joint Ventures
Ulujami-Kebon Jeruk (PT Marga Lingkar Jakarta) Ulujami-Kebon Jeruk (PT Marga Lingkar Jakarta)
• Analisis Kinerja • Performance Analysis
Volume lalu lintas mengalami penurunan dibandingkan Traffic volume decreased compared to the previous
tahun sebelumnya dikarenakan adanya peningkatan year due to increased road connectivity. However,
konektivitas jalan baru. Namun di sisi pendapatan tol toll revenue remained stable, a positive impact of the
dapat terjaga yang juga merupakan dampak positif previous year’s tariff adjustment.
penyesuaian tarif pada tahun sebelumnya.
Dari aspek profitabilitas, laba usaha mengalami In terms of profitability, operating profit declined due to
penurunan dikarenakan adanya perubahan proyeksi changes in traffic volume projections, which resulted in
volume lalin yang mengakibatkan adanya peningkatan an increase in amortisation expenses and an increase
beban amortisasi serta adanya peningkatan program in overlay programmes in order to accelerate the tariff
overlay dalam rangka percepatan proses penyesuaian adjustment process.
tarif.
• Prospek Usaha • Business Prospects
Di masa yang akan datang pertumbuhan kinerja ruas In the future, the growth of the JORR W2 North toll
JORR W2 Utara ditopang oleh konektivitas dengan jalan road will be supported by connectivity with the Depok-
tol Depok-Antasari dan pengembangan wilayah di area Antasari toll road and regional development in the
Tangerang sehingga akan menimbulkan bangkitan lalu Tangerang area, which will generate new traffic to the
lintas baru terhadap volume lalu lintas JORR. JORR.
Segmen Usaha Pengoperasian Operations Business Segment
Dalam rangka mengoptimalkan aset yang dimiliki, Perseroan To optimize its assets, the Company is developing its toll
melakukan pengembangan bisnis jasa pengoperasian jalan road operations business. The Company has established
tol. Perseroan telah membentuk Entitas Anak yang bergerak a subsidiary engaged in the toll road operation business,
dalam bisnis pengoperasian jalan tol, yaitu PT Jasamarga namely PT Jasamarga Tollroad Operator (JMTO). PT JMTO
Tollroad Operator (JMTO). PT JMTO memperoleh kontrak has obtained toll road operation contracts managed by
pengoperasian jalan tol yang dikelola oleh Regional dan Regional and Jasa Marga Subsidiaries, as well as other Toll
Entitas Anak Jasa Marga, serta Badan Usaha Jalan Tol lain Road Business Entities, for a total of 41 toll road sections,
sejumlah 41 ruas tol, yang terdiri dari 34 ruas tol Jasa Marga consisting of 34 Jasa Marga Group toll roads and seven
Grup dan 7 ruas Non-Jasa Marga Grup dengan 39 ruas Non-Jasa Marga Group toll roads, with 39 toll roads already
telah beroperasi dan 2 ruas belum beroperasi. Ruas-ruas in operation and two toll roads not yet in operation. The toll
yang dioperasikan oleh PT JMTO dapat dilihat pada bagian roads operated by PT JMTO are available in the Products
penjelasan Produk dan Jasa di Bab Profil Perusahaan dalam and Services section of the Company Profile chapter in this
Laporan Tahunan ini. Annual Report.
PT JMTO memiliki tiga lini bisnis usaha, yaitu: PT JMTO has three business lines, namely:
1. Pengoperasian Jalan Tol yang terdiri dari: 1. Toll Road Operation, which includes:
a. Layanan Transaksi a. Transaction Services
Layanan transaksi yang disediakan PT JMTO meliputi The transaction services provided by PT JMTO
perencanaan, pengelolaan dan pelaksanaan layanan include planning, management, and implementation
transaksi pengoperasian jalan tol. Contoh jasa of toll road operations. Examples of transaction
transaksi, antara lain: Pelayanan Pengumpulan Tol, services include: Toll Collection Services, shuttle
sewa kendaraan shuttle, consumables, dan lain-lain. vehicle rentals, consumables, and others.
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b. Layanan Lalu Lintas b. Traffic Services
Layanan lalu lintas yang disediakan PT JMTO The traffic services provided by PT JMTO include
meliputi perencanaan, pengelolaan dan pelaksanaan planning, management, and implementation on
pelayanan lalu lintas di jalan tol. Contoh layanan toll roads. Examples of traffic services include:
lalu lintas, antara lain: sewa kendaraan operasional operational vehicle rentals (patrol, towing, rescue,
(patroli, derek, rescue, ambulance, kamtib, Patroli ambulance, security, Highway Patrol/PJR), radio
Jalan Raya/PJR), sewa radio komunikasi, dan lain-lain. communication rentals, and others.
c. Layanan Pemeliharaan c. Maintenance Services
Layanan pemeliharaan yang disediakan PT JMTO The maintenance services provided by PT JMTO
meliputi perencanaan, pengelolaan, dan pelaksanaan include planning, management, and implementation
pemeliharaan rutin jalan tol. Contoh layanan of routine toll road maintenance. Examples of
pemeliharaan, antara lain: pengaturan layanan maintenance services include: maintenance service
pemeliharaan, pemeliharaan kantor dan gerbang tol, arrangements, maintenance of toll offices and gates,
dan layanan pemeliharaan lainnya. and other maintenance services.
2. Layanan Berbasis Teknologi Informasi 2. Information Technology-Based Services
Layanan Berbasis Teknologi Informasi yang disediakan Information Technology-Based Services provided by
PT JMTO, antara lain mencakup: PT JMTO include:
a. Pemasangan dan pemeliharaan peralatan tol. a. Installation and maintenance of toll equipment.
b. Pemasangan dan pemeliharaan CCTV. b. Installation and maintenance of CCTV.
c. Pemasangan dan pemeliharaan Dynamic Message c. Installation and maintenance of Dynamic Message
Signs (DMS) atau papan informasi berbasis display Signs (DMS) or matrix display-based information
matrix yang berfungsi memberikan informasi terkini boards that provide up-to-date information about
seputar jalan tol secara cepat. the toll road quickly.
d. Penyedia dan pemeliharaan mobile reader yang d. Provision and maintenance of mobile readers that
berfungsi mengurangi kemacetan karena transaksi reduce congestion by enabling transactions to be
dilakukan melalui alat tap uang elektronik yang carried out using electronic money tap devices
dibawa oleh petugas menghampiri mobil-mobil yang carried by officers who approach vehicles queuing
mengantre di gerbang tol. at toll gates.
e. Penyedia peralatan penimbang kendaraan. e. Supply of vehicle weighing equipment.
f. Penyedia Layanan One Call Center 133 dan f. Provision of the One Call Center 133 and the
Pusat Informasi Pengendalian Lalu Lintas terpadu Integrated Traffic Control Information Center
(Jasamarga Tollroad Command Center). (Jasamarga Tollroad Command Center).
g. Penyedia solusi seat management. g. Seat management solution provider.
3. Electronic Toll Collection 3. Electronic Toll Collection
Layanan Electronic Toll Collection yang disediakan JMTO Electronic Toll Collection services provided by JMTO
antara lain layanan pengelolaan nontunai (e-payment) include cashless management services (e-payment)
dengan memanfaatkan settlement monitoring tool, using settlement monitoring tools, implementation of
implementasi Automatic Vehicle Classification (AVC), Automatic Vehicle Classification (AVC), contactless
layanan teknologi nirsentuh Single Lane Free Flow (SLFF) Single Lane Free Flow (SLFF) technology based on
berbasis Radio-Frequency Identification (RFID) (Travoy Radio-Frequency Identification (RFID) (Travoy Go), and
Go), dan fitur resi digital pada Travoy apps. Selain itu, digital receipt features in the Travoy app. In addition,
PT JMTO juga memiliki berbagai bisnis baru yang PT JMTO also has various new businesses, including
meliputi sistem pembayaran yang terintegrasi dengan payment systems integrated with payment gateways
payment gateway (Travoy Pay), dan pengelolaan parkir (Travoy Pay) and parking management (Travoy Park).
(Travoy Park).
Kinerja Segmen Usaha Pengoperasian Operations Business Segment Performance
PT JMTO terus mendapatkan kepercayaan untuk PT JMTO continues to earn trust to operate toll roads thanks
mengoperasikan jalan tol berkat kapasitas dan keunggulan to its capacity and excellence. In 2025, the length of toll
yang dimilikinya. Di tahun 2025, terdapat penambahan roads operated by PT JMTO was extended by 7.85 km, i.e.,
panjang ruas tol yang dioperasikan oleh PT JMTO yaitu ruas the Jogja-Solo toll road.
Jogja – Solo sepanjang 7,85 km.
Kontrak manajemen pada ruas tol Jasa Marga Grup, antara Management contracts for Jasa Marga Group toll roads
lain: include:
• Ruas Jakarta – Bogor – Ciawi; • Jakarta – Bogo r– Ciawi Toll Road;
• Ruas JORR seksi E, W2S dan Ulujami – Pondok Aren; • JORR sections E, W2S, and Ulujami – Pondok Aren Toll
Roads;
• Ruas Dalam Kota, Sedyatmo dan Jakarta – Tangerang; • Inner City, Sedyatmo, and Jakarta – Tangerang Toll Roads;
• Ruas Cikampek – Padalarang dan Padalarang - Cileunyi; • Cikampek – Padalarang and Padalarang – Cileunyi Toll
Roads;
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
• Ruas Belawan – Medan – Tanjung Morawa; • Belawan – Medan – Tanjung Morawa Toll Road;
• Ruas Jakarta – Cikampek; • Jakarta – Cikampek Toll Road;
• Ruas Surabaya – Gempol; • Surabaya – Gempol Toll Road;
• Ruas Semarang A, B, C; • Semarang A, B, C Toll Roads;
• Ruas Palimanan – Kanci; • Palimanan – Kanci Toll Road;
• Ruas Kebon Jeruk – Ulujami • Kebon Jeruk – Ulujami Toll Road
• Ruas Bogor Outer Ring Road; • Bogor Outer Ring Road Toll Road;
• Ruas Kunciran – Serpong; • Kunciran – Serpong Toll Road;
• Ruas Cengkareng – Batuceper – Kunciran • Cengkareng – Batuceper – Kunciran Toll Road;
• Ruas Serpong – Cinere; • Serpong – Cinere Toll Road;
• Ruas Medan – Kualanamu – Tebing Tinggi; • Medan – Kualanamu – Tebing Tinggi Toll Road;
• Ruas Nusa Dua – Tanjung Benoa; • Nusa Dua – Tanjung Benoa Toll Road;
• Ruas Balikpapan – Samarinda; • Balikpapan – Samarinda Toll Road;
• Ruas Manado – Bitung; • Manado – Bitung Toll Road;
• Ruas Jogja – Solo; • Jogja – Solo section;
• Ruas Jalan Layang MBZ Sheikh Mohamed Bin Zayed; • MBZ Sheikh Mohamed Bin Zayed Elevated Road Toll Road;
• Ruas Semarang – Solo; • Semarang – Solo Toll Road;
• Ruas Semarang – Batang; • Semarang – Batang Toll Road;
• Ruas Solo – Ngawi; • Solo – Ngawi Toll Road;
• Ruas Surabaya – Mojokerto; • Surabaya – Mojokerto Toll Road;
• Ruas Gempol – Pandaan; • Gempol – Pandaan Toll Road;
• Ruas Gempol – Pasuruan; • Gempol – Pasuruan Toll Road;
• Ruas Pandaan – Malang; • Pandaan – Malang Toll Road;
• Ruas Ngawi – Kertosono; • Ngawi – Kertosono Toll Road;
• Ruas Jakarta – Cikampek II Sisi Selatan; dan • Jakarta – Cikampek II South Toll Road; and
• Ruas Probolinggo – Banyuwangi. • Probolinggo – Banyuwangi Toll Road.
PT JMTO juga berhasil memperoleh kontrak pengoperasian PT JMTO also successfully obtained operating contracts for
pada ruas tol Non Jasa Marga Grup, antara lain: toll road sections not managed by the Jasa Marga Group,
including:
• Ruas Krian – Legundi – Bunder – Manyar; • Krian – Legundi – Bunder – Manyar Toll Road;
• Ruas Cimanggis – Cibitung; • Cimanggis – Cibitung Toll Road;
• Ruas Bogor – Ciawi – Sukabumi; • Bogor – Ciawi – Sukabumi Toll Road;
• Ruas Cibitung – Cilincing – Tanjung Priok; • Cibitung – Cilincing –Tanjung Priok Toll Road;
• Ruas Serpong – Balaraja; • Serpong – Balaraja Toll Road;
• Ruas Kayu Agung – Palembang – Betung; dan • Kayu Agung – Palembang – Betung Toll Road; and
• Ruas Semarang – Demak. • Semarang – Demak Toll Road.
Profitabilitas Segmen Usaha Pengoperasian Operations Business Segment Profitability
Di tahun 2025, segmen usaha pengoperasian membukukan In 2025, the operating segment posted an operating profit of
laba usaha sebesar Rp444,3 miliar, mengalami peningkatan Rp444.3 billion, an increase of 21.6% from Rp360.2 billion in
23,3% dari tahun 2024 yang sebesar Rp360,2 miliar. Hal 2024. This was mainly due to an 8.6% increase in operating
tersebut terutama disebabkan oleh adanya kenaikan 8,6% revenue compared to the previous year and efficiency
pada pendapatan usaha dibanding tahun sebelumnya dan efforts in expenses, which resulted in better margins.
adanya upaya efisiensi terhadap beban sehingga mampu
memberikan margin yang lebih baik
Tabel Kinerja Segmen Usaha Pengoperasian* (dalam juta Rupiah)
Table of Operations Business Segment Performance* (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
Pendapatan Usaha
2.327.287 2.142.978 184.309 8,6
Operating Revenues
Beban Usaha
(1.750.004) (1.670.004) (80.000) 4,8
Operating Expenses
Laba Bruto
577.283 472.974 104.309 22,1
Gross Profit
Beban Umum dan Administrasi
(104.123) (102.623) (1.500) 1,5
General and Administration Expenses
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Kinerja Segmen Usaha Pengoperasian* (dalam juta Rupiah)
Table of Operations Business Segment Performance* (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
Penghasilan (Beban) Lain-Lain
(28.890) (10.177) (18.713) 183,9
Other Income (Expenses)
Laba Usaha
444.270 360.174 84.096 23,3
Operating Profit
Pajak
(127.515) (98.160) (29.355) 29,9
Pajak
Laba Bersih
308.139 256.113 50.026 20,3
Net Profit
Aset
1.641.439 1.565.081 76.358 4,9
Assets
Liabilitas
924.083 854.469 69.614 8,1
Liabilities
Keterangan/Note:
*) Angka yang tersaji pada tabel di atas merupakan angka sebelum eliminasi.
*) The figures presented in the table above are pre-elimination figures.
Analisis Kinerja Tahun 2025 2025 Performance Analysis
Pada tahun 2025, segmen usaha pengoperasian jalan In 2025, the toll road operation business segment posted
tol membukukan Pendapatan Usaha sebesar Rp2.237 operating revenue of Rp2,237 billion, an increase of 8.6%
miliar, meningkat 8,6% dari tahun sebelumnya yang from the previous year’s Rp2,142 billion. This increase
sebesar Rp2.142 miliar. Peningkatan tersebut didorong was driven by the addition of toll road sections operated
atas bertambahnya pengoperasian seksi ruas tol yang by PT Jasamarga Tollroad Operator (JMTO) and business
dioperasikan oleh PT Jasamarga Tollroad Operator (JMTO) cost control, enabling JMTO to record an operating profit of
serta pengendalian beban usaha sehingga JMTO berhasil Rp444.3 billion in 2025, an increase of 23.3% from Rp360.2
mencetak laba usaha tahun 2025 sebesar Rp444,3 miliar, billion recorded in 2024.
meningkat 23,3% dari tahun 2024 yang sebesar Rp360,2
miliar.
Prospek Usaha Segmen Usaha Pengoperasian Operations Segment Business Prospects
Seiring dengan bertambahnya pengoperasian ruas- As more new toll road sections come into operation in
ruas tol baru di Indonesia, prospek usaha segmen Indonesia, the business prospects for the toll road operation
usaha pengoperasian juga akan semakin baik yang akan segment will also improve, with the potential to increase
berpotensi meningkatkan pendapatan usaha. Untuk business revenue. To maintain its business sustainability as
menjaga keberlanjutan bisnis sebagai pemimpin di bidang a leader in toll road operation in Indonesia, PT JMTO focuses
pengoperasian jalan tol di Indonesia, PT JMTO berfokus on integrated toll road operation services by providing
pada layanan pengoperasian jalan tol yang terpadu operation services, toll equipment, and information and
dan terintegrasi dengan menyediakan layanan operasi, communication systems (sisinfokom) based on information
peralatan tol serta sistem informasi dan komunikasi technology, thereby providing comprehensive toll road
(sisinfokom) berbasis teknologi informasi, sehingga operation services (one-stop solution). In addition, as an
memberikan layanan pengoperasian jalan tol secara effort to increase digitalization, PT JMTO has developed
menyeluruh (one stop solution). Selain itu juga, sebagai the Travoy Apps, which consists of several features such as
upaya peningkatan digitalisasi PT JMTO mengembangkan Travoy Go, Travoy Pay, Travoy Park, and others, which will
Travoy Apps yang terdiri dari beberapa fitur seperti Travoy become a new revenue stream in the Toll Road Operation
Go, Travoy Pay, Travoy Park dan lainnya yang akan menjadi sector. From the toll road operation side, to strengthen
revenue stream baru di bidang Pengoperasian Jalan and expand its business scale, PT JMTO will continue
Tol. Dari sisi pengoperasian jalan tol, untuk memperkuat to participate in or follow open auctions for new toll road
dan memperbesar skala bisnisnya, PT JMTO akan terus sections owned by BUJT other than the Jasa Marga Group.
senantiasa melaksanakan atau mengikuti lelang terbuka
pada ruas jalan tol baru milik BUJT selain Jasa Marga Grup.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Segmen Usaha Preservasi Preservation Business Segment
Selain melakukan pengembangan usaha jasa pengoperasian In addition to developing toll road operations services, the
jalan tol, Perseroan juga terus mengoptimalkan aset yang Company continues to optimize its assets by providing toll
dimiliki dengan menjalankan bisnis jasa preservasi jalan road preservation services. This is done by establishing
tol. Hal ini dilakukan dengan membentuk Entitas Anak a subsidiary engaged in toll road preservation, namely
yang bergerak dalam bisnis preservasi jalan tol, yaitu PT Jasamarga Tollroad Maintenance (JMTM). In addition
PT Jasamarga Tollroad Maintenance (JMTM). Di samping to carrying out toll road preservation work within the Jasa
melaksanakan pekerjaan preservasi jalan tol di Jasa Marga Marga Group, PT JMTM also provides construction services
Grup, PT JMTM juga memberikan layanan jasa konstruksi both within and outside the Jasa Marga Group.
baik di dalam maupun di luar Jasa Marga Grup.
Tujuan dari pendirian PT JMTM adalah untuk: The purpose of establishing PT JMTM is to:
1. Memiliki kemampuan dalam pengelolaan pemenuhan 1. Possess the ability to manage compliance with Minimum
Standar Pelayanan Minimal (SPM) jalan tol yang menjadi Service Standards (SPM) for toll roads, which is a key
aspek utama BUJT dalam pengoperasian jalan tol. SPM aspect of BUJT in toll road operations. These SPMs
ini merupakan indikator terpenting dalam memberikan are the most important indicators for providing quality
kualitas pelayanan kepada pengguna jalan tol dan service to toll road users and influence tariff adjustments
mempengaruhi terhadap penyesuaian tarif untuk setiap for each section of the toll road in operation.
ruas jalan tol yang telah beroperasi.
2. Memberikan nilai lebih dari segi efisiensi biaya preservasi 2. Providing added value in terms of preservation cost-
kepada BUJT. Biaya Preservasi merupakan biaya yang efficiency for BUJT. Preservation costs are expenses
perlu dikelola dengan cermat agar tidak menggerus that must be managed carefully to avoid eroding BUJT’s
pendapatan tol BUJT. toll revenue.
3. Memaksimalkan potensi bisnis jasa preservasi yang 3. Maximizing the potential of the preservation service
terus meningkat dengan bertambahnya panjang jalan business, which continues to grow with the increase in
tol yang beroperasi. BUJT yang telah menyelesaikan the length of toll roads in operation. BUJT, which has
konstruksi jalan tol dan masuk dalam fase operasional completed the construction of toll roads and entered the
akan membutuhkan pihak ketiga dalam melakukan operational phase, will require a third party to carry out
preservasi jalan tol untuk memenuhi SPM. toll road preservation to meet SPM requirements.
Di samping melaksanakan pekerjaan preservasi jalan tol di In addition to carrying out toll road preservation work within
Jasa Marga Grup, PT JMTM juga memberikan layanan jasa the Jasa Marga Group, PT JMTM also provides toll road
preservasi jalan tol dan konstruksi baik di dalam maupun di preservation and construction services both within and
luar Jasa Marga Grup. outside the Jasa Marga Group.
Layanan dan produk preservasi yang disediakan oleh JMTM The preservation services and products provided by JMTM
terdiri dari: include:
1. Layanan manajemen aset: layanan preservasi jalan 1. Asset management services: comprehensive toll road
tol secara komprehensif dalam rangka pemenuhan preservation services to meet toll road SPM, including
SPM jalan tol yang meliputi kegiatan perencanaan dan toll road preservation planning and implementation
pelaksanaan preservasi jalan tol; activities;
2. Layanan preservasi infrastruktur: layanan jasa pekerjaan 2. Infrastructure preservation services: civil engineering
sipil jalan, jembatan, dan infrastruktur lain serta sarana services for roads, bridges, and other infrastructure, as
pelengkap jalan tol; well as toll road supporting facilities;
3. Layanan survei & pengukuran: layanan pengukuran 3. Survey & measurement services: services for measuring
ketidakrataan dan kekesatan jalan, assessment element road unevenness and roughness, bridge element
jembatan, dan iRAP assessment dengan memanfaatkan assessment, and iRAP assessment using Hawkeye 2000
Hawkeye 2000 dan Bridge Inspection; dan and Bridge Inspection; and
4. Material dan alat berat: penyediaan material seperti 4. Materials and heavy equipment: provision of materials
aspal hotmix dan coldmix yang telah tersertifikasi TKDN such as hot mix and cold mix asphalt that have been
serta sewa alat berat. TKDN certified, as well as heavy equipment rental.
Untuk mencapai tujuan sebagai service provider yang andal To achieve its goal of becoming a reliable and trusted service
dan terpercaya, PT JMTM mulai melakukan investasi di provider, PT JMTM has begun investing in technology,
bidang teknologi, antara lain dengan melakukan pembelian including the purchase of Road Inspection Hawkeye 2000
Road Inspection Hawkeye 2000 dan Bridge Inspection. and Bridge Inspection. The Road Inspection Hawkeye 2000
Road Inspection Hawkeye 2000 dioperasikan menggunakan uses a system that integrates several specific sensors to
sistem yang mengintegrasikan beberapa peralatan sensor obtain data on road condition characteristics and is equipped
yang spesifik untuk mendapatkan data karakteristik with Automatic Crack Detection, which automatically
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
kondisi jalan dan telah dilengkapi dengan Automatic Crack detects cracks and potholes. This technology can help
Detection sehingga alat ini mampu mendeteksi retak dan perform an inventory of toll road asset data and assess
lubang secara otomatis. Teknologi ini dapat membantu untuk toll road conditions accurately, effectively, and efficiently.
melakukan inventarisasi data aset jalan tol dan penilaian The data generated can then be used to develop a toll road
kondisi jalan tol secara akurat, efektif, dan efisien. Data preservation program to achieve optimal preservation costs.
yang dihasilkan kemudian dapat digunakan untuk menyusun
program preservasi jalan tol sehingga dapat diperoleh biaya
preservasi yang optimal.
Bridge Inspection dioperasikan sebagai platform atau Bridge Inspection is operated as a platform or tool to inspect
alat bantu untuk melakukan pengecekan/inspeksi kondisi the condition of both short and long spans of bridges at
jembatan baik bentang pendek maupun bentang panjang heights difficult to reach from below. This platform can
pada ketinggian yang sulit terjangkau dari bawah jembatan. assist with detailed physical inspections of bridge elements,
Platform ini secara detil dapat membantu pemeriksaan such as bearing pad inspections, cracks and defects in
kondisi fisik elemen jembatan, seperti pemeriksaan bearing girders and bridge piers, and support bridge preservation
pad, retak dan cacat pada girder, pier jembatan serta activities, including cleaning around pierheads, coating,
mendukung preservasi jembatan seperti pembersihan bolt tightening, vegetation removal, and comprehensive
sekitar pierhead, coating, pengencangan baut, pembersihan bridge health monitoring. The results of bridge condition
tanaman, serta pemantauan kesehatan jembatan secara inspections can then be used to develop bridge preservation
menyeluruh. Hasil dari inspeksi kondisi jembatan kemudian programs with optimal preservation costs.
dapat digunakan untuk menyusun program preservasi
jembatan dengan biaya preservasi yang optimal.
Kinerja Segmen Usaha Preservasi Preservation Business Segment Performance
Di tahun 2025, segmen usaha preservasi membukukan In 2025, the preservation business segment recorded
pendapatan usaha sebesar Rp3.342,2 miliar, meningkat operating revenue of Rp3,342.2 billion, an increase of 31.17%
31,17% dari tahun sebelumnya yang sebesar Rp2.548,0 from the previous year’s Rp2,548.0 billion. This was mainly
miliar. Hal ini terutama disebabkan oleh kenaikan pada due to an increase in the contract management business
segmen usaha kontrak manajemen dikarenakan pada tahun segment because in 2025 there will be several toll road
2025 terdapat beberapa ruas jalan tol yang akan melakukan sections that will adjust their tariffs, thereby increasing the
penyesuaian tarif sehingga lingkup dan volume pekerjaan scope and volume of work.
bertambah.
Daftar pekerjaan yang dikerjakan oleh PT JMTM di tahun The list of projects undertaken by PT JMTM in 2025 is
2025 dapat dilihat pada bagian Produk dan Jasa di Bab available in the Products and Services section of the
Profil Perusahaan dalam Laporan Tahunan ini. Company Profile chapter in this Annual Report.
Profitabilitas Segmen Usaha Preservasi Preservation Business Segment Profitability
Pada tahun 2025, segmen usaha preservasi membukukan In 2025, the preservation business segment posted an
laba usaha sebesar Rp293,9 miliar, meningkat 26,06% operating profit of Rp293.9 billion, an increase of 26.06%
dari tahun 2024 yang tercatat sebesar Rp233,1 miliar. Hal from 2024, which was recorded at Rp233.1 billion. This was
tersebut dikarenakan adanya efisiensi yang dilakukan atas due to efficiencies made in direct expenses, which resulted
beban langsung sehingga mampu memberikan margin yang in better margins. In addition, fund management, such as
lebih baik. Selain itu, pengelolaan dana seperti penempatan deposit placements, also contributed significantly to the
deposito juga memberikan kontribusi yang cukup signifikan profitability of the preservation business segment.
bagi profitabilitas segmen usaha preservasi.
Tabel Kinerja Segmen Usaha Preservasi* (dalam juta Rupiah)
Table of Preservation Business Segment Performance (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
Pendapatan Usaha
1.404.944 1.014.748 390.196 38,5
Operating Revenues
Beban Usaha
(1.005.254) (690.377) (314.877) 45,6
Operating Expenses
Laba Bruto
399.690 324.371 75.319 23,2
Gross Profit
Beban Umum dan Administrasi
(152.931) (130.053) (22.878) 17,6
General and Administration Expenses
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Kinerja Segmen Usaha Preservasi* (dalam juta Rupiah)
Table of Preservation Business Segment Performance (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
Penghasilan (Beban) Lain-Lain
68.419 50.083 18.336 57,1
Other Income (Expenses)
Laba Usaha
315.178 244.401 70.777 29,0
Operating Profit
Aset
2.853.050 2.336.181 516.869 22,1
Assets
Liabilitas Segmen
2.059.367 1.634.297 425.070 26,0
Segment Liability
Keterangan/Note:
*) Angka yang tersaji pada tabel di atas merupakan angka sebelum eliminasi.
*) The figures presented in the table above are pre-elimination figures.
Analisis Kinerja Tahun 2025 2025 Performance Analysis
Pada tahun 2025, pendapatan segmen usaha preservasi In 2025, revenue from the preservation business segment
meningkat 38,5% dari tahun sebelumnya dikarenakan hal increased by 38.5% from the previous year due to the
hal sebagai berikut: following factors:
1. Pendapatan Proyek Infrastruktur meningkat karena 1. Infrastructure Project revenue increased due to
bertambahnya kontrak pekerjaan yang berhasil diperoleh the addition of successful work contracts for 2025,
untuk tahun 2025 khususnya yang berasal dari luar Jasa particularly those originating from outside the Jasa
Marga Group dan peningkatan kapasitas penggunaan Marga Group, and an increase in the capacity utilization
Ashplat Mixing Plant melalui program Supply by Owner. of the Asphalt Mixing Plant through the Supply by Owner
program.
2. Pendapatan kontrak manajemen meningkat karena 2. Contract management revenue increased due to
terdapat beberapa ruas jalan tol yang akan melakukan several toll roads undergoing tariff adjustments, which
penyesuaian tarif sehingga lingkup dan volume expanded the scope and volume of work.
pekerjaan bertambah.
Prospek Usaha Segmen Usaha Preservasi Preservation Segment Business Prospects
Pada tahun 2025, PT JMTM mencatatkan perolehan kontrak In 2025, PT JMTM recorded the acquisition of motorway
preservasi jalan tol melaui kontrak manajemen sepanjang preservation contracts through management contracts
1.134 km dan melalui proyek infrastruktur sepanjang 53 km covering 1,134 km and through infrastructure projects
sehingga total preservasi jalan tol sepanjang 1.187 km. covering 53 km, bringing the total motorway preservation
to 1,187 km.
Ke depannya, Perseroan optimis bahwa segmen Going forward, the Company is optimistic that the
usaha preservasi akan terus meningkat seiring dengan preservation business segment will continue to grow in line
bertambahnya panjang jalan tol yang beroperasi di Indonesia. with the lengthening of toll roads operating in Indonesia.
Hal ini dikarenakan BUJT yang telah menyelesaikan This is because BUJT, which has completed construction
konstruksi jalan tol dan masuk ke dalam fase operasional of toll roads and entered the operational phase, will require
akan membutuhkan pihak ketiga dalam melakukan preservasi third parties to maintain the toll roads to ensure compliance
jalan tol untuk memastikan pemenuhan SPM jalan tol. with the toll road SPM.
PT JMTM telah mengiImplementasikan teknologi Intelligence PT JMTM has implemented the Intelligent Tollroad
Tollroad Maintenance System (ITMS), yang salah satunya Maintenance System (ITMS) technology, one of which is
diwujudkan melalui penggunaan Hawkeye 2000. Hawkeye realized through the use of Hawkeye 2000. Hawkeye 2000 is
2000 adalah kendaraan khusus berteknologi pintar yang a specialized smart-technology vehicle that is highly useful
sangat bermanfaat untuk mendapatkan nilai kondisi jalan, for obtaining more accurate road condition, geometric, and
data geometric, dan data asset jalan dengan lebih akurat. road asset data. Operating since 2018, the Hawkeye 2000 is
Beroperasi sejak tahun 2018, Hawkeye 2000 tidak hanya used not only to survey the condition of Jasa Marga Group
digunakan untuk melakukan survei kondisi jalan tol Jasa toll roads in Java but also on non-Jasa Marga Group toll road
Marga Grup di Pulau Jawa tetapi juga pada ruas jalan tol non sections. By 2025, the Hawkeye 2000 had processed data
Jasa Marga Grup. Pada tahun 2025, Hawkeye 2000 telah on the condition of 5,223 km of toll road lanes managed by
mengolah data kondisi sepanjang 5.223 km lajur jalan tol the Jasa Marga Group and 149 km of non-Jasa Marga Group
yang dikelola oleh Jasa Marga Grup dan 149 km lajur jalan toll road lanes.
tol non Jasa Marga Grup.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 339
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01 02 03 04 05 Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions Sistem manajemen jembatan juga telah menggunakan The bridge management system also uses the MOOG Bridge platform Bridge Inspection MOOG dengan tipe gantry. Inspection platform with a gantry type. This technology Teknologi ini membantu dalam proses penilalan kondisi assists in the process of assessing bridge conditions, jembatan, perolehan data teknis jembatan serta membantu obtaining technical bridge data, and helping field personnel tenaga lapangan untuk dapat mengakses stuktur bawah to access under-structure and other components that are serta komponen lainnya yang sulit dijangkau. Sejumlah difficult to reach. Some of the conditions that can benefit kondisi yang bisa memanfaatkan alat inspeksi jembatan from this bridge inspection tool include bridges with high ini antara lain jembatan dengan pier yang tinggi, jembatan piers, bridges over rivers that do not allow for scaffolding or yang berada di atas sungai sehingga tidak memungkinkan sky workers to be installed, and bridges with heavy traffic untuk dipasang perancah atau sky worker serta jembatan underneath. Currently, Bridge Inspection has been used to dengan lalu lintas yang padat di bawahnya. Saat ini, Bridge conduct inspections on several bridges located on toll roads Inspection telah digunakan untuk melakukan pemeriksaan owned by Jasa Marga Group and non-Jasa Marga Group, pada beberapas jembatan yang terdapat pada Ruas Tol milik such as the Cipularang Toll Road, Semarang Solo Toll Road, Jasa Marga Grup maupun non Jasa Marga Grup, seperti and Tanjung Priok Access Road. pada Ruas Tol, Cipularang, Semarang Solo, dan Akses Tanjung Priok. Penambahan 1 unit AMP baru (Linhoff) yang dilakukan di The addition of one new AMP unit (Linhoff) in 2025 is tahun 2025 direncakan untuk perluasan pangsa pasar ke planned to expand market share in Central Java to meet wilayah Jawa Tengah untuk memenuhi kebutuhan material the demand for asphalt materials. The increase in toll roads aspal. Bertambahnya ruas jalan tol yang akan beroperasi di operating in Central Java has the potential to boost revenue wilayah Jawa Tengah merupakan potensi bagi peningkatan in the preservation business segment. pendapatan segmen usaha preservasi. Segmen Usaha Lainnya Other Business Segments Jasa Marga menjalankan bisnis segmen usaha lainnya Jasa Marga operates other business segments to develop untuk mengembangkan bisnis prospektif dengan cara prospective businesses by optimizing the Company’s assets mengoptimalkan aset Perseroan di ruang milik jalan tol in toll road areas (Rumijatol) and along toll roads owned (Rumijatol) dan di sepanjang jalan tol milik Jasa Marga Grup. by the Jasa Marga Group. This segment is developed by Pengembangan segmen ini dilakukan oleh entitas anak a subsidiary, PT Jasamarga Related Business (JMRB). Perusahaan, yaitu PT Jasamarga Related Business (JMRB). Currently, PT JMRB is developing industrial areas, Toll Saat ini PT JMRB sedang mengembangkan kawasan industri, Corridor Development (TCD) with the “Travoy” brand, perumahan, dan Toll Corridor Development (TCD) dengan residential areas, and Toll Corridor Development (TCD), branding “Travoy”, pengelolaan Tempat Istirahat Pelayanan managing Rest Areas (TIP), building management, and (TIP), building management, serta bisnis komersil. PT JMRB commercial businesses. PT JMRB also continues to innovate juga terus melakukan inovasi dan menjalin kerja sama and establish strategic partnerships with partners to strategis dengan mitra untuk mengembangkan bisnis develop other prospective businesses. prospektif lainnya. Kinerja Segmen Usaha Lainnya Other Business Segment Performance Kemajuan bisnis properti PT Jasamarga Related Business Kemajuan bisnis properti PT Jasamarga Related Business (JMRB) menunjukkan perkembangan yang signifikan dalam (JMRB) menunjukkan perkembangan yang signifikan dalam beberapa tahun terakhir. Hal ini tercermin dari progres beberapa tahun terakhir. Hal ini tercermin dari progres pembangunan Toll Corridor Development (TCD) Taman pembangunan Toll Corridor Development (TCD) Taman Mini fase 1, yang telah mencapai tingkat okupansi sebesar Mini fase 1, yang telah mencapai tingkat okupansi sebesar 83,60%. Keberlanjutan pembangunan fase 2 dan 3 yang 83.60%. Keberlanjutan pembangunan fase 2 dan 3 yang akan mencakup area ritel dan rumah sakit hasil kerja akan mencakup area ritel dan rumah sakit hasil kerja sama dengan Brawijaya Healthcare semakin menegaskan sama dengan Brawijaya Healthcare semakin menegaskan komitmen JMRB dalam memperluas portofolio bisnis komitmen JMRB dalam memperluas portofolio bisnis propertinya. Capaian tersebut mencerminkan bahwa JMRB propertinya. Capaian tersebut mencerminkan bahwa JMRB terus tumbuh secara masif dan konsisten memperkuat terus tumbuh secara masif dan konsisten memperkuat posisinya sebagai pengembang properti strategis di bawah posisinya sebagai pengembang properti strategis di bawah naungan Jasa Marga Group. naungan Jasa Marga Group. Profitabilitas Segmen Usaha Lainnya Other Business Segment Profitability Segmen usaha lainnya berhasil membukukan laba usaha The other business segment recorded an operating profit of sebesar Rp70,6 miliar pada tahun 2025, mengalami Rp70.6 billion in 2025, marking a 198.21% increase compared peningkatan 198,21% dibandingkan tahun 2024 yang to Rp23.6 billion in 2024. sebesar Rp23,6 miliar. 340 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Analisis Kinerja Segmen Usaha Lainnya
Other Business Segment Performance Analysis
Tabel Kinerja Segmen Usaha lainnya* (dalam juta Rupiah)
Table of Other Business Segment Performance* (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
Pendapatan Usaha
1.043.358 957.674 85.684 8,95
Operating Revenues
Beban Usaha
(901.467) (850.978) (50.489) 5,93
Operating Expenses
Laba Bruto
141.891 106.696 35.195 32,99
Gross Profit
Beban Umum dan Administrasi
(74.954) (79.357) 4.403 -5,55
General and Administration Expenses
Penghasilan (Beban) Lain-Lain
3.628 (3.676) 7.304 -198,7
Other Income (Expenses)
Laba Usaha
70.565 23.663 46.902 198,21
Operating Profit
Aset
2.449.154 2.411.058 38.096 1,58
Assets
Liabilitas Segmen
612.487 632.439 (19.952) -3,15
Segment Liability
Keterangan/Note:
*) Angka yang tersaji pada tabel di atas merupakan angka sebelum eliminasi.
*) The figures presented in the table above are pre-elimination figures.
Prospek Usaha Segmen Usaha Lainnya Other Segment Business Prospects
Perseroan melihat segmen usaha lainnya memiliki prospek The Company sees other business segments as having good
yang baik ke depannya. Perseroan melalui PT JMRB terus prospects for the future. Through PT JMRB, the Company
mengkaji dan mengembangkan segmen usaha lainnya agar continues to review and develop other business segments
dapat meningkatkan kontribusi pendapatan Perseroan di in order to increase the Company’s revenue contribution in
masa yang akan datang. Potensi peningkatan pendapatan the future. This potential increase in revenue is supported
ini didukung oleh penambahan pengoperasian jalan tol baru. by the addition of new toll road operations.
Salah satu upaya untuk mengembangkan segmen usaha One of the efforts to develop other business segments
lain yaitu mengoptimalisasi aset di sepanjang jalan tol is to optimize assets along the Company’s toll roads by
Perseroan, dengan mengembangkan TCD, dengan cara developing TCDs, by exploring cooperation with several
melakukan penjajakan kerja sama dengan beberapa mitra strategic partners, both private property companies and
strategis baik perusahaan swasta bidang properti maupun synergistic state-owned enterprises. Currently, PT JMRB
sinergi BUMN. Saat ini, PT JMRB tengah fokus melakukan is focusing on developing the Taman Mini TCD or Travoy
pengembangan TCD Taman Mini atau Travoy Hub. Travoy Hub. Travoy Hub is a transit-based development, or Transit-
Hub sebagai pengembangan yang berbasis transit, atau Oriented Development (TOD), which is the first of its kind
Transit-Oriented Development (TOD) pertama di Indonesia. in Indonesia. Travoy Hub is a Rest and Service Area (TIP)
Travoy Hub merupakan pengembangan Tempat Istirahat development that combines the Taman Mini LRT Station with
dan Pelayanan (TIP) yang memadukan Stasiun LRT Taman a business center and gathering point for various modes of
Mini dengan pusat bisnis dan gathering point antar moda transportation.
transportasi.
Selain itu, PT JMRB juga mengembangkan bisnis komersil di In addition, PT JMRB is also developing commercial
sepanjang koridor jalan tol milik Jasa Marga Grup. PT JMRB businesses along the toll road corridor owned by the Jasa
terus menjalin kerja sama dengan mitra-mitra strategis Marga Group. PT JMRB continues to collaborate with
untuk menambah daya saing dan memperluas cakupan strategic partners to increase competitiveness and expand
pasar khususnya dalam bidang utilitas. market coverage, especially in the utility sector.
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01 02 03 04 05 Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions PT JMRB senantiasa mengembangkan bisnis usaha lain dan PT JMRB continues to develop other businesses and keep mengikuti perkembangan teknologi dengan memanfaatkan up with technological developments by utilizing digital teknologi digital dalam rangka memaksimalkan peluang technology in order to maximize business opportunities and usaha yang dimiliki serta pelayanan terhadap pelanggan customer service. In order to improve services to TIP users, Perseroan. Guna meningkatkan pelayanan kepada pengguna PT JMRB is taking predictive measures by installing Smart TIP, PT JMRB melakukan langkah-langkah prediktif dengan CCTV in toll road TIPs to monitor TIP conditions, as well memasang Smart CCTV di TIP jalan tol untuk monitoring as providing Travoy Nitro in rest areas for vehicle nitrogen kondisi TIP, serta menyediakan Travoy Nitro di rest area refills. untuk pengisian nitrogen kendaraan. PT JMRB turut berkomitmen dalam mengembangkan bisnis PT JMRB is also committed to developing environmentally yang ramah lingkungan, salah satunya dengan pemanfaatan friendly businesses, one of which is through the use of new energi baru terbarukan melalui pemasangan panel surya di and renewable energy by installing solar panels at TIP in TIP yang bekerja sama dengan salah satu mitra potensial. collaboration with one of its potential partners. In addition, Selain itu, PT JMRB melakukan pemasangan Stasiun PT JMRB has installed Public Electric Vehicle Charging Pengisian Kendaraan Listrik Umum (SPKLU) di TIP untuk Stations (SPKLU) at TIP for charging electric vehicles in pengisian tenaga kendaraan listrik dalam rangka mendukung order to support the government in increasing the use of pemerintah dalam meningkatkan penggunaan kendaraan more environmentally friendly electric vehicles. listrik yang lebih ramah lingkungan. PT JMRB terus berinovasi untuk mendukung pelayanan PT JMRB continues to innovate to support safe and yang aman dan nyaman bagi pengguna TIP dengan comfortable services for TIP users by exploring cooperation menjajaki kerja sama dengan mitra dalam pembangunan with partners in the construction of an Executive Lounge, Executive Lounge yang telah beroperasi tahun 2024. Selain which has been operational since 2024. In addition, in 2025, itu, pada tahun 2025, Perseroan melalui PT JMRB telah the Company, through PT JMRB, inaugurated Brawijaya meresmikan Brawijaya Hospital sebagai salah satu bagian Hospital as part of the development of TCD Taman Mini. dari pengembangan TCD Taman Mini. 342 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tinjauan Keuangan
Financial Overview
Laporan Keuangan Konsolidasian PT Jasa Marga (Persero) The Consolidated Financial Statements of PT Jasa Marga
Tbk dan entitas anaknya yang disajikan sesuai dengan (Persero) Tbk and its subsidiaries, presented in accordance
prinsip-prinsip akuntansi keuangan yang berlaku umum with generally accepted accounting principles in Indonesia
di Indonesia (PSAK) untuk tahun yang berakhir pada (PSAK) for the years ended December 31, 2025, and 2024,
31 Desember 2025 dan 2024 menjadi dasar dalam melakukan form the basis for analyzing the Company's financial
analisis atas kinerja keuangan Perseroan. Laporan Keuangan performance. The 2025 Financial Statements have been
tahun 2025 telah diaudit oleh Kantor Akuntan Publik (KAP), audited by Public Accounting Firm (KAP), and have received
dan memperoleh pendapat/opini wajar, dalam semua hal an unqualified opinion in all material respects. Meanwhile,
yang material. Adapun Laporan Keuangan tahun 2024 telah the 2024 Financial Statements have been audited by KAP
diaudit oleh KAP Amir Abadi Jusuf, Aryanto, Mawar & Rekan Amir Abadi Jusuf, Aryanto, Mawar & Partners, and have
dan memperoleh pendapat/opini wajar, dalam semua hal received an unqualified opinion in all material respects.
yang material.
Pemahaman atas uraian tinjauan keuangan yang tersaji The understanding of the financial review presented
tetap memperhatikan penjelasan pada Catatan Laporan should take into account the explanations in the Notes
Keuangan Konsolidasian (CALK) sebagai bagian yang tidak to the Consolidated Financial Statements (CALK), which
terpisahkan dari Laporan Tahunan ini. Analisis terkait kinerja are an integral part of this Annual Report. Analysis of the
keuangan Perseroan juga mengacu pada kinerja keuangan Company's financial performance also uses the previous
di tahun sebelumnya sebagai data pembanding sehingga year's financial performance as comparative data, making
analisis yang disampaikan lebih komprehensif. the analysis presented more comprehensive.
Laporan Posisi Keuangan Konsolidasian
Tabel Laporan Posisi Keuangan Konsolidasian (dalam jutaan Rupiah)
Table of Consolidated Statement of Financial Position (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Aset
Assets
Aset Lancar
Current Assets
Kas dan Setara Kas
6.750.913 5.123.252 1.627.661 31,77
Cash and Cash Equivalents
Investasi Jangka Pendek
24.458 22.791 1.667 7,31
Short-Term Investments
Piutang Lain-lain
1.398.240 1.170.367 227.873 19,47
Other Receivables
Persediaan
167.233 147.978 19.255 13,01
Inventories
Biaya Dibayar di Muka dan Uang Muka – Neto
107.197 109.588 (2.391) -2,18
Prepaid Expenses and Advances-Net
Pajak Dibayar di Muka
302.283 135.854 166.429 122,51
Prepaid Taxes
Dana Dibatasi Penggunaannya
518.346 487.735 30.611 6,28
Restricted Funds
Total Aset Lancar
9.268.670 7.197.565 2.071.105 28,78
Total Current Assets
Aset Tidak Lancar
Non-Current Assets
Piutang Lain-lain
341.071 312.946 28.125 8,99
Other Receivables
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 343
Page 344
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Laporan Posisi Keuangan Konsolidasian (dalam jutaan Rupiah)
Table of Consolidated Statement of Financial Position (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Dana Dibatasi Penggunaannya
401.671 232.738 168.933 72,59
Restricted Funds
Aset pajak tangguhan
74.200 67.529 6.671 9,88
Deferred tax assets
Investasi pada Entitas Asosiasi dan Ventura
Bersama – Neto 5.923.773 5.608.831 314.942 5,62
Investments in Associates and Joint Ventures – Net
Aset Tetap – Neto
643.799 508.170 135.629 26,69
Fixed Assets – Net
Properti Investasi – Neto
1.012.267 979.181 33.086 3,38
Investment Property – Net
Aset Tak Berwujud – Neto
Intangible Assets – Net
Hak Pengusahaan Jalan Tol
140.973.316 132.004.237 8.969.079 6,79
Toll Road Concession Rights
Lainnya
89.027 88.278 749 0,85
Others
Goodwill 41.849 41.849 - 0,00
Aset Keuangan Lainnya – Neto
246.587 259.846 (13.259) -5,10
Other Financial Assets – Net
Aset Tidak Lancar Lainnya – Neto
979.055 1.415.350 (436.295) -30,83
Other Non-Current Assets – Net
Aset Derivatif
- - - -
Derivative Assets
Total Aset Tidak Lancar
150.726.615 141.518.955 9.207.660 6,51
Total Non-Current Assets
Total Aset
159.995.285 148.716.520 11.278.765 7,58
Total Assets
Liabilitas
Liabilities
Liabilitas Jangka Pendek
Current Liabilities
Utang Usaha
71.936 151.278 (79.342) -52,45
Accounts Payable
Utang Kontraktor
402.940 494.361 (91.421) -18,49
Contractors Payable
Utang Pajak
419.456 1.807.837 (1.388.381) -76,80
Taxes Payable
Beban Akrual
9.367.488 11.403.302 (2.035.814) -17,85
Accrued Expenses
Utang Bank
57.559 630.868 (573.309) -90,88
Bank Loans
Utang Lembaga Keuangan Bukan Bank
- - - -
Non-Bank Financial Institutions Loan
Liabilitas Jangka Panjang yang Jatuh Tempo
dalam Satu Tahun:
Current Maturities of Long-Term Liabilities
Utang Bank
3.622.723 4.882.857 (1.260.134) -25,81
Bank Loans
Utang Lembaga Keuangan Bukan Bank
- - - -
Non-Bank Financial Institutions Loan
344 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 345
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Laporan Posisi Keuangan Konsolidasian (dalam jutaan Rupiah)
Table of Consolidated Statement of Financial Position (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Utang Obligasi
- 286.000 - 0,00
Bonds Payable
Liabilitas Pembebasan Tanah
- - - -
Land Acquisition Liabilities
Liabilitas Sewa
87.593 64.199 23.394 36,44
Lease Liabilities
Provisi Pelapisan Jalan Tol
716.991 728.154 (11.163) -1,53
Provision for Overlay
Pendapatan Diterima di Muka
130.663 104.112 26.551 25,50
Unearned Revenue
Liabilitas Imbalan Kerja
53.761 45.228 8.533 18,87
Employee Benefits Liability
Liabilitas Keuangan Jangka Pendek Lainnya
1.064.745 968.023 96.722 9,99
Other Current Financial Liability
Total Liabilitas Jangka Pendek
15.995.855 21.566.219 (5.570.364) -25,83
Total Current Liabilities
Liabilitas Jangka Panjang
Non-Current Liabilities
Liabilitas Pajak Tangguhan
5.607.408 5.229.244 378.164 7,23
Deferred Tax Liabilities
Utang Kontraktor Jangka Panjang
1.375.330 967.428 407.902 42,16
Long-Term Contractors Payable
Beban Akrual Jangka Panjang
712.202 700.629 11.573 1,65
Long-Term Accrued Expenses
Liabilitas Jangka Panjang - Setelah Dikurangi
Bagian yang Jatuh Tempo dalam Satu Tahun:
Long-Term Liabilities – Net of Current Maturities
Utang Bank
68.800.868 57.178.416 11.622.452 20,33
Bank Loans
Utang Lembaga Keuangan Bukan Bank
- 272.000 0,00
Non-Bank Financial Institutions Loan
Utang Obligasi
2.536.062 1.538.161 997.901 64,88
Bonds Payable
Liabilitas Pembebasan Tanah
108.292 109.008 (716) -0,66
Land Acquisition Liabilities
Liabilitas Sewa
101.997 59.819 42.178 70,51
Lease Liabilities
Provisi Pelapisan Jalan Tol
670.741 683.207 (12.466) -1,82
Provision for Overlay
Pendapatan Diterima di Muka
66.326 70.594 (4.268) -6,05
Unearned Revenue
Liabilitas Imbalan Kerja Jangka Panjang
1.346.780 1.261.969 84.811 6,72
Long-Term Employee Benefits
Liabilitas Derivatif
- - - -
Derivative Liabilities
Liabilitas Jangka Panjang Lainnya
311.707 246.585 65.122 26,41
Other Long-Term Liabilities
Total Liabilitas Jangka Panjang
81.637.713 68.317.060 13.320.653 19,50
Total Long-Term Liabilities
Total Liabilitas
97.633.568 89.883.279 7.750.289 8,62
Total Liabilities
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 345
Page 346
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Laporan Posisi Keuangan Konsolidasian (dalam jutaan Rupiah)
Table of Consolidated Statement of Financial Position (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Ekuitas
Equity
Ekuitas yang Dapat Diatribusikan kepada Pemilik
Entitas Induk
Equity Attributable to Owners of the Parent Entity
Modal Saham - Nilai Nominal Rp 500 (Rupiah
Penuh) per Saham
Modal Dasar 19.040.000.000 Saham Modal
Ditempatkan dan Disetor Penuh - 1 Saham Seri A
Dwiwarna dan 7.257.871.199 Saham Seri B 3.628.936 3.628.936 - 0,00
Capital Stock – Rp 500 Par Value (Full Rupiah) per
Share Authorized Capital 19,040,000,000 Shares
Issued and Fully Paid Capital – 1 Series A Dwiwarna
Share and 7,257,871,199 Series B Shares
Tambahan Modal Disetor – Neto
3.997.085 3.997.085 - 0,00
Additional Paid-in Capital – Net
Selisih atas Transaksi Entitas Non-Pengendali
Difference from Non-Controlling Interest 1.955.333 1.955.333 - 0,00
Transactions
Saldo Laba
Retained Earnings
Telah Ditentukan Penggunaannya
8.971.304 8.971.304 - 0,00
Appropriated
Belum Ditentukan Penggunaannya
20.481.497 17.955.853 2.525.644 14,07
Unappropriated
Penghasilan Komprehensif Lain:
Other Comprehensive Income:
Kerugian yang Belum Direalisasi dari Aset
Keuangan pada Nilai Wajar
(1.352.992) (1.344.089) (8.903) 0,66
Unrealized Loss on Financial Assets at Fair
Value
Pengukuran Nilai Wajar Derivatif Lindung Nilai
Arus Kas
- - - -
Measurement of Fair Value Derivative for
Cashflow Hedge
Pengukuran Kembali Liabilitas Imbalan Kerja
Jangka Panjang
(1.325.549) (1.130.887) (194.662) 17,21
Remeasurement of Long-Term Employee
Benefits Liability
Ekuitas Neto yang Dapat diatribusikan kepada:
Net Equity Attributable to
Pemilik Entitas Induk
36.355.614 34.033.535 2.322.079 6,82
Owners of the Parent Entity
Kepentingan Non Pengendali
26.006.103 24.799.706 1.206.397 4,86
Non-Controlling Interests
Total Ekuitas
62.361.717 58.833.241 3.528.476 6,00
Total Equity
Total Liabilitas dan Ekuitas
159.995.285 148.716.520 11.278.765 7,58
Total Liabilities and Equity
346 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 347
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Aset Assets
Per 31 Desember 2025, total aset Perseroan tercatat On December 31, 2025, the Company’s total assets increased
mengalami peningkatan dibandingkan tahun sebelumnya. compared to the previous year. This was mainly due to
Hal ini terutama disebabkan oleh peningkatan hak increased toll road concession rights with the progress of
pengusahaan jalan tol dengan adanya kemajuan konstruksi new toll road development construction.
pengembangan jalan tol baru.
Tabel Aset (dalam jutaan Rupiah)
Assets Table (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Aset Lancar
Current Assets
Kas dan Setara Kas
6.750.913 5.123.252 1.627.661 31,77
Cash and Cash Equivalents
Investasi Jangka Pendek
24.458 22.791 1.667 7,31
Short-Term Investments
Piutang Lain-lain
1.398.240 1.170.367 227.873 19,47
Other Receivables
Persediaan
167.233 147.978 19.255 13,01
Inventories
Biaya Dibayar di Muka dan Uang Muka – Neto
107.197 109.588 (2.391) -2,18
Prepaid Rxpenses and Advances-Net
Pajak Dibayar di Muka
302.283 135.854 166.429 122,51
Prepaid Taxes
Dana Dibatasi Penggunaannya
518.346 487.735 30.611 6,28
Restricted Funds
Total Aset Lancar
9.268.670 7.197.565 2.071.105 28,78
Total Current Assets
Aset Tidak Lancar
Non-Current Assets
Piutang Lain-lain
341.071 312.946 28.125 8,99
Other Receivables
Dana Dibatasi Penggunaannya
401.671 232.738 168.933 72,59
Restricted Funds
Aset pajak tangguhan
74.200 67.529 6.671 9,88
Deferred tax assets
Investasi pada Entitas Asosiasi dan Ventura
Bersama – Neto 5.923.773 5.608.831 314.942 5,62
Investments in Associates and Joint Ventures – Net
Aset Tetap – Neto
643.799 508.170 135.629 26,69
Fixed Assets – Net
Properti Investasi – Neto
1.012.267 979.181 33.086 3,38
Investment Property – Net
Aset Tak Berwujud – Neto
Intangible Assets – Net
Hak Pengusahaan Jalan Tol
140.973.316 132.004.237 8.969.079 6,79
Toll Road Concession Rights
Lainnya
89.027 88.278 749 0,85
Others
Goodwill 41.849 41.849 - 0,00
Aset Keuangan Lainnya – Neto
246.587 259.846 (13.259) -5,10
Other Financial Assets – Net
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 347
Page 348
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Aset (dalam jutaan Rupiah)
Assets Table (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Aset Tidak Lancar Lainnya – Neto
979.055 1.415.350 (436.295) -30,83
Other Non-Current Assets – Net
Aset Derivatif
- - - -
Derivative Assets
Total Aset Tidak Lancar
150.726.615 141.518.955 9.207.660 6,51
Total Non-Current Assets
Total Aset
159.995.285 148.716.520 11.278.765 7,58
Total Assets
Aset Lancar Current Assets
Di tahun 2025, aset lancar Perseroan tercatat mengalami In 2025, the Company’s current assets increased compared
peningkatan dibanding tahun 2024. Hal ini terutama to 2024. This was mainly due to an increase in cash and
disebabkan oleh peningkatan kas dan setara kas yang cash equivalents resulting from higher cash reserves held in
berasal dari bertambahnya cadangan kas di bank serta banks and time deposits.
deposito berjangka.
Tabel Aset Lancar (dalam jutaan Rupiah)
Table of Current Assets (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Kas dan Setara Kas
6.750.913 5.123.252 1.627.661 31,77
Cash and Cash Equivalents
Investasi Jangka Pendek
24.458 22.791 1.667 7,31
Short-Term Investments
Piutang Lain-lain
1.398.240 1.170.367 227.873 19,47
Other Receivables
Persediaan
167.233 147.978 19.255 13,01
Inventories
Biaya Dibayar di Muka dan Uang Muka – Neto
107.197 109.588 (2.391) -2,18
Prepaid Expenses and Advances-Net
Pajak Dibayar di Muka
302.283 135.854 166.429 122,51
Prepaid Taxes
Dana Dibatasi Penggunaannya
518.346 487.735 30.611 6,28
Restricted funds
Total Aset Lancar
9.268.670 7.197.565 2.071.105 28,78
Total Current Assets
*) Disajikan kembali, lihat Catatan 51 pada Laporan Keuangan Konsolidasian Perseroan Tahun Buku 2025
*) Restatement; see Note 51 to the Company’s Consolidated Financial Statements for the 2025 Fiscal Year
Kas dan Setara Kas Cash and Cash Equivalents
Kas dan setara kas Perseroan di tahun 2025 tercatat The Company’s cash and cash equivalents in 2025
mengalami peningkatan. Hal ini dikarenakan adanya increased. This is due to increase in cash reserves in banks
peningkatan cadangan kas di bank dan deposito berjangka. and time deposits.
348 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 349
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Kas dan Setara Kas (dalam jutaan Rupiah)
Table of Cash and Cash Equivalents (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Kas
9.591 7.607 1.984 26,08
Cash
Bank
2.599.402 1.555.377 1.044.025 67,12
Bank
Deposito Berjangka
4.141.920 3.560.268 581.652 16,34
Time Deposits
Total 6.750.913 5.123.252 1.627.661 31,77
Investasi Jangka Pendek Short-Term Investments
Pada tahun 2025, investasi jangka pendek Perseroan In 2025, the Company’s short-term investments increased
mengalami peningkatan dikarenakan adanya kenaikan due to the increase in the mark-to-market value of mutual
mark-to-market reksadana. funds.
Tabel Investasi Jangka Pendek (dalam jutaan Rupiah)
Table of Short-Term Investments (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Efek yang Diukur pada Nilai Wajar melalui Penghasilan Komprehensif Lain
Marketable Securities Measured at Fair Value through Other Comprehensive Income
Reksadana Mandiri Investasi Dana Obligasi
Seri II 4.530 4.530 - 0,00%
Mutual Fund Mandiri Investment – Bond II Series
STAR-MMKU 3.192 - 3.192 100,00%
Reksadana BRI Seruni Pasar Uang 3.192 - 3.192 100,00%
Reksadana Insight Money - 2.544 (2.544) -100,00%
STAR-SMM 2.396 2.396 - 0,00%
Reksadana Insight Money Syariah - 3.577 (3.577) -100,00%
Reksadana BRI Seruni Pasar Uang Syariah 2.682 2.682 - 0,00%
BRI MELATI - 1 - -
Kenaikan Nilai Aset Neto
8.466 7.061 1.405 19,90%
Increase in Net Assets Value
Total 24.458 22.791 1.667 7,31%
Piutang Lain-lain – Neto Other Receivables – Net
Piutang lain-lain lancar di tahun 2025 mengalami peningkatan Current other receivables in 2025 increased compared to
dibandingkan tahun sebelumnya dikarenakan peningkatan the previous year due to increase in receivables from related
piutang pihak berelasi dan pihak ketiga. parties and third parties.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 349
Page 350
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Piutang Lain-lain – Lancar (dalam jutaan Rupiah)
Table of Other Receivables – Net (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Piutang Lain-lain Lancar
Other Receivables – Current
Pihak Berelasi
542.175 350.154 192.021 54,84
Related Parties
Pihak Ketiga
990.436 930.752 59.684 6,41
Third Parties
Dikurangi:
Less:
Cadangan Kerugian Penurunan Piutang
(134.371) (110.539) (23.832) 21,56
Allowance for Impairment Losses
Sub total
856.065 820.213 35.852 4,37
Subtotal
Total 1.398.240 1.170.367 227.873 19,47
Persediaan Inventories
Jumlah persediaan Perseroan di tahun 2025 mengalami The Company’s inventory in 2025 increased compared to
peningkatan dibanding tahun 2024. Hal ini disebabkan oleh 2024. This is mainly due to the increase in property inventory
peningkatan persediaan properti pada anak usaha bisnis at prospective business subsidiaries.
prospektif.
Tabel Persediaan (dalam jutaan Rupiah)
Inventories Table (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Persediaan Properti
154.458 135.186 19.272 14,26
Property Inventory
Persediaan Lain-lain
6.667 7.073 (406) -5,74
Other Inventory
Persediaan Manufaktur
6.108 5.719 389 6,80
Manufacturing Inventory
Total 167.233 147.978 19.255 13,01
Biaya Dibayar di Muka dan Uang Muka – Neto Prepaid Expenses and Advances – Net
Pada tahun 2025, biaya dibayar di muka dan uang muka In 2025, prepaid expenses and advance payments
tercatat menurun dibandingkan dengan tahun sebelumnya decreased compared to the previous year due to a reduction
karena penurunan premi jaminan pelaksanaan PT Jasamarga in performance bond premiums at PT Jasamarga Jogja
Jogja Bawen serta penurunan biaya atas bangunan Bawen and a decrease in costs related to replacement
pengganti di PT Jasamarga Jogja Solo. structures at PT Jasamarga Jogja Solo.
350 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 351
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Biaya Dibayar di Muka dan Uang Muka – Neto (dalam jutaan Rupiah)
Table of Prepaid Expenses and Advances – Net (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Uang Muka Pekerjaan
64.510 60.566 3.944 6,51
Work Advances
Biaya Dibayar di Muka
28.665 32.061 (3.396) -10,59
Prepaid Expenses
Uang Muka Operasional
14.022 16.961 (2.939) -17,33
Operational Advances
Total 107.197 109.588 (2.391) -2,18
Pajak Dibayar di Muka Prepaid Taxes
Perseroan mencatatkan peningkatan pajak dibayar di muka The Company recorded an increase in prepaid taxes in
pada tahun 2025. Hal tersebut seiring dengan adanya PPN 2025. This was due to VAT and Income Tax Article 21 of the
dan PPh 21 Perusahaan dan Entitas Anak. Company and Subsidiaries.
Tabel Pajak Dibayar di Muka (dalam jutaan Rupiah)
Table of Prepaid Taxes (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Perusahaan
Company
Pajak Penghasilan Pasal 21
90.662 62.631 28.031 44,76
Income Tax Article 21
Entitas Anak
Subsidiaries
Pasal 21
10.839 1.437 9.402 654,28
Article 21
Pasal 4 (2)
1.395 - 1.395 100,00
Article 4 (2)
Pasal 23
47 - 47 100,00
Article 23
Pajak Pertambahan Nilai
199.340 71.786 127.554 177,69
Value Added Tax
Total 302.283 135.854 166.429 122,51
Dana Dibatasi Penggunaannya – Aset Lancar Restricted Funds – Current Assets
Perseroan mencatatkan adanya peningkatan dana dibatasi The Company recorded an increase in restricted funds for
penggunaannya jangka pendek di tahun 2025 dibandingkan short-term use in 2025 compared to the previous year. This
dengan tahun sebelumnya. Hal tersebut dikarenakan adanya was due to the increase in toll collection escrow account.
peningkatan rekening amanat pendapatan tol.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 351
Page 352
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Dana Dibatasi Penggunaannya – Aset Lancar (dalam jutaan Rupiah)
Table of Restricted Funds – Current Assets (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Bank
Banks
Rekening Pembebasan Tanah
8.399 14.070 (5.671) -40,31
Land Aquisition Account
Jaminan Sindikasi Bank
211.097 220.701 (9.604) -4,35
Syndicated Bank Guarantee
Jaminan Pelaksanaan
56.214 44.821 11.393 25,42
Performance Bond
Rekening Amanat Pendapatan Tol
235.291 201.184 34.107 16,95
Toll Collection Escrow Account
Deposito
Deposits
Jaminan Pemeliharaan
7.345 5.231 2.114 40,41
Syndicated Bank Guarantee
Jaminan Pembebasan Tanah
- 1.728 (1.728) -100,00
Land Aquisition Account
Total 518.346 487.735 30.611 6,28
Aset Tidak Lancar Non-Current Assets
Pada tahun 2025, Perseroan mencatatkan peningkatan In 2025, the Company recorded an increase in the amount of
jumlah aset tidak lancar akibat adanya penambahan progres non-current assets due to additional construction progress
konstruksi di ruas tol baru. on the new toll road section.
Tabel Aset Tidak Lancar (dalam jutaan Rupiah)
Table of Non-Current Assets (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Piutang Lain-lain
341.071 312.946 28.125 8,99
Other Receivables
Dana Dibatasi Penggunaannya
401.671 232.738 168.933 72,59
Restricted Funds
Investasi pada Entitas Asosiasi dan Ventura
Bersama – Neto 5.923.773 5.608.831 314.942 5,62
Investments in Associates and Joint Ventures – Net
Aset Tetap – Neto
643.799 508.170 135.629 26,69
Fixed Assets – Net
Properti Investasi – Neto
1.012.267 979.181 33.086 3,38
Investment Property – Net
Aset Tak Berwujud – Neto
Intangible Assets – Net
Hak Pengusahaan Jalan Tol
140.973.316 132.004.237 8.969.079 6,79
Toll Road Concession Rights
Lainnya
89.027 88.278 749 0,85
Others
Goodwill 41.849 41.849 - 0,00
Aset Keuangan Lainnya – Neto
246.587 259.846 (13.259) -5,10
Other Financial Assets – Net
352 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 353
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Aset Tidak Lancar (dalam jutaan Rupiah)
Table of Non-Current Assets (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Aset Tidak Lancar Lainnya – Neto
979.055 1.415.350 (436.295) -30,83
Other Non-Current Assets – Net
Aset Derivatif
- - - -
Derivative Assets
Aset pajak tangguhan
74.200 67.529 6.671 9,88
Deferred tax assets
Total Aset Tidak Lancar
150.726.615 141.518.955 9.207.660 6,51
Total Non-Current Assets
Piutang Lain-Lain – Tidak Lancar Other Receivables – Non-Current
Perseroan mencatatkan adanya peningkatan piutang lain- The Company recorded an increase in other non-current
lain tidak lancar di tahun 2025 karena penambahan piutang receivables in 2025 due to the addition of loan receivables
pinjaman dari PT JTT pada entitas ventura bersama. from PT JTT to its joint ventures.
Tabel Piutang Lain-lain - Tidak Lancar (dalam jutaan Rupiah)
Table of Other Receivables – Non-Current (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak Berelasi
341.071 312.946 28.125 8,99
Related Parties
Total 341.071 312.946 28.125 8,99
Dana Dibatasi Penggunaannya - Tidak Lancar Restricted Funds – Non-Current
Pada tahun 2025, dana dibatasi penggunaannya tercatat In 2025, restricted funds recorded an increase due to the
mengalami peningkatan akibat peningkatan jaminan increase in syndication bank guarantees.
sindikasi bank.
Tabel Dana Dibatasi Penggunaannya – Aset Tidak Lancar (dalam jutaan Rupiah)
Table of Restricted Funds – Non-Current Assets (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Bank
Banks
Pembebasan Tanah
24.067 20.041 4.026 20,09
Performance Bond
Jaminan Sindikasi Bank
372.373 199.933 172.440 86,25
Syndicated Bank Guarantee
Deposito
Deposits
Jaminan Pelaksanaan
- 7.345 (7.345) -100,00
Performance Bond
Jaminan Sindikasi Bank
- 5.419 (5.419) -100,00
Syndicated Bank Guarantee
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 353
Page 354
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Dana Dibatasi Penggunaannya – Aset Tidak Lancar (dalam jutaan Rupiah)
Table of Restricted Funds – Non-Current Assets (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Jaminan Pemeliharaan
5.231 - 5.231 100,00
Maintenance Bond
Total 401.671 232.738 168.933 72,59
Investasi pada Entitas Asosiasi dan Ventura Bersama – Investment in Associates and Joint Ventures – Net
Neto
Investasi pada entitas asosiasi dan ventura bersama – neto The Company’s investments in associates and joint ventures
Perseroan tercatat mengalami peningkatan di tahun 2025 – net recorded an increase in 2025 due to the inclusion in
yang disebabkan oleh penyertaan ke BSIS serta serap laba BSIS and absorption of profits and losses of associates and
dan rugi entitas asosiasi dan ventura bersama. joint ventures.
Tabel Investasi pada Entitas Asosiasi dan Ventura Bersama – Neto (dalam jutaan Rupiah)
Table of Investment in Associates and Joint Ventures – Net (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024*
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Perusahaan
The Company
Entitas Asosiasi
Associated Entities
PT Trans Lingkar Kita Jaya (TLKJ) 299.934 272.753 27.181 9,97
PT Citra Bhakti Margatama Persada (CBMP) 56.787 56.787 - 0,00
PT Citra Ganesha Marga Nusantara (CGMN) 16.914 16.914 - 0,00
PT Bukaka Marga Utama (BMU) 9.436 9.436 - 0,00
PT Jasamarga Gedebage Cilacap (JGC) 15.324 15.324 - 0,00
PT Bogor Serpong Infra Selaras (BSIS) 55.848 4.394 51.454 1171,01
Ventura Bersama
Joint Ventures
PT Marga Lingkar Jakarta (MLJ) 1.020.650 989.802 30.848 3,12
Penyertaan tidak langsung melalui JTT
Indirect investment through JTT
Ventura Bersama
Joint Ventures
PT Trans Marga Jateng (TMJ) 2.033.450 1.735.439 298.011 17,17
PT Jasamarga Pandaan Malang (JPM) 994.634 1.024.283 (29.649) -2,89
PT Jasamarga Jalanlayang Cikampek (JJC) 1.519.257 1.582.160 (62.903) -3,98
Total Penyertaan
6.022.234 5.707.292 314.942 5,52
Total Investment
Dikurangi:
Deducted:
Penurunan Nilai Penyertaan pada CBMP
(56.787) (56.787) - 0,00
Impairment of Investment in CBMP
Penurunan Nilai Penyertaan pada CGMN
(16.914) (16.914) - 0,00
Impairment of Investment in CGMN
354 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 355
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Investasi pada Entitas Asosiasi dan Ventura Bersama – Neto (dalam jutaan Rupiah)
Table of Investment in Associates and Joint Ventures – Net (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024*
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Penurunan Nilai Penyertaan pada BMU
(9.436) (9.436) - 0,00
Impairment of Investment in BMU
Penurunan Nilai Penyertaan pada JGC
(15.324) (15.324) - 0,00
Impairment of Investment in JGC
Total 5.923.773 5.608.831 314.942 5,62
*) Disajikan kembali | Restatement
Aset Tetap Neto Fixed Assets – Net
Pada tahun 2025, jumlah aset tetap - neto Perseroan In 2025, the Company’s net fixed assets increased compared
mengalami peningkatan dibandingkan dengan tahun 2024. to 2024. This was due to the increase in directly owned fixed
Hal tersebut disebabkan oleh peningkatan aset tetap assets.
kepemilikan langsung.
Tabel Aset Tetap Neto (dalam jutaan Rupiah)
Table of Fixed Assets – Net (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024*
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Harga Perolehan
Acquisition Cost
Aset Tetap Pemilikan Langsung
1.192.008 1.068.198 123.810 11,59
Direct Acquisition Assets
Aset Tetap dalam Konstruksi
28.856 25.630 3.226 12,59
Construction in Progress
Aset Hak Guna
468.932 385.366 83.566 21,68
Right of Use Assets
Total Harga Perolehan
1.689.796 1.479.194 210.602 14,24
Total Acquisition Cost
Akumulasi Penyusutan
Accumulated Depreciation
Aset Tetap Pemilikan Langsung
767.236 709.191 58.045 8,18
Direct Acquisition Assets
Aset Hak Guna
278.761 261.833 16.928 6,47
Right of Use Assets
Total Akumulasi Penyusutan
1.045.997 971.024 74.973 7,72
Total Accumulated Depreciations
Total 643.799 508.170 135.629 26,69
*) Disajikan kembali | Restatement
Properti Investasi – Neto Investment Properties – Net
Pada tahun 2025, properti investasi Perseroan mengalami In 2025, the Company’s investment property experienced
peningkatan dibandingkan tahun sebelumnya karena an increase compared to the previous year due to the
pembangunan Transit Oriented Development (TOD) Taman construction of Transit-Oriented Development (TOD) in
Mini fase 2 dan fase 3. Taman Mini, phases 2 and 3.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 355
Page 356
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Properti Investasi – Neto (dalam jutaan Rupiah)
Table of Investment Properties – Net (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Biaya Perolehan
At Cost
Properti Investasi
1.178.306 1.121.368 56.938 5,08
Investment Properties
Akumulasi Penyusutan
Accumulated Depreciation
Properti Investasi
166.039 142.187 23.852 16,78
Investment Properties
Total 1.012.267 979.181 33.086 3,38
Hak Pengusahaan Jalan Tol – Neto Toll Road Concession Rights – Net
Aset tak berwujud hak pengusahaan jalan tol - neto Intangible assets related to toll road concessions – net
mengalami peningkatan di tahun 2025 dibandingkan tahun increased in 2025 compared to the previous year due to the
sebelumnya karena penambahan dari progress konstruksi di additional progress in toll road construction.
ruas tol.
Tabel Hak Pengusahaan Jalan Tol – Neto (dalam jutaan Rupiah)
Table of Toll Road Concession Rights – Net (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024*
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Biaya Perolehan
164.175.315 152.232.625 11.942.690 7,85%
Acquisition Cost
Akumulasi Amortisasi
23.201.999 20.228.388 2.973.611 14,70%
Accumulated Amortization
Total 140.973.316 132.004.237 8.969.079 6,79%
*) Disajikan kembali | Restatement
Aset Tak Berwujud Lainnya – Neto Other Intangible Assets – Net
Pada tahun 2025, aset tak berwujud lainnya - neto mengalami In 2025, other intangible assets – net increased compared to
peningkatan dibandingkan tahun sebelumnya disebabkan the previous year due to the increase in software acquisition
oleh peningkatan biaya perolehan perangkat lunak. costs.
Tabel Aset Tak Berwujud Lainnya – Neto (dalam jutaan Rupiah)
Table of Other Intangible Assets – Net (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Biaya Perolehan
Acquisition Cost
Perangkat Lunak
524.348 496.512 27.836 5,61%
Software
Akumulasi Penyusutan
435.321 408.234 27.087 6,64%
Accumulated Depreciation
Total 89.027 88.278 749 0,85%
356 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 357
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Goodwill Goodwill
Di tahun 2025, Goodwill Perseroan tidak mengalami In 2025, the Company’s goodwill did not increase or decrease
peningkatan maupun penurunan karena saldo goodwill because the goodwill balance is the difference between the
merupakan selisih antara nilai wajar aset neto Perseroan fair value of the Company’s net assets acquired from third
yang diakuisisi dari pihak ketiga dengan nilai akuisisi secara parties and the total acquisition value of PT JSM, PT JMTM,
keseluruhan atas akuisisi PT JSM, PT JMTM, dan PT JKC. and PT JKC.
Tabel Goodwill (dalam jutaan Rupiah)
Goodwill Table (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Nilai Tercatat
Carrying Amount
Akuisisi PT Jasamarga Surabaya Mojokerto (JSM)
Acquisition of PT Jasamarga Surabaya Mojokerto 36.880 36.880 - 0,00
(JSM)
Akuisisi PT Jasamarga Tollroad Maintenance
(JMTM)
2.848 2.848 - 0,00
Acquisition of PT Jasamarga Tollroad
Maintenance (JMTM)
Akuisisi PT Jasamarga Kunciran Cengkareng (JKC)
Acquisition of PT Jasamarga Kunciran 2.121 2.121 - 0,00
Cengkareng (JKC)
Total 41.849 41.849 - 0,00
Aset Keuangan Lainnya – Neto Other Financial Assets – Net
Aset keuangan lainnya - neto di tahun 2025 mengalami Other financial assets - net in 2025 decreased compared
penurunan dibandingkan tahun sebelumnya dari pengaruh to the previous year due to the decrease in the value of the
disebabkan karena penurunan nilai penyertaan tidak Company’s indirect investment in PT Fintek Karya Nusantara
langsung Perseroan pada pada PT Fintek Karya Nusantara (Finarya) through PT JMTO.
(Finarya) melalui PT JMTO.
Tabel Aset Keuangan Lainnya – Neto (dalam jutaan Rupiah)
Table of Other Financial Assets – Net (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
PT Marga Mandala Sakti (MMS) 75.209 66.482 8.727 13,13
PT Citra Margatama Surabaya (CMS) 29.947 23.504 6.443 27,41
PT Marga Nurindo Bhakti (MNB) - - - -
PT Citra Mataram Satriamarga Persada (CMSP) - - - -
PT Margaraya Jawa Tol (MJT) - - - -
PT Makassar Metro Network (MMN) d/h
3.286 3.620 (334) -9,23
PT Bosowa Marga Nusantara (BMN)
PT Jatim Prasarana Utama (JPU) 938 1.042 (104) -9,98
PT Marga Mawatindo Esprit (MME) - - - -
PT Marga Net One Limited (MNOL) - - - -
PT Pilar Sinergi BUMN Indonesia (PSBI) - - - -
PT Kresna Kusuma Dyandra Marga (KKDM) 2.121 1.280 841 65,70
PT Hutama Marga Waskita (HAMAWAS) 13.262 15.235 (1.973) -12,95
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 357
Page 358
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Aset Keuangan Lainnya – Neto (dalam jutaan Rupiah)
Table of Other Financial Assets – Net (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Penyertaan Tidak Langsung melalui JMTO
Indirect Investment through JMTO
PT Fintek Karya Nusantara (Finarya) 116.532 143.666 (27.134) -18,89
Penyertaan Tidak Langsung melalui JMRB
Indirect Investment through JMRB
PT Sinergi Colomadu (SC) 91 91 - 0,00
PT PP Sinergi Banjaratma (PPSB) 4.121 4.926 (805) -16,34
Penyertaan Tidak Langsung melalui JMTM
Indirect Investment via JMTM
PT Waskita Beton Precast (WSBP) Tbk 1.080 - 1.080 100
Total 246.587 259.846 (13.259) -5,10
Aset Tidak Lancar Lainnya – Neto Other Non-Current Assets – Net
Pada tahun 2025, aset tidak lancar lainnya menurun In 2025, other non-current assets decreased compared to
dibandingkan tahun sebelumnya karena penurunan pada the previous year due to a decline in advance payments to
uang muka kontraktor dan konsultan serta biaya prakarsa. contractors and consultants, as well as project initiation costs.
Tabel Aset Tidak Lancar Lainnya – Neto (dalam jutaan Rupiah)
Table of Other Non-Current Assets – Net (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Tanah dalam Pengembangan
666.997 668.700 (1.703) -0,25
Land under Development
Biaya Prakarsa
83.519 127.237 (43.718) -34,36
Initiative Cost
Taksiran Tagihan Pajak Entitas Anak
57.006 67.528 (10.522) -15,58
Estimated Claim for Subsidiary Tax Refund
Uang Muka Pembelian Tanah
47.620 47.620 - 0,00
Advances for Purchase of Land
Aset Diambil Alih
26.102 26.102 - 0,00
Foreclosed Assets
Uang Muka Setoran Modal
20.690 55.816 (35.126) -62,93
Advances for Capital Investment
Bangunan Tanah Pengganti
18.416 - 18.416 100
Replacement Land Building
Uang Muka Kontraktor dan Konsultan
115.020 505.904 (390.884) -77,26
Advances for Contractors and Consultants
Uang Muka Biaya Fasilitas Pinjaman
- 141 (141) -100,00
Advances for Loans Facility Fee
Lainnya
16.202 23.945 (7.743) -32,34
Others
Total Aset Lain-lain
1.051.572 1.522.993 (471.421) -30,95
Total Other Assets
Cadangan Kerugian Penurunan Nilai
Allowance for Impairment Losses
Biaya Prakarsa
(25.725) (25.725) - 0,00
Initiative Cost
358 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 359
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Aset Tidak Lancar Lainnya – Neto (dalam jutaan Rupiah)
Table of Other Non-Current Assets – Net (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Aset Diambil Alih
(26.102) (26.102) - 0,00
Foreclosed Assets
Uang Muka Setoran Modal
(20.690) (55.816) 35.126 -62,93
Advances for Capital Investment
Total Penurunan Nilai
(72.517) (107.643) 35.126 -32,63
Total Impairment Losses
Total – Bersih
979.055 1.415.350 (436.295) -30,83
Total – Net
Liabilitas Liabilities
Per 31 Desember 2025, total liabilitas Perseroan tercatat On December 31, 2025, the Company’s total liabilities
mengalami peningkatan dibanding tahun 2024 yang increased compared to 2024 due to the increase in long-
disebabkan oleh peningkatan utang bank jangka panjang term bank loans of Subsidiaries.
atas Anak Perusahaan.
Tabel Liabilitas (dalam jutaan Rupiah)
Liabilities Table (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024*
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Liabilitas
Liabilities
Liabilitas Jangka Pendek
Current Liabilities
Utang Usaha
71.936 151.278 (79.342) -52,45
Accounts Payable
Utang Kontraktor
402.940 494.361 (91.421) -18,49
Contractors Payable
Utang Pajak
419.456 1.807.837 (1.388.381) -76,80
Taxes Payable
Beban Akrual
9.367.488 11.403.302 (2.035.814) -17,85
Accrued Expenses
Utang Bank
57.559 630.868 (573.309) -90,88
Bank Loans
Utang Lembaga Keuangan Bukan Bank
- - - -
Non-Bank Financial Institutions Loan
Liabilitas Jangka Panjang yang Jatuh Tempo
dalam Satu Tahun:
Current Maturities of Long-Term Liabilities
Utang Bank
3.622.723 4.882.857 (1.260.134) -25,81
Bank Loans
Utang Lembaga Keuangan Bukan Bank
- - - -
Non-Bank Financial Institutions Loan
Utang Obligasi
- 286.000 - 0,00
Bonds Payable
Liabilitas Pembebasan Tanah
- - - -
Land Acquisition Liabilities
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 359
Page 360
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Liabilitas (dalam jutaan Rupiah)
Liabilities Table (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024*
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Liabilitas Sewa
87.593 64.199 23.394 36,44
Lease Liabilities
Provisi Pelapisan Jalan Tol
716.991 728.154 (11.163) -1,53
Provision for Overlay
Pendapatan Diterima di Muka
130.663 104.112 26.551 25,50
Unearned Revenue
Liabilitas Imbalan Kerja
53.761 45.228 8.533 18,87
Employee Benefits Liability
Liabilitas Keuangan Jangka Pendek Lainnya
1.064.745 968.023 96.722 9,99
Other Current Financial Liability
Total Liabilitas Jangka Pendek
15.995.855 21.566.219 (5.570.364) -25,83
Total Current Liabilities
Liabilitas Jangka Panjang
Non-Current Liabilities
Liabilitas Pajak Tangguhan
5.607.408 5.229.244 378.164 7,23
Deferred Tax Liabilities
Utang Kontraktor Jangka Panjang
1.375.330 967.428 407.902 42,16
Long-Term Contractors Payable
Beban Akrual Jangka Panjang
712.202 700.629 11.573 1,65
Long-Term Accrued Expenses
Liabilitas Jangka Panjang - Setelah Dikurangi
Bagian yang Jatuh Tempo dalam Satu Tahun:
Long-Term Liabilities – Net of Current Maturities
Utang Bank
68.800.868 57.178.416 11.622.452 20,33
Bank Loans
Utang Lembaga Keuangan Bukan Bank
- 272.000 - 0,00
Non-Bank Financial Institutions Loan
Utang Obligasi
2.536.062 1.538.161 997.901 64,88
Bonds Payable
Liabilitas Pembebasan Tanah
108.292 109.008 (716) -0,66
Land Acquisition Liabilities
Liabilitas Sewa
101.997 59.819 42.178 70,51
Lease Liabilities
Provisi Pelapisan Jalan Tol
670.741 683.207 (12.466) -1,82
Provision for Overlay
Pendapatan Diterima di Muka
66.326 70.594 (4.268) -6,05
Unearned Revenue
Liabilitas Imbalan Kerja Jangka Panjang
1.346.780 1.261.969 84.811 6,72
Long-Term Employee Benefits
Liabilitas Derivatif
- - - -
Derivative Liabilities
Liabilitas Jangka Panjang Lainnya
311.707 246.585 65.122 26,41
Other Long-Term Liabilities
Total Liabilitas Jangka Panjang
81.637.713 68.317.060 13.320.653 19,50
Total Long-Term Liabilities
Total Liabilitas
97.633.568 89.883.279 7.750.289 8,62
Total Liabilities
*) Disajikan kembali, lihat Catatan 51 pada Laporan Keuangan Konsolidasian Perseroan Tahun Buku 2025
*) Restatement; see Note 51 to the Company’s Consolidated Financial Statements for the 2025 Fiscal Year
360 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 361
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Liabilitas Jangka Pendek Current Liabilities
Pada tahun 2025, jumlah liabilitas jangka pendek mengalami In 2025, the amount of short-term liabilities decreased
penurunan dibandingkan tahun sebelumnya karena compared to the previous year due to the decrease in
penurunan beban akrual atas realisasi insentif kinerja accrued expenses due to the realization of the Company’s
Perusahaan, pelunasan PPh 29 Perusahaan, serta penurunan performance incentive, settlement of the Company’s Income
utang bank dengan adanya pelunasan di Anak Perusahaan. Tax Article 29, and decrease in bank debt due to settlement
at the Subsidiary.
Tabel Liabilitas Jangka Pendek (dalam jutaan Rupiah)
Table of Current Liabilities (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Utang Usaha
71.936 151.278 (79.342) -52,45
Accounts Payable
Utang Kontraktor
402.940 494.361 (91.421) -18,49
Contractors Payable
Utang Pajak
419.456 1.807.837 (1.388.381) -76,80
Taxes Payable
Beban Akrual
9.367.488 11.403.302 (2.035.814) -17,85%
Accrued Expenses
Utang Bank
57.559 630.868 (573.309) -90,88
Bank Loans
Utang Lembaga Keuangan Bukan Bank
- - - -
Non-Bank Financial Institutions Loan
Liabilitas Jangka Panjang yang Jatuh Tempo
dalam Satu Tahun:
Current Maturities of Long-Term Liabilities
Utang Bank
3.622.723 4.882.857 (1.260.134) -25,81
Bank Loans
Utang Lembaga Keuangan Bukan Bank
- - - -
Non-Bank Financial Institutions Loan
Utang Obligasi
- 286.000 (286.000) -100,00
Bonds Payable
Liabilitas Pembebasan Tanah
- - - -
Land Acquisition Liabilities
Liabilitas Sewa
87.593 64.199 23.394 36,44
Lease Liabilities
Provisi Pelapisan Jalan Tol
716.991 728.154 (11.163) -1,53
Provision for Overlay
Pendapatan Diterima di Muka
130.663 104.112 26.551 25,50
Unearned Revenue
Liabilitas Imbalan Kerja
53.761 45.228 8.533 18,87
Employee Benefits Liability
Liabilitas Keuangan Jangka Pendek Lainnya
1.064.745 968.023 96.722 9,99
Other Current Financial Liability
Total Liabilitas Jangka Pendek
15.995.855 21.566.219 (5.570.364) -25,83
Total Current Liabilities
Utang Usaha Accounts Payable
Perseroan mencatatkan penurunan utang usaha di tahun The Company recorded a decrease in accounts payable in
2025 dibandingkan tahun sebelumnya karena penurunan 2025 compared to the previous year due to the reduction of
utang kepada pemasok atas pengadaan jasa pemeliharaan payable amounts to suppliers for toll road maintenance and
dan pembersihan jalan tol. cleaning services.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 361
Page 362
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Utang Usaha (dalam jutaan Rupiah)
Table of Accounts Payable (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak Berelasi
2.831 5.748 (2.917) -50,75
Related Parties
Pihak Ketiga
69.105 145.530 (76.425) -52,51
Third Parties
Total 71.936 151.278 (79.342) -52,45
Utang Kontraktor Jangka Pendek Short-Term Contractor Payables
Di tahun 2025, utang kontraktor jangka pendek tercatat In 2025, short-term contractor liabilities decreased
mengalami penurunan dibandingkan tahun sebelumnya compared to the previous year due to the settlement of
yang disebabkan oleh pelunasan utang kontraktor jangka short-term contractor debts in the subsidiaries.
pendek di Anak Perusahaan.
Tabel Utang Kontraktor (dalam jutaan Rupiah)
Table of Contractor Payables (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak Berelasi
94.068 100.733 (6.665) -6,62
Related Parties
Pihak Ketiga
308.872 393.628 (84.756) -21,53
Third Parties
Total 402.940 494.361 (91.421) -18,49
Utang Pajak Tax Payable
Utang pajak Perseroan di tahun 2025 mengalami penurunan The Company’s tax payable in 2025 decreased compared
dibandingkan tahun sebelumnya karena pelunasan utang to the previous year due to the settlement of the company’s
PPh 29 Perusahaan. Article 29 income tax (PPh 29) payable.
Tabel Utang Pajak (dalam jutaan Rupiah)
Table of Tax Payable (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Perseroan
196.735 1.666.922 (1.470.187) -88,20
The Company
Entitas Anak
222.721 140.915 81.806 58,05
Subsidiaries
Total 419.456 1.807.837 (1.388.381) -76,80
Beban Akrual Jangka Pendek Short-Term Accrued Expenses
Pada tahun 2025, beban akrual jangka pendek Perseroan In 2025, the Company’s short-term accrued expenses
mengalami penurunan dibandingkan tahun sebelumnya decreased compared to the previous year due to the
disebabkan oleh realisasi akrual insentif. realization of accrual incentives.
362 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 363
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Utang Bank Jangka Pendek Short-Term Bank Loans
Utang bank jangka pendek di tahun 2025 menurun Short-term bank loans in 2025 decreased compared to the
dibandingkan tahun sebelumnya karena pelunasan utang previous year due to repayment of bank loans at Subsidiaries.
bank di Anak Perusahaan.
Tabel Utang Bank Jangka Pendek (dalam jutaan Rupiah)
Table of Short-Term Bank Loans (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak Berelasi
- - - -
Related Parties
Pihak Ketiga
57.559 630.868 (573.309) -90,88
Third Parties
Total 57.559 630.868 (573.309) -90,88
Utang Lembaga Keuangan Bukan Bank Non-Bank Financial Institutions Loan
Utang lembaga keuangan bukan bank mengalami penurunan Non-bank financial institution debt decreased in 2025 due
di tahun 2025 disebabkan oleh pelunasan yang dilakukan to settlement of the non-bank financial institutions loan.
oleh Perseroan terhadap utang lembaga keuangan bukan
bank.
Tabel Utang Lembaga Keuangan Bukan Bank (dalam jutaan Rupiah)
Table of Non-Bank Financial Institutions Loan (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak Berelasi
- 272.000 - -
Related Parties
Total - 272.000 - -
Current Maturities of Long-Term Liabilities
Liabilitas Jangka Panjang yang Jatuh Tempo dalam Satu
Tahun In 2025, current maturities of long-term liabilities decreased
compared to 2024 due to repayment of bank loan at the
Di tahun 2025, liabilitas jangka panjang yang jatuh tempo Company’s Subsidiaries.
dalam satu tahun mengalami penurunan dibandingkan
tahun 2024 karena adanya pelunasan utang bank di Anak
Perusahaan Perseroan.
Tabel Liabilitas Jangka Panjang yang Jatuh Tempo dalam Satu Tahun (dalam jutaan Rupiah)
Table of Current Maturities of Long-Term Liabilities (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Utang Bank
3.622.723 4.882.857 (1.260.134) -25,81
Bank Loans
Utang Lembaga Keuangan Bukan Bank
- - - -
Non-Bank Financial Institutions Loan
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 363
Page 364
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Liabilitas Jangka Panjang yang Jatuh Tempo dalam Satu Tahun (dalam jutaan Rupiah)
Table of Current Maturities of Long-Term Liabilities (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Utang Obligasi
- 286.000 (286.000) -100,00
Bonds Payable
Liabilitas Pembebasan Tanah
- - - -
Land Acquisition Liabilities
Liabilitas Sewa
87.593 64.199 23.394 36,44
Lease Liabilities
Provisi Pelapisan Jalan Tol
716.991 728.154 (11.163) -1,53
Provision for Overlay
Pendapatan Diterima di Muka
130.663 104.112 26.551 25,50
Unearned Revenue
Liabilitas Imbalan Kerja
53.761 45.228 8.533 18,87
Employee Benefits Liability
Total 4.611.731 6.110.550 (1.498.819) -24,53
Liabilitas Keuangan Jangka Pendek Lainnya Other Current Financial Liabilities
Liabilitas keuangan jangka pendek lainnya mengalami Other short-term financial liabilities increased in 2025
peningkatan di tahun 2025 jika dibandingkan dengan tahun compared to the previous year due to the increase in
sebelumnya yang disebabkan oleh peningkatan utang minority shareholder dividend payable.
dividen pemegang saham minoritas.
Tabel Liabilitas Keuangan Jangka Pendek Lainnya (dalam jutaan Rupiah)
Table of Other Current Financial Liabilities (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024*
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak Berelasi
Related Parties
Utang Titipan
48.480 52.923 (4.443) -8,40
Deposit Payable
Pihak Ketiga
Third Parties
Utang Pencadangan (Multi Lane Free Flow)
401.004 421.353 (20.349) -4,83
Provisions for Multi Lane Free Flow
Utang Titipan
175.244 229.313 (54.069) -23,58
Deposit Payable
Utang Dividen Pemegang Saham Minoritas
175.000 50 174.950 349.900,00
Minority Shareholder Dividend Payable
Utang Jaminan Pihak Lain
19.204 27.534 (8.330) -30,25%
Guarantee Payable
Lainnya (di bawah Rp2.000)
245.813 236.850 8.963 3,78
Others (below Rp2,000)
Total 1.064.745 968.023 96.722 9,99
*) Disajikan kembali | Restatement
364 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 365
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Liabilitas Jangka Panjang Non-Current Liabilities
Liabilitas jangka panjang Perseroan di tahun 2025 mengalami The Company’s non-current liabilities in 2025 increased
peningkatan dibandingkan tahun sebelumnya terutama compared to the previous year, mainly due to the increase in
disebabkan oleh peningkatan cadangan imbalan pasca kerja the Company’s post-employment benefit reserves and bank
Perusahaan dan utang bank atas Anak Perusahaan. loans on Subsidiaries.
Tabel Liabilitas Jangka Panjang (dalam jutaan Rupiah)
Table of Non-Current Liabilities (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024*
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Liabilitas Pajak Tangguhan
5.607.408 5.229.244 378.164 7,23
Deferred Tax Liabilities
Utang Kontraktor Jangka Panjang
1.375.330 967.428 407.902 42,16
Long-Term Contractors Payable
Beban Akrual Jangka Panjang
712.202 700.629 11.573 1,65
Long-Term Accrued Expenses
Liabilitas Jangka Panjang - Setelah Dikurangi
Bagian yang Jatuh Tempo dalam Satu Tahun:
Long-Term Liabilities – Net of Current Maturities
Utang Bank
68.800.868 57.178.416 11.622.452 20,33
Bank Loans
Utang Lembaga Keuangan Bukan Bank
- 272.000 (272.000) -100,00
Non-Bank Financial Institutions Loan
Utang Obligasi
2.536.062 1.538.161 997.901 64,88
Bonds Payable
Liabilitas Pembebasan Tanah
108.292 109.008 (716) -0,66
Land Acquisition Liabilities
Liabilitas Sewa
101.997 59.819 42.178 70,51
Lease Liabilities
Provisi Pelapisan Jalan Tol
670.741 683.207 (12.466) -1,82
Provision for Overlay
Pendapatan Diterima di Muka
66.326 70.594 (4.268) -6,05%
Unearned Revenue
Liabilitas Imbalan Kerja Jangka Panjang
1.346.780 1.261.969 84.811 6,72%
Long-Term Employee Benefits
Liabilitas Derivatif
- - - -
Derivative Liabilities
Liabilitas Jangka Panjang Lainnya
311.707 246.585 65.122 26,41%
Other Long-Term Liabilities
Total Liabilitas Jangka Panjang
81.637.713 68.317.060 13.320.653 19,50%
Total Long-Term Liabilities
*) Disajikan kembali, lihat Catatan 51 pada Laporan Keuangan Konsolidasian Perseroan Tahun Buku 2025
*) Restatement; see Note 51 to the Company’s Consolidated Financial Statements for the 2025 Fiscal Year
Liabilitas Pajak Tangguhan Deferred Tax Liabilities
Pada tahun 2025, liabilitas pajak tangguhan mengalami In 2025, deferred tax liabilities increased compared to the
peningkatan dibandingkan tahun sebelumnya terutama previous year, mainly due to the increase in Subsidiaries.
disebabkan oleh peningkatan pada Anak Perusahaan.
Utang Kontraktor Jangka Panjang Long-Term Contractors Payable
Utang kontraktor jangka panjang di tahun 2025 mengalami Long-term contractors payable in 2025 increased compared
peningkatan dibandingkan tahun sebelumnya karena to the previous year due to the increased retention at
peningkatan retensi pada Anak Perusahaan. Subsidiaries.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 365
Page 366
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Utang Kontraktor Jangka Panjang (dalam jutaan Rupiah)
Table of Long-Term Contractors Payable (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024*
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pihak Berelasi
551.544 785.561 (234.017) -29,79
Related Parties
Pihak Ketiga
823.786 181.867 641.919 352,96
Third Parties
Total 1.375.330 967.428 407.902 42,16
*) Disajikan kembali | Restatement
Beban Akrual Jangka Panjang Long-Term Accrued Expenses
Beban akrual jangka panjang di tahun 2025 mengalami Long-term accrual expenses in 2025 increased compared to
peningkatan dibandingkan tahun sebelumnya karena the previous year due to the increase in Land Bridging Fund
peningkatan akrual nilai tambah Dana Talangan Tanah (DTT) (DTT) value added accrual at Subsidiaries.
pada Anak Perusahaan.
Tabel Beban Akrual Jangka Panjang (dalam jutaan Rupiah)
Table of Long-Term Accrued Expenses (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024*
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Beban Kontraktor dan Konsultan
6.255.335 8.674.580 (2.419.245) -27,89
Contractors and Consultant Expense
Beban Umum dan Administrasi
1.896.911 1.608.531 288.380 17,93
General and Administrative Expenses
Akrual Insentif Kinerja
1.072.965 984.702 88.263 8,96
Performance Incentive Accrual
Hutang Investasi ke Pemerintah
712.202 700.630 11.572 1,65
Government’s Investment Liability
Beban Bunga
125.054 127.347 (2.293) -1,80
Interest Expense
Lain-Lain
17.223 8.141 9.082 111,56
Others
Total 10.079.690 12.103.931 (2.024.241) -16,72
Dikurangi Bagian Lancar
9.367.488 11.403.302 (2.035.814) -17,85
Net of Current Portion
Bagian Tidak Lancar
712.202 700.629 11.573 1,65
Non-current Portion
*) Disajikan kembali | Restatement
Liabilitas Jangka Panjang-Setelah Dikurangi Bagian yang Long-Term Liabilities – Net of Current Maturities
Jatuh Tempo dalam Satu Tahun
Pada tahun 2025, liabilitas jangka panjang – setelah In 2025, long-term liabilities – net of current maturities –
dikurangi bagian yang jatuh tempo dalam satu tahun increased compared to the previous year due to new bank
mengalami peningkatan dibandingkan tahun sebelumnya loan withdrawals by Subsidiaries.
karena penarikan utang bank baru di Anak Perusahaan.
366 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 367
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Liabilitas Jangka Panjang-Setelah Dikurangi Bagian yang Jatuh Tempo dalam Satu Tahun (dalam jutaan Rupiah)
Table of Long-Term Liabilities – Net of Current Maturities (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024*
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Utang Bank
68.800.868 57.178.416 11.622.452 20,33
Bank Loans
Utang Lembaga Keuangan Bukan Bank
- 272.000 (272.000) -100,00
Non-Bank Financial Institutions Loan
Utang Obligasi
2.536.062 1.538.161 997.901 64,88
Bonds Payable
Liabilitas Pembebasan Tanah
108.292 109.008 (716) -0,66
Land Acquisition Liabilities
Liabilitas Sewa
101.997 59.819 42.178 70,51
Lease Liabilities
Provisi Pelapisan Jalan Tol
670.741 683.207 (12.466) -1,82
Provision for Overlay
Pendapatan Diterima di Muka
66.326 70.594 (4.268) -6,05
Unearned Revenue
Liabilitas Imbalan Kerja Jangka Panjang
1.346.780 1.261.969 84.811 6,72
Long-Term Employee Benefits Liabilities
Total 73.631.066 61.173.174 12.457.892 20,36
*) Disajikan kembali | Restatement
Liabilitas Derivatif Derivative Liabilities
Liabilitas derivatif mengalami nihil pada tahun 2025 karena Derivative liabilities will be zero in 2025 because there are
tidak terdapat kontrak derivatif yang masih berlaku. no outstanding derivative contracts.
Tabel Liabilitas Derivatif (dalam jutaan Rupiah)
Table of Derivative Liabilities (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Lindung Nilai Arus Kas
- - - -
Cash Flow Hedging
Total - - - -
Liabilitas Jangka Panjang Lainnya Other Long-Term Liabilities
Perseroan mencatatkan peningkatan liabilitas jangka The Company recorded an increase in other long-term
panjang lainnya dibandingkan tahun sebelumnya karena liabilities compared to the previous year due to the
disebabkan oleh reklasifikasi dari liabilitas jangka pendek. reclassification of current liabilities.
Ekuitas Equity
Sampai dengan 31 Desember 2025, ekuitas Perseroan Up to December 31, 2025, the Company’s equity increased
mengalami peningkatan dibandingkan tahun sebelumnya. compared to the previous year. This was due to the increase
Hal tersebut disebabkan oleh peningkatan saldo laba. in retained earnings.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 367
Page 368
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Ekuitas (dalam jutaan Rupiah)
Equity Table (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024*
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Ekuitas
Equity
Ekuitas yang Dapat Diatribusikan Kepada Pemilik Entitas Induk
Equity Attributable to Owners of the Parent Entity
Modal Saham - Nilai Nominal Rp 500 (Rupiah
Penuh) per Saham
Modal Dasar 19.040.000.000 Saham
Modal Ditempatkan dan Disetor Penuh - 1 Saham
Seri A Dwiwarna dan 7.257.871.199 Saham Seri B
3.628.936 3.628.936 - 0,00
Capital Stock – Rp 500 Par Value (Full Rupiah)
per Share
Authorized Capital 19,040,000,000 Shares
Issued and Fully Paid Capital – 1 Series A Dwiwarna
Share and 7,257,871,199 Series B Shares
Tambahan Modal Disetor – Neto
3.997.085 3.997.085 - 0,00
Additional Paid-in Capital – Net
Selisih atas Transaksi Entitas Non-Pengendali
Difference from Non-Controlling Interest 1.955.333 1.955.333 - 0,00
Transactions
Saldo Laba
Retained Earnings
Telah Ditentukan Penggunaannya
8.971.304 8.971.304 - 0,00
Appropriated
Belum Ditentukan Penggunaannya
20.481.497 17.955.853 2.525.644 14,07
Unappropriated
Penghasilan Komprehensif Lain:
Other Comprehensive Income:
Kerugian yang Belum Direalisasi dari Aset
Keuangan pada Nilai Wajar
(1.352.992) (1.344.089) (8.903) 0,66%
Unrealized Loss on Financial Assets at Fair
Value
Pengukuran Nilai Wajar Derivatif Lindung Nilai
Arus Kas
- - - -
Measurement of Fair Value Derivative for
Cashflow Hedge
Pengukuran Kembali Liabilitas Imbalan Kerja
Jangka Panjang
(1.325.549) (1.130.887) (194.662) 17,21%
Remeasurement of Long-Term Employee
Benefits Liability
Ekuitas Neto yang Dapat Diatribusikan kepada:
Net Equity Attributable to:
Pemilik Entitas Induk
36.355.614 34.033.535 2.322.079 6,82%
Owners of the Parent Entity
Kepentingan Non Pengendali
26.006.103 24.799.706 1.206.397 4,86%
Non-Controlling Interests
Total Ekuitas
62.361.717 58.833.241 3.528.476 6,00%
Total Equity
Total Liabilitas dan Ekuitas
159.995.285 148.716.520 11.278.765 7,58%
Total Liabilities and Equity
*) Disajikan kembali, lihat Catatan 51 pada Laporan Keuangan Konsolidasian Perseroan Tahun Buku 2025
*) Restatement; see Note 51 to the Company’s Consolidated Financial Statements for the 2025 Fiscal Year
368 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 369
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian
Consolidated Statements of Profit or Loss and Other Comprehensive Income
Tabel Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian (dalam jutaan Rupiah)
Table of Consolidated Statements of Profit or Loss and Other Comprehensive Income (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024*
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pendapatan
Revenues
Pendapatan Tol
18.153.333 17.222.334 930.999 5,41
Toll Operating Revenues
Pendapatan Usaha Lainnya
1.657.891 1.511.810 146.081 9,66
Other Operating Revenues
Pendapatan Konstruksi
10.079.023 13.021.772 (2.942.749) -22,60
Construction Revenue
Total 29.890.247 31.755.916 (1.865.669) -5,88
Beban Pokok Pendapatan
Cost of Revenues
Beban Tol dan Usaha Lainnya
(8.082.117) (7.495.137) (586.980) 7,83
Toll and Other Operating Expenses
Beban Konstruksi
(10.021.420) (12.949.812) 2.928.392 -22,61
Construction Expense
Total (18.103.537) (20.444.949) 2.341.412 -11,45
Laba Bruto
11.786.710 11.310.967 475.743 4,21
Gross Profit
Penghasilan Keuangan
296.641 267.647 28.994 10,83
Finance Income
Penghasilan Lain-Lain
250.941 260.947 (10.006) -3,83
Other Income
Beban Umum dan Administrasi
(2.482.336) (2.334.415) (147.921) 6,34
General and Administrative Expenses
Beban Lain-Lain
(152.155) (168.286) 16.131 -9,59
Other Expenses
Beban Pajak atas Penghasilan Keuangan
(53.343) (47.759) (5.584) 11,69
Tax Expense of Finance Income
Keuntungan dari Nilai Wajar Investasi Asosiasi
- 186.407 (186.407) -100,00
Gain on Fair Value of Investment in Associates
Kerugian dari Nilai Wajar Investasi Jangka
Pendek - (144.002) 144.002 -100,00
Loss on Fair Value of Short-Term Investments
Keuntungan dari Pembelian dengan Diskon
- 176.271 (176.271) -100,00
Gain on Bargain Purchase
Laba Usaha
9.646.458 9.507.777 138.681 1,46
Profit from Operations
EBITDA 13.273.673 12.614.607 659.066 5,22
Biaya Keuangan – Neto
(3.603.869) (4.026.337) 422.468 -10,49
Finance Costs – Net
Bagian atas Laba (Rugi) Neto Entitas Asosiasi
dan Ventura Bersama
311.233 281.845 29.388 10,43
Share in Net Gain (Loss) of Associates and Joint
Ventures
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 369
Page 370
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian (dalam jutaan Rupiah)
Table of Consolidated Statements of Profit or Loss and Other Comprehensive Income (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024*
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Laba Sebelum Pajak Penghasilan
6.353.822 5.763.285 590.537 10,25%
Profit Before Income Tax
Kini
(1.135.987) (962.010) (173.977) 18,08%
Current
Tangguhan
(410.831) 804.360 (1.215.191) -151,08%
Deferred
Total Beban Pajak Penghasilan
(1.546.818) (157.650) (1.389.168) 881,17%
Total Income Tax Expense
Laba (Rugi) Tahun Berjalan
4.807.004 5.605.635 (798.631) -14,25%
Profit (Loss) for the Year
Penghasilan (Beban) Komprehensif Lain
Other Comprehensive Income (Expense)
Pos-pos yang tidak akan Direklasifikasi ke Laba Rugi Tahun Berikutnya
Items that will not be Reclassified to Profit or Loss in Subsequent Year
Pengukuran Kembali Liabilitas Imbalan Kerja
Jangka Panjang
(228.871) 5.010 (233.881) -4668,28
Remeasurements of Long-Term Employee
Benefits Liability
Bagian atas Laba (Rugi) Komprehensif Lain
atas Asosiasi dan Ventura Bersama
(161) (649) 488 -75,19
Share in Other Comprehensive Gain (Loss) of
Associates and Joint Ventures
Pajak Penghasilan Terkait
39.856 42.867 (3.011) -7,02
Related Tax
Keuntungan (rugi) yang belum direalisasi dari
aset keuangan lainnya pada nilai wajar
(15.644) 1.436 (17.080) -1189,42%
Unrealised gains (losses) on other financial
assets at fair value
Pos-pos yang akan Direklasifikasi ke Laba Rugi Tahun Berikutnya
Items that will be Reclassified to Profit and Loss in Subsequent Year
Keuntungan yang belum direalisasi dari
aset keuangan lainnya dan investasi jangka
pendek pada nilai wajar 1.405 (383.555) 384.960 100,37
Unrealized gain on other financial assets and
short term investment measured at fair value
Penyesuaian Reklasifikasi atas Investasi
Jangka Pendek Diukur Nilai Wajar
- 144.002 (144.002) -100,00
Reclassification Adjustment on Short-Term
Investment Measured at Fair Value
Pengukuran Nilai Wajar Derivatif Lindung Nilai
Arus Kas
- 53.555 (53.555) -100,00
Measurement of Fair Value Derivative for
Cashflow Hedge
Pajak Penghasilan Terkait
(518) (38) (480) 1263,16
Related Tax
Subtotal Pos-Pos yang akan Direklasifikasi ke
Laba Rugi Tahun Berikutnya
887 (186.036) 186.923 -100,48
Subtotal Item that will be Reclassified to Profit
and Loss in Subsequent Years
Beban Komprehensif Lain Tahun Berjalan
(203.933) (137.372) (66.561) 48,45
Other Comprehensive Expense for the Year
Total Penghasilan Komprehensif Tahun Berjalan
4.603.071 5.468.263 (865.192) -15,82
Total Comprehensive Income for the Year
370 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 371
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian (dalam jutaan Rupiah)
Table of Consolidated Statements of Profit or Loss and Other Comprehensive Income (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024*
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Laba Tahun Berjalan yang dapat Diatribusikan kepada:
Profit for the Year Attributable to:
Pemilik Entitas Induk
3.659.535 4.533.007 (873.472) -19,27
Owners of the Parent Entity
Kepentingan Non Pengendali
1.147.469 1.072.628 74.841 6,98
Non-Controlling Interest
Total 4.807.004 5.605.635 (798.631) -14,25
Total Penghasilan Komprehensif Tahun Berjalan yang Dapat Diatribusikan kepada:
Total Comprehensive Income for the Year Attributable to:
Pemilik Entitas Induk
3.455.970 4.414.990 (959.020) -21,72
Owners of the Parent Entity
Kepentingan Non Pengendali
1.147.101 1.053.273 93.828 8,91
Non-Controlling Interest
Total 4.603.071 5.468.263 (865.192) -15,82
Laba per Saham (Rupiah Penuh)
504 625 (121) -19,36
Earnings per Share (Full Rupiah)
*) Disajikan kembali | Restatement
Pendapatan Revenues
Pendapatan Perseroan terdiri dari pendapatan tol dan usaha The Company’s revenues consist of toll revenue and other
lainnya serta pendapatan konstruksi. Untuk dapat melakukan businesses, as well as construction revenue. To perform an
analisa kinerja secara tepat, diharapkan dapat menggunakan accurate performance analysis, it is expected that revenues
pendapatan di luar pendapatan konstruksi, mengingat other than construction revenue will be used, considering
pendapatan konstruksi akan di net-off dengan beban that construction revenue will be netted off with construction
konstruksi dan margin yang didapatkan tidak signifikan. expenses, and the margin obtained is insignificant.
Pada tahun 2025, pendapatan Perseroan mengalami In 2025, the Company’s revenues experienced decrease due
penurunan disebabkan oleh penurunan pendapatan to the decline in construction revenue at Subsidiaries.
konstruksi pada anak Perusahaan.
Tabel Pendapatan (dalam jutaan Rupiah)
Revenues Table (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pendapatan Tol dan Usaha Lainnya
19.811.224 18.734.144 1.077.080 5,75
Toll and Other Operating Revenues
Pendapatan Konstruksi
10.079.023 13.021.772 (2.942.749) -22,60
Construction Revenue
Total 29.890.247 31.755.916 (1.865.669) -5,88
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 371
Page 372
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Pendapatan Usaha Operating Revenues
Perseroan mencatatkan peningkatan pendapatan usaha The Company recorded an increase in operating revenues in
di tahun 2025 dibandingkan tahun sebelumnya. Hal ini 2025 compared to the previous year. This was mostly due
disebabkan oleh diutamakan oleh peningkatan pendapatan to increased revenue from the new Jogja-Solo route, which
atas ruas Jogja-Solo yang baru beroperasi di 2025, began operating in 2025; from the Jakarta-Tangerang route
peningkatan ruas Jakarta-Tangerang dan ruas Dalam and inner-city routes in connection with fare adjustments;
Kota sehubungan dengan penyesuaian tarif, serta efek and from the consolidation of PT JPT in December 2024.
konsolidasi PT JPT pada Desember 2024.
Tabel Pendapatan Usaha (dalam jutaan Rupiah)
Operating Revenues Table (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pendapatan Tol
18.153.333 17.222.334 930.999 5,41
Toll Operating Revenues
Pendapatan Usaha Lainnya
1.657.891 1.511.810 146.081 9,66
Other Operating Revenues
Total 19.811.224 18.734.144 1.077.080 5,75
Pendapatan Konstruksi Construction Revenue
Pada tahun 2025, pendapatan konstruksi Perseroan In 2025, the Company’s construction revenue decreased
menurun dibandingkan tahun sebelumnya disebabkan compared to the previous year due to along with the
oleh seiring dengan selesainya aktivitas kontruksi untuk completion of construction activities for several new toll
beberapa pembangunan ruas jalan tol baru. road sections.
Beban Pokok Pendapatan Cost of Revenues
Beban pokok pendapatan di tahun 2025 meningkat/ Cost of revenues in 2025 increased/decreased compared to
menurun dibandingkan tahun sebelumnya, disebabkan the previous year due to the decline in construction activity
karena menurunnya aktivitas konstruksi untuk ruas jalan tol in new toll road sections.
baru.
Tabel Beban Pokok Pendapatan (dalam jutaan Rupiah)
Table of Cost of Revenues (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Beban Tol dan Usaha Lainnya
(8.082.117) (7.495.137) (586.980) 7,83
Toll and Other Operating Expenses
Beban Konstruksi
(10.021.420) (12.949.812) 2.928.392 -22,61
Construction Expense
Total (18.103.537) (20.444.949) 2.341.412 11,45
372 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 373
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Beban Tol dan Usaha Lainnya Toll and Other Operating Expenses
Pada tahun 2025, beban tol dan usaha lain mengalami In 2025, toll charges and other expenses increased
peningkatan dibandingkan tahun sebelumnya yang compared to the previous year due to the accelerated
disebabkan oleh amortisasi dipercepat di ruas milik Induk, amortization on sections owned by the Parent Company,
kenaikan Pajak Bumi dan Bangunan (PBB) serta peningkatan increases in property tax, and increases in toll road service
beban pelayanan jalan tol. costs.
Tabel Beban Tol dan Usaha Lainnya (dalam jutaan Rupiah)
Table of Toll and Other Operating Expenses (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Amortisasi
2.974.509 2.589.484 385.025 14,87
Amortization
Harga Pokok Penjualan
1.066.721 911.993 154.728 16,97
Cost of Goods Sold
Gaji dan Tunjangan
918.446 901.507 16.939 1,88
Salaries and Allowance
Provisi Pelapisan Ulang Jalan Tol
832.158 896.910 (64.752) -7,22
Provision for Toll Road Overlay
Pemeliharaan Jalan dan Sarana Pelengkap
Jalan Tol
660.993 662.060 (1.067) -0,16
Maintenance of Roads and Toll Road
Complementary Facilities
Pajak Bumi dan Bangunan
710.652 622.630 88.022 14,14
Land and Building Tax
Pelayanan Jalan Tol
353.672 323.776 29.896 9,23
Toll Road Services
Bahan Bakar, Listrik dan Air
150.719 154.028 (3.309) -2,15
Fuel, Electricity, and Water
Pengumpulan Tol
179.822 190.265 (10.443) -5,49
Toll Collection
Penyusutan
107.982 116.611 (8.629) -7,40
Depreciation
Sewa
51.587 63.262 (11.675) -18,45
Rent
Lainnya (Di bawah Rp2.000)
74.856 62.611 12.245 19,56
Others (Below Rp2,000)
Total 8.082.117 7.495.137 586.980 7,83
Beban Konstruksi Construction Expense
Beban konstruksi di tahun 2025 mengalami penurunan Construction expense in 2025 decreased compared to the
dibandingkan sebelumnya terutama disebabkan oleh previous year, mainly due to the reduction in construction
Penurunan beban konstruksi atas Ruas Probolinggo- expenses on the Probolinggo-Banyuwangi, Yogyakarta-
Banyuwangi, Yogyakarta-Bawen, Solo-Yogyakarta, Jakarta- Bawen, Solo-Yogyakarta, Jakarta-Cikampek II Selatan, and
Cikampek II Selatan, dan Serpong-Cinere. Serpong-Cinere sections.
Laba Bruto Gross Profit
Perseroan mencatatkan pertumbuhan laba bruto di tahun The Company recorded an increase in gross profit in 2025
2025 dibandingkan tahun sebelumnya. Hal ini disebabkan compared to the previous year. This was due to the decrease
oleh penurunan beban pokok pendapatan. in cost of revenues.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 373
Page 374
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Laba Bruto (dalam jutaan Rupiah)
Table of Gross Profit (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pendapatan
29.890.247 31.755.916 (1.865.669) -5,88
Revenues
Beban Pokok Pendapatan
(18.103.537) (20.444.949) 2.341.412 11,45
Cost of Revenues
Total 11.786.710 11.310.967 475.743 4,21
Laba Usaha Profit from Operations
Laba usaha Perseroan di tahun 2025 meningkat The Company’s profit from operations in 2025 increased
dibandingkan tahun sebelumnya disebabkan oleh compared to the previous year due to the increase in gross
peningkatan laba bruto. profit.
Tabel Laba Usaha (dalam jutaan Rupiah)
Table of Profit from Operations (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Laba Bruto
11.786.710 11.310.967 475.743 4,21
Gross Profit
Penghasilan Keuangan
296.641 267.647 28.994 10,83
Finance Income
Penghasilan Lain-Lain
250.941 260.947 (10.006) -3,83
Other Income
Beban Umum dan Administrasi
(2.482.336) (2.334.415) (147.921) 6,34
General and Administrative Expenses
Beban Lain-Lain
(152.155) (168.286) 16.131 -9,59
Other Expenses
Beban Pajak atas Penghasilan Keuangan
(53.343) (47.759) (5.584) 11,69
Tax Expense of Finance Income
Keuntungan dari Nilai Wajar Investasi Asosiasi
- 186.407 (186.407) -100,00
Gain on Fair Value of Investment in Associates
Kerugian dari Nilai Wajar Investasi Jangka Pendek
- (144.002) 144.002 -100,00
Loss on Fair Value of Short-Term Investments
Keuntungan dari Pembelian dengan Diskon
- 176.271 (176.271) -100,00
Gain on Bargain Purchase
Laba Usaha
9.646.458 9.507.777 138.681 1,46
Profit from Operations
Laba Sebelum Pajak Penghasilan Profit Before income Tax
Laba sebelum pajak penghasilan di tahun 2025 mengalami Profit before income tax in 2025 increased compared to the
peningkatan dibandingkan tahun sebelumnya yang lebih previous year, mainly due to the decrease in finance costs in
disebabkan oleh penurunan biaya keuangan di induk. the Parent Company.
374 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 375
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Laba Sebelum Pajak Penghasilan (dalam jutaan Rupiah)
Table of Profit Before Income Tax (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Laba Usaha
9.646.458 9.507.777 138.681 1,46
Profit from Operations
Biaya Keuangan – Neto
(3.603.869) (4.026.337) 422.468 -10,49
Finance Costs – Net
Bagian atas Rugi Neto Entitas Asosiasi dan
Ventura
311.233 281.845 29.388 10,43
Share in Net Loss of Associates and Joint
Ventures
Laba Sebelum Pajak Penghasilan
6.353.822 5.763.285 590.537 10,25
Profit Before Income Tax
Beban Pajak Penghasilan Income Tax Expense
Di tahun 2025, beban pajak penghasilan Perseroan In 2025, the Company’s income tax expense increased
meningkat dibandingkan tahun sebelumnya disebabkan compared to the previous year due to the growth in taxable
oleh pertumbuhan penghasilan kena pajak dan penambahan income and additional expenses of Parent and Subsidiary
beban Induk dan Anak Perusahaan. Companies.
Tabel Beban Pajak Penghasilan (dalam jutaan Rupiah)
Table of Income Tax Expense (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Kini
(1.135.987) (962.010) (173.977) 18,08
Current
Tangguhan
(410.831) 804.360 (1.215.191) -151,08
Deferred
Total (1.546.818) (157.650) (1.389.168) 881,17
Laba Tahun Berjalan Profit for the Year
Per 31 Desember 2025, jumlah laba tahun berjalan Perseroan On December 31, 2025, the Company’s profit for the year
yang diatribusikan kepada pemilik entitas mengalami attributable to owners of the entity decreased compared to
penurunan dibandingkan tahun 2024. Hal ini disebabkan 2024. This was due to the increase in income tax expense in
oleh peningkatan beban pajak penghasilan di Induk dan the Parent and Subsidiary Companies.
Anak Perusahaan.
Tabel Laba (Rugi) Tahun Berjalan (dalam jutaan Rupiah)
Table of Profit (Loss) for the Year (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Laba Sebelum Pajak Penghasilan
6.353.822 5.763.285 590.537 10,25
Profit before Income Tax
Beban Pajak Penghasilan
(1.546.818) (157.650) (1.389.168) 881,17
Income Tax Expense
Laba (Rugi) Tahun Berjalan
4.807.004 5.605.635 (798.631) -14,25
Profit (Loss) for the Year
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 375
Page 376
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Laba (Rugi) Tahun Berjalan (dalam jutaan Rupiah)
Table of Profit (Loss) for the Year (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Laba Tahun Berjalan yang Dapat Diatribusikan
kepada:
Profit for the Year Attributable to:
Pemilik Entitas Induk
3.659.535 4.533.007 (873.472) -19,27
Owners of the Parent Entity
Kepentingan Non Pengendali
1.147.469 1.072.628 74.841 6,98
Non-Controlling Interest
Total 4.807.004 5.605.635 (798.631) -14,25
Beban Komprehensif Lain Other Comprehensive Expense
Pada tahun 2025, beban komprehensif lain mengalami In 2025, other comprehensive expenses increased
peningkatan dibandingkan tahun sebelumnya karena compared to the previous year due to the adjustment of
penyesuaian pencadangan aktuaria di Perseroan actuarial reserves at the Company based on the December
berdasarkan laporan aktuaria Desember 2025. 2025 actuarial report.
Tabel Penghasilan (Beban) Komprehensif lain (dalam jutaan Rupiah)
Table of Other Comprehensive Income (Expense) (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pos-Pos yang tidak akan Direklasifikasi ke Laba Rugi Tahun Berikutnya
Items that will not be Reclassified to Profit or Loss in Subsequent Year
Pengukuran Kembali Liabilitas Imbalan Kerja Jangka
Panjang
(228.871) 5.010 (233.881) -4668,28
Remeasurements of Long-Term Employee Benefits
Liability
Bagian atas Laba (Rugi) Komprehensif Lain atas
Asosiasi dan Ventura Bersama
(161) (649) 488 -75,19
Share in Other Comprehensive Gain (Loss) of
Associates and Joint Ventures
Pajak Penghasilan Terkait
39.856 42.867 (3.011) -7,02
Related Tax
Keuntungan (rugi) yang belum direalisasi dari aset
keuangan lainnya pada nilai wajar
(15.644) 1.436 (17.080) -1189,42
Unrealised gains (losses) on other financial assets at
fair value
Pos-Pos yang akan Direklasifikasi ke Laba Rugi Tahun Berikutnya
Items that will be Reclassified to Profit and Loss in Subsequent Year
Keuntungan yang belum direalisasi dari aset
keuangan lainnya dan investasi jangka pendek pada
nilai wajar 1.405 (383.555) 384.960 100,37
Unrealized gain on other financial assets and short
term investment measured at fair value
Penyesuaian Reklasifikasi atas Investasi Jangka
Pendek Diukur Nilai Wajar
- 144.002 (144.002) -100,00
Reclassification Adjustment on Short-Term
Investment Measured at Fair Value
376 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Penghasilan (Beban) Komprehensif lain (dalam jutaan Rupiah)
Table of Other Comprehensive Income (Expense) (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Pengukuran Nilai Wajar Derivatif Lindung Nilai Arus Kas
Measurement of Fair Value Derivative for Cashflow - 53.555 (53.555) -100,00
Hedge
Pajak Penghasilan Terkait
(518) (38) (480) 1263,16
Related Tax
Subtotal Pos-Pos yang akan Direklasifikasi ke Laba
Rugi Tahun Berikutnya
887 (186.036) 186.923 -100,48
Subtotal Item that will be Reclassified to Profit and
Loss in Subsequent Years
Beban Komprehensif Lain Tahun Berjalan
(203.933) (137.372) (66.561) 48,45
Other Comprehensive Expense for the Year
Laba Komprehensif Tahun Berjalan Comprehensive Income for the Year
Laba komprehensif tahun berjalan di tahun 2025 mengalami Comprehensive income for the current year in 2025 has
penurunan dibandingkan tahun sebelumnya. Hal tersebut decreased compared to the previous year. This is due to the
disebabkan oleh penurunan kinerja laba bersih Perseroan decline in the Company’s net profit performance in 2025.
pada tahun 2025.
Tabel Laba Komprehensif Tahun Berjalan (dalam jutaan Rupiah)
Table of Comprehensive Income for the Year (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Total Penghasilan Komprehensif Tahun Berjalan yang dapat Didistribusikan kepada:
Total Comprehensive Income for the Year Attributable to:
Pemilik Entitas Induk
3.455.970 4.414.990 (959.020) -21,72
Owners of the Parent Entity
Kepentingan Non Pengendali
1.147.101 1.053.273 93.828 8,91
Non-Controlling Interest
Total 4.603.071 5.468.263 (865.192) -15,82
Laba per Saham Earnings per Share
Nilai Laba per Saham Perseroan di tahun 2025 tercatat The Company’s Earnings per Share in 2025 decreased
menurun dibandingkan dengan tahun sebelumnya yang compared to the previous year due to the decline in the
disebabkan oleh penurunan kinerja laba bersih Perseroan Company’s net profit performance in 2025.
pada tahun 2025.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 377
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Laba per Saham
Earnings per Share
2025 Pertumbuhan (Penurunan)
Uraian Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Laba Bersih (Rupiah Penuh)
3.659.534.913.253 4.533.006.531.196 (873.471.617.943) -19,27
Net Income (Full Rupiah)
Rata-rata Tertimbang Saham Beredar (Lembar)
7.257.871.200 7.257.871.200 - 0,00
Weighted Average of Outstanding Shares
Laba Bersih Per Saham (Rupiah Penuh)
504 625 (121) -19,36
Earnings per Share (Full Rupiah)
Laporan Arus Kas Konsolidasian
Consolidated Statement of Cash Flows
Tabel Laporan Arus Kas Konsolidasian (dalam jutaan Rupiah)
Table of Consolidated Cash Flows (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Arus Kas dari Aktivitas Operasi
Cash Flows from Operating Activities
Kas Bersih Diperoleh dari Aktivitas Operasi
5.661.228 5.903.543 (242.315) -4,10
Net Cash Generated from Operations
Arus Kas dari Aktivitas Investasi
Cash Flows from Investing Activities
Kas Neto yang Digunakan untuk Aktivitas Investasi
(13.224.193) (13.401.184) 176.991 -1,32
Net Cash Used in Investing Activities
Arus Kas dari Aktivitas Pendanaan
Cash Flows from Financing Activities
Kas Neto Diperoleh dari Aktivitas Pendanaan
9.190.626 7.924.456 1.266.170 15,98
Net Cash Provided by Financing Activities
Kenaikan (Penurunan) Neto Kas dan Setara Kas
Net Increase (Decrease) in Cash and Cash 1.627.661 426.815 1.200.846 281,35
Equivalents
Kas dan Setara Kas pada Awal Tahun
Cash and Cash Equivalents at Beginning of the 5.123.252 4.696.437 426.815 9,09
Period
Kas dan Setara Kas pada Akhir Tahun
6.750.913 5.123.252 1.627.661 31,77
Cash and Cash Equivalents at End of Period
Laporan arus kas merupakan komponen laporan keuangan The cash flow statement is a component of the financial
yang menunjukkan penerimaan dan pengeluaran kas dan statements that shows cash and cash equivalents receipts
setara kas selama periode tertentu yang dikelompokkan and disbursements during a certain period, grouped into
dalam aktivitas operasi, investasi, dan pendanaan. Analisis operating, investing, and financing activities. The analysis of
terhadap arus kas pada masing-masing aspek diuraikan cash flows in each aspect is described as follows:
sebagai berikut:
378 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 379
06 07 08 Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria Arus Kas dari Aktivitas Operasi Cash Flows from Operating Activities Di tahun 2025, kas bersih diperoleh dari aktivitas operasi In 2025, net cash from operating activities decreased mengalami penurunan dibandingkan tahun sebelumnya. Hal compared to the previous year. This was mainly due to ini terutama disebabkan oleh dipengaruhi oleh peningkatan influenced by increased revenue due to higher traffic volume pendapatan akibat kenaikan volume lalu lintas pada ruas on the Company’s toll roads, accompanied by overlay repair tol Perseroan, yang diiringi dengan pekerjaan perbaikan work on the toll roads. In addition, growth in taxable income overlay pada ruas tol yang dilalui. Selain itu, pertumbuhan also had an impact on increased income tax payments, penghasilan kena pajak juga berdampak pada meningkatnya thereby contributing to a decline in cash flow from operating pembayaran pajak penghasilan, sehingga turut memengaruhi activities. penurunan arus kas dari aktivitas operasi. Arus Kas dari Aktivitas Investasi Cash Flows from Investing Activities Kas neto yang digunakan untuk aktivitas investasi di tahun Net cash used for investing activities in 2025 decreased 2025 menurun dibandingkan tahun sebelumnya karena compared to the previous year along with the decline in seiring dengan penurunan aktivitas kontruksi sehubungan construction activity due to the operation of some sections dengan telah beroperasinya sebagian ruas di Anak in Subsidiaries. Perusahaan. Arus Kas dari Aktivitas Pendanaan Cash Flows from Financing Activities Perseroan mencatatkan kas neto diperoleh dari aktivitas The Company recorded an increase in net cash provided by pendanaan di tahun 2025 mengalami peningkatan financing activities in 2025 compared to the previous year, dibandingkan tahun sebelumnya terutama karena mainly due to the acceptance of bonds payable. penerimaan utang obligasi. PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 379
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kemampuan Membayar Utang dan
Tingkat Kolektibilitas Piutang
Ability to Pay Debt and Collectibility in Receivables
Kemampuan Membayar Utang Debt Repayment Capability
Perseroan berkomitmen memenuhi hak kreditur dengan The Company is committed to fulfilling the rights of creditors
memastikan ketepatan waktu pembayaran pokok dan bunga by ensuring the timely payment of principal and interest on
pinjaman. Perseroan secara konsisten mengelola likuiditas loans. The Company consistently manages liquidity and
dan memantau jadwal jatuh tempo pembayaran pokok dan monitors the schedule for principal and interest payments.
bunga pinjaman.
Perseroan mengukur kemampuannya dalam memenuhi The Company measures its ability to meet its short-term
kewajiban jangka pendek dan jangka panjangnya dengan and long-term obligations using liquidity ratios and solvency
menggunakan rasio likuiditas dan rasio solvabilitas. Rasio ratios. Liquidity ratios are used to measure the ability to pay
likuiditas digunakan untuk mengukur kemampuan melunasi short-term obligations, while solvency ratios are used to
kewajiban jangka pendek, sedangkan rasio solvabilitas measure the ability to meet all obligations.
digunakan untuk digunakan untuk mengukur kemampuan
memenuhi seluruh kewajiban.
Kemampuan Membayar Utang Jangka Pendek Short-Term Debt Repayment Capability (Liquidity)
(Likuiditas)
Likuiditas Perseroan dapat diukur dengan menggunakan The Company’s liquidity can be measured using the current
rasio lancar dan rasio kas. Di tahun 2025, Perseroan pada ratio and cash ratio. In 2025, the Company essentially had
dasarnya memiliki kemampuan yang baik dalam membayar a strong ability to meet its short-term obligations. Most of
kewajiban jangka pendeknya. Sebagian besar kewajiban the Company’s short-term liabilities consisted of payables
jangka pendek Perseroan merupakan tagihan kepada to contractors for toll road construction and bank loans
kontraktor untuk pembangunan jalan tol dan pinjaman maturing within one year. The Company settled these
bank yang akan jatuh tempo dalam satu tahun. Perseroan obligations by drawing on long-term financing, either
melakukan pelunasan dengan melakukan penarikan through bank loans or bonds.
pinjaman jangka panjang, baik melalui pinjaman bank
maupun obligasi.
Tabel Rasio Likuiditas (dalam jutaan Rupiah)
Table of Liquidity Ratio (in million Rupiah)
Uraian 2025 Perubahan
2024
Description Changes
(1) (2) (3) (4) = (2)-(3)
Kas dan Setara Kas
6.750.913 5.123.252 1.627.661
Cash and Cash Equivalents
Aset Lancar
9.268.670 7.197.565 2.071.105
Current Assets
Liabilitas Jangka Pendek
15.995.855 21.566.219 (5.570.364)
Current Liabilities
Rasio (%)
Ratio (%)
Rasio Lancar
0,6 0,3 0,3
Current Ratio
Rasio Kas
0,4 0,2 0,2
Cash Ratio
Kemampuan Membayar Utang Jangka Panjang Long-Term Debt Repayment Capability (Solvency)
(Solvabilitas)
Solvabilitas Perseroan dapat diukur melalui rasio liabilitas The Company’s solvency can be measured through the
terhadap ekuitas atau Debt to Equity Ratio (DER), rasio utang debt-to-equity ratio (DER), interest-bearing debt ratio, and
berbunga atau Interest Bearing Debt, dan Interest Coverage interest coverage ratio (ICR). DER can be calculated by
380 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Ratio (ICR). DER dapat dihitung dengan membagi antara dividing total liabilities by total equity. Interest-bearing debt
total liabilitas dengan total ekuitas, Interest Bearing Debt can be measured by dividing total interest-bearing debt by
dapat diukur dengan membagi antara total utang berbunga total equity, while ICR is calculated by dividing EBITDA by
pada komponen liabilitas dengan total ekuitas, sementara financial expenses.
ICR dihitung dengan membagi antara EBITDA dengan beban
keuangan.
Di tahun 2025, Perseroan memiliki kondisi keuangan yang In 2025, the Company has a sound financial condition and
sehat dan solvabilitas yang berada dalam kategori baik. Hal solvency in the good category. This is evident from The
tersebut terlihat dari pemenuhan DER dan ICR Perseroan yang Company’s DER and ICR remain within the limits required by
masih berada dalam batas yang dipersyaratkan oleh Kreditur, creditors, with a maximum DER of 5 times and a minimum
dengan batas DER maksimal 5 kali dan ICR minimal 1,1 kali. ICR of 1.1 times.
Tabel Rasio Solvabilitas (dalam jutaan Rupiah)
Table of Solvency Ratio (in million Rupiah)
Uraian 2025 Perubahan
2024
Description Changes
(1) (2) (3) (4) = (2)-(3)
Total Aset
159.995.285 148.716.520 11.278.765
Total Assets
Total Liabilitas
97.633.568 89.883.279 7.750.289
Total Liabilities
Total Ekuitas
62.361.717 58.833.241 3.528.476
Total Equity
Total Utang Berbunga
76.907.270 66.307.487 10.599.783
Total Interest-Bearing Debt
EBITDA 13.273.673 12.614.607 659.066
Beban Bunga
3.603.869 4.026.337 -422.468
Interest Expense
Rasio (x)
Ratio (x)
Total Debt to Total Equity Ratio DER 1,6x 1,4x 0,2x
Interest Bearing Debt to Equity Ratio 1,2x 1,0x 0,2x
Interest Coverage Ratio ICR 3,7x 3,1x 0,6x
Peringkat Obligasi Bonds Rating
Kemampuan membayar utang juga dapat tercermin Debt repayment capacity can also be reflected in bond
berdasarkan peringkat obligasi. Obligasi Jasa Marga secara ratings. Jasa Marga bonds are regularly assessed by rating
rutin dinilai oleh lembaga pemeringkatan guna mendukung agencies to support the eligibility of the bonds issued. For
kelayakan obligasi yang diterbitkan. Untuk obligasi yang bonds issued and listed on the Indonesia Stock Exchange,
diterbitkan dan dicatatkan di Bursa Efek Indonesia, Jasa Jasa Marga uses PT Pemeringkat Efek Indonesia (PEFINDO)
Marga menggunakan PT Pemeringkat Efek Indonesia as its bond rating agency.
(PEFINDO) sebagai lembaga pemeringkat obligasi.
Tabel Peringkat Obligasi
Table of Bonds Rating
Peringkat
Uraian Rating
No.
Description
2025 2024
Obligasi I Marga Lingkar Jakarta Tahun 2017
1. idAAA (sf) oleh/by Pefindo idAAA (sf) oleh/by Pefindo
Bonds I Marga Lingkar Jakarta Year 2017
Obligasi Berkelanjutan II Jasa Marga Tahap I Tahun 2020
2. idAA oleh/by Pefindo idAA oleh/by Pefindo
Jasa Marga Shelf-Registered Bond II Phase I Year 2020
Obligasi Berkelanjutan III Jasa Marga Tahap I Tahun 2024
3. idAA oleh/by Pefindo idAA oleh/by Pefindo
Jasa Marga Shelf-Registered Bond III Phase I Year 2024
Obligasi Berkelanjutan III Jasa Marga Tahap II Tahun 2025
4. idAA oleh/by Pefindo idAA oleh/by Pefindo
Jasa Marga Shelf-Registered Bond III Phase II Year 2025
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 381
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tingkat Kolektibilitas Piutang Accounts Receivable Collectibility Rate
Pada dasarnya, Perseroan tidak memiliki piutang yang In essence, the Company does not have significant
signifikan dalam mempengaruhi kegiatan usaha sebagaimana receivables that affect its business activities, as seen
terlihat dari jenis proses bisnis yang dijalankan Jasa Marga. from the type of business processes carried out by Jasa
Apabila Perseroan memiliki utang, maka hal tersebut adalah Marga. If the Company has debts, they are receivables for
piutang atas dana talangan untuk pembebasan lahan. bailout funds for land acquisition. Thus, the collectability
Dengan demikian, kolektibilitas piutang tergantung pada of receivables depends on the payment schedule from the
jadwal pembayaran dari Pemerintah yang mana bersifat Government, which is in the form of reimbursement.
penggantian.
Tabel Kolektibilitas Piutang (dalam jutaan Rupiah)
Table of Accounts Receivable Collectibility (in million Rupiah)
Piutang Lain-lain Nilai Tercatat
Other Receivables 0-1 Tahun > 1 Tahun
Carrying Ammount
Kas dan Setara Kas
6.750.913 - 6.750.913
Cash and Cash Equivalents
Piutang Lain-lain - Lancar Bersih
Other Receivables Current – Net
Pihak Berelasi
542.175 - 542.175
Related Parties
Pihak Ketiga
856.065 - 856.065
Third Party
Piutang Lain-lain - Tidak Lancar
Other Receivables – Non-Current
Pihak Berelasi
- 341.071 341.071
Related Parties
Investasi Jangka Pendek
24.458 - 24.458
Short-Term Investments
Aset Keuangan Lainnya
- 246.587 246.587
Other Financial Assets
Dana Dibatasi Penggunaannya
518.346 401.671 920.017
Restricted Funds
Total 8.691.957 989.329 9.681.286
Struktur Modal
Capital Structure
Rincian Struktur Modal Details of Capital Structure
Perseroan secara konsisten memantau struktur modalnya The Company consistently monitors its capital structure
dengan menggunakan rasio kewajiban terhadap modal. using the debt-to-equity ratio. This ratio can be calculated
Rasio ini dapat dihitung dengan membagi nilai total liabilitas by dividing total liabilities by total equity.
dengan total ekuitas.
Sampai dengan 31 Desember 2025, Perseroan Until December 31, 2025, the Company maintains its debt-
mempertahankan rasio utang terhadap modalnya pada to-equity ratio at a level that meets the requirements
level yang sesuai dengan yang dipersyaratkan oleh kreditur of creditors, with a maximum of five times. Details of the
dengan syarat maksimum 5 kali. Adapun rincian struktur Company’s capital structure for the last 2 (two) years are
modal Perseroan dalam 2 (dua) tahun terakhir dapat dilihat as follows:
sebagai berikut:
382 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Rincian Struktur Modal (dalam jutaan Rupiah)
Table of Capital Structure Details (in million Rupiah)
Uraian 2025 Perubahan
2024
Description Change
Liabilitas Jangka Pendek
15.995.855 21.566.219 (5.570.364)
Current Liabilities
Liabilitas Jangka Panjang
81.637.713 68.317.060 13.320.653
Non-Current Liabilities
Total Liabilitas
97.633.568 89.883.279 7.750.289
Total Liabilities
Total Ekuitas
62.361.717 58.833.241 3.528.476
Total Equity
Rasio Liabilitas Jangka Pendek terhadap Ekuitas
0,6x 0,4x 1,2x
Ratio of Current Liabilities to Equity
Rasio Liabilitas Jangka Panjang terhadap Ekuitas
1,3x 1,1x 0,2x
Ratio of Non-Current Liabilities to Equity
Rasio Liabilitas terhadap Ekuitas
1,6x 1,4x 0,2x
Ratio of Liabilities to Equity
Rasio Interest Bearing Debt to Total Equity
1,2x 1,0x 0,2x
Ratio of Interest Bearing Debt to Total Equity
Kebijakan Struktur Modal Capital Structure Policy
Perseroan telah menetapkan sejumlah rasio modal sesuai The Company has set several capital ratios in proportion to
dengan proporsinya terhadap risiko. Pengelolaan struktur risk. Capital structure management is carried out by making
modal tersebut dilakukan dengan melakukan penyesuaian adjustments that take into account changes in economic
yang memperhatikan perubahan kondisi ekonomi, conditions, the risk characteristics of underlying assets, and
karakteristik risiko aset yang mendasari, serta peluang the Company’s future expansion opportunities.
ekspansi Perseroan ke depannya.
Dasar Pemilihan Struktur Modal Basis of Capital Structure Selection
Kebijakan manajemen atas struktur modal didasarkan untuk The management policy on capital structure is based on
melindungi kemampuan Perseroan dalam mempertahankan protecting the Company’s ability to maintain business
kelangsungan usaha sehingga dapat tetap memberikan continuity so that it can continue to provide returns to
imbal hasil bagi Pemegang Saham dan manfaat bagi Shareholders and benefits to other stakeholders, and
pemangku kepentingan lainnya dan mempertahankan maintain an optimal capital structure to reduce capital costs.
struktur permodalan yang optimal untuk mengurangi biaya
modal.
Konsisten dengan entitas lain dalam industri, Kelompok Consistent with other entities in the industry, the Business
Usaha memantau modal dengan dasar rasio utang terhadap Group monitors capital based on the debt-to-adjusted capital
modal yang disesuaikan. Rasio ini dihitung sebagai berikut: ratio. This ratio is calculated as follows: net debt divided
utang neto dibagi modal yang disesuaikan. Utang neto by adjusted capital. Net debt is total debt (as reported in
merupakan total utang (sebagaimana jumlah dalam laporan the statement of financial position) minus cash and cash
posisi keuangan) dikurangi kas dan setara kas. Modal yang equivalents. Adjusted capital consists of all components of
disesuaikan terdiri dari seluruh komponen ekuitas (meliputi equity (including share capital, foreign currency translation
modal saham, selisih kurs penjabaran laporan keuangan differences in financial statements, and retained earnings).
dalam valuta asing dan saldo laba). Pada tahun 2025, strategi In 2025, the Business Group’s strategy remains unchanged,
Kelompok Usaha tidak berubah yaitu mempertahankan rasio which is to maintain a debt-to-equity ratio of a maximum
utang terhadap ekuitas sebesar maksimum 5:1. of 5:1.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 383
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Ikatan Material Investasi Barang Modal
Material Commitments for Capital Expenditure
Sampai dengan 31 Desember 2025, Perseroan tidak memiliki Up to December 31, 2025, the Company has no material
ikatan yang material untuk investasi barang modal. commitments for capital expenditures
Investasi Barang Modal
Capital Expenditure
Perseroan memandang bahwa investasi barang modal The Company considers capital expenditure to be one of
merupakan salah satu hal penting dalam mengembangkan the important aspects in developing its business in the long
bisnis secara jangka panjang. Investasi barang modal term. Capital expenditure is an expenditure activity used
tersebut merupakan aktivitas pengeluaran dana yang to purchase a number of assets or investments that are
digunakan untuk membeli sejumlah aset atau investasi yang expected to provide future benefits.
diharapkan dapat memberikan nilai manfaat di masa depan.
Jenis dan Nilai Investasi Investment Types and Values
Selama tahun 2025, Perseroan telah merealisasikan biaya Throughout 2025, the Company realized capital expenditure
investasi barang modal sebesar Rp13,58 triliun, menurun costs of Rp13.58 trillion, an decrease compared to 2024,
dibandingkan tahun 2024 yang sebesar Rp17,62 triliun. which amounted to Rp17.62 trillion. The details of capital
Adapun rincian realisasi investasi barang modal yang expenditure realized throughout 2025 are as follows:
dilakukan sepanjang tahun 2025 adalah sebagai berikut:
Tabel Jenis dan Nilai Investasi di Tahun 2025 (dalam jutaan Rupiah)
Table of Investment Types and Values in 2025 (in million Rupiah)
Jenis Investasi Nilai
Investment Types Amount
Belanja Modal Induk Perusahaan
4.835.565
Capital Expenditure of Parent Company
Operasional
1.632.195
Operational
Pengembangan Jalan Tol
3.128.321
Toll Road Development
Investasi Usaha Lain
-
Other Business Investment
Investasi Sarana Penunjang Non Operasional
93.049
Investment of Non-Operational Supporting Facilities
Belanja Modal pada Entitas Anak Jalan Tol
11.911.346
Capital Expenditure of Toll Road Subsidiaries
Belanja Modal pada Entitas Anak Usaha Lain
117.928
Capital Expenditure of Other Business Subsidiaries
Total Belanja Modal Konsolidasi
13.582.065
Total Consolidated Capital Expenditure
384 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pencapaian Target 2025 dan Target 2026
Achievement of 2025 Targets and 2026 Targets
Perseroan telah menetapkan sejumlah target yang hendak The Company has set several targets to be achieved in
dicapai di tahun buku 2025 yang dituangkan dalam Rencana the 2025 fiscal year, which are outlined in the 2025 Work
Kerja dan Anggaran Perusahaan (RKAP) 2025. Perbandingan Plan and Budget (RKAP). The comparison between the
pencapaian beberapa target yang ditetapkan dengan achievement of several targets set and the realization in the
realisasi tahun buku 2025 adalah sebagai berikut: 2025 fiscal year is as follows:
Tabel Perbandingan Target dan Realisasi (dalam miliar Rupiah)
Table of Target and Realization Comparison (in billion Rupiah)
Uraian Target 2025 Realisasi 2025 Pencapaian Target Target 2026
Description 2025 Target 2025 Realization Target Achievement 2026 Target
(1) (2) (3) (4) = (3)/(2) x 100% (5)
Keuangan
Finance
Total Aset
167.031 159.995 95,78% 172.149
Total Assets
Total Pendapatan di Luar Konstruksi
19.973 19.811 99,19% 20.501
Total Non-Construction Revenue
Laba Atribusi Induk
4.889 3.659 103,81% 2.671
Attribution Profit of the Parent
EBITDA 13.131 13.273 101,09% 13.445
EBITDA Margin (%) 65,74% 67,00% 101,91% 65,58%
Belanja Modal
18.599 13.582 73,02% 16.984
Capital Expenditure
Dividen
680 1.134 166,76% 1.134
Dividend
Pengembangan Bisnis
Business Development
Total Panjang Tol Beroperasi (km))
1.305 1.294 99,16% 1.372
Total Operating Toll Road Length (km)
Human Capital
Persentase Milenial dalam Top Talent (Orang)
Millennial Percentage in Top Talents 50% 79% 158% -*
(Personnel)
Operasi
Operations
Volume Lalu Lintas (Juta Transaksi)
1.257 1.306 99,95% 1.263
Traffic Volume (Million Transactions)
*) Sudah tidak menjadi target KPI Konsolidasi Tahun 2026, yg ditargetkan adalah persentase perempuan dalam top talent dengan target 39%.
*) This is no longer a target under the 2026 Consolidated KPIs; the target is now the percentage of women in top-tier roles, set at 39%.
Secara umum di tahun 2025, Perseroan mampu mencapai In general, by 2025, the Company will be able to achieve the
target yang telah ditetapkannya. Dari aspek keuangan, targets it has set. From a financial perspective, the Company
Perseroan berhasil mencatatkan pertumbuhan aset sebesar has recorded asset growth of 7.58%. This achievement was
7,58%. Capaian tersebut utamanya disebakan oleh sejalan primarily driven by progress in the construction of the AP toll
dengan penambahan progress konstruksi jalan tol AP road. The Company also succeeded in recording an increase
Konstruksi Perseroan juga berhasil mencatat peningkatan in EBITDA margin of 5.22%, driven by the Company’s
EBITDA Margin sebesar 5,22% yang disebabkan oleh upaya efforts to optimise operating expenses and interest costs.
Perusahaan dalam optimalisasi beban usaha kas. Selain itu, Furthermore, the Company’s attributable profit stood at
laba atribusi induk Perseroan tercatat sebesar Rp3.659,53 Rp3,659.53 trillion, driven by the Company’s efforts to
triliun dikarenakan adanya sejalan dengan upaya Perseroan optimise operating expenses and interest costs.
adanya optimalisasi beban usaha dan bengan bunga.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 385
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Dari perspektif pengembangan usaha, Perseroan telah In terms of business development, the Company has
mengoperasikan ruas jalan tol baru, yakni Jogja–Solo commenced operations on a new section of the Jogja–Solo
segmen Klaten–Prambanan sepanjang 7,85 km yang motorway, specifically the 7.85-kilometre Klaten–Prambanan
terintegrasi dengan ruas Semarang–Solo. Kehadiran segment, which is integrated with the Semarang–Solo
ruas tol ini diharapkan dapat meningkatkan konektivitas section. This new motorway section is expected to improve
dan mendukung kelancaran arus lalu lintas, khususnya connectivity and facilitate the smooth flow of traffic,
pada koridor menuju kawasan pariwisata, sehingga turut particularly along the corridor leading to tourist areas,
berkontribusi terhadap pertumbuhan ekonomi wilayah. thereby contributing to the region’s economic growth.
Dari aspek operasional, volume lalu lintas terealisasi sebesar From an operational perspective, the actual traffic volume of
1.306 juta transaksi lebih tinggi dari target. Salah satu faktor 1,306 million transactions exceeded the target. One of the
yang mempengaruhinya merupakan pengoperasian ruas factors contributing to this was the opening of new toll road
jalan tol baru. sections.
Menghadapi dinamika bisnis yang kian berubah cepat Facing the rapidly changing business dynamics that still hold
namun tetap menyimpan peluang pertumbuhan, Perseroan opportunities for growth, the Company has set its 2026 Work
menetapkan target Rencana Kerja 2026 dengan pendekatan Plan targets with a risk-based approach. National economic
berbasis risiko. Proyeksi ekonomi nasional, kondisi industri projections, favorable toll road industry conditions, and a
jalan tol yang tetap kondusif, serta transisi pemerintahan smooth government transition are the main foundations for
yang berjalan lancar menjadi landasan utama dalam ensuring the achievement of performance in 2026.
memastikan pencapaian kinerja tahun 2026.
Informasi dan Fakta Material
Setelah Tanggal Laporan Akuntan
Information and Material Facts after the Accountant’s Report Date
Peristiwa Setelah Tanggal Pelaporan Events after the Reporting Date
Sejak akhir periode 31 Desember 2025 hingga tanggal From the end of the period ending December 31, 2025 until
laporan akuntan pada 27 Februari 2025, Perseroan memiliki the date of the accountant’s report on February 27, 2025,
peristiwa atau kejadian penting yang berpengaruh signifikan the Company had significant events or incidents that had a
terhadap laporan keuangan, antara lain: significant effect on the financial statements, including:
Perusahaan Company
1. Berdasarkan Akta Pernyataan Keputusan Rapat No. 1. Based on the Deed of Meeting Resolution No. 04
04 tanggal 9 Januari 2026 yang dibuat di hadapan dated January 9, 2026, drawn up before Notary
Notaris Nanette Cahyanie Handari Adi Warsito, S.H., Nanette Cahyanie Handari Adi Warsito, S.H., regarding
perihal perubahan Anggaran Dasar Perseroan, yang amendments to the Company’s Articles of Association,
telah disahkan oleh Menteri Hukum dan Hak Asasi which have been approved by the Minister of Law and
Manusia Republik Indonesia melalui Surat Keputusan Human Rights of the Republic of Indonesia through
No.AHU-AH.01.03-0013716 tanggal 19 Januari 2026. Decree No. AHU-AH.01.03-0013716 dated January 19,
Perubahan Anggaran Dasar antara lain mencakup 2026. The amendments to the Articles of Association
penyesuaian ketentuan Anggaran Dasar sehubungan include, among other things, adjustments to the
dengan perubahan peraturan perundang-undangan provisions of the Articles of Association in connection
serta penyesuaian hak-hak istimewa atas Saham Seri A with changes in laws and regulations as well as
Dwiwarna milik Negara Republik Indonesia. adjustments to the special rights attached to Series A
2. Pada tanggal 19 Januari 2026, berdasarkan Keputusan Dual-Colour Shares owned by the Republic of Indonesia.
Dewan Komisaris PT Jasa Marga (Persero) Tbk No. KEP- 2. On January 19, 2026, based on the Decision of the
005/I/2026 tentang Pemberhentian dan Pengangkatan Board of Commissioners of PT Jasa Marga (Persero)
Ketua dan Anggota Komite Audit PT Jasa Marga Tbk No. KEP-005/I/2026 concerning the Dismissal and
(Persero) Tbk sebagai berikut: Appointment of the Chair and Members of the Audit
Committee of PT Jasa Marga (Persero) Tbk as follows:
2026 2025
Komite Audit
Rudi Antariksawan Seppalga Ahmad
Audit Committee
386 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
3. Pada tanggal 20 Februari 2026, Perseroan menerbitkan 3. On February 20, 2026, the Company issued the 2026
Obligasi Berkelanjutan III Tahap III Tahun 2026 dengan Phase III Continuous Bond III with a nominal value of
nilai nominal sebesar Rp2.067.650 yang terdiri dari: Rp2,067,650, consisting of:
i. Seri A sebesar Rp281.825 dengan tingkat bunga i. Series A amounting to Rp281,825 with a fixed interest
tetap 5,70% per tahun dan jangka waktu 3 tahun; rate of 5.70% per annum and a term of 3 years;
ii. Seri B sebesar Rp718.175 dengan tingkat bunga ii. Series B amounting to IDR 718,175 with a fixed
tetap 6,15% per tahun dan jangka waktu 5 tahun; interest rate of 6.15% per annum and a maturity of
5 years;
iii. Seri C sebesar Rp300.000 dengan tingkat bunga iii. Series C amounting to IDR 300,000 with a fixed
tetap 6,50% per tahun dan jangka waktu 7 tahun; interest rate of 6.50% per annum and a maturity of
7 years;
iv. Seri D sebesar Rp767.650 dengan tingkat bunga iv. Series D amounting to Rp767,650 with a fixed interest
tetap 6,75% per tahun dan jangka waktu 10 tahun. rate of 6.75% per annum and a term of 10 years.
Obligasi tersebut telah memperoleh peringkat idAA dari These bonds have been rated idAA by PT Pemeringkat Efek
PT Pemeringkat Efek Indonesia (Pefindo) dan dicatatkan Indonesia (Pefindo) and were listed on the Indonesia Stock
di Bursa Efek Indonesia pada tanggal 23 Februari 2026. Exchange on February 23, 2026.
PT Jasamarga Semarang Batang (JSB) PT Jasamarga Semarang Batang (JSB)
Berdasarkan keputusan Menteri PUPR No. 18/KPTS/M/2026 Based on the decision of the Minister of Public Works and
tanggal 07 Januari 2026, tarif tol terjauh ruas Batang- Public Housing No. 18/KPTS/M/2026 dated January 7, 2026,
Semarang yang dioperasikan oleh PT Jasamarga Semarang the maximum toll rates for the Batang-Semarang section
Batang adalah sebagai berikut: operated by PT Jasamarga Semarang Batang are as follows:
Golongan
Ruas Class
No.
Section
I II III IV V
1 Batang - Semarang 144.500 216.500 216.500 289.000 289.000
PT Jasamarga Manado Bitung (JMB) PT Jasamarga Manado Bitung (JMB)
JMB telah mengajukan permohonan kompensasi kepada JMB has submitted a compensation request to the Minister
Menteri Pekerjaan Umum Republik Indonesia (PUPR) melalui of Public Works of the Republic of Indonesia (PUPR) through
surat tertanggal 14 Januari 2026 dengan Nomor: 009/ a letter dated January 14, 2026 with Number: 009/AA-
AA-JMB/PP/I/2026. Permohonan tersebut disampaikan JMB/PP/I/2026. The request was submitted based on the
berdasarkan ketentuan dalam Perjanjian Pengusahaan Jalan provisions of the Toll Road Concession Agreement (PPJT)
Tol (PPJT) yang mengatur mekanisme kompensasi atas which regulates the compensation mechanism for certain
kondisi tertentu yang berada di luar kendali Perusahaan. conditions beyond the Company’s control. These conditions
Kondisi dimaksud menimbulkan risiko politik permanen pose a permanent political risk that affects JMB’s traffic
yang berdampak terhadap kinerja lalu lintas serta proyeksi performance and financial projections.
keuangan JMB.
Sampai dengan tanggal penerbitan laporan keuangan, As of the date of publication of the financial statements, the
permohonan kompensasi tersebut masih dalam proses compensation request is still being reviewed by the relevant
penelaahan oleh pihak terkait. parties.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 387
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Prospek Usaha
Business Prospect
Memasuki paruh kedua tahun 2025, Jasa Marga melihat Entering the second half of 2025, Jasa Marga sees
prospek usaha yang semakin konstruktif sejalan dengan increasingly constructive business prospects in line with
proyeksi pertumbuhan ekonomi nasional yang tetap solid, projections of solid national economic growth, maintained
stabilitas makroekonomi yang terjaga, serta komitmen macroeconomic stability, and the Government’s commitment
Pemerintah dalam melanjutkan pembangunan infrastruktur to continuing strategic infrastructure development. As the
strategis. Sebagai pengelola jaringan jalan tol terbesar di operator of the largest toll road network in Indonesia with
Indonesia dengan pangsa pasar 42% dari total panjang jalan a 42% market share of the total length of national toll roads
tol beroperasi nasional, Perseroan berada pada posisi yang in operation, the Company is in a strong position to expand
kuat untuk memperluas jaringan, memperdalam integrasi its network, deepen service integration, and accelerate
layanan, dan mengakselerasi transformasi bisnis menuju its business transformation towards becoming a globally
perusahaan infrastruktur berdaya saing global. competitive infrastructure company.
Jasa Marga terus memainkan peran sentral dalam Jasa Marga continues to play a central role in the completion
penyelesaian proyek-proyek strategis nasional, termasuk of national strategic projects, including the construction
pembangunan ruas Solo–Yogyakarta–NYIA Kulon Progo, of the Solo–Yogyakarta–NYIA Kulon Progo section, which
yang semakin memperkuat posisinya sebagai mitra utama further strengthens its position as the Government’s main
Pemerintah dalam pengembangan jaringan jalan tol partner in the development of an integrated toll road
terintegrasi. Strategi ekspansi Perseroan difokuskan pada network. The Company’s expansion strategy is focused
optimalisasi portofolio konsesi dan diversifikasi bisnis yang on optimizing its concession portfolio and diversifying
dinilai prospektif, dengan pendekatan selektif berbasis its business in areas that are considered promising, with
kelayakan komersial untuk menjaga keseimbangan antara a selective approach based on commercial feasibility to
pertumbuhan dan kapasitas keuangan. maintain a balance between growth and financial capacity.
Hingga Tahun 2025, Jasa Marga mengelola total 1.736 km By 2025, Jasa Marga manages a total of 1,736 km of
konsesi dengan 1.294 km telah beroperasi, yang diperkuat concessions with 1,294 km already in operation, which is
oleh peningkatan kinerja lini pengoperasian dan preservasi strengthened by improved operational and preservation
melalui PT Jasamarga Tollroad Operator (JMTO) dan performance through PT Jasamarga Tollroad Operator
PT Jasamarga Tollroad Maintenance (JMTM) dengan (JMTO) and PT Jasamarga Tollroad Maintenance (JMTM)
penerapan teknologi cerdas, otomatisasi, dan pemeliharaan with the application of smart technology, automation, and
yang terukur guna memastikan kualitas layanan serta measurable maintenance to ensure service quality and
efisiensi biaya. Pada saat yang sama, potensi pendapatan cost efficiency. At the same time, the potential for non-toll
non-toll revenue terus dimaksimalkan melalui PT Jasamarga revenue continues to be maximized through PT Jasamarga
Related Business (JMRB) yang mengembangkan rest area, Related Business (JMRB), which develops rest areas,
bisnis iklan dan utilitas, Toll Corridor Development (TCD), advertising and utility businesses, Toll Corridor Development
serta infrastruktur pendukung seperti Stasiun Pengisian (TCD), and supporting infrastructure such as Public Electric
Kendaraan Listrik Umum (SPKLU) sebagai bagian dari Vehicle Charging Stations (SPKLU) as part of a sustainable
ekosistem mobilitas berkelanjutan. mobility ecosystem.
Transformasi digital menjadi fondasi utama pengelolaan Digital transformation is the main foundation of the
bisnis modern Perseroan. Implementasi Jasamarga Company’s modern business management. The
Integrated Maintenance Management System (JIMMS), implementation of the Jasamarga Integrated Maintenance
Jasamarga Integrated Digitalmap (JID), dan integrasi SAP Management System (JIMMS), Jasamarga Integrated
Analytic Cloud (SAC) membangun ecosystem data-driven Digitalmap (JID), and the integration of SAP Analytic Cloud
decision making yang memperkuat efisiensi operasional, (SAC) have built a data-driven decision making ecosystem
akurasi pelaporan, dan ketepatan respons terhadap that strengthens operational efficiency, reporting accuracy,
dinamika di lapangan. Teknologi Intelligent Transportation and responsiveness to dynamics in the field. Intelligent
System (ITS), Electronic Toll Collection (ETC), dan Traffic Transportation System (ITS), Electronic Toll Collection
Information Center (TIC) juga terus dioptimalkan untuk (ETC), and Traffic Information Center (TIC) technologies
meningkatkan keselamatan, kelancaran, dan kenyamanan are also continuously optimized to enhance the safety,
perjalanan pengguna jalan. Seluruh inisiatif ini diperkuat oleh smoothness, and comfort of road users’ journeys. All of
peran Jasa Marga Tollroad Command Center (JMTC) sebagai these initiatives are reinforced by the role of the Jasa Marga
pusat kendali nasional yang memastikan keandalan layanan Tollroad Command Center (JMTC) as a national control
real-time dan menjadi tulang punggung implementasi sistem center that ensures the reliability of real-time services and
transportasi cerdas di seluruh jaringan jalan tol Indonesia. serves as the backbone for the implementation of smart
transportation systems across Indonesia’s toll road network.
388 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08 Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria Sejalan dengan dinamika makroekonomi global dan fluktuasi In line with global macroeconomic dynamics and interest suku bunga, Jasa Marga menerapkan strategi pembiayaan rate fluctuations, Jasa Marga implements prudent and yang pruden dan berkelanjutan melalui optimalisasi asset sustainable financing strategies through the optimization recycling, perluasan sumber pendanaan berbasis pasar of asset recycling, the expansion of capital market-based modal, dan pemanfaatan instrumen pembiayaan hijau (green funding sources, and the use of green financing instruments financing) yang selaras dengan prinsip Environmental, that are in line with Environmental, Social, and Governance Social, and Governance (ESG). Kolaborasi dengan entitas (ESG) principles. Collaboration with subsidiaries and anak dan mitra strategis terus diperkuat untuk menjaga strategic partners continues to be strengthened to maintain likuiditas, meningkatkan arus kas, serta menekan beban liquidity, improve cash flow, and reduce interest expenses, bunga, sementara prinsip keberlanjutan ditanamkan while the principle of sustainability is embedded in every dalam setiap proses bisnis, mulai dari efisiensi energi business process, from energy efficiency to the development hingga pengembangan rest area ramah lingkungan, demi of environmentally friendly rest areas, in order to create menciptakan nilai ekonomi dan sosial yang berimbang bagi balanced economic and social value for all stakeholders. seluruh pemangku kepentingan. Mengacu pada Rencana Jangka Panjang Perusahaan (RJPP) Referring to the 2025-2029 Long-Term Corporate Plan 2025–2029 bertema “Meningkatkan Kinerja Portofolio yang (RJPP) themed “Improving Existing Portfolio Performance Sudah Ada serta Melibatkan dan Memahami Pelanggan and Engaging and Understanding Customers Well,” the dengan Baik,” Perseroan menegaskan komitmennya untuk Company affirms its commitment to transforming itself into bertransformasi menjadi Integrated Mobility Company an Integrated Mobility Company through the optimization melalui optimalisasi profitabilitas portofolio jalan tol dan of the profitability of its toll road portfolio and subsidiaries, entitas anak, inovasi pengalaman pelanggan berbasis innovation in digital-based customer experience, the digital, pengembangan sustainable infrastructure dan green development of sustainable infrastructure and green toll toll road, peningkatan kapabilitas organisasi dan tata kelola, roads, the improvement of organizational and governance serta perluasan kolaborasi strategis dengan mitra nasional capabilities, and the expansion of strategic collaborations dan global untuk mempercepat penciptaan nilai jangka with national and global partners to accelerate the creation panjang. of long-term value. PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 389
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Aspek Pemasaran
Marketing Aspect
Pangsa Pasar Market Share
Pengaturan portofolio bisnis pada lini bisnis konsesi jalan The management of the business portfolio in the toll road
tol menjadi kunci utama keberlangsungan bisnis Perseroan. concession business line is key to the Company's business
Hal tersebut selaras dengan visi Perseroan yang baru yaitu continuity. This is in line with the Company's new vision of
“Inovasi menuju peningkatan nilai yang berkelanjutan”. "Innovation towards sustainable value enhancement". The
Pemilihan konsesi jalan tol yang dimiliki oleh Jasa Marga selection of toll road concessions owned by Jasa Marga is
dilakukan secara selektif dengan memperhatikan kelayakan carried out selectively by considering commercial feasibility
komersial sesuai yang dipersyaratkan Perseroan. Sampai in accordance with the Company's requirements. Up to
dengan tahun 2025, Perseroan memiliki pangsa pasar 2025, the Company has a market share of 42%, calculated
sebesar 42% yang dihitung berdasarkan panjang (km) jalan based on the length (km) of toll roads that are operational
tol yang telah beroperasi di seluruh wilayah Indonesia. throughout Indonesia. This market share still represents the
Pangsa pasar ini masih menjadi representasi Perusahaan Company as the leader in the toll road industry in Indonesia.
merupakan pemimpin pada industri jalan tol di Indonesia.
Bagan Pangsa Pasar Perseroan Tahun 2025
Chart of Company Market Share for 2025
Lainnya | Others JSMR
58% 42%
Strategi Pemasaran Marketing Strategy
Bidang Pengembangan Jalan Tol Toll Road Development
Dalam rangka mewujudkan tujuan Perseroan untuk menjadi To achieve the Company’s goal of becoming a professional
pemimpin bisnis jalan tol di seluruh rantai nilai secara and sustainable leader in the toll road business across the
profesional dan berkesinambungan, salah satu strategi entire value chain, one of the strategies implemented is
yang dilakukan adalah berfokus pada pembangunan proyek to focus on the construction of toll road projects that are
jalan tol yang terkoneksi langsung dengan jalan tol yang directly connected to existing toll roads and are all located
sudah ada dan seluruhnya berlokasi di Pulau Jawa. Adapun on the island of Java. The construction is carried out in
pembangunan dilakukan secara bertahap dan menyesuaikan stages and in accordance with the Company’s financial
dengan kapabilitas finansial Perseroan. capabilities.
Di samping itu, Perseroan juga memperluas jaringan jalan tol In addition, the Company is expanding its toll road network
yang dimiliki dengan menambah kepemilikan konsesi ruas by acquiring new toll road concessions with commercially
jalan tol baru yang memiliki tingkat pengembalian investasi viable rates of return. To expand its toll road concession
yang layak secara komersial. Dalam rangka ekspansi business line, the Company is focusing on completing the
bisnis pada lini bisnis konsesi jalan tol, Perseroan berfokus construction of five toll roads that are still under construction
menyelesaikan konstruksi dari lima ruas dalam tahap in stages. This is done to balance the Company’s financial
pembangunan yang masih berlangsung secara bertahap. Hal capacity with its business expansion, particularly in the toll
ini dilakukan untuk menyeimbangkan kapasitas keuangan road concession business line.
Perseroan terhadap ekspansi bisnis Perusahaan khususnya
pada lini bisnis konsesi jalan tol.
390 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08 Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria Bidang Pengoperasian Jalan Tol Toll Road Operations Di bidang pengoperasian jalan tol, Perseroan melalui In the field of toll road operation, through PT Jasamarga PT Jasamarga Tollroad Operator (JMTO) senantiasa Tollroad Operator (JMTO), the Company continues to fulfill mewujudkan komitmennya untuk mempertahankan its commitment to maintaining service quality by complying kualitas pelayanan dengan tetap memenuhi Standar with Minimum Service Standards (SPM) and Service Level Pelayanan Minimal (SPM) dan Service Level Agreement Agreements (SLA). The Company continues to focus (SLA). Perseroan senantiasa berfokus untuk menjaga di on retaining the toll roads it operates to improve safety, jalan tol yang dioperasikan dalam rangka meningkatkan comfort, and ease of travel. In 2025, the Company also keselamatan, kenyamanan, dan kemudahan perjalanan. Di continued its technology development programs, including tahun 2025, Perseroan juga kembali melanjutkan program the development of Intelligent Transport System Level 4 pengembangan teknologi di antaranya pengembangan technology and the development of an operational data teknologi Intelligent Transport System Level 4 dan warehouse to support more effective and efficient toll road pengembangan data warehouse operasi untuk mendukung operations. pengoperasian jalan tol yang lebih efektif dan efisien. Bidang Preservasi Jalan Tol Toll Road Preservation Dalam bidang preservasi jalan tol, melalui anak usahanya In the field of toll road preservation, through its subsidiary yaitu PT Jasamarga Tollroad Maintenance (JMTM), PT Jasamarga Tollroad Maintenance (JMTM), the Company Perseroan memastikan terpenuhinya Standar Pelayanan ensures compliance with the Minimum Service Standards Minimal (SPM) Jalan Tol sesuai dengan Keputusan Menteri (SPM) for Toll Roads in accordance with the Decree of PUPR No. 16/PRT/M/2014 tahun 2014. Untuk mendukung the Minister of Public Works and Public Housing No. 16/ program preservasi jalan, Perseroan mengembangkan PRT/M/2014 of 2014. To support the road preservation teknologi Integrated Tollroad Maintenance System melalui programme, the Company has developed the Integrated pengembangan aplikasi JIMMS (Jasamarga Integrated Toll Road Maintenance System technology through Maintenance Management System) khususnya modul the development of the JIMMS (Jasamarga Integrated jembatan, lereng, drainase, dan perkerasan. Selain itu, Maintenance Management System) application, specifically Perseroan melakukan integrasi perlengkapan Early the bridge, slope, drainage, and pavement modules. In Warning System untuk dapat memberikan peringatan dini addition, the Company has integrated Early Warning kepada semua stakeholder terkait agar dapat melakukan System equipment to provide early warnings to all relevant pemantauan dan memutuskan tindakan yang tepat sebelum stakeholders so that they can monitor and decide on terjadi genangan secara real time. appropriate actions in real time before flooding occurs. Bidang Pengembangan Usaha Prospektif Prospective Business Development Pengembangan bisnis prospektif yang dijalankan oleh The prospective business development currently Perseroan saat ini terkait usaha pengelolaan tempat undertaken by the Company relates to the management istirahat dan pelayanan (TIP), pengembangan Toll of rest areas and services (TIP), Toll Corridor Development Corridor Development (TCD), pemanfaatan koridor jalan (TCD), and conventional utilization of toll road corridors, tol secara konvensional, yang secara keseluruhan dikelola which are collectively managed by PT Jasamarga Related oleh PT Jasamarga Related Business (JMRB). Secara Business (JMRB). Overall, the marketing strategy in the field keseluruhan, strategi pemasaran di bidang pengembangan of prospective business development is focused on cross- usaha prospektif difokuskan pada sinergi lintas entitas, entity synergy, asset optimization, digital innovation, and optimalisasi aset, serta inovasi digital dan kolaborasi strategic collaboration. With a more measured, adaptive, strategis. Dengan pendekatan yang lebih terukur, adaptif, and long-term oriented approach, Jasa Marga, through dan berorientasi jangka panjang, Jasa Marga melalui JMRB JMRB, is committed to developing prospective businesses berkomitmen untuk mengembangkan bisnis prospektif that not only strengthen financial performance but also yang tidak hanya memperkuat kinerja keuangan, tetapi expand the Company’s role as a catalyst for sustainable juga memperluas peran Perseroan sebagai katalis mobilitas mobility and national economic development. berkelanjutan dan pembangunan ekonomi nasional. PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 391
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kebijakan dan Pembayaran Dividen
Dividend Policy and Payments
Kebijakan Dividen Dividend Policy
Perseroan berkomitmen untuk selalu memperhatikan hak The Company is committed to always considering the rights
para pemegang saham dengan tetap memperhatikan of shareholders while taking into account the Company’s
kondisi keuangan dan kinerja Perseroan pada tahun berjalan financial condition and performance for the current year
melalui pembayaran dividen. Pembayaran dividen yang through dividend payments. Dividend payments made by
dilakukan oleh Perseroan dilakukan sesuai dengan Undang- the Company are in accordance with Law No. 40 of 2007 on
Undang No. 40 Tahun 2007 tentang Perseroan Terbatas. Limited Liability Companies. Based on Article 71, paragraph
Berdasarkan Pasal 71 ayat 3 pada undang-undang tersebut, 3 of the law, the Company may distribute dividends to
Perseroan dapat membagikan dividen kepada pemegang shareholders if the Company has a positive profit balance
saham apabila Perseroan memiliki saldo laba yang positif and in accordance with the Company’s financial capabilities.
dan sesuai dengan kemampuan keuangan Perseroan. The distribution of dividends is carried out based on the
Pembagian dividen ini dilakukan berdasarkan Keputusan decision of the General Meeting of Shareholders (GMS).
Rapat Umum Pemegang Saham (RUPS).
Berdasarkan prospektus, kebijakan dividen Perseroan adalah Based on the prospectus, the Company’s dividend policy
sebesar 20%. Meski demikian, pembagian dividen setiap is 20%. However, the distribution of dividends each year
tahun tidak bersifat pasti, melainkan disesuaikan dengan is not fixed, but is adjusted according to various factors,
berbagai faktor, antara lain perolehan laba bersih pada including net profit for the fiscal year, the Company’s
tahun fiskal, kewajiban Perseroan untuk mengalokasikan obligation to allocate reserve funds in accordance with
dana cadangan sesuai dengan peraturan yang berlaku applicable regulations, and the need for funds for further
dan kebutuhan dana untuk rencana ekspansi bisnis lebih business expansion plans, without prejudice to the rights
lanjut, tanpa mengurangi hak dari Rapat Umum Pemegang of the Annual General Meeting of Shareholders (AGMS)
Saham Tahunan (RUPST) untuk menentukan sesuai dengan to determine in accordance with the provisions of the
ketentuan Anggaran Dasar Perseroan. Dengan tetap Company’s Articles of Association. While continuing to
memperhatikan posisi keuangan dan/atau tingkat kesehatan pay attention to the Company’s financial position and/or
Perseroan, kebijakan dividen yang ditargetkan adalah soundness, the targeted dividend policy is a payout ratio of
sebesar 15%-20% dari laba yang dapat diatribusikan kepada 15%-20% of the profit attributable to owners of the parent
pemilik entitas induk, kecuali ditentukan lain oleh Rapat entity, unless otherwise determined by the General Meeting
Umum Pemegang Saham. of Shareholders.
Sesuai peraturan yang berlaku, Perseroan wajib In accordance with applicable regulations, the Company is
melaksanakan pembayaran dividen tunai kepada pemegang required to pay cash dividends to eligible shareholders no
saham yang berhak paling lambat 30 (tiga puluh) hari setelah later than 30 (thirty) days after the announcement of the
diumumkannya ringkasan risalah RUPST yang memutuskan summary of the AGM minutes deciding on the distribution
pembagian dividen tunai apabila Perseroan memutuskan of cash dividends if the Company decides to pay dividends.
melakukan penyetoran dividen.
Pembayaran Dividen Dividend Payment
Di tahun 2025, berdasarkan keputusan RUPST tanggal In 2025, based on the AGMS resolution dated May 7, 2025,
7 Mei 2025, Perseroan menetapkan untuk membagikan the Company decided to distribute a cash dividend of 25%
dividen tunai sebesar 25% atau Rp1.133.891.319.654 atas or Rp1,133,891,319,654 for the 2024 fiscal year. Details of
laba bersih tahun buku 2024. Adapun rincian pembayaran the Company’s dividend payments to shareholders over the
dividen Perseroan kepada pemegang saham dalam 5 (lima) last 5 (five) years are as follows:
tahun terakhir dapat dilihat sebagai berikut:
Tabel Pembayaran Dividen (dalam miliar Rupiah)
Table of Dividend Payment (in billion Rupiah)
Tahun Buku
Uraian Fiscal Year
Description
2025* 2024 2023 2022 2021
Laba Bersih
3.659,5 4.533,0 6.793,6 2.746,9 1.615,3
Net Profit
Jumlah Saham Beredar
7.257.871.200 7.257.871.200 7.257.871.200 7.257.871.200 7.257.871.200
Total Shares Outstanding
392 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pembayaran Dividen (dalam miliar Rupiah)
Table of Dividend Payment (in billion Rupiah)
Tahun Buku
Uraian Fiscal Year
Description
2025* 2024 2023 2022 2021
Laba Bersih per Saham (Rupiah penuh)
504 625 936 378 222
Earnings per Share (full Rupiah)
Jumlah Dividen yang Dibayarkan
* 1.113,9 274,8 549,4 -
Dividend Paid
Rasio Pembayaran Dividen
* 25% 4% 20% -
Dividend Payout Ratio
Dividen per Saham (Rupiah penuh)
* 156,23 37,86 75,69 -
Dividend per Share (full Rupiah)
Tanggal Pengumuman Dividen 07 Mei 2025 13 Mei 2024 12 Mei 2023
* -
Dividend Announcement Date May 7, 2025 May 13, 2024 May 12, 2023
Tanggal Pembayaran Dividen 05 Juni 2025 07 Juni 2024 09 Juni 2023
* -
Dividend Payment Date June 5, 2025 June 7, 2024 June 9, 2023
Keterangan | Note:
*Akan diputuskan pada RUPS Tahunan Tahun Buku 2025.
*To be decided at the 2025 fiscal year Annual GMS.
Adapun besaran dividen dan pembayaran dividen atas The amount of dividends and dividend payments for the
kinerja keuangan tahun buku 2025 akan diputuskan pada 2025 fiscal year will be decided at the 2025 Annual General
Rapat Umum Pemegang Saham Tahunan tahun buku 2025 Meeting of Shareholders to be held in 2026.
yang akan diselenggarakan di tahun 2026.
Program Kepemilikan Saham oleh Karyawan
dan Manajemen (ESOP/MSOP)
Employee and Management Stock Ownership Program
(ESOP/MSOP)
Sampai dengan 31 Desember 2025, Perseroan tidak Up to December 31, 2025, the Company does not have an
memiliki program Kepemilikan Saham oleh Karyawan dan Employee Stock Ownership Program or Management Stock
Manajemen atau Employee Stock Option Program (ESOP) Ownership Program (ESOP) and Management Stock Option
dan Management Stock Option Program (MSOP). Program (MSOP).
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 393
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Program Employee Stock Allocation (ESA)
Employee Stock Allocation (ESA) Program
Perseroan memiliki program Penjatahan Saham Karyawan The Company has an Employee Stock Allocation (ESA)
(Employee Stock Allocation/ESA) yang bertujuan agar program, which aims to foster a sense of belonging among
karyawan memiliki sense of belonging terhadap Perseroan employees with the hope of boosting work productivity,
dengan harapan dapat memacu produktivitas kerja, yang which in turn will have an impact on the overall performance
pada gilirannya berdampak pada kinerja korporasi secara of the corporation.
keseluruhan.
Program ESA terdiri dari: The ESA program consists of:
1. Saham Bonus 1. Bonus Shares
Komisaris (selain Komisaris Independen), Direksi dan Commissioners (other than Independent Commissioners),
seluruh karyawan tetap Perseroan yang memenuhi Directors, and all permanent employees of the Company
kriteria tertentu dapat menerima Saham Bonus pada who meet certain criteria may receive Bonus Shares at
saat Penawaran Umum Perdana (Initial Public Offering/ the time of the Initial Public Offering (IPO) equivalent
IPO) sebesar ekuivalen dengan satu bulan gaji bulan to one month's salary for June 2007. The Company
Juni 2007. Perseroan mengantisipasi untuk memberikan anticipates issuing approximately 11,862,000 shares
sekitar 11.862.000 saham di dalam skema Saham Bonus under the Bonus Shares scheme to non-Independent
yang diberikan kepada Komisaris non Independen, Commissioners, Directors, and employees, each
Direksi dan karyawan masing-masing sebesar 1,70% dan amounting to 1.70% and 98.30% respectively.
98,30%.
2. Saham Jatah Pasti 2. Fixed Allocation Shares
Selain Saham Bonus, peserta juga diberi kesempatan In addition to Bonus Shares, participants are also given
membeli Saham Jatah Pasti pada saat IPO. Jumlah the opportunity to purchase Fixed Allocation Shares
Saham Jatah Pasti sekitar 192.138.000 lembar saham. during the IPO. The number of Fixed Allocation Shares
Saham Jatah Pasti diberlakukan penjatahan secara is approximately 192,138,000 shares. Fixed Allocation
proporsional berdasarkan gaji bulanan karyawan dan Shares are allocated proportionally based on employees'
beberapa pembatasan tertentu lainnya. monthly salaries and certain other restrictions.
Jumlah Saham ESA Total ESA Shares
RUPS Luar Biasa pada 12 September 2007 telah menyetujui The Extraordinary GMS on September 12, 2007, approved the
pelaksanaan Program ESA, dengan memberikan kesempatan implementation of the ESA Program, allowing participants to
kepada peserta untuk memiliki hingga 10% dari saham yang own up to 10% of the shares offered to the public, or the
ditawarkan kepada publik, atau setara dengan 204.000.000 equivalent of 204,000,000 shares.
lembar saham.
Jangka Waktu ESA ESA Term
Saham bonus merupakan salah satu program ESA, tidak Bonus shares are part of the ESA program and cannot be
dapat dijual maupun dipindahtangankan selama 3 (tiga) sold or transferred for a period of 3 (three) years (lock-up
tahun (periode lock up). period).
Persyaratan Peserta Program ESA ESA Program Participant Requirements
Berdasarkan Surat Keputusan Direksi No. 182.1/KPTS/2007 Based on Board of Directors Decree No. 182.1/KPTS/2007
mengenai Program Kepemilikan Saham oleh Karyawan dan on the Share Ownership Program for Employees and
Manajemen PT Jasa Marga (Persero) Tbk, peserta Program Management of PT Jasa Marga (Persero) Tbk, participants
ESA meliputi Karyawan Tetap, Direksi, Dewan Komisaris in the ESA Program include Permanent Employees, Board
(kecuali Komisaris Independen), Sekretaris Dewan Komisaris, of Directors, Board of Commissioners (except Independent
serta Staf Sekretaris Direksi yang tercatat dalam Sistem Commissioners), Secretary to the Board of Commissioners,
Informasi Manajemen Sumber Daya Manusia Perseroan per and Executive Secretary Staff who are registered in the
31 Oktober 2007. Company’s Human Resource Management Information
System per October 31, 2007.
Harga Exercise Exercise Price
Program ESA tidak memiliki harga exercise. Harga saham The ESA program does not have an exercise price. The
pada saat IPO adalah sebesar Rp1.700 per lembar saham. share price at the time of the IPO was Rp1,700 per share.
394 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08 Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria Realisasi Penggunaan Dana Hasil Penawaran Umum Realization of Use of Public Offering Proceeds Realisasi Penggunaan Obligasi Realization of Bond Utilization Pada 9 September 2020, Perseroan menerbitkan Obligasi On September 9, 2020, the Company issued the Jasa Marga Berkelanjutan II Jasa Marga Tahap I Tahun 2020 dengan Shelf-Registered Bond II Phase I Year 2020 with a fixed tingkat bunga tetap senilai Rp2,0 triliun. Berdasarkan interest rate of Rp2.0 trillion. Based on the prospectus, all prospektus, seluruh dana hasil Penawaran Umum Obligasi, proceeds from the Public Offering of Bonds, after deducting setelah dikurangi biaya emisi, digunakan untuk mendukung issuance costs, were used to support the Company’s kebutuhan modal kerja Perseroan. working capital requirements. Selanjutnya, pada 05 Juli 2024, Perseroan kembali Furthermore, on July 5, 2024, the Company again issued menerbitkan Obligasi Berkelanjutan III Jasa Marga Tahap I the Jasa Marga Shelf-Registered Bond III Phase I Year 2024 Tahun 2024 dengan tingkat bunga tetap sebesar Rp932,4 with a fixed interest rate of Rp932.4 billion. According to the miliar. Sesuai prospektus, dana hasil penawaran ini, setelah prospectus, the proceeds from this offering, after deducting dikurangi biaya emisi, juga dialokasikan sepenuhnya untuk issuance costs, were also fully allocated to the Company’s modal kerja Perseroan. working capital. Pada tahun 2025, Perseroan kembali melanjutkan program In 2025, the Company continued its long-term funding pendanaan jangka panjang melalui penerbitan Obligasi program through the issuance of the Jasa Marga Shelf- Berkelanjutan III Jasa Marga Tahap II Tahun 2025. Penerbitan Registered Bond III Phase II Year 2025. This issuance is ini merupakan bagian dari rangkaian Obligasi Berkelanjutan part of the Shelf-Registered Bond III series that began in III yang telah dimulai pada tahun sebelumnya, sebagai wujud the previous year, reflecting the Company’s commitment komitmen Perseroan dalam menjaga struktur permodalan to maintaining a sound capital structure and supporting yang sehat serta mendukung keberlanjutan pengembangan the sustainable development of toll road infrastructure in infrastruktur jalan tol di Indonesia. Indonesia. Obligasi Berkelanjutan III Jasa Marga Tahap II Tahun 2025 Jasa Marga Phase II 2025 Continuous Bond III was issued diterbitkan dengan tingkat bunga tetap, dengan total nilai with a fixed interest rate, with a total value of Rp1 trillion. sebesar Rp1 triliun. Sesuai prospektus, dana yang diperoleh According to the prospectus, the funds obtained from this dari hasil penawaran umum ini, setelah dikurangi biaya public offering, after deducting issuance costs, will be used emisi, akan digunakan seluruhnya untuk pelunasan Obligasi entirely to repay the Jasa Marga Series B Phase I 2020 Berkelanjutan II Jasa Marga Tahap I Tahun 2020 seri B dan Sustainable Bond and for capital deposits to PT Jasamarga setoran modal ke PT Jasamarga Probolinggo Banyuwangi Probolinggo Banyuwangi (JPB), PT Jasamarga Jogja Bawen (JPB), PT Jasamarga Jogja Bawen (JJB), dan PT Jasamarga (JJB), and PT Jasamarga Japek Selatan (JJS). Japek Selatan (JJS). Melalui penerbitan obligasi ini, Perseroan memperkuat Through the issuance of these bonds, the Company akses pendanaan dari pasar modal sekaligus menunjukkan strengthens its access to funding from the capital market kepercayaan investor terhadap kinerja dan prospek bisnis while demonstrating investor confidence in Jasa Marga’s Jasa Marga yang solid, konsisten, serta berorientasi pada solid, consistent, and sustainable growth-oriented business pertumbuhan berkelanjutan. performance and prospects. PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 395
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Realisasi Penggunaan Dana Hasil Penawaran Umum (dalam jutaan Rupiah)
Table of Realization of the Use of Public Offering Proceeds (in million Rupiah)
Uraian
Rencana Realisasi
Description Sisa Dana
Penggunaan Penggunaan
Hasil
Jenis Jumlah Dana Dana
Tanggal Biaya Penawaran
Penawaran Hasil Menurut Menurut
Efektif Penawaran Umum
No. Umum Penawaran Hasil Prospektus Prospektus
Effective Umum Remaining
Type of Public Umum Net Proceeds Proceeds
Date Public Funds from
Offering Total Public Results Utilization Realization
Offering Public
Offering Plan per per
Fee Offering
Results Prospectus Prospectus
Obligasi
Berkelanjutan II 08
Jasa Marga Tahap September
1. I Tahun 2020 2020 2.000.000 8.100 1.991.899 1.991.899 1.991.899 0
Jasa Marga Shelf- September
Registered Bond II 8, 2020
Phase I Year 2020
Obligasi
Berkelanjutan III
Jasa Marga Tahap
I Tahun 2024 05 Juli 2024
2. 932.350 5.792 926.558 926.558 926.558 0
Jasa Marga Shelf- July 5, 2024
Registered Bond
III Phase I Year
2024
Obligasi
Berkelanjutan III
04
Jasa Marga Tahap
September
II Tahun 2025
3. 2025 1.000.000 3.566 996.434 996.434 996.434 0
Jasa Marga Shelf-
September
Registered Bond
4, 2025
III Phase II Year
2025
Adapun rincian realisasi penggunaan dana Obligasi adalah The details of the realization of the use of Bond funds are
sebagai berikut: as follows:
Tabel Rincian Realisasi Penggunaan Dana Obligasi Berkelanjutan II Jasa Marga Tahap I Tahun 2020 (dalam Rupiah penuh)
Table of Jasa Marga Shelf-Registered Bond II Phase I Year 2020 Bond Proceeds Realization (in full Rupiah)
Realisasi Penggunaan Dana Obligasi Jumlah
No Amount
Bond Proceeds Realization
Modal Kerja Operasional
1. 1.180.905.108.271
Operational Working Capital
Dana Talangan Tanah PT Cinere Serpong Jaya (CSJ)
2. 26.767.771.146
Land Bridging Fund for PT Cinere Serpong Jaya (CSJ)
Pinjaman Pemegang Saham PT Jasamarga Balikpapan Samarinda (JBS)
3. 109.725.000.000
Shareholders Loans PT Jasamarga Balikpapan Samarinda (JBS)
Pinjaman Pemegang Saham PT Jasamarga Semarang Batang (JSB)
4. 39.900.000.000
Shareholders Loans PT Jasamarga Semarang Batang (JSB)
Dana Talangan Tanah PT Jasamarga Semarang Batang (JSB)
5. 370.692.414.205
Land Bridging Fund for PT Jasamarga Semarang Batang (JSB)
Dana Talangan Tanah PT Cinere Serpong Jaya (CSJ)
6. 216.028.932.058
Land Bridging Fund for PT Cinere Serpong Jaya (CSJ)
Pinjaman Pemegang Saham PT Jasamarga Solo Ngawi (JSN)
7. 47.880.000.000
Shareholders Loans PT Jasamarga Solo Ngawi (JSN)
Total 1.991.899.225.680
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Rincian Realisasi Penggunaan Dana Obligasi Berkelanjutan III Jasa Marga Tahap I Tahun 2024 (dalam Rupiah penuh)
Table of Jasa Marga Shelf-Registered Bond III Phase I Year 2024 Bond Proceeds Realization (in full Rupiah)
Realisasi Penggunaan Dana Obligasi Jumlah
No Amount
Bond Proceeds Realization
Modal Kerja Pengoperasian dan Pemeliharaan Jalan Tol
1. 926.558.213.373
Toll Road Operations and Maintenance Working Capital
Total 926.558.213.373
Tabel Rincian Realisasi Penggunaan Dana Obligasi Berkelanjutan III Jasa Marga Tahap II Tahun 2025 (dalam Rupiah penuh)
Table of Jasa Marga Shelf-Registered Bond III Phase II Year 2025 Bond Proceeds Realization (in full Rupiah)
Realisasi Penggunaan Dana Obligasi Jumlah
No Amount
Bond Proceeds Realization
Pelunasan Pokok Obligasi Berkelanjutan II Jasa Marga Tahap I Tahun 2020 Seri B
1. 286.000.000.000
Principal Repayment for Jasa Marga Shelf-Registered Bond II Phase I Year 2020 Series B
Setoran Modal PT Jasamarga Japek Selatan
2. 250.000.000.000
Capital Contribution of PT Jasamarga Japek Selatan
Setoran Modal PT Jasamarga Jogja Bawen
3. 250.000.000.000
Capital Contribution of PT Jasamarga Jogja Bawen
Setoran Modal PT Jasamarga Probolinggo Banyuwangi
4. 210.433.569.401
Capital Contribution of PT Jasamarga Probolinggo Banyuwangi
Total 996.433.569.401
Sesuai dengan Peraturan Otoritas Jasa Keuangan No. 30/ In accordance with Financial Services Authority Regulation
POJK.04/2015 tentang Laporan Realisasi Penggunaan No. 30/POJK.04/2015 on Reports on the Realization of
Dana Hasil Penawaran Umum, Perseroan memastikan the Use of Proceeds from Public Offerings, the Company
bahwa seluruh dana hasil penawaran umum obligasi telah ensures that all proceeds from the public offering of bonds
digunakan sesuai dengan rencana yang tercantum dalam have been used in accordance with the plan stated in
Prospektus, serta telah dilaporkan kepada Otoritas Jasa the Prospectus, and have been reported to the Financial
Keuangan (OJK) dan Bursa Efek Indonesia (BEI). Services Authority (OJK) and the Indonesia Stock Exchange
(IDX).
Perseroan telah menyampaikan Laporan Realisasi The Company has submitted the Report on the Realization
Penggunaan Dana Hasil Penawaran Umum Obligasi of the Use of Proceeds from the Offering of Jasa Marga
Berkelanjutan II Jasa Marga Tahap I Tahun 2020 melalui Shelf-Registered Bond II Phase I Year 2020 through Letter
Surat No. BF.KU09.02.18 tanggal 13 Januari 2021, untuk No. BF.KU09.02.18 dated January 13, 2021, for the reporting
periode pelaporan per 31 Desember 2020. Laporan tersebut period ending on December 31, 2020. The report was also
juga telah disampaikan dalam salah satu mata acara Rapat presented at the 2020 Fiscal Year Annual General Meeting
Umum Pemegang Saham Tahunan (RUPST) Tahun Buku of Shareholders (AGMS) on May 27, 2021, and was approved
2020 pada 27 Mei 2021, dan disahkan sesuai dengan Berita in accordance with AGMS Minutes No. 47 of 2021.
Acara RUPST Nomor 47 Tahun 2021.
Selanjutnya, Perseroan juga telah melaporkan Realisasi Furthermore, the Company has also reported the Realization
Penggunaan Dana Hasil Penawaran Umum Obligasi of the Use of Funds from the Public Offering of Jasa Marga
Berkelanjutan III Jasa Marga Tahap I Tahun 2024 melalui Shelf-Registered Bond III Phase I Year 2024 through Letter
Surat No. AB.HM.04.06 tanggal 8 Januari 2025, untuk No. AB.HM.04.06 dated January 8, 2025, for the reporting
periode pelaporan per 31 Desember 2024. Laporan ini telah period ending on December 31, 2024. This report was
disampaikan dalam salah satu mata acara RUPST Tahun presented in one of the agenda items of the 2024 Fiscal
Buku 2024 yang diselenggarakan pada 07 Mei 2025. Year AGMS held on May 7, 2025.
Sementara itu, Perseroan juga telah melaporkan Realisasi No. AB.KU.09.02.010 dated January 5, 2026, 2025, for
Penggunaan Dana Hasil Penawaran Umum Obligasi the reporting period ending December 31, 2025. This
Berkelanjutan III Jasa Marga Tahap II Tahun 2025 melalui implementation report will be included as an agenda item at
Surat No. AB.KU.09.02.010 tanggal 5 Januari 2026, untuk the Annual General Meeting of Shareholders (AGM) for the
periode pelaporan per 31 Desember 2025. Laporan realisasi 2025 financial year, to be held in 2026, for approval at the
tersebut akan dimasukkan ke dalam salah satu Mata Acara AGM and inclusion in the AGM minutes.
Rapat Umum Pemegang Saham Tahunan (RUPST) Tahun
Buku 2025 yang akan diselenggarakan pada tahun 2026
untuk disahkan dalam RUPST dan dituangkan dalam Berita
Acara RUPST.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 397
Page 398
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Informasi Material Mengenai Investasi, Ekspansi,
Divestasi, Penggabungan/Peleburan Usaha,
Akuisisi, Restrukturisasi Utang dan Modal,
Transaksi Material, dan Transaksi Afiliasi
Material Information Regarding Investment, Expansion,
Divestment, Merger/Consolidation, Acquisition, Debt and Capital
Restructuring, Material Transactions, and Affiliated Transactions
Berikut adalah informasi transaksi material dan transaksi The following is information on the Company’s material
afiliasi Perseroan di tahun 2025: transactions and affiliate transactions in 2025:
Tabel Daftar Informasi Transaksi Perseroan selama Tahun 2025 yang termasuk Informasi Material
Table of the Company’s Transaction Information in 2025 Classified as Material Information
Sifat Hubungan
Afiliasi atau
Jenis Transaksi
Pihak yang Penjelasan Pemenuhan Jenis
Material atau
Objek Melakukan Kewajaran Ketentuan Transaksi
Jenis Fakta
Tanggal Nilai Transaksi Transaksi Transaksi Terkait Material Keterangan
No. Material
Date Value Transaction Parties Explanation on Fulfillment Material Description
Nature of
Object Conducting Transaction of Related Transaction
Affiliate
Transactions Fairness Provisions Types
Relationship or
Type of Material
Fact
1. 24 Likuidasi 1. PT Jasa Likuidasi JLJ Melakukan Pasal 2 Fakta -
Februari PT Jalantol Marga yang merupakan penutupan pada POJK 31/ Material
2025 Lingkarluar (Persero) entitas anak PT Jalantol POJK.04/2015 Material Fact
February Jakarta (dalam Tbk. perusahaan Lingkarluar Jakarta Article 2 of
24, 2025 likuidasi) (JLJ). 2. PT Jalantol PT Jasa Marga (dalam likuidasi), POJK 31/
Liquidation of Lingkarluar (Persero) Tbk melalui mekanisme POJK.04/2015
PT Jalantol Jakarta (Jasa Marga pembubaran yang
Lingkarluar (JLJ). atau Perseroan) diikuti dengan
Jakarta (in dengan likuidasi.
liquidation) kepemilikan Conducting the
(JLJ). saham Perseroan closure of PT
di dalamnya Jalantol Lingkarluar
sebesar 99,99%. Jakarta (in
The liquidation of liquidation) through
JLJ, a subsidiary a dissolution
of PT Jasa Marga mechanism
(Persero) Tbk followed by
(Jasa Marga or liquidation.
the Company),
in which the
Company holds a
99.99% stake.
398 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 399
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Daftar Informasi Transaksi Perseroan selama Tahun 2025 yang termasuk Informasi Material
Table of the Company’s Transaction Information in 2025 Classified as Material Information
Sifat Hubungan
Afiliasi atau
Jenis Transaksi
Pihak yang Penjelasan Pemenuhan Jenis
Material atau
Objek Melakukan Kewajaran Ketentuan Transaksi
Jenis Fakta
Tanggal Nilai Transaksi Transaksi Transaksi Terkait Material Keterangan
No. Material
Date Value Transaction Parties Explanation on Fulfillment Material Description
Nature of
Object Conducting Transaction of Related Transaction
Affiliate
Transactions Fairness Provisions Types
Relationship or
Type of Material
Fact
2. 23 April Rp1.000.000.000 Pemberian 1. PT Jasa TOL merupakan Berdasarkan POJK 42/2020 Transaksi Direksi dan Dewan
2025 Shareholder Marga pihak afiliasi analisis transaksi, Afiliasi Komisaris Perseroan, baik
April 23, Loan (SHL) Transjawa Jasa Marga, analisis kualitatif, Affiliate secara sendiri-sendiri
2025 PT Trans Optima Tol (JTT). mengingat Jasa analisis kuantitatif Transaction maupun bersama-sama
Luhur (TOL). 2. PT Trans Marga memiliki dan analisis menyatakan bahwa:
Granting of Optima pengendalian kewajaran 1. Transaksi ini tidak
Shareholder Luhur (TOL). langsung transaksi, kami mengandung
Loan (SHL) by 1. PT Jasa terhadap PT berpendapat benturan kepentingan
PT Trans Optima Marga Jasamarga bahwa Rencana sebagaimana dimaksud
Luhur (TOL). Transjawa Transjawa Transaksi afiliasi dalam Peraturan
Toll Road Tol (JTT) Jasa Marga POJK 42/2020 dan
(JTT). yang memiliki melalui transaksi bukan merupakan
2. PT Trans pengendalian pemberian Transaksi Material
Optima langsung Pinjaman JTT, sebagaimana dimaksud
Luhur (TOL). terhadap TOL. kepada PT TOL dalam Peraturan POJK
TOL is an affiliate adalah wajar. 17/2020; dan
of Jasa Marga, Based on 2. Semua informasi
given that Jasa transaction material telah
Marga has direct analysis, qualitative diungkapkan dan
control over analysis, informasi tersebut tidak
PT Jasamarga quantitative menyesatkan.
Transjawa Tol analysis, and The Board of
(JTT), which has transaction fairness Directors and Board of
direct control analysis, we Commissioners of the
over TOL. believe that Jasa Company, individually and
Marga's Affiliate collectively, declare that:
Transaction 1. This transaction does
Plan through the not contain any conflict
provision of a loan of interest as referred
from JTT, to PT to in POJK Regulation
TOL is reasonable. 42/2020 and does not
constitute a Material
Transaction as referred
to in POJK Regulation
17/2020; and
2. All material information
has been disclosed and
such information is not
misleading.
3. 3 Juni Rp300.000.000.000 Pemberian 1. PT Jasa JMB merupakan Berdasarkan POJK 17/2020 Transaksi Direksi dan Dewan
2025 Shareholder Marga pihak afiliasi analisis transaksi, POJK 35/2020 Afiliasi Komisaris Perseroan, baik
June 3, Loan (SHL) (Persero) Jasa Marga, analisis kualitatif, POJK 42/2020 Affiliate secara sendiri-sendiri
2025 PT Jasamarga Tbk. mengingat Jasa analisis kuantitatif Transaction maupun bersama-sama
Manado Bitung 2. PT Marga memiliki dan analisis menyatakan bahwa:
(JMB). Jasamarga pengendalian kewajaran 1. Transaksi ini tidak
Granting of Manado langsung transaksi, kami mengandung
Shareholder Bitung terhadap JMB. berpendapat benturan kepentingan
Loan (SHL) to (JMB). JMB is an affiliate bahwa Rencana sebagaimana dimaksud
PT Jasamarga 1. PT Jasa of Jasa Marga, Transaksi afiliasi dalam Peraturan
Manado Bitung Marga given that Jasa melalui transaksi POJK 42/2020 dan
(JMB). (Persero) Marga has direct pemberian bukan merupakan
Tbk. control over JMB. Pinjaman Transaksi Material
2. PT Pemegang Saham sebagaimana dimaksud
Jasamarga kepada JMB adalah dalam Peraturan POJK
Manado wajar. 17/2020; dan
Bitung Based on 2. Semua informasi
(JMB). transaction material telah
analysis, qualitative diungkapkan dan
analysis, informasi tersebut tidak
quantitative menyesatkan.
analysis, and The Board of
transaction Directors and Board of
fairness analysis, Commissioners of the
we believe that Company, individually and
the Affiliate collectively, declare that:
Transaction 1. This transaction does
Plan through the not contain any conflict
Shareholder Loan of interest as referred
transaction to JMB to in POJK Regulation
is reasonable. 42/2020 and does not
constitute a Material
Transaction as referred
to in POJK Regulation
17/2020; and
2. All material information
has been disclosed and
such information is not
misleading.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 399
Page 400
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Daftar Informasi Transaksi Perseroan selama Tahun 2025 yang termasuk Informasi Material
Table of the Company’s Transaction Information in 2025 Classified as Material Information
Sifat Hubungan
Afiliasi atau
Jenis Transaksi
Pihak yang Penjelasan Pemenuhan Jenis
Material atau
Objek Melakukan Kewajaran Ketentuan Transaksi
Jenis Fakta
Tanggal Nilai Transaksi Transaksi Transaksi Terkait Material Keterangan
No. Material
Date Value Transaction Parties Explanation on Fulfillment Material Description
Nature of
Object Conducting Transaction of Related Transaction
Affiliate
Transactions Fairness Provisions Types
Relationship or
Type of Material
Fact
4. 25 Juni Rp375.000.000.000 Pemberian 1. PT Jasa JBS merupakan Berdasarkan POJK 17/2020 Transaksi Direksi dan Dewan
2025 Shareholder Marga pihak afiliasi analisis transaksi, POJK 35/2020 Afiliasi Komisaris Perseroan, baik
June 25, Loan (SHL) (Persero) Jasa Marga, analisis kualitatif, POJK 42/2020 Affiliate secara sendiri-sendiri
2025 PT Jasamarga Tbk. mengingat Jasa analisis kuantitatif Transaction maupun bersama-sama
Balikpapan 2. PT Marga memiliki dan analisis menyatakan bahwa:
Samarinda (JBS). Jasamarga pengendalian kewajaran 1. Transaksi ini tidak
Granting of Balikpapan langsung transaksi, kami mengandung
Shareholder Samarinda terhadap JBS. berpendapat benturan kepentingan
Loan (SHL) to (JBS). JBS is an affiliate bahwa Rencana sebagaimana dimaksud
PT Jasamarga 1. PT Jasa of Jasa Marga, Transaksi afiliasi dalam Peraturan
Balikpapan Marga given that Jasa melalui transaksi POJK 42/2020 dan
Samarinda (JBS). (Persero) Marga has direct pemberian bukan merupakan
Tbk. control over JBS. Pinjaman Transaksi Material
2. PT Pemegang Saham sebagaimana dimaksud
Jasamarga kepada JBS adalah dalam Peraturan POJK
Balikpapan wajar. 17/2020; dan
Samarinda Based on 2. Semua informasi
(JBS). transaction material telah
analysis, qualitative diungkapkan dan
analysis, informasi tersebut tidak
quantitative menyesatkan.
analysis, and The Board of
transaction Directors and Board of
fairness analysis, Commissioners of the
we believe that Company, individually and
the Affiliate collectively, declare that:
Transaction 1. This transaction does
Plan through not contain any conflict
the Shareholder of interest as referred
Loan to JBS is to in POJK Regulation
reasonable. 42/2020 and does not
constitute a Material
Transaction as referred
to in POJK Regulation
17/2020; and
2. All material information
has been disclosed and
such information is not
misleading.
5. 25 Juni Rp6.560.000.000.000 Pemberian 1. PT Jasa JBS merupakan Berdasarkan POJK 17/2020 Transaksi Direksi dan Dewan
2025 Shareholder Marga pihak afiliasi analisis transaksi, POJK 35/2020 Afiliasi Komisaris Perseroan, baik
June 25, Loan (SHL) (Persero) Jasa Marga, analisis kualitatif, POJK 42/2020 Affiliate secara sendiri-sendiri
2025 PT Jasamarga Tbk. mengingat Jasa analisis kuantitatif Transaction maupun bersama-sama
Balikpapan 2. PT Marga memiliki dan analisis menyatakan bahwa:
Samarinda (JBS). Jasamarga pengendalian kewajaran 1. Transaksi ini tidak
Granting of Balikpapan langsung. transaksi, kami mengandung
Shareholder Samarinda terhadap JBS berpendapat benturan kepentingan
Loan (SHL) to (JBS). JBS is an affiliate bahwa Rencana sebagaimana dimaksud
PT Jasamarga 1. PT Jasa of Jasa Marga, Transaksi afiliasi dalam Peraturan
Balikpapan Marga given that Jasa melalui transaksi POJK 42/2020 dan
Samarinda (JBS). (Persero) Marga has direct pemberian bukan merupakan
Tbk. control over JBS. Pinjaman Transaksi Material
2. PT Pemegang Saham sebagaimana dimaksud
Jasamarga kepada JBS adalah dalam Peraturan POJK
Balikpapan wajar. 17/2020; dan
Samarinda Based on 2. Semua informasi
(JBS). transaction material telah
analysis, qualitative diungkapkan dan
analysis, informasi tersebut tidak
quantitative menyesatkan.
analysis, and The Board of
transaction Directors and Board of
fairness analysis, Commissioners of the
we believe that Company, individually and
the Affiliate collectively, declare that:
Transaction 1. This transaction does
Plan through not contain any conflict
the Shareholder of interest as referred
Loan to JBS is to in POJK Regulation
reasonable. 42/2020 and does not
constitute a Material
Transaction as referred
to in POJK Regulation
17/2020; and
2. All material information
has been disclosed and
such information is not
misleading.
400 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 401
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Daftar Informasi Transaksi Perseroan selama Tahun 2025 yang termasuk Informasi Material
Table of the Company’s Transaction Information in 2025 Classified as Material Information
Sifat Hubungan
Afiliasi atau
Jenis Transaksi
Pihak yang Penjelasan Pemenuhan Jenis
Material atau
Objek Melakukan Kewajaran Ketentuan Transaksi
Jenis Fakta
Tanggal Nilai Transaksi Transaksi Transaksi Terkait Material Keterangan
No. Material
Date Value Transaction Parties Explanation on Fulfillment Material Description
Nature of
Object Conducting Transaction of Related Transaction
Affiliate
Transactions Fairness Provisions Types
Relationship or
Type of Material
Fact
6. 30 Juni Rp1.900.000.000.000 Pemberian 1. PT Jasa JMKT merupakan Berdasarkan POJK 17/2020 Transaksi Direksi dan Dewan
2025 Shareholder Marga pihak afiliasi analisis transaksi, POJK 35/2020 Afiliasi Komisaris Perseroan, baik
June 30, Loan (SHL) (Persero) Jasa Marga, analisis kualitatif, POJK 42/2020 Affiliate secara sendiri-sendiri
2025 PT Jasamarga Tbk. mengingat Jasa analisis kuantitatif Transaction maupun bersama-sama
Kualanamu Tol 2. PT Marga memiliki dan analisis menyatakan bahwa:
(JMKT). Jasamarga pengendalian kewajaran 1. Transaksi ini tidak
Granting of Kualanamu langsung transaksi, kami mengandung
Shareholder Tol (JMKT). terhadap JMKT. berpendapat benturan kepentingan
Loan (SHL) to 1. PT Jasa JMKT is an bahwa Rencana sebagaimana dimaksud
PT Jasamarga Marga affiliate of Jasa Transaksi afiliasi dalam Peraturan
Kualanamu Tol (Persero) Marga, given that melalui transaksi POJK 42/2020 dan
(JMKT). Tbk. Jasa Marga has pemberian bukan merupakan
2. PT direct control Pinjaman Transaksi Material
Jasamarga over JMKT. Pemegang Saham sebagaimana dimaksud
Kualanamu kepada JMKT dalam Peraturan POJK
Tol (JMKT). adalah wajar. 17/2020; dan
Based on 2. Semua informasi
transaction material telah
analysis, qualitative diungkapkan dan
analysis, informasi tersebut tidak
quantitative menyesatkan.
analysis, and The Board of
transaction Directors and Board of
fairness analysis, Commissioners of the
we believe that Company, individually and
the Affiliate collectively, declare that:
Transaction 1. This transaction does
Plan through not contain any conflict
the Shareholder of interest as referred
Loan transaction to in POJK Regulation
to JMKT is 42/2020 and does not
reasonable. constitute a Material
Transaction as referred
to in POJK Regulation
17/2020; and
2. All material information
has been disclosed and
such information is not
misleading.
7. 30 Juni Rp355.000.000.000 Pemberian 1. PT Jasa JJC merupakan Berdasarkan POJK 17/2020 Transaksi Direksi dan Dewan
2025 Shareholder Marga pihak afiliasi analisis transaksi, POJK 35/2020 Afiliasi Komisaris Perseroan, baik
June 30, Loan (SHL) Transjawa Jasa Marga, analisis kualitatif, POJK 42/2020 Affiliate secara sendiri-sendiri
2025 PT Jasamarga Tol (JTT). mengingat Jasa analisis kuantitatif Transaction maupun bersama-sama
Jalanlayang 2. PT Marga memiliki dan analisis menyatakan bahwa:
Cikampek (JJC). Jasamarga pengendalian kewajaran 1. Transaksi ini tidak
Granting of Jalanlayang langsung transaksi, kami mengandung
Shareholder Cikampek terhadap PT berpendapat benturan kepentingan
Loan (SHL) to (JJC). Jasamarga bahwa Rencana sebagaimana dimaksud
PT Jasamarga 1. PT Jasa Transjawa Transaksi afiliasi dalam Peraturan
Jalanlayang Marga Tol (JTT) Jasa Marga POJK 42/2020 dan
Cikampek (JJC). Transjawa yang memiliki melalui transaksi bukan merupakan
Toll Road pengendalian pemberian Transaksi Material
(JTT). langsung Pinjaman JTT, sebagaimana dimaksud
2. PT terhadap JJC. kepada PT JJC dalam Peraturan POJK
Jasamarga JJC is an affiliate adalah wajar. 17/2020; dan
Cikampek of Jasa Marga, Based on 2. Semua informasi
Elevated given that Jasa transaction material telah
Road (JJC). Marga has direct analysis, qualitative diungkapkan dan
control over analysis, informasi tersebut tidak
PT Jasamarga quantitative menyesatkan.
Transjawa Tol analysis, and The Board of
(JTT), which in transaction fairness Directors and Board of
turn has direct analysis, we Commissioners of the
control over JJC. believe that Jasa Company, individually and
Marga's Affiliate collectively, declare that:
Transaction 1. This transaction does
Plan through the not contain any conflict
provision of a loan of interest as referred
from JTT, to PT to in POJK Regulation
JJC is reasonable. 42/2020 and does not
constitute a Material
Transaction as referred
to in POJK Regulation
17/2020; and
2. All material information
has been disclosed and
such information is not
misleading.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 401
Page 402
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Daftar Informasi Transaksi Perseroan selama Tahun 2025 yang termasuk Informasi Material
Table of the Company’s Transaction Information in 2025 Classified as Material Information
Sifat Hubungan
Afiliasi atau
Jenis Transaksi
Pihak yang Penjelasan Pemenuhan Jenis
Material atau
Objek Melakukan Kewajaran Ketentuan Transaksi
Jenis Fakta
Tanggal Nilai Transaksi Transaksi Transaksi Terkait Material Keterangan
No. Material
Date Value Transaction Parties Explanation on Fulfillment Material Description
Nature of
Object Conducting Transaction of Related Transaction
Affiliate
Transactions Fairness Provisions Types
Relationship or
Type of Material
Fact
8. 30 Juni Rp116.494.229.213 Pemberian 1. PT Jasa PSBI merupakan Berdasarkan POJK 17/2020 Transaksi Direksi dan Dewan
2025 Shareholder Marga pihak afiliasi Jasa analisis transaksi, POJK 35/2020 Afiliasi Komisaris Perseroan, baik
June 30, Loan (SHL) (Persero) Marga, mengingat analisis kualitatif, POJK 42/2020 Affiliate secara sendiri-sendiri
2025 PT Pilar Sinergi Tbk. Jasa Marga analisis kuantitatif Transaction maupun bersama-sama
BUMN Indonesia 2. PT Pilar merupakan salah dan analisis menyatakan bahwa:
(PSBI). Sinergi satu pemegang kewajaran 1. Transaksi ini tidak
Pemberian BUMN saham dari PSBI. transaksi, kami mengandung
Shareholder Indonesia PSBI is an affiliate berpendapat benturan
Loan (SHL) (PSBI). of Jasa Marga, bahwa Rencana kepentingan
PT Pilar Sinergi 1. PT Jasa considering Transaksi afiliasi sebagaimana
BUMN Indonesia Marga that Jasa Marga melalui transaksi dimaksud dalam
(PSBI) (Persero) is one of the pemberian Peraturan POJK
Tbk. shareholders of Pinjaman 42/2020 dan
2. PT Pilar PSBI. Pemegang Saham bukan merupakan
Sinergi kepada PSBI Transaksi Material
BUMN adalah wajar. sebagaimana
Indonesia Based on dimaksud dalam
(PSBI). transaction Peraturan POJK
analysis, qualitative 17/2020; dan
analysis, 2. Semua informasi
quantitative material telah
analysis, and diungkapkan dan
transaction informasi tersebut
fairness analysis, tidak menyesatkan.
we believe that The Board of
the Affiliate Directors and Board of
Transaction Commissioners of the
Plan through the Company, individually and
Shareholder Loan collectively, declare that:
transaction to PSBI 1. This transaction
is reasonable. does not contain any
conflict of interest
as referred to in
POJK Regulation
42/2020 and does
not constitute a
Material Transaction
as referred to in
POJK Regulation
17/2020; and
2. All material
information has been
disclosed and such
information is not
misleading.
9. 23 Juli Perubahan 1. PT Jasa Perubahan Dilakukan adendum Pasal 2 Fakta Perubahan Pengendalian
2025 Pengendalian Marga Pengendalian terhadap ketentuan POJK No. 31/ Material dilakukan melalui
July 23, PT Jasamarga (Persero) PT Jasamarga pengendalian POJK.04/2015 Material perubahan Perjanjian
2025 Jogja Solo Tbk. Jogja Solo (JMJ). dalam Perjanjian Pasal 52 POJK Facts Pemegang Saham,
(JMJ). 2. PT Change in Control Pemegang Saham No. 45 Tahun sehingga tidak ada nilai
Change in Jasamarga of PT Jasamarga JMJ dari yang 2024 transaksi yang timbul.
Control of PT Jogja Solo Jogja Solo (JMJ). bersifat joint Article 2 of The change in control
Jasamarga Jogja (JMJ). control antara POJK No. 31/ was effected through
Solo (JMJ). 1. PT Jasa Jasa Marga POJK.04/2015 an amendment to the
Marga sebagai pemegang Article 52 of Shareholders' Agreement,
(Persero) saham dengan POJK No. 45 so no transaction value
Tbk. porsi 52,82% of 2024 arose.
2. PT dan PT Adhi
Jasamarga Karya (Persero)
Jogja Solo Tbk dengan
(JMJ). porsi saham
47,18%, menjadi
pengendalian
tunggal pada Jasa
Marga.
An addendum was
made to the control
provisions in the
JMJ Shareholders
Agreement from
joint control
between Jasa
Marga as a
shareholder with
a 52.82% stake
and PT Adhi Karya
(Persero) Tbk with
a 47.18% stake,
to sole control by
Jasa Marga.
402 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 403
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Informasi Transaksi dengan Pihak Berelasi
atau Benturan Kepentingan
Information on Transactions with Related Parties or Conflicts
of Interest
Transaksi Pihak Berelasi Transactions with Related Parties
Kelompok Usaha melakukan transaksi dengan pihak- The Business Group conducts transactions with related
pihak berelasi sebagaimana didefinisikan dalam PSAK 224 parties as defined in PSAK 224 “Disclosure of Related
“Pengungkapan Pihak-pihak Berelasi” yang merupakan Parties,” which is an update of PSAK 7 (Revised 2010).
pembaruan dari PSAK 7 (Revisi 2010).
Nama Pihak dan Sifat Hubungan Berelasi Names and Nature of Related Parties
Pihak-pihak berelasi adalah perusahaan dan perorangan Related parties are companies and individuals who have
yang mempunyai keterkaitan kepemilikan atau kepengurusan direct or indirect ownership or management links with the
secara langsung maupun tidak langsung dengan Perseroan. Company. The table below shows details of the Company’s
Tabel di bawah menunjukkan rincian pihak-pihak berelasi related parties and the nature of the transactions.
dengan Perseroan beserta sifat dari transaksi tersebut.
Tabel Transaksi dan Sifat Hubungan Berelasi
Table of Transactions and Nature of Related Parties
Pihak Berelasi Hubungan Jenis Transaksi
Related Parties Nature of Relationship Nature of Transactions
Dikendalikan oleh Pemerintah Pusat Hak Konsesi atas Ruang Tol, Utang Bantuan
Pemerintah Republik Indonesia, Kementerian
Republik Indonesia Pemerintah, Dana Talangan Pembebasan Tanah dan
Keuangan, Kementerian Pekerjaan Umum
Controlled by Central Government of Perpajakan
dan Perumahan Rakyat
the Republic of Indonesia Concession Rights on Toll Space, Government
Government of the Republic of Indonesia,
Assistance Debt, Land Acquisition and Taxation
Ministry of Finance, Ministry of Public Works
Bailout funds
Dikendalikan oleh Pemerintah Pusat Kontraktor dalam Pembangunan dan Preservasi
Republik Indonesia Aset Tetap dan Jalan Tol
PT Adhi Karya (Persero) Tbk
Controlled by Central Government of Contractor in Construction and Preservation of
the Republic of Indonesia Fixed Assets and Toll Roads
Dikendalikan oleh Pemerintah Pusat Beban Asuransi Jiwa Pensiunan Karyawan
Republik Indonesia Retired Employee Life Insurance Expenses
Dana Pensiun Lembaga Keuangan Jiwasraya
Controlled by Central Government of
the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat Penempatan Giro, Deposito Berjangka, Investasi
Republik Indonesia Jangka Pendek, Dana yang Dibatasi Penggunaannya,
Controlled by Central Government of Fasilitas Kredit Modal Kerja, Fasilitas Kredit Sindikasi,
the Republic of Indonesia Biaya Keuangan, Piutang Lain-lain dan Pendapatan
PT Bank Mandiri (Persero) Tbk Bunga
Placement of Current Accounts, Time Deposits,
Short-term Investments, Restricted Funds, Working
Capital Credit Facilities, Syndicated Credit Facilities,
Finance Fees, Other Receivables and Interest Income
Dikendalikan oleh Pemerintah Pusat Penempatan Giro, Deposito Berjangka, Fasilitas
Republik Indonesia Kredit Investasi, Fasilitas Kredit Sindikasi,
Controlled by Central Government of Bank untuk Pengumpulan Tol, Biaya Keuangan
the Republic of Indonesia Pendapatan Bunga dan Dana Dibatasi
Penggunaannya
PT Bank Negara Indonesia (Persero) Tbk
Dana Dibatasi Penggunaannya Placement of
Current Accounts, Time Deposits, Investment Credit
Facilities, Syndicated Credit Facilities, Banks for
Toll Collection, Finance Fees Interest Income and
Restricted Funds
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 403
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Transaksi dan Sifat Hubungan Berelasi
Table of Transactions and Nature of Related Parties
Pihak Berelasi Hubungan Jenis Transaksi
Related Parties Nature of Relationship Nature of Transactions
Dikendalikan oleh Pemerintah Pusat Penempatan Giro, Deposito Berjangka, Fasilitas
Republik Indonesia Kredit Investasi, Fasilitas Kredit Sindikasi, Bank
Controlled by Central Government of untuk Pengumpulan Tol, Biaya Keuangan, Piutang
the Republic of Indonesia Lain-lain dan Pendapatan Bunga
PT Bank Rakyat Indonesia (Persero) Tbk
Placement of Current Accounts, Time Deposits,
Investment Credit Facilities, Syndicated Credit
Facilities, Toll Collection Banks, Finance Fees, Other
Receivables and Interest Income
Dikendalikan oleh Pemerintah Pusat Penempatan Giro, Deposito Berjangka, Fasilitas
Republik Indonesia Kredit Investasi, Fasilitas Kredit Sindikasi, Biaya
Controlled by Central Government of Keuangan dan Pendapatan Bunga
PT Bank Tabungan Negara (Persero) Tbk
the Republic of Indonesia Placement of Current Accounts, Time Deposits,
Investment Credit Facilities, Syndicated Credit
Facilities, Finance Fees and Interest Income
Dikendalikan oleh Pemerintah Pusat Pinjaman kepada Lembaga Keuangan Bukan Bank,
Republik Indonesia Pinjaman Fasilitas Kredit Sindikasi
PT Sarana Multi Infrastruktur (Persero)
Controlled by Central Government of Loans to Non-Bank Financial Institutions, Pinjaman
the Republic of Indonesia Fasilitas Kredit Sindikasi
Dikendalikan oleh Pemerintah Pusat Pinjaman Fasilitas Kredit Sindikasi
Republik Indonesia Syndicated Credit Facility Loans
Lembaga Pembiayaan Ekspor Impor
Controlled by Central Government of
the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat Kontraktor dalam Pembangunan dan Preservasi
Republik Indonesia Aset Tetap dan Jalan Tol dan Piutang Lain-lain
PT Hutama Karya (Persero)
Controlled by Central Government of Contractor in Construction and Preservation of
the Republic of Indonesia Fixed Assets and Toll Roads and Other Receivables
Dikendalikan oleh Pemerintah Pusat Kontraktor dalam Pembangunan dan Preservasi
Republik Indonesia Aset Tetap dan Jalan Dana Talangan Tanah
PT Pembangunan Perumahan (Persero) Tbk
Controlled by Central Government of Contractors in Construction and Preservation of
the Republic of Indonesia Fixed Assets and Roads Land Bailout Fund
Dikendalikan oleh Pemerintah Pusat Kontraktor dalam Pembangunan dan Preservasi
Republik Indonesia Aset Tetap dan Jalan Dana Talangan Tanah
PT Waskita Karya (Persero) Tbk
Controlled by Central Government of Contractors in Construction and Preservation of
the Republic of Indonesia Fixed Assets and Roads Land Bailout Fund
Dikendalikan oleh Pemerintah Pusat Kontraktor dalam Pembangunan dan Preservasi
Republik Indonesia Aset Tetap dan Jalan Dana Talangan Tanah dan
Controlled by Central Government of Piutang Lain-lain
PT Wijaya Karya (Persero) Tbk
the Republic of Indonesia Contractors in Construction and Preservation of
Fixed Assets and Roads Bailout Fund for Land and
Other Receivables
Dikendalikan oleh Pemerintah Pusat Konsultan dalam Pembangunan dan Preservasi Aset
Republik Indonesia Tetap dan Jalan Tol
PT Virama Karya (Persero)
Controlled by Central Government of Consultant in Construction and Preservation of
the Republic of Indonesia Fixed Assets and Toll Roads
Entitas yang Berelasi dengan Penempatan Giro, Deposito Berjangka,
Pemerintah Investasi Jangka Pendek, Dana yang Dibatasi
Government-Related Entities Penggunaannya, Fasilitas Kredit Modal Kerja,
Fasilitas Kredit Sindikasi, Biaya Keuangan dan
PT Bank Syariah Indonesia Tbk Pendapatan Bunga
Placement of Current Accounts, Time Deposits,
Short Term Investments, Restricted Funds, Working
Capital Credit Facility, Syndicated Loans Facility,
Finance Charges and Interest Income
404 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Transaksi dan Sifat Hubungan Berelasi
Table of Transactions and Nature of Related Parties
Pihak Berelasi Hubungan Jenis Transaksi
Related Parties Nature of Relationship Nature of Transactions
Dikendalikan oleh Pemerintah Pusat Beban Akrual
Republik Indonesia Accrued Expenses
PT Agrinas Pangan Nusantara (Persero)
Controlled by Central Government of
the Republic of Indonesia
Dikendalikan oleh Pemerintah Pusat Piutang Lain-lain
Republik Indonesia Other Receivables
PT Pertamina Retail
Controlled by Central Government of
the Republic of Indonesia
Entitas yang Berelasi dengan Piutang Lain-lain
PT Cibitung Tanjung Priok Port Tollways Pemerintah Other Receivables
Government-Related Entities
Entitas yang Berelasi dengan Piutang Lain-lain
PT Waskita Sriwijaya Tol Pemerintah Other Receivables
Government-Related Entities
Entitas yang Berelasi dengan Piutang Lain-lain
PT Waskita Bumi Wira Pemerintah Other Receivables
Government-Related Entities
Entitas yang Berelasi dengan Piutang Lain-lain
PT Cimanggis Cibitung Tollways Pemerintah Other Receivables
Government-Related Entities
Entitas yang Berelasi dengan Piutang Lain-lain
PT PP Semarang Demak Pemerintah Other Receivables
Government-Related Entities
Entitas yang Berelasi dengan Piutang Lain-lain
PT Jasamarga Jalanlayang Cikampek Pemerintah Other Receivables
Government-Related Entities
Entitas yang Berelasi dengan Piutang Lain-lain
PT Trans Jabar Tol Pemerintah Other Receivables
Government-Related Entities
Entitas Asosiasi Piutang Lain-lain
PT Marga Lingkar Jakarta
Associate Entities Other Receivables
Entitas Asosiasi Piutang Lain-lain
PT Trans Marga Jateng
Associate Entities Other Receivables
Entitas Asosiasi Piutang Lain-lain
PT Jasamarga Pandaan Malang
Associate Entities Other Receivables
Entitas yang Berelasi dengan Piutang Lain-lain
PT Waskita Beton Precast Tbk Pemerintah Other Receivables
Government-Related Entities
Pengendalian Manajemen Kunci Piutang Lain-lain
Induk Koperasi Karyawan Jasa Marga
Key Management System Other Receivables
Dikendalikan oleh Pemerintah Pusat Utang Usaha
Republik Indonesia Accounts Payable
PT Pertamina Marine Solution
Controlled by Central Government of
the Republic of Indonesia
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Realisasi Transaksi Transaction Realization
Dalam kegiatan usahanya, Perseroan melakukan transaksi In its business activities, the Company conducts transactions
dengan pihak-pihak berelasi yang dilakukan dengan with related parties under normal terms and conditions.
syarat-syarat dan kondisi normal. Transaksi ini termasuk These transactions include payments by the Company for
pembayaran oleh Perseroan atas beban-beban pihak-pihak the expenses of related parties or vice versa.
berelasi atau sebaliknya.
Saldo transaksi dengan pihak berelasi pada tanggal 31 The balance of transactions with related parties on
Desember 2025 dan 31 Desember 2024 adalah sebagai December 31, 2025, and December 31, 2024, is as follows:
berikut:
Tabel Realisasi Transaksi Pihak Berelasi (dalam jutaan Rupiah)
Table of Transaction Realization with Related Parties (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Aset
Assets
Kas dan Setara Kas
5.356.974 4.323.250 1.033.724 23,91
Cash and Cash Equivalents
Piutang Lain-Lain Lancar
542.175 350.154 192.021 54,84
Other Current Receivables
Piutang Lain-Lain Tidak lancar
341.071 312.946 28.125 8,99
Other Non-current Receivables
Dana Dibatasi Penggunaannya
751.322 555.446 195.876 35,26
Restricted Funds
Liabilitas
Liabilities
Beban Akrual
4.886.503 4.347.553 538.950 12,40
Accrued Expenses
Utang Bank Jangka Pendek
- - - -
Short Term Bank Loans
Utang Bank Jangka Panjang - Bagian Jangka
Pendek 3.052.004 2.642.602 409.402 15,49
Long Term Bank Loans – Current Maturities
Utang Bank Jangka Panjang - Bagian Jangka
Panjang 41.675.888 36.754.564 4.921.324 13,39
Long Term Bank Loans – Long Term Portion
Total Utang Bank
44.727.892 39.397.166 5.330.726 13,53
Total Bank Loans
Utang Lembaga Keuangan Bukan Bank
Jangka Pendek
- - - -
Non-Bank Financial Institution Short Term
Loan
Utang Lembaga Keuangan Bukan Bank
Jangka Panjang Bagian Jangka Pendek
- - - -
Non-Bank Financial Institution Long – Current
Maturities
Utang Lembaga Keuangan Bukan Bank
Jangka Panjang
- 272.000 (272.000) -100,00
Non-Bank Financial Institution Long Term
Loan
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Realisasi Transaksi Pihak Berelasi (dalam jutaan Rupiah)
Table of Transaction Realization with Related Parties (in million Rupiah)
Pertumbuhan (Penurunan)
Uraian 2025 Growth (Decline)
2024
Description
Rp %
(1) (2) (3) (4) = (2)-(3) (5) = (4)/(3)
Total Utang Lembaga Keuangan Bukan Bank
- 272.000 (272.000) -100,00
Total Non-Bank Financial Institution Loan
Utang Usaha
2.831 5.748 (2.917) -50,75
Accounts Payable
Utang Kontraktor Jangka Pendek
94.068 100.733 (6.665) -6,62
Short Term Contractors Payable
Utang Kontraktor Jangka Panjang
551.544 785.561 (234.017) -29,79
Long Term Contractor Payable
Liabilitas Pembebasan Tanah Jangka Panjang –
Bagian Jangka Pendek
- - - -
Long-Term Land Acquisition Liabilities – Current
Maturities
Liabilitas Pembebasan Tanah Jangka Panjang –
Bagian Jangka Panjang
108.292 109.008 (716) -0,66
Long-Term Land Acquisition Liabilities – Long-
term Portion
Liabilitas Keuangan Jangka Pendek Lainnya
48.480 52.923 (4.443) -8,40
Other Current Financial Liabilities
Kewajaran dan Alasan Dilakukan Transaksi Fairness and Reasons for Transactions
Hingga Desember 2025, seluruh transaksi yang dilakukan Until December 2025, all transactions conducted by
Perseroan telah dilaksanakan secara wajar (armʼs length) dan the Company have been carried out at arm’s length
sesuai dengan persyaratan komersial yang berlaku umum. and in accordance with generally accepted commercial
Transaksi dengan pihak terkait maupun yang berpotensi requirements. Transactions with related parties or those that
menimbulkan benturan kepentingan dilaksanakan secara have the potential to cause conflicts of interest are carried
wajar, sesuai dengan ketentuan peraturan perundang- out at arm’s length, in accordance with the provisions of laws
undangan, serta didasarkan pada kebutuhan bisnis and regulations, and are based on the Company’s business
Perseroan tanpa adanya konflik kepentingan. needs without any conflicts of interest.
Jasa Marga melakukan transaksi dengan pihak-pihak Jasa Marga conducts transactions with related parties as
berelasi sebagaimana diatur dalam PSAK 224 tentang stipulated in PSAK 224 on Disclosure of Related Parties.
Pengungkapan Pihak-Pihak Berelasi. Seluruh transaksi dan All transactions and material balances with related parties
saldo material dengan pihak berelasi telah diungkapkan have been fully disclosed in the notes to the Company’s
secara lengkap dalam catatan atas laporan keuangan consolidated financial statements.
konsolidasian Perseroan.
Pemenuhan Peraturan dan Ketentuan Compliance with Relevant Regulations
Terkait and Provisions
Transaksi dengan pihak afiliasi yang dilakukan Perseroan Transactions with affiliates conducted by the Company are
telah sesuai dengan Peraturan Bapepam dan LK No. KEP- in accordance with Bapepam and LK Regulation No. KEP-
347/BL/2012 tanggal 25 Juni 2012 tentang “Penyajian dan 347/BL/2012, dated June 25, 2012, on the “Presentation
Pengungkapan Laporan Keuangan Emiten atau Perusahaan and Disclosure of Financial Statements of Issuers or Public
Publik”, yang didefinisikan antara lain: Companies,” which defines, among other things:
1. Pihak-pihak berelasi adalah orang atau entitas yang 1. Related parties are persons or entities related to the
terkait dengan Grup (entitas pelapor): Group (reporting entity):
a. Orang atau anggota keluarga terdekat mempunyai a. A person or immediate family member has a
relasi dengan entitas pelapor jika orang tersebut; relationship with the reporting entity if that person:
b. Memiliki pengendalian atau pengendalian bersama b. Has control or joint control over the reporting entity;
entitas pelapor;
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
c. Memiliki pengaruh signifikan atas entitas pelapor; c. Has significant influence over the reporting entity; or
atau
d. Merupakan personil manajemen kunci entitas d. Is a key management personnel of the reporting
pelapor atau entitas induk dari entitas pelapor. entity or the parent entity of the reporting entity.
2. Suatu entitas berelasi dengan entitas pelapor jika 2. An entity is related to the reporting entity if it meets one
memenuhi salah satu hal berikut: of the following conditions:
a. Entitas dan entitas pelapor adalah anggota dari a. The entity and the reporting entity are members
kelompok usaha yang sama (artinya entitas induk, of the same business group (the parent entity,
entitas anak, dan entitas anak berikutnya terkait subsidiary entity, and subsequent subsidiary entity
dengan entitas lain); are related to other entities);
b. Satu entitas adalah entitas asosiasi atau ventura b. One entity is an associate or joint venture of another
bersama dari entitas lain (atau entitas asosiasi atau entity (or an associate or joint venture that is a
ventura bersama yang merupakan anggota suatu member of a business group, of which the other
kelompok usaha, yang mana entitas lain tersebut entity is a member);
adalah anggotanya);
c. Kedua entitas tersebut adalah ventura bersama dari c. Both entities are joint ventures of the same third
pihak ketiga yang sama; party;
d. Satu entitas adalah ventura bersama dari entitas d. One entity is a joint venture of a third entity and the
ketiga dan entitas yang lain adalah entitas asosiasi other entity is an associate of the third entity;
dari entitas ketiga;
e. Entitas tersebut adalah suatu program imbalan pasca e. The entity is a post-employment benefit plan for
kerja untuk imbalan kerja dari salah satu entitas employment benefits from one of the reporting
pelapor atau entitas yang terkait dengan entitas entities or entities related to the reporting entity. If
pelapor. Jika entitas pelapor adalah entitas yang the reporting entity is the entity that administers the
menyelenggarakan program tersebut, maka entitas plan, then the sponsoring entity is also related to the
sponsor juga berelasi dengan entitas pelapor; reporting entity;
f. Entitas yang dikendalikan atau dikendalikan bersama f. An entity controlled or jointly controlled by the
oleh orang yang diidentifikasi dalam angka (1); persons identified in (1);
g. Orang yang diidentifikasi dalam angka (1) (2) g. The persons identified in (1) and (2) have significant
memiliki pengaruh signifikan atas entitas atau influence over the entity or key management
personil manajemen kunci entitas (atau entitas induk personnel of the entity (or the parent entity of the
dari entitas); dan entity); and
h. Entitas, atau anggota dari kelompok yang mana h. Entities, or members of the group of which the
entitas merupakan bagian dari kelompok tersebut, entity is a part, provide key management personnel
menyediakan jasa personil manajemen kunci kepada services to the reporting entity or to the parent
entitas pelapor atau kepada entitas induk dari entitas entity of the reporting entity.
pelapor.
Transaksi signifikan yang dilakukan dengan pihak- pihak Significant transactions conducted with related parties,
berelasi, baik dilakukan dengan kondisi dan persyaratan whether conducted under the same terms and conditions
yang sama dengan pihak ketiga maupun tidak, diungkapkan as third parties or not, are disclosed in the consolidated
pada laporan keuangan konsolidasian. financial statements.
Kebijakan Mekanisme Review atas Review Mechanism Policy for Transactions
Transaksi dan Pemenuhan Peraturan Terkait and Compliance with Related Regulations
Perseroan telah memiliki kebijakan terkait persyaratan dan The Company has policies regarding the terms and
kondisi transaksi yang mengandung benturan kepentingan conditions of transactions that involve conflicts of interest
dan/atau transaksi dengan pihak berelasi. Pada prinsipnya, and/or transactions with related parties. In principle, all
seluruh transaksi dengan pihak berelasi dilakukan dengan transactions with related parties are conducted under the
ketentuan yang sama sebagaimana berlaku bagi pihak same terms and conditions as those applicable to third
ketiga, melalui evaluasi Komite Audit serta wajib memperoleh parties, through evaluation by the Audit Committee and
persetujuan dari Dewan Komisaris. subject to approval by the Board of Commissioners.
Sepanjang tahun 2025, Perseroan tidak mencatat adanya Throughout 2025, the Company did not record any violations
pelanggaran terhadap peraturan perundang-undangan of laws and regulations related to transactions with related
terkait transaksi dengan pihak berelasi, serta tidak terdapat parties, and there were no transactions involving conflicts
transaksi yang mengandung benturan kepentingan. of interest.
408 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08 Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria Pernyataan Direksi Bahwa Transaksi Board Of Directors’ Statement that Afiliasi Telah Melalui Prosedur yang Affiliated Transactions Have Undergone Memadai untuk Memastikan Bahwa Adequate Procedures to Ensure that Transaksi Afiliasi Dilaksanakan Sesuai Affiliated Transactions are Carried Dengan Praktik Bisnis yang Berlaku Umum Out in Accordance with Generally Antara Lain Dilakukan dengan Memenuhi Accepted Business Practices, Including Prinsip Transaksi yang Wajar (Arms-Length by Complying with the Arm’s Length Principle) Principle Dalam melakukan transaksi dengan pihak berelasi, Direksi In conducting transactions with related parties, the Board memastikan bahwa seluruh kegiatan transaksi telah of Directors ensures that all transaction activities have melalui prosedur yang memadai dan sesuai dengan prinsip gone through adequate procedures and are in accordance transaksi yang wajar (armsʼ length principle). Di tahun with the arm’s length principle. In 2025, the Board of 2025, Direksi telah memastikan bahwa transaksi dengan Directors ensured that transactions with related parties pihak berelasi telah dilakukan dengan wajar tanpa adanya were conducted fairly without any conflicts of interest. benturan kepentingan. Benturan kepentingan merupakan A conflict of interest is a specific condition in which kondisi tertentu di mana kepentingan pribadi berpotensi personal interests have the potential to influence and/or mempengaruhi dan/atau menyingkirkan profesionalisme undermine the professionalism and integrity of the Board of dan integritas Dewan Komisaris, Direksi, maupun Insan Commissioners, the Board of Directors, or other Company Perseroan lainnya dalam melaksanakan tugas sehingga dapat personnel in carrying out their duties, thereby impacting berdampak pada pencapaian kinerja dan citra Perseroan the Company’s long-term performance and image. To that dalam jangka panjang. Untuk itu, Perseroan telah menyusun end, the Company has compiled the Jasa Marga Conflict Pedoman Benturan Kepentingan Jasa Marga yang disahkan of Interest Guidelines, which were ratified through Board melalui Keputusan Direksi Nomor 78/KPTS/2020 tentang of Directors Decision No. 78/KPTS/2020 on the Conflict of Pedoman Benturan Kepentingan (Conflict of Interest) di PT Interest Guidelines of PT Jasa Marga (Persero) Tbk. Jasa Marga (Persero) Tbk. Pedoman tersebut memuat informasi mengenai sosialisasi, The guidelines contain information on the dissemination, pelaporan, pengungkapan, serta pencegahan atas tindakan reporting, disclosure, and prevention of actions and types dan jenis benturan kepentingan untuk dipahami dan of conflicts of interest to be understood and applied in diterapkan dalam kegiatan operasional sehari-hari oleh daily operational activities by employees at all levels of the para karyawan dari seluruh level organisasi sehingga dapat organization to prevent and reduce irregularities, violations mencegah dan mengurangi penyimpangan, pelanggaran and/or fraud that could cause financial and non-financial dan/atau kecurangan yang dapat menimbulkan kerugian losses and damage the Company’s image, to achieve a finansial dan non finansial serta merusak citra Perseroan, clean, corruption-free company with employees who have demi mendapatkan perusahaan yang bersih, bebas korupsi an honest mindset and are fully committed to the interests dan memiliki karyawan dengan sikap mental yang jujur dan of the Company. penuh rasa pengabdian kepada kepentingan Perseroan. Selanjutnya, Perseroan melalui Dewan Komisaris dan Furthermore, through its Board of Commissioners and Komite Audit senantiasa berperan dalam melakukan reviu Audit Committee, the Company continues to play a role in untuk memastikan bahwa transaksi dengan pihak berelasi conducting reviews to ensure that transactions with related dilaksanakan sesuai dengan praktik bisnis yang berlaku parties are carried out per generally accepted business umum dan telah memenuhi prinsip transaksi yang wajar dan practices and have met the principles of fair transactions and dilaksanakan dengan memenuhi ketentuan yang berlaku. are carried out in compliance with applicable regulations. PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 409
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01 02 03 04 05 Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions Peran Dewan Komisaris dan Komite Audit Role of the Board of Commissioners and Dalam Melakukan Prosedur yang Memadai the Audit Committee in Implementing untuk Memastikan Bahwa Transaksi Afiliasi Adequate Procedures to Ensure that Dilaksanakan Sesuai Dengan Praktik Bisnis Affiliated Transactions are Carried Out yang Berlaku Umum Antara Lain Dilakukan in Accordance with Generally Accepted dengan Memenuhi Prinsip Transaksi yang Business Practices Includes Complying Wajar (Arms-Length Principle) with the Arm’s Length Principle Dalam melakukan transaksi dengan pihak berelasi, In conducting transactions with related parties, the Company Perseroan senantiasa memperhatikan prinsip kehatihatian always pays attention to the principle of prudence in sesuai dengan praktik bisnis yang berlaku umum dan telah accordance with generally accepted business practices and memenuhi POJK No. 42/POJK.04/2020 tentang Transaksi has complied with POJK No. 42/POJK.04/2020 on Affiliated Afiliasi dan Transaksi Benturan Kepentingan, serta PSAK Transactions and Conflicts of Interest Transactions, as well No. 7 tentang Pengungkapan Pihak-Pihak Berelasi. Direksi as PSAK No. 7 on Disclosure of Related Parties. The Board memastikan bahwa seluruh kegiatan transaksi tersebut of Directors ensures that all transaction activities have gone telah melalui prosedur yang memadai dan telah direviu oleh through adequate procedures and have been reviewed by Dewan Komisaris dan Komite Audit untuk memastikan bahwa the Board of Commissioners and the Audit Committee to transaksi yang dilaksanakan sesuai dengan praktik bisnis ensure that the transactions carried out are in accordance yang berlaku umum dan telah memenuhi prinsip transaksi with generally accepted business practices and have yang wajar (armsʼ length principle). Sepanjang tahun 2025, complied with the arms-length principle. Throughout 2025, tidak terdapat pelanggaran atas peraturan perundang- there were no violations of laws and regulations related undangan terkait transaksi dengan pihak berelasi dan/atau to transactions with related parties and/or transactions transaksi yang mengandung benturan kepentingan. containing conflicts of interest. Transaksi Material Dijalankan Dalam Material Transactions to Generate Rangka Menghasilkan Pendapatan Usaha Business Income Routinely, Repeatedly, yang Dijalankan Secara Rutin, Berulang, and/or Continuously dan/atau Berkelanjutan Di sepanjang tahun 2025, tidak terdapat transaksi afiliasi Throughout 2025, there were no affiliate transactions carried yang dilakukan dalam upaya menghasilkan pendapatan, yang out in an effort to generate income, which were carried dijalankan secara rutin, berulang, dan/atau berkelanjutan out routinely, repeatedly, and/or continuously, that were yang bersifat luar biasa atau berpengaruh secara material extraordinary or had a material effect on the Company’s terhadap kinerja keuangan maupun kinerja operasional financial performance and operational performance. On the Perseroan. Di sisi lain, Jasa Marga juga telah memiliki other hand, Jasa Marga also has a policy on the procurement kebijakan pengadaan barang dan/atau jasa yang telah of goods and/or services that has been updated through diperbarui melalui Keputusan Direksi Nomor 110 Tahun 2023 Board of Directors Decision Number 110 of 2023 to avoid untuk menghindari potensi benturan kepentingan. Pedoman potential conflicts of interest. These guidelines form the ini merupakan landasan atas proses pengadaan barang basis for the procurement of goods and/or services within dan/atau jasa di lingkup Perseroan, termasuk kaidah-kaidah the Company, including the rules and restrictions related to batasan yang berhubungan dengan persetujuan proses the approval of the procurement process for goods and/or pengadaan barang dan/atau jasa. services. Pedoman ini bertujuan agar Perseroan mampu menjaga These guidelines aim to enable the Company to maintain its reputasinya sebagai Badan Usaha Milik Negara yang reputation as a State-Owned Enterprise engaged in toll road bergerak di bidang pengusahaan jalan tol di Indonesia operations in Indonesia that acts with integrity and bases yang bertindak dengan penuh integritas dan mendasarkan its decisions on lawful business considerations. These setiap keputusannya kepada pertimbangan bisnis yang guidelines also serve as a reference for the Company’s taat hukum. Pedoman tersebut sekaligus menjadi acuan personnel in carrying out their duties and responsibilities bagi Insan Perseroan dalam melaksanakan tugas dan to create appropriate attitudes and behaviors that foster a tanggung jawabnya sehingga tercipta sikap dan perilaku conducive working climate and encourage the formation of yang sesuai guna tercipta iklim kerja yang kondusif dan employee identity, character, and motivation to behave and mendorong terbentuknya identitas, karakter, dan motivasi act in accordance with laws and regulations and based on pegawai untuk berperilaku dan bertindak sesuai peraturan sound morals and ethical values. perundang-undangan serta dilandasi dengan moral dan nilai-nilai etika yang sehat. 410 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Kepatuhan Pembayaran Pajak
Tax Payment Compliance
Kontribusi Perseroan kepada negara salah satunya The Company's contribution to the state is realized, among
diwujudkan melalui pemenuhan kewajiban Perseroan other things, through the fulfillment of its obligations as a
sebagai wajib pajak dan sebagai pemotong/pemungut taxpayer and as a tax withholder/collector. As a taxpayer,
pajak. Sebagai wajib pajak, kewajiban PPh Badan yang the corporate income tax obligation paid for 2025 amounts
disetorkan untuk tahun 2025 adalah sebesar Rp1.566,5 to Rp1,566.5 billion, a decrease of 51.8% compared with
miliar, turun sebesar 51,8% dibandingkan dengan tahun 2024, which stood at Rp3,251.2 billion. The breakdown of
2024 yang tercatat sebesar Rp3.251,2 miliar. Adapun rincian tax payments over the last 2 (two) years is as follows:
pembayaran pajak tahun dalam 2 (dua) tahun terakhir adalah
sebagai berikut:
Tabel Pembayaran Pajak di Tahun 2025 (dalam jutaan Rupiah)
Table of Tax Payment in 2025 (in million Rupiah)
Pertumbuhan
Uraian Pajak 2025 2024 (Penurunan)
Tax Description
Growth (Decline)
PPh Pasal 25 dan 29
535.450 2.160.600 -75,2%
Income Tax Article 25 and 29
PPh Pasal 21
239.950 207.364 15,7%
Income Tax Article 21
PPh Pasal 22
364 297 22,6%
Income Tax Article 22
PPh Pasal 23
24.879 26.781 -7,1%
Income Tax Article 23
PPh Pasal 26
22.025 20.233 8,9%
Income Tax Article 26
PPh Final
34.925 39.336 -11,2%
Final Income Tax
PPN Keluaran
8.367 10.979 -23,8%
Output Value-Added Tax
PPN Pungut
246.178 348.951 -29,5%
Input Value-Added Tax
PBB
454.395 436.627 4,1%
Property Tax
Total 1.566.533 3.251.168 -51,8%
Hingga 31 Desember 2025, tidak terdapat ketidakpatuhan Up to December 31, 2025, there were no non-compliance
Perseroan dalam kewajiban membayar pajak (NIHIL). issues regarding the Company’s tax payment obligations
(NIL).
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 411
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Perubahan Peraturan Perundang-undangan
terhadap Perseroan pada Tahun Buku Terakhir
Changes to the Laws and Regulations on the Company
in the Recent Fiscal Year
Tabel Peraturan Perundang-undangan terhadap Perseroan di Tahun 2025
Table on Laws and Regulations Affecting the Company in 2025
Peraturan Penjelasan Pengaruh
No. Regulation Explanation Impact
1. Undang-Undang No. 1 Tahun 2025 Peraturan mengubah ruang lingkup BUMN, a. Karyawan Perusahaan dapat ditarik menjadi karyawan pada
tentang Perubahan Ketiga atas membentuk Badan Pengelola Investasi Daya BPI Danantara;
Undang-Undang No. 19 tahun 2003 Anagata Nusantara yang bertujuan (BPI b. Status Direksi tidak lagi menjadi penyelenggara negara;
tentang Badan Usaha Milik Negara. Danantara) mengoptimalkan investasi dan c. Pemeriksaan laporan keuangan oleh BPK hanya dapat
Law No. 1 of 2025 on the Third operasional BUMN. dilakukan atas permintaan DPR;
Amendment to Law No. 19 of 2003 The regulation changes the scope of SOEs, d. Penugasan BUMN/Anak Perusahaan BUMN sebagai bentuk
on State-Owned Enterprises. establishing the Daya Anagata Nusantara perluasan penugasan khusus dari pemerintah pusat;
Investment Management Agency (BPI e. Aset BUMN dapat dijadikan jaminan oleh Bank.
Danantara) with the aim of optimizing the a. Company employees may be transferred to become
investment and operations of SOEs. employees of BPI Danantara;
b. The Board of Directors is no longer that of state administrators;
c. Financial statement audits by BPK can only be conducted at
the request of DPR;
d. The assignment of SOEs/SOE subsidiaries is a form
of expansion of special assignments from the central
government;
e. SOE assets can be used as collateral by banks.
2. Undang-Undang No. 20 Tahun 2025 Peraturan ini memberikan pembaruan sistem a. Penguatan hak tersangka, terdakwa, terpidana, saksi dan
tentang Hukum Acara Pidana. peradilan pidana, yang lebih melindungi korban sehingga dapat memberikan kepastian hukum dalam
Law No. 20 of 2025 on Criminal individu dan berasas legalitas. Peraturan proses penegakan hukum terhadap karyawan atau manajemen
Procedure Law. ini menekankan pembagian peran antara BUMN dalam dugaan tindak pidana;
Aparat Penegak Hukum dan menekankan b. Perluasan upaya paksa yang mencakup penetapan tersangka
modernisasi proses hukum. dan pemblokiran dapat meningkatkan risiko hukum, reputasi,
This regulation provides an update to dan gangguan operasional BUMN, sehingga perlunya
the criminal justice system, which better penguatan tata kelola dan pengendalian internal BUMN;
protects individuals and is based on legality. c. Adanya mekanisme Pengakuan Bersalah (Plea Bargain) dan
This regulation emphasises the division of Perjanjian Penundaan Penuntutan (Deferred Prosecution
roles between law enforcement agencies Agreement) yang dapat mempengaruhi penyelesaian kasus
and emphasises the modernisation of legal terkait BUMN;
processes. d. Penguatan mekanisme Praperadilan yang dapat dimanfaatkan
dalam kasus yang melibatkan BUMN;
e. Pengaturan mengenai mekanisme Keadilan Restoratif yang
dapat diterapkan dalam kasus tertentu di BUMN;
f. Pengaturan saksi mahkota berpotensi mendorong terbukanya
informasi internal BUMN, namun sekaligus meningkatkan
risiko konflik internal, tekanan terhadap karyawan, dan
eksposur hukum yang lebih besar bagi manajemen; dan
g. Penguatan peran advokat dan upaya hukum.
a. Strengthening the rights of suspects, defendants, convicts,
witnesses and victims so as to provide legal certainty in
the process of law enforcement against SOE employees or
management in alleged criminal acts;
b. The expansion of coercive measures, including the naming of
suspects and blocking, may increase legal and reputational
risks and operational disruptions for SOEs, thereby
necessitating the strengthening of SOE governance and
internal controls;
c. The existence of a Plea Bargain mechanism and a Deferred
Prosecution Agreement that may affect the settlement of
cases related to SOEs;
d. Strengthening the pretrial mechanism that can be utilised in
cases involving SOEs;
e. Regulations regarding Restorative Justice mechanisms that
can be applied in certain cases in SOEs;
f. Crown witness regulations have the potential to encourage
the disclosure of internal SOE information, but at the same
time increase the risk of internal conflict, pressure on
employees, and greater legal exposure for management; and
g. Strengthening the role of advocates and legal efforts.
412 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Peraturan Perundang-undangan terhadap Perseroan di Tahun 2025
Table on Laws and Regulations Affecting the Company in 2025
Peraturan Penjelasan Pengaruh
No. Regulation Explanation Impact
3. Peraturan Pemerintah No. 10 Tahun Peraturan tentang organisasi dan tata kelola BPI Danantara mengendalikan dividen, penyertaan modal,
2025 tentang Organisasi dan Tata Badan sehingga dapat mengelola BUMN penghapusan aset serta pengambilan keputusan strategis pada
Kelola Badan Pengelola Investasi Daya secara efektif. BUMN.
Anagata Nusantara. Regulations on the organization and BPI Danantara controls dividends, capital participation, asset
Government Regulation No. 10 of 2025 governance of the Agency so that it can disposal, and strategic decision-making in state-owned
on the Organization and Governance manage SOEs effectively. enterprises.
of the Anagata Nusantara Investment
Management Agency.
4. Peraturan Pemerintah (PP) No. 6 Peraturan tentang perubahan atas Peraturan ini berpotensi memengaruhi Jasa Marga dalam aspek
Tahun 2025 tentang Perubahan atas ketentuan mengenai syarat kepesertaan, ketenagakerjaan, khususnya terkait kewajiban perusahaan dalam
Peraturan Pemerintah No. 37 Tahun kadaluarsa klaim, syarat mengiur, dan bukti penyelenggaraan dan pelaporan program Jaminan Kehilangan
2021 tentang Penyelenggaraan Pemutusan Hubungan Kerja. Pekerjaan bagi karyawan.
Program Jaminan Kehilangan Regulations concerning amendments This regulation has the potential to affect Jasa Marga in terms of
Pekerjaan. to provisions regarding membership employment, particularly in relation to the Company's obligations
Government Regulation (PP) requirements, claim expiration, contribution in implementing and reporting on the Job Loss Insurance program
No. 6 of 2025 on Amendments to requirements, and proof of termination of for employees.
Government Regulation No. 37 of employment.
2021 on the Implementation of the
Job Loss Insurance Program.
5. Peraturan Menteri Ketenagakerjaan Peraturan Perubahan tentang Penyesuaian Perseroan perlu menyesuaikan tata cara pemberian manfaat
No. 2 Tahun 2025 tentang tata cara pemberian manfaat jaminan Jaminan Kehilangan Pekerjaan, misalnya persyaratan, mekanisme
Perubahan Atas Peraturan Menteri kehilangan pekerjaan sesuai dengan klaim dan proses administrasi.
Ketenagakerjaan No. 15 Tahun perkembangan hukum dan kebutuhan The Company needs to adjust the procedures for providing Job
2021 tentang Tata Cara Pemberian Masyarakat. Loss Insurance benefits, such as requirements, claim mechanisms,
Manfaat Jaminan Kehilangan Amendment Regulation on Adjustments to and administrative processes.
Pekerjaan. the procedures for providing unemployment
Ministry of Manpower Regulation insurance benefits in accordance with legal
No. 2 of 2025 on Amendments to developments and community needs.
Ministry of Manpower Regulation
No. 15 of 2021 on Procedures for
Providing Unemployment Benefits.
6. Peraturan Pemerintah No. 28 Tahun Peraturan berisi reformasi kebijakan Perseroan mengimplementasikan sistem Online Single Submission
2025 tentang Penyelenggaraan secara berkelanjutan dalam mewujudkan (OSS) untuk melakukan perizinan berbasis risiko.
Perizinan Berusaha Berbasis Risiko. kemudahan dalam memulai dan menjalankan The Company implements the Online Single Submission (OSS)
Government Regulation No. 28 of usaha. system to carry out risk-based licensing.
2025 on the Implementation of Risk- The regulation contains ongoing policy
Based Business Licensing. reforms to facilitate the establishment and
operation of businesses.
7. Peraturan Pemerintah No. 15 Peraturan tentang penambahan penyertaan Saham Seri B dan Seri C BUMN akan dikendalikan melalui PT BKI,
Tahun 2025 tentang Penambahan modal Negara Republik Indonesia ke dalam sehingga akan mengurangi otonomi langsung Perusahaan dalam
Penyertaan Modal Negara Republik modal saham Perusahaan Perseroan mengambil keputusan strategis.
Indonesia ke Dalam Modal Saham (Persero) PT Biro Klasifikasi Indonesia yang Series B and Series C shares of SOEs will be controlled through
Perusahaan Perseroan (Persero) berasal dari pengalihan saham milik Negara PT BKI, thereby reducing the Company's direct autonomy in
PT Biro Klasifikasi Indonesia Untuk Republik Indonesia pada BUMN. making strategic decisions.
Pendirian Holding Operasional. Regulation on the increase in the capital
Government Regulation No. 15 of participation of the Republic of Indonesia
2025 on the Addition of State Capital in the share capital of the State-Owned
Participation of the Republic of Company (Persero) PT Biro Klasifikasi
Indonesia in the Share Capital of the Indonesia, originating from the transfer of
Limited Liability Company (Persero) shares owned by the Republic of Indonesia
PT Biro Klasifikasi Indonesia for the in SOEs.
Establishment of an Operational
Holding Company.
8. Peraturan Otoritas Jasa Keuangan Peraturan tentang pelaksanaan Rapat Peraturan ini mendorong Jasa Marga untuk menyesuaikan
No. 14 Tahun 2025 tentang Umum Pemegang saham secara elektronik. mekanisme penyelenggaraan rapat pemegang saham secara
Pelaksanaan Rapat Umum Pemegang Regulations on the implementation elektronik agar lebih efisien, transparan, dan sesuai dengan
Saham, Rapat Umum Pemegang of electronic General Meetings of standar tata kelola yang ditetapkan OJK.
Obligasi, dan Rapat Umum Pemegang Shareholders. This regulation encourages Jasa Marga to adjust the mechanism
Sukuk Secara Elektronik. for holding electronic shareholder meetings to be more efficient,
Financial Services Authority transparent, and in accordance with the governance standards set
Regulation No. 14 of 2025 on the by the OJK.
Implementation of Electronic General
Meetings of Shareholders, General
Meetings of Bondholders, and
General Meetings of Sukuk Holders.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 413
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Peraturan Perundang-undangan terhadap Perseroan di Tahun 2025
Table on Laws and Regulations Affecting the Company in 2025
Peraturan Penjelasan Pengaruh
No. Regulation Explanation Impact
9. Peraturan Otoritas Jasa Keuangan 34 Pengaturan mengenai pengembangan Peraturan ini berpengaruh pada peningkatan kualitas dan
Tahun 2024 tentang Pengembangan dan penguatan kualitas SDM bidang kompetensi SDM di entitas asosiasi dana pensiun Jasa Marga,
Kualitas Sumber Daya Manusia perasuransian, penjaminan, dan dana sehingga Perseroan perlu memastikan pengurus dana pensiun
Bagi Perusahaan Perasuransian, pensiun diharapkan akan membantu memenuhi ketentuan pelatihan dan sertifikasi sesuai regulasi OJK.
Lembaga Penjamin, Dana Pensiun, mewujudkan sektor keuangan yang dalam, This regulation has an impact on improving the quality and
serta Lembaga Khusus Bidang inovatif, efisien, inklusif, dapat dipercaya, competence of human resources in the Jasa Marga pension
Perasuransian, Penjaminan, dan kuat dan stabil sehingga dapat mendukung fund association entity. Therefore, the Company needs to ensure
Dana Pensiun. pertumbuhan ekonomi nasional yang kuat, that pension fund managers meet the training and certification
Financial Services Authority seimbang, inklusif, dan berkelanjutan. requirements in accordance with OJK regulations.
Regulation No. 34 of 2024 on the Regulations concerning the development
Development of Human Resource and strengthening of human resource quality
Quality for Insurance Companies, in the fields of insurance, guarantees, and
Guarantee Institutions, Pension pension funds are expected to help create
Funds, and Special Institutions in the a deep, innovative, efficient, inclusive,
Fields of Insurance, Guarantees, and trustworthy, strong, and stable financial
Pension Funds. sector that can support strong, balanced,
inclusive, and sustainable national economic
growth.
10. Peraturan Otoritas Jasa Keuangan Peraturan tentang pengesahan Peraturan ini berdampak pada aspek kelembagaan dan perizinan
No. 35 Tahun 2024 tentang Perizinan pembentukan Dana Pensiun, PDP, dan dana pensiun asosiasi Jasa Marga, mendorong Perseroan untuk
dan Kelembagaan Dana Pensiun. perubahan atas Peraturan Dana Pensiun. menyesuaikan struktur, kebijakan, dan tata kelola agar tetap
Financial Services Authority Regulations concerning the ratification memenuhi standar kepatuhan yang berlaku.
Regulation No. 35 of 2024 on of the establishment of Pension Funds, This regulation has an impact on the institutional and licensing
Licensing and Institutional Pension PDP, and amendments to Pension Fund aspects of the Jasa Marga association's pension fund, encouraging
Funds. Regulations. the Compay to adjust its structure, policies, and governance to
remain compliant with applicable standards.
11. PP 49/2025 tentang Perubahan Peraturan ini menyempurnakan kebijakan a. Penyesuaian struktur dan skala upah berpotensi
Kedua atas PP No. 36/2021 tentang pengupahan nasional, termasuk formula meningkatkan beban biaya SDM;
Pengupahan. penyesuaian upah, struktur dan skala upah, b. Perlunya penyesuaian kebijakan remunerasi agar selaras
Government Regulation No. 49/2025 serta penguatan perlindungan pengupahan dengan ketentuan terbaru;
concerning the Second Amendment bagi pekerja. c. Berpengaruh terhadap perencanaan anggaran operasional
to Government Regulation This regulation refines the national wage dan biaya jangka panjang Perseroan;
No. 36/2021 concerning Wages. policy, including the wage adjustment d. Mendorong peningkatan kepatuhan ketenagakerjaan di
formula, wage structure and scale, and seluruh Unit Kerja dan Anak Perusahaan;
strengthens wage protection for workers. e. Berpotensi mempengaruhi hubungan industrial dan
manajemen SDM.
a. Adjustments to the structure and scale of wages have the
potential to increase human resource costs;
b. The need to adjust remuneration policies to align with the
latest regulations;
c. Impact on the Company’s operational budget planning and
long-term costs;
d. Encouraging increased labour compliance across all Work
Units and Subsidiaries;
e. Potential impact on industrial relations and human resource
management
12. Permen Hukum 47/2025 tentang Peraturan ini mengatur mekanisme Peraturan ini berdampak pada perlindungan aset kekayaan
Penanganan Laporan Pelanggaran pelaporan dan penanganan pelanggaran intelektual dan pengelolaan sistem elektronik Perseroan,
Kekayaan Intelektual dalam Sistem kekayaan intelektual melalui sistem mendorong Perseroan untuk meningkatkan kepatuhan,
Elektronik. elektronik yang terintegrasi. pengendalian internal, serta mitigasi risiko hukum terkait
Ministry of Law Regulation This regulation governs the mechanism for penggunaan dan pengamanan kekayaan intelektual di lingkungan
No. 47/2025 concerning theHandling reporting and handling intellectual property digital.
of Reports of Intellectual Property infringements through an integrated This regulation has an impact on the protection of intellectual
Violations in Electronic Systems. electronic system. property assets and the management of the Company’s electronic
systems, encouraging the Company to improve compliance,
internal controls, and legal risk mitigation related to the use and
security of intellectual property in the digital environment.
13. SE Dirjen Bina Marga 19/SE/Db/2025 Peraturan ini mengatur mengenai Prosedur Peraturan ini berdampak pada operasional dan pengelolaan
tentang Pedoman Audit Keselamatan Audit Keselamatan Jalan mencakup tujuh aset jalan tol Perseroan, dengan mendorong penerapan audit
Jalan. langkah mulai dari penyiapan data hingga keselamatan jalan secara berkelanjutan guna meningkatkan
SE Director General of Highways 19/ tindak lanjut rekomendasi, dengan klasifikasi standar keselamatan, mengurangi risiko kecelakaan, serta
SE/Db/2025 concerning Road Safety temuan adalah berat, sedang, dan ringan. menjaga keandalan layanan jalan tol.
Audit Guidelines. This regulation governs Road Safety This regulation has an impact on the Company’s toll road operations
Audit Procedures, covering seven steps and asset management, encouraging the implementation of
from data preparation to follow-up on continuous road safety audits to improve safety standards, reduce
recommendations, with findings classified the risk of accidents, and maintain the reliability of toll road
as serious, moderate, and minor categories. services.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Peraturan Perundang-undangan terhadap Perseroan di Tahun 2025
Table on Laws and Regulations Affecting the Company in 2025
Peraturan Penjelasan Pengaruh
No. Regulation Explanation Impact
14. POJK 28/2025 tentang Penerapan Peraturan ini mencakup perubahan a. Dana Pensiun Perseroan wajib menerapkan Manajemen
Manajemen Risiko bagi Perusahaan nomenklatur LJKNB (Lembaga Jasa Risiko untuk risiko berikut: strategis, operasional, kredit,
Perasuransian, Lembaga Penjaminan Keuangan Non-Bank) menjadi PPDP pasar, likuiditas, hukum, kepatuhan, dan reputasi; dan
dan Dana Pensiun (berlaku tanggal 1 (Perasuransian, Penjaminan dan Dana b. Apabila Dana Pensiun Perseroan memiliki total aset tersedia
Januari 2026). Pensiun), penambahan lembaga penjamin kurang dari 1 Triliun rupiah, maka tidak wajib membentuk
POJK 28/2025 concerning the dalam ruang lingkup manajemen risiko, komite Manajemen Risiko.
Implementation of Risk Management penambahan jenis risiko bagi lembaga a. The Company Pension Fund shall implement Risk Management
for Insurance Companies, Guarantee penjamin, penambahan satuan kerja for the following risks: strategic, operational, credit, market,
Institutions and Pension Funds manajemen risiko dalam PPDP, pengecualian liquidity, legal, compliance, and reputation; and
(effective January 1, 2026). kewajiban pembentukan komite manajemen b. If the Company Pension Fund has total available assets of
risiko dan self assessment profil risiko serta less than 1 trillion rupiah, it is not required to form a Risk
pelaporan profil risiko tersebut. Management committee.
This regulation covers changes to the
nomenclature of LJKNB (Non-Bank Financial
Services Institutions) to PPDP (Insurance,
Guarantee and Pension Funds), the addition
of guarantee institutions within the scope of
risk management, the addition of risk types
for guarantee institutions, the addition of
risk management work units within PPDP,
the exemption of the obligation to establish
a risk management committee and self-
assessment of risk profiles, as well as the
reporting of these risk profiles.
15. Permen Ketenagakerjaan No. 12 Peraturan ini mengubah beberapa ketentuan Peraturan ini berdampak pada pengelolaan program kesejahteraan
Tahun 2025 tentang Perubahan dalam Peraturan Menteri Ketenagakerjaan dan jaminan sosial ketenagakerjaan di lingkungan Jasa Marga,
Kedua atas Permen Ketenagakerjaan No. 35 Tahun 2016 tentang Tata Cara mendorong Perseroan untuk menyesuaikan kebijakan, mekanisme
No. 35 Tahun 2016 tentang Tata Cara Pemberian, Persyaratan, dan Jenis Manfaat kepesertaan, serta koordinasi dengan penyelenggara jaminan
Pemberian Persyaratan dan Jenis Layanan Tambahan dalam Program Jaminan sosial agar tetap memenuhi ketentuan yang berlaku dan
Manfaat Layanan Tambahan Dalam Hari Tua sebagaimana telah diubah dengan mendukung perlindungan jangka panjang bagi karyawan.
Program Jaminan Hari Tua. Peraturan Menteri Ketenagakerjaan This regulation has an impact on the management of welfare
Ministerial Regulation No. 12 of 2025 No. 17 Tahun 2021 tentang Perubahan atas and social security programmes for employees at Jasa Marga,
concerning the Second Amendment Peraturan Menteri Ketenagakerjaan No. 35 encouraging the company to adjust its policies, membership
to Ministerial Regulation No. 35 of Tahun 2016 tentang Tata Cara Pemberian, mechanisms and coordination with social security providers in
2016 concerning Procedures for Persyaratan, dan Jenis Manfaat Layanan order to remain compliant with applicable regulations and support
Granting Requirements and Types of Tambahan dalam Program Jaminan Hari long-term protection for employees.
Additional Service Benefits in the Old Tua, yaitu ketentuan Pasal 9 ayat (5) dan
Age Security Programme. (6) serta ketentuan Pasal 11 ayat (4) dan (5).
This regulation amends several provisions
in Regulation of the Minister of Manpower
No. 35 of 2016 concerning Procedures
for Granting, Requirements, and Types
of Additional Service Benefits in the Old
Age Security Programme, as amended
by Minister of Manpower Regulation
No. 17 of 2021 on Amendments to Minister
of Manpower Regulation No. 35 of 2016
on Procedures for Granting, Requirements,
and Types of Additional Service Benefits in
the Old Age Security Programme, namely
the provisions of Article 9 paragraphs (5)
and (6) and the provisions of Article 11
paragraphs (4) and (5).
16. Permen PU No. 2 Tahun 2025 Peraturan ini mencabut Permen PUPR a. Penyesuaian wewenang dalam pelaksanaan kegiatan
tentang Pelaksanaan Wewenang No. 20 Tahun 2020, sehingga wewenang pengusahaan jalan tol, terutama terkait preservasi;
Penyelenggaraan Jalan Tol. bagi PUPR, DPJM, DJPI, BPJT dan BUJT b. Pengusahaan jalan tol dapat dilakukan oleh Perseroan sebagai
Ministry of Public Works Regulation mengikuti Permen PU 2/2025. BUJT dalam hal diperlukan percepatan pembangunan wilayah
No. 2 of 2025 concerning the This regulation revokes Ministry of Public (melalui penugasan).
Implementation of Toll Road Works and Public Housing Regulation No. a. Adjustment of authority in the implementation of toll road
Management Authority. 20 of 2020, so that the authority of the operations, particularly in relation to preservation;
Ministry of Public Works and Public Housing, b. Toll road operations may be carried out by the Company as
DPJM, DJPI, BPJT and BUJT is governed by a BUJT in cases where accelerated regional development is
Ministry of Public Works Regulation No. required (through assignment).
2/2025.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 415
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Perubahan Kebijakan Akuntansi yang
Diterapkan Perseroan pada Tahun Buku Terakhir
Changes in Accounting Policies Implemented by the Company
in the Recent Fiscal Year
Kebijakan akuntansi telah diterapkan secara konsisten Accounting policies have been applied consistently between
diantara laporan keuangan konsolidasian yang berakhir 31 the consolidated financial statements ending December
Desember 2025 dan 2024. Standar baru dan amendemen 31, 2025 and 2024. New standards and amendments to
atas standar yang berlaku efektif untuk periode yang dimulai standards effective for periods beginning on or after January
pada atau setelah 1 Januari 2025, dengan penerapan dini 1, 2025, with early application permitted, are as follows:
diperkenankan yaitu:
• PSAK 117 “Kontrak Asuransi”; • PSAK 117 ‘Insurance Contracts’;
• Amendemen PSAK 117: “Kontrak Asuransi tentang • Amendment to PSAK 117: ‘Insurance Contracts on
Penerapan Awal PSAK 117 dan PSAK 109 – Informasi the Early Application of PSAK 117 and PSAK 109 –
Komparatif”; dan Comparative Information’; and
• Amendemen PSAK 221: “Pengaruh Perubahan Kurs • Amendment to PSAK 221: ‘The Effect of Foreign
Valuta Asing tentang Kekurangan Ketertukaran”. Exchange Rate Changes on Liquidity Shortfalls’.
Beberapa PSAK juga diamendemen yang merupakan Several PSAKs have also been amended as a consequence
amendemen konsekuensial karena berlakunya PSAK 117: of the enactment of PSAK 117: Insurance Contracts, namely:
Kontrak Asuransi, yaitu:
• PSAK 103 “Kombinasi Bisnis”; • PSAK 103 ‘Business Combinations’;
• PSAK 105 “Aset Tidak Lancar yang Dikuasai untuk Dijual • PSAK 105 ‘Non-current Assets Held for Sale and
dan Operasi yang Dihentikan”; Discontinued Operations’;
• PSAK107 “Instrumen Keuangan: Pengungkapan”; • PSAK 107 ‘Financial Instruments: Disclosure’;
• PSAK109 “Instrumen Keuangan”; • PSAK 109 ‘Financial Instruments’;
• PSAK 115 “Pendapatan dari Kontrak dengan Pelanggan”; • PSAK 115 ‘Revenue from Contracts with Customers’;
• PSAK 201 “Penyajian Laporan Keuangan”; • PSAK 201 ‘Presentation of Financial Statements’;
• PSAK 207 “Laporan Arus Kas”; • PSAK 207 ‘Cash Flow Statements’;
• PSAK 216 “Aset Tetap”; • PSAK 216 ‘Fixed Assets’;
• PSAK 219 “Imbalan Kerja”; • PSAK 219 ‘Employee Benefits’;
• PSAK 228 “Investasi pada Entitas Asosiasi dan Ventura • PSAK 228 ‘Investments in Associates and Joint Ventures’;
Bersama”;
• PSAK 232 “Instrumen Keuangan Penyajian”; • PSAK 232 ‘Financial Instruments: Presentation’;
• PSAK 236 “Penurunan Nilai Aset”; • PSAK 236 “Impairment of Assets”;
• PSAK 237 “Provisi, Liabilitas Kontijensi dan Aset • PSAK 237 “Provisions, Contingent Liabilities and
Kontijensi”; Contingent Assets”;
• PSAK 238 “Aset Takberwujud”; dan • PSAK 238 “Intangible Assets”; and
• PSAK 240 “Properti Investasi”. • PSAK 240 “Investment Property”.
Implementasi amendemen standar tersebut tidak memiliki The implementation of these amendments to the standards
dampak yang material terhadap jumlah yang dilaporkan di has no material impact on the amounts reported in the
periode berjalan atau tahun sebelumnya. current period or the previous year.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Informasi Kelangsungan Usaha
Information on Business Continuity
Hal-hal yang Berpotensi Berpengaruh Matters with Potential Impact on Business
terhadap Kelangsungan Usaha Continuity
Perseroan secara konsisten menerapkan praktik manajemen The Company consistently implements effective and
risiko yang efektif dan efisien untuk memastikan keberlanjutan efficient risk management practices to ensure business
usaha. Setiap tingkatan organisasi, baik di level korporat continuity. Every level of the organization, both at the
maupun unit bisnis, diwajibkan menjalankan prinsip- corporate and business unit levels, is required to implement
prinsip manajemen risiko dengan mempertimbangkan risk management principles by considering the objectives,
sasaran, prioritas, serta manfaat setiap program kerja bagi priorities, and benefits of each work program for the
keberlangsungan Perseroan. Dengan keterlibatan seluruh Company’s sustainability. With the involvement of the
jajaran, Perseroan meyakini dapat mengelola risiko secara entire management team, the Company believes that it can
optimal serta meminimalisasi potensi dampak negatif manage risks optimally and minimize the potential negative
terhadap kinerja dan kelangsungan usaha. impact on performance and business continuity.
Jasa Marga memandang seluruh potensi risiko sebagai Jasa Marga views all potential risks as part of business
bagian dari dinamika bisnis yang dapat dikelola melalui tata dynamics that can be managed through strong and
kelola risiko yang kuat dan berkelanjutan. Melalui penerapan sustainable risk management. Through the implementation
sistem manajemen risiko terintegrasi, disiplin keuangan, of an integrated risk management system, financial
inovasi digital, serta penerapan prinsip ESG, Perseroan discipline, digital innovation, and the application of ESG
meyakini mampu menjaga keberlangsungan usaha di principles, the Company believes it is capable of maintaining
tengah perubahan lingkungan eksternal dan internal. business continuity amid external and internal environmental
Pendekatan ini tidak hanya memastikan ketahanan changes. This approach not only ensures operational and
operasional dan keuangan, tetapi juga memperkuat peran financial resilience but also strengthens Jasa Marga’s role
Jasa Marga sebagai penggerak utama konektivitas nasional as a key driver of national connectivity and economic
dan pembangunan ekonomi Indonesia. development in Indonesia.
Asesmen Manajemen Management Assessment
Manajemen Perseroan telah melakukan penilaian menyeluruh The Company’s management has conducted a comprehensive
atas kemampuan Perseroan dalam menjaga kelangsungan assessment of the Company’s ability to maintain its business
usahanya. Manajemen telah melakukan analisis untuk continuity. Management has conducted an analysis to
mengukur kekuatan (strengths), kelemahan (weakness), measure the strengths, weaknesses, opportunities, and
peluang (opportunities), dan tantangan (threats) bagi Perseroan threats to the Company using SWOT. This SWOT analysis
dengan menggunakan SWOT. Analisis SWOT ini diperlukan is necessary to formulate strategic indications that
untuk merumuskan indikasi strategi yang mempertimbangkan consider the Company’s internal conditions to capitalize on
kondisi internal Perseroan untuk memanfaatkan peluang serta opportunities and minimize the impact of external threats.
meminimalkan dampak ancaman eksternal.
Berdasarkan hasil penilaian tersebut, manajemen meyakini Based on the results of this assessment, management
bahwa Perseroan memiliki sumber daya yang memadai believes that the Company has sufficient resources to
untuk mendukung keberlangsungan usaha di masa support its business continuity in the future. In addition,
mendatang. Selain itu, manajemen tidak menemukan management did not find any material uncertainties that
adanya ketidakpastian material yang dapat menimbulkan could cast significant doubt on the Company’s ability to
keraguan signifikan terhadap kemampuan Perseroan dalam maintain its operations on a going concern basis.
mempertahankan operasionalnya secara berkesinambungan.
Asumsi yang Digunakan Manajemen untuk Assumptions that Management Applied in
Melakukan Asesmen the Assessment
Beberapa faktor yang menjadi pertimbangan manajemen Several factors considered by management in assessing
dalam melakukan asesmen terhadap kelangsungan usaha business continuity are:
adalah:
1. Kinerja keuangan; 1. Financial performance;
2. Likuiditas; 2. Liquidity;
3. Solvabilitas; 3. Solvency;
4. Masalah internal; 4. Internal issues;
5. Perkara hukum; dan 5. Legal matters; and
6. Kondisi makro ekonomi, seperti inflasi dan tingkat suku 6. Macroeconomic conditions, such as inflation and
bunga. interest rates.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 417
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01 02 03 04 05 Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions Tingkat Kesehatan Perusahaan Company Soundness Level Perseroan secara konsisten mengukur tingkat kesehatan The Company consistently measures its financial soundness perusahaan sesuai dengan Peraturan Menteri BUMN under the Minister of State-Owned Enterprises Regulation Republik Indonesia No. PER-2/MBU/2023 tentang Pedoman No. PER-2/MBU/2023 on Guidelines for Corporate Tata Kelola dan Kegiatan Korporasi Signifikan Badan Usaha Governance and Significant Corporate Activities of State- Milik Negara, Bab IV Bagian Kesatu Pasal 76. Berdasarkan Owned Enterprises, Chapter IV, Section One, Article 76. penilaian yang dilakukan oleh PT Pemeringkat Efek Based on an assessment conducted by PT Pemeringkat Indonesia (Pefindo), Perseroan memperoleh peringkat idAA/ Efek Indonesia (Pefindo), the Company received an idAA/ Stable, yang mencerminkan kondisi keuangan serta profil Stable rating, which reflects the Company's strong and usaha Perseroan yang kuat dan stabil. stable financial condition and business profile. Komitmen dan Kontingensi Commitments and Contingencies Jasa Marga memiliki komitmen dan kontinjensi yang Jasa Marga has commitments and contingencies disclosed diungkapkan pada Catatan 45 dalam Laporan Keuangan in Note 45 in the Consolidated Financial Statements Konsolidasian yang diterbitkan pada tanggal 27 Februari published on February 27, 2026, page 165. 2026, halaman 165. 418 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Taman Median Bougenville Jalan Tol Bali Mandara
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 419
Bougainvillea Median Park on Bali Mandara Toll Road
Page 420
05 Fungsi Penunjang Bisnis
Business Support Functions
Transformasi Berkelanjutan Jasa Marga Pengelolaan Kinerja
422 441
Jasa Marga’s Continuous Transformation Performance Management
Human Capital Kesejahteraan Karyawan
426 443
Human Capital Employee Welfare
Strategi Pengelolaan Human Capital Program Pasca Kerja
427 445
Human Capital Management Strategy Post-Employment Program
Pengembangan Organisasi Penghargaan kepada Karyawan
430 446
Organizational Development Employee Recognition
Manajemen Human Capital Hubungan Industrial
432 447
Human Capital Management Industrial Relations
Pengembangan Karyawan Teknologi Informasi
436 448
Employee Development Information Technology
Jasa Marga menempatkan pengelolaan Human Capital
(HC) sebagai pilar strategis melalui peningkatan
kompetensi, penguatan kapabilitas, dan pengembangan
berkelanjutan untuk memastikan seluruh Insan Perseroan
mampu menjawab tantangan industri dan mendukung
kinerja usaha secara optimal.
Jasa Marga places Human Capital (HC) management as a strategic
pillar through competency improvement, capability strengthening, and
continuous development to ensure that all Company personnel are
able to respond to industry challenges and support optimal business
performance.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Wujud Komitmen Melayani Sepenuh Hati untuk Percepatan Transformasi Pelayanan Jalan Tol
A Commitment to Wholehearted Service for the Acceleration of Toll Road Service Transformation
Transformasi Berkelanjutan Jasa Marga
Jasa Marga’s Continuous Transformation
Proses transformasi Jasa Marga merupakan bagian integral Jasa Marga's transformation process is an integral part of
dari pelaksanaan Rencana Jangka Panjang Perusahaan the implementation of the 2025-2029 Long-Term Corporate
(RJPP) 2025-2029, yang menjadi panduan arah strategis Plan (RJPP), which serves as a guide for the corporation's
korporasi untuk lima tahun ke depan. Transformasi ini tidak strategic direction for the next five years. This transformation
hanya berorientasi pada pertumbuhan bisnis, namun juga is not only oriented towards business growth, but also
pada penguatan tata kelola, digitalisasi, inovasi layanan, towards strengthening governance, digitalization, service
dan pencapaian keberlanjutan (sustainability) sebagai innovation, and achieving sustainability as the Company's
keunggulan kompetitif Perseroan. competitive advantage.
Berdasarkan visi baru Jasa Marga, yaitu “Inovasi menuju Based on Jasa Marga's new vision, "Innovation towards
peningkatan nilai yang berkelanjutan”, Jasa Marga sustainable value enhancement," Jasa Marga has identified
telah mengidentifikasi tujuan strategis yang menjadi strategic objectives that form the basis of the RJPP for the
landasan dalam RJPP periode tahun 2025-2029 ini, yaitu 2025-2029 period, namely "improving the performance of
“meningkatkan kinerja portofolio eksisting serta melibatkan the existing portfolio and better engaging and understanding
dan memahami pelanggan dengan lebih baik”, dengan customers," with the following details:
rincian sebagai berikut:
• Memaksimalkan teknologi sebagai enabler dalam • Maximizing technology as an enabler in providing
memberikan layanan infrastruktur jalan tol yang inovatif innovative toll road infrastructure services that meet
serta sesuai dengan kebutuhan pengguna. user needs.
• Meningkatkan performa portofolio eksisting serta mulai • Improving the performance of the existing portfolio
menjajaki peluang ekspansi ke pasar yang lebih luas. and beginning to explore expansion opportunities into
broader markets.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
• Meningkatkan inovasi melalui kolaborasi dengan • Enhancing innovation through collaboration with key
stakeholder pada ekosistem jalan tol sekaligus stakeholders in the toll road ecosystem while developing
pengembangan kapabilitas inti. core capabilities.
• Memperluas implementasi solusi teknologi ETC di • Expanding the implementation of ETC technology
seluruh Indonesia melalui skema kerja sama dengan solutions throughout Indonesia through cooperation
mitra strategis, pengembang teknologi, operator jalan schemes with strategic partners, technology developers,
tol lainnya, atau pelanggan. other toll road operators, or customers.
• Menetapkan target dan menjalankan inisiatif • Setting targets and implementing sustainable initiatives
berkelanjutan yang berkontribusi pada target that contribute to national decarbonization targets.
dekarbonisasi nasional.
Dalam RJPP 2025-2029, Jasa Marga juga telah merumuskan In the 2025-2029 RJPP, Jasa Marga has also formulated
berbagai program inisiatif strategis untuk menjawab various strategic initiative programs to address various
berbagai isu dan tantangan, serta peluang pengembangan issues and challenges, as well as future development
ke depan. Sejumlah program inisiatif strategis kemudian opportunities. Several strategic initiative programs are then
dipetakan menurut relevansinya dengan aspek usaha mapped according to their relevance to the Company's
Perseroan: business aspects:
1. Strategi Bisnis: 1. Business Strategy:
a. Bisnis Konsesi a. Concession Business
b. Bisnis Pendukung Jalan Tol b. Toll Road Supporting Business
c. Bisnis Prospektif c. Prospective Business
2. Strategi Fungsional/Pendukung: 2. Functional/Supporting Strategy:
a. Inovasi & Customer Experience a. Innovation & Customer Experience
b. Pengembangan Bisnis b. Business Development
c. Teknologi c. Technology
d. Finansial d. Finance
e. Organisasi dan SDM e. Organization and Human Capital
f. Environmental, Social, and Governance f. Environmental, Social, and Governance
Sejak tahun 2017, Jasa Marga membentuk unit kerja yang Since 2017, Jasa Marga has formed a work unit specifically
secara khusus bertanggung jawab dalam memastikan responsible for ensuring the implementation and evaluation
implementasi dan evaluasi terhadap proses transformasi, of the transformation process, namely the Strategic
yaitu Strategic Transformation (STO) Group. Peran STO Transformation (STO) Group. The STO Group serves as
Group dalam hal ini bertugas sebagai Transformation a Transformation Business Partner (TBP) to support the
Business Partner (TBP) untuk mendukung proses transformation process across all directorates.
transformasi di seluruh direktorat.
Fokus pelaksanaan program inisiatif strategis di tahun 2025- The focus on implementing strategic initiatives in 2025-
2029 menjadi kunci penting dalam mewujudkan visi dan 2029 is key to realizing the Company’s latest vision
misi terbaru Perseroan. Setiap inisiatif strategis diarahkan and mission. Each strategic initiative is aimed at driving
untuk mendorong peningkatan nilai bagi seluruh pemangku value enhancement for all stakeholders and ensuring the
kepentingan dan memastikan keberlanjutan Perusahaan Company’s long-term sustainability. The following are
dalam jangka panjang. Berikut merupakan rincian program details of the initiative programs carried out throughout
inisiatif yang dilakukan sepanjang tahun 2025-2029: 2025-2029:
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kerangka Inisiatif & Rumusan Strategis Perusahaan
Corporate Initiative Framework & Strategic Formulation
Strategi Perusahaan
Company Strategy
Strategi Komersial, Bisnis, & Operasi
Commercial, Business, and Operational Strategy
Bisnis Konsesi Bisnis Pendukung Bisnis
Concession Jalan Tol (O&M) Prospektif
Business Toll Road Support Prospective
Inovasi menuju peningkatan nilai berkelanjutan
Business (O&M) Business
Innovation towards sustainable value
enhancement
Optimalisasi kinerja Ekspansi pasar melalui Meningkatkan utilisasi
portfolio konsesi jalan pemanfaatan Unique aset non-tol untuk
tol melalui standardisasi Selling Point dari Service peningkatan pendapatan
Strategi Komersial, Bisnis, & Operasi biaya O&M dan recycling Provider Pengoperasian non-tol dan brand image
Commercial, Business, and asset yang under dan Preservasi (O&M). Jasa Marga.
Operational Strategy performance. Market expansion Increasing the utilisation
Optimising toll road through the utilisation of non-toll assets to boost
concession portfolio of the Unique Selling non-toll revenue and Jasa
performance through Point of the Operation Marga’s brand image.
standardisation of O&M and Maintenance (O&M)
A B C costs and recycling Service Provider.
underperforming assets.
Bisnis
Pendukung
Bisnis Jalan Tol Bisnis
Konsesi (O&M) Prospektif Strategi Inovasi & Customer Experience
Innovation Strategy & Customer Experience
Concession Toll Road Prospective
Mengembangkan dan mengkomersialisasi produk serta layanan yang customer
Business Support Business
centric melalui manajemen inovasi dan kolaborasi.
Business Developing and commercialising customer-centric products and services through
(O&M) innovation management and collaboration.
Strategi Pengembangan Bisnis
Business Development Strategy
Transisi ke model bisnis investasi brownfield dan mengeksplor ekspansi ke pasar
internasional.
Transition to a brownfield investment business model and explore expansion into
international markets.
Strategi Inovasi & Customer Experience
D
Innovation Strategy & Customer Experience
Strategi Teknologi
Technology Strategy
Pengembangan kapasitas dan infrastruktur teknologi untuk mendukung pengambilan
keputusan berbasis data (data-driven).
Strategi Pengembangan Bisnis Capacity building and technological infrastructure development to support data-driven
E
Business Development Strategy decision-making.
Strategi Finansial
Financial Strategy
Strategi Teknologi Efisiensi biaya keuangan melalui pendanaan alternatif dan meningkatkan pengelolaan portfolio
F perusahaan melalui intelligent asset management.
Technology Strategy Financial cost efficiency through alternative funding and improved company portfolio
management through intelligent asset management.
Strategi Organisasi & SDM
G Strategi Finansial Organisational and Human Resource Strategy
Financial Strategy Restrukturisasi organisasi, upskilling, dan pembentukan layanan bersama untuk mendukung
tercapainya rencana bisnis Perusahaan.
Organisational restructuring, upskilling, and the establishment of shared services to support
the achievement of the company’s business plan.
Strategi Organisasi dan SDM
H Strategi ESG
Organisational and Human Resource Strategy ESG Strategy
Meningkatkan adopsi usecase green initiative pada kegiatan operasional utama dan membuka
peluang untuk menerbitkan pendanaan hijau.
Increasing the adoption of green initiative use cases in key operational activities and opening
Strategi ESG up opportunities to issue green financing.
I
ESG Strategy
424 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Inisiatif Strategis
Strategic Initiatives
Mengembangkan bank data harga satuan biaya O&M Mengimplementasikan data warehouse dan platform business
A1 F1
Developing a database of O&M unit costs. intelligence untuk penerapan use case pengelolaan data prioritas
(cth. proyeksi lalu lintas, transaksi, kinerja ruas).
Melakukan upaya penyehatan dan me-recycle aset yang
A2 Implementing a data warehouse and business intelligence platform
underperformance.
for the application of priority data management use cases
Undertaking efforts to restructure and recycle underperforming
(e.g. traffic projections, transactions, section performance).
assets.
Meningkatkan evolusi data analytics dan fase deskriptif menuju
F2
preskriptif.
Advancing the evolution of data analytics from descriptive to
Mengalihkan labour-based operation ke technology-based prescriptive.
B1
operation melalui digitalisasi dan implementasi teknologi.
Shifting labour-based operations to technology-based operations Menyempurnakan Masterplan IT mempertimbangkan cyber
F3 security dan kebutuhan proses bisnis.
through digitalisation and technology implementation.
Refining the IT Masterplan, taking into account cyber security and
Menciptakan revenue stream dari bisnis digital atas business process requirements.
B2
pengembangan solusi teknologi ETC.
Creating revenue streams from digital businesses through the
development of ETC technology solutions.
Meningkatkan kualitas material dan standar pekerjaan bidang G1 Mempersiapkan alternatif sumber pendanaan (mis. sukuk,
B3
preservasi (cth. pengembangan produk aspal, penilaian obligasi, green financing) dengan cost of fund kompetitif untuk
keselamatan iRAP). kesinambungan pendanaan.
Improving material quality and work standards in the field of Preparing alternative funding sources (e.g. sukuk, bonds, green
preservation (e.g. asphalt product development, iRAP safety financing) with competitive cost of funds for funding continuity.
assessment).
Menerapkan sistem manajemen aset dan portofolio perusahaan
G2
Meningkatkan skala integrasi operasi (cth. integrasi kapabilitas (integrated asset management).
B4 Implementing a company asset and portfolio management system
personil, penggabungan sentra komunikasi).
Increasing the scale of operational integration (e.g. integration of (integrated asset management).
personnel capabilities, consolidation of communication centres).
Restrukturisasi fungsi organisasi dan manajemen SDM end-to-end
Meningkatkan utilisasi aset non-tol untuk peningkatan H1
C1 meliputi perekrutan hingga retensi.
pendatapan non-tol dan brand image Jasa Marga.
Restructuring of organisational functions and end-to-end HR
Increasing the utilisation of non-toll assets to boost non-toll
management, covering recruitment to retention.
revenue and Jasa Marga’s brand image.
Membentuk fungsi shared service center (SSC) terutama untuk
H2
sentralisasi dan spesialisasi.
Establishing a shared service centre (SSC) function primarily for
Meningkatkan pengalaman dan keterlibatan pelanggan melalui centralisation and specialisation.
D1
utilisasi Travoy dan pengelolaan inovasi lainnya.
Enhancing customer experience and engagement through the Upskilling karyawan melalui program pelatihan dan pengembangan
H3
utilisation of Travoy and other innovation management tools. berbasis kompetensi.
Upskilling employees through competency-based training and
Meningkatkan kolaborasi dan kerja sama dengan berbagai development programmes.
D2
stakeholders untuk komersialisasi dan pemasaran produk
inovasi (cth. layanan JMTC untuk ruas tol lain, platform inkubasi/ Internalisasi budaya kerja perusahaan sebagai cascading AKHLAK.
H4
akselerator startup). Internalisation of the company’s work culture as cascading AKHLAK.
Enhancing collaboration and cooperation with various
stakeholders for the commercialisation and marketing of
innovative products (e.g. JMTC services for other toll roads,
startup incubation/accelerator platforms).
I1 Meningkatkan adopsi usecase green initiative pada kegiatan
operasional utama (cth. penghijauan koridor, penggunaan sel
surya).
Memutakhirkan pedoman investasi melalui peningkatan kriteria Increasing the adoption of green initiative use cases in key
E1 operational activities (e.g. greening corridors, use of solar cells).
kelayakan dan fungsi monitoring evaluasi.
Updating investment guidelines by improving eligibility criteria and
monitoring and evaluation functions.
Ekspansi pasar regional (cth. Asia Tenggara) melalui investasi
E2
minority atau O&M secara parsial.
Regional market expansion (e.g. Southeast Asia) through minority
investments or partial O&M.
Mengadopsi model bisnis perusahaan berbasis investasi untuk
E3
pengembangan aset brownfield.
Adopting an investment-based business model for brownfield asset
development.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 425
Page 426
01 02 03 04 05 Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions Dukung Implementasi Employee Well-being Policy, Direktur Utama Perseroan Resmikan Roadster Sportivo (Sport, Art, Interest Activity, & Community) Supporting the Implementation of the Employee Well-being Policy, the Company’s President Director Inaugurates Roadster Sportivo (Sport, Art, Interest Activity, & Community) Human Capital Human Capital Komitmen untuk Membangun Human Commitment to Building Excellent Human Capital yang Unggul Capital Perseroan memandang human capital sebagai kunci The Company views human capital as the key to long-term kemajuan dan keberlanjutan bisnis dalam jangka panjang. business progress and sustainability. On this basis, the Atas dasar ini, Perseroan berkomitmen untuk terus Company is committed to continuously developing reliable, membangun human capital yang andal, loyal, dan kompeten loyal, and competent human capital to realize the Company’s guna mewujudkan visi dan misi Perseroan di tengah vision and mission amid increasingly complex business dinamika bisnis yang semakin kompleks dan tantangan dynamics and global challenges full of uncertainty. The global yang penuh dengan ketidakpastian. Perseroan telah Company has developed a strategy for managing human menyusun strategi dalam melakukan pengelolaan human capital so as to create individuals who not only have the capital sehingga dapat menciptakan insan yang tidak appropriate skills and knowledge but are also able to adapt hanya memiliki keterampilan dan pengetahuan yang sesuai, to the ever-evolving industry. melainkan juga mampu beradaptasi dengan perkembangan industri yang terus berkembang. Dalam rangka memastikan terciptanya human capital yang To ensure the creation of excellent human capital, the unggul, Perseroan juga senantiasa menerapkan program Company also continuously implements employee well- employee well-being yang bertujuan untuk meningkatkan being programs aimed at increasing employee engagement. keterikatan karyawan. Perseroan percaya bahwa dengan The Company believes that by creating a healthy and menciptakan lingkungan kerja yang sehat dan sejahtera, prosperous work environment, all employees are expected seluruh karyawan diharapkan juga dapat berkontribusi secara to contribute maximally to increase productivity and support maksimal sehingga dapat meningkatkan produktivitas dan sustainable growth for the Company. mendukung pertumbuhan berkelanjutan bagi Perseroan. Dalam rangka memastikan terciptanya lingkungan kerja To ensure a decent and safe working environment, the yang layak dan aman, Perseroan menerapkan kebijakan Company implements a Respectful Workplace Policy (RWP), Respectful Workplace Policy (RWP), yang mengedepankan which promotes mutual respect in the workplace. This policy perilaku saling menghargai di tempat kerja. Kebijakan ini aims to create an environment free from discrimination, bertujuan untuk menciptakan lingkungan yang bebas dari harassment, and violence, so that every employee feels safe diskriminasi, pelecehan, dan kekerasan, sehingga setiap and valued. By building a positive work culture, the Company karyawan merasa aman dan dihargai. Dengan membangun hopes to strengthen relationships between employees and budaya kerja yang positif, Perseroan berharap dapat create a work atmosphere that supports collaboration and memperkuat hubungan antar karyawan dan menciptakan innovation. suasana kerja yang mendukung kolaborasi dan inovasi. 426 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08 Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria Saat ini, Perseroan telah memiliki Jasa Marga AKHLAK Space Currently, the Company has Jasa Marga AKHLAK Space (JMAS) sebagai fasilitas coworking space agar karyawan (JMAS) as a coworking space facility so that employees can dapat bekerja, berinovasi, dan berkolaborasi dengan optimal. work, innovate, and collaborate optimally. In addition, The Selain itu, Perseroan juga memiliki Roadster Sportivo (Sport, Company also has Roadster Sportivo (Sport, Art, Interest, Art, Interest, Activity & Community) yang merupakan wadah Activity & Community), which is a forum for employees to bagi karyawan dalam mengembangkan kegiatan olahraga, develop sports, arts, hobbies, activities, and communities kesenian, hobi, aktivitas, dan komunitas yang terdiri dari consisting of various clubs according to employee interests. berbagai klub sesuai peminatan karyawan. Pada 13 Juni 2025, On June 13, 2025, the Company inaugurated an indoor Perseroan telah meresmikan sarana olahraga indoor sebagai sports facility as a representative and comfortable place for tempat yang representatif serta nyaman bagi karyawan employees to engage in sports activities, thereby providing untuk melakukan aktivitas olahraga sehingga memberikan a positive experience for employees and creating a healthy, pengalaman positif bagi karyawan dan menciptakan productive, and sustainable work environment. lingkungan kerja yang sehat, produktif, dan berkelanjutan. Selain fasilitas pendukung, Perseroan juga telah Beyond supporting facilities, the Company has also menyediakan program konseling, yaitu Rosela (Roadster provided a counselling programme called Rosela (Roadster Assertiveness Counseling Program). Kegiatan konseling ini Assertiveness Counselling Programme). This counseling bertujuan untuk membantu karyawan dalam mempelajari initiative aims to help employees learn more constructive cara yang lebih konstruktif dalam menangani kesehatan ways to manage mental health issues, both within and mental yang terjadi, baik di dalam maupun di luar aktivitas outside of work activities (burnout). It is hoped that this kerja (burnout). Dengan program ini diharapkan mampu program will strengthen employee mental health, thereby memperkuat kesehatan mental karyawan sehingga increasing productivity and creating a positive work meningkatkan produktivitas serta menciptakan lingkungan environment. kerja yang positif. Di samping itu, Perseroan juga menyambut talenta baru In addition, the Company also welcomes new talent melalui program Rekrutmen Bersama BUMN dan campus through the Joint Recruitment Program for State-Owned hiring sebagai bagian dari ekosistem Roadster Jasa Marga. Enterprises and campus hiring as part of the Roadster Perseroan meyakini bahwa regenerasi human capital Jasa Marga ecosystem. The Company believes that human merupakan elemen strategis dalam menjaga kelincahan capital regeneration is a strategic element in maintaining organisasi serta mendukung keberlanjutan kinerja dan organizational agility and supporting the Company’s produktivitas Perseroan. performance and productivity sustainability. Strategi Pengelolaan Human Capital Human Capital Management Strategy Jasa Marga memandang human capital merupakan aspek Jasa Marga views human capital as an important aspect penting yang menjadi fondasi keberhasilan Perseroan. that forms the foundation of the Company's success. To Untuk mewujudkan hal ini, Perseroan menjalankan strategi achieve this, the Company implements an human capital pengelolaan human capital agar dapat mengembangkan management strategy to develop reliable, loyal, and karyawan yang andal, loyal, dan kompeten sebagai karakter competent employees as its main characteristics to support utamanya agar dapat mendukung Perseroan dalam the Company in realizing its vision and mission amid the mewujudkan visi dan misinya di tengah dinamika bisnis yang ever-evolving business dynamics. Good and optimal human terus berkembang. Pengelolaan human capital secara baik capital management can also be one of the supporting dan optimal juga dapat menjadi salah satu faktor pendukung factors for the transformation to run well and in accordance agar transformasi yang dijalankan dapat berjalan secara with the Company's strategic direction. baik dan sesuai dengan arahan strategis Perseroan. Arsitektur Human Capital Human Capital Architecture Perseroan berupaya untuk memastikan pengelolaan human The Company strives to ensure that human capital capital dapat berjalan dengan baik dengan membentuk management runs well by establishing a Human Capital Arsitektur Human Capital. Arsitektur Human Capital Architecture. The Human Capital Architecture is a general merupakan panduan umum dalam pengelolaan human guideline for human capital management for all employees capital bagi seluruh karyawan di seluruh lingkungan throughout the Company and the Jasa Marga Group. Perseroan maupun di Jasa Marga Grup. PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 427
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Pembentukan Arsitektur Human Capital di Perseroan The establishment of Human Capital Architecture in
dilakukan berdasarkan Surat Edaran Menteri Badan the Company is based on the Minister of State-Owned
Usaha Milik Negara Nomor: SK-286/MBU/11/2024 tanggal Enterprises Circular Letter No. SK-286/MBU/11/2024 dated
28 November 2024 tentang Arsitektur Human Capital November 28, 2024, on the Human Capital Architecture of
Badan Usaha Milik Negara. Pembentukan Arsitektur Human State-Owned Enterprises. The establishment of the Human
Capital juga ditujukan agar Perseroan mampu beradaptasi Capital Architecture is also aimed at enabling the Company
dan mendukung implementasi strategi bisnis Perseroan ke to adapt and support the implementation of the Company’s
arah yang positif bagi kelangsungan usaha ke depan. business strategy in a positive direction for future business
continuity.
Di tahun 2025, Perseroan telah melakukan pemutakhiran In 2025, the Company updated its Human Capital Architecture
Arsitektur Human Capital sebagai bentuk transformasi as part of its transformation towards better human capital
pengelolaan human capital yang lebih baik. Arsitektur management. Jasa Marga’s Human Capital Architecture was
Human Capital Jasa Marga ditetapkan berdasarkan established based on the Board of Directors Decree No.
Keputusan Direksi Nomor: 18/KPTS/2025 tanggal 17 Februari 18/KPTS/2025 dated February 17, 2025, on Human Capital
2025 tentang Arsitektur Human Capital dan penyampaian Architecture and the submission of the decree through an
keputusan tersebut melalui nota dinas elektronik. Dalam electronic official memorandum. To establish consistency
rangka membangun keseragaman pengelolaan human in human capital management within Jasa Marga, this
capital di lingkungan Jasa Marga sehingga ketentuan regulation must be fully implemented across the entire
ini diimplementasikan secara utuh pada seluruh Jasa Jasa Marga Group without any reduction or addition to the
Marga Grup tanpa pengurangan atau penambahan atribut attributes of the Human Capital Architecture.
Arsitektur Human Capital.
Gambar Arsitektur Human Capital
Diagram of Human Capital Architecture
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Arsitektur Human Capital Jasa Marga terdiri dari: The Human Capital Architecture of Jasa Marga consists of:
4 Atribut Inti
Core Attributes 8 Atribut Pilar
Pillar Attributes 5 Atribut Enabler
Enabler Attributes
1. Purpose 1. Organization Design & 1. HC Communication &
2. Core Values Culture Change Management
3. Value Proposition 2. Workforce Planning & Talent 2. HC Operating Model
4. Business Strategy – HC Acquisition 3. HC Team Capability
Strategy 3. Learning & Capability 4. HC Governance
Development 5. HC Technology & People
4. Talent & Career Management Analytics
5. Leadership Development &
Succession
6. Performance Management
7. Compensation & Benefit
Management
8. Employee &
Industrial
Relations
Target dan Rencana Direktorat Human Human Capital & Transformation
Capital & Transformasi Directorate Targets and Plans
Dalam rangka memastikan pengelolaan human capital To ensure that human capital management runs according
berjalan sesuai dengan rencana, Perseroan telah menetapkan to plan, the Company has set several targets, specifically for
sejumlah target, khususnya bagi Direktorat Human Capital & the Human Capital & Transformation Directorate in the form
Transformasi dalam bentuk Key Performance Indicator (KPI) of Directorate Key Performance Indicators (KPIs) for 2025,
Direktorat pada tahun 2025, yaitu: namely:
KPI Direktorat: Directorate KPIs:
1. ESG Rating. 1. ESG Rating.
2. Transformasi Jasa Marga menjadi Tollroad Investment 2. Jasa Marga Transformation into a Toll Road Investment
Company. Company.
3. Human Capital Transformation. 3. Human Capital Transformation.
4. Pemenuhan Talent Mobility. 4. Talent Mobility Fulfillment.
5. Evaluasi Implementasi Program Employee Well-Being. 5. Evaluation of Employee Well-Being Program
Implementation.
6. Pemenuhan Data pada Portal HC BUMN. 6. Data Compliance on the HC BUMN Portal.
7. Pelaksanaan ICoFR tahap Perancangan dan 7. Design and Implementation Phase of ICoFR
Implementasi. Implementation.
8. Penyelesaian Tindak Lanjut Audit dari Pihak Internal dan 8. Completion of Follow-up Actions from Internal and
Eksternal. External Audits.
KPI Unit Kerja: Work Unit KPIs:
1. Pengembangan Kebijakan Organisasi dan Human 1. Development of Organizational and Human Capital
Capital. Policies.
2. Employee Engagement. 2. Employee Engagement.
3. Implementasi Milestone RJPP 2025-2029. 3. RJPP 2025-2029 Milestones Implementation.
4. Implementasi ESG Sesuai Roadmap Tahun 2025. 4. ESG Implementation in accordance with the 2025
Roadmap.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Pengembangan Organisasi
Organizational Development
Sejak tahun 2019, Perseroan menginisiasi revitalisasi Since 2019, the Company has initiated organizational
organisasi melalui pembagian tiga peran dan tanggung revitalization through the division of three roles and
jawab dengan skema Asset Owner (AO), Asset Manager responsibilities under the Asset Owner (AO), Asset Manager
(AM), dan Service Provider (SP). Penataan organisasi (AM), and Service Provider (SP) scheme. The organizational
ditujukan agar tercipta kelincahan organisasi, optimalisasi restructuring is aimed at creating organizational agility,
fungsi peran, dan efisiensi. optimizing role functions, and improving efficiency.
1. Asset Owner, pada dasarnya merupakan holding 1. The Asset Owner, essentially a holding investment,
investment, berperan sebagai penentu visi, misi, dan serves as the determinant of vision, mission, and
strategi dan juga mengoptimalkan portofolio bisnis strategy, and also optimizes the Company's business
Perseroan dengan berbagai macam skema aksi portfolio through various corporate action schemes.
korporasi.
2. Asset Manager, berperan mengelola anak perusahaan 2. The Asset Manager manages subsidiaries in the toll road
pada lini bisnis konsesi jalan tol untuk memastikan tingkat concession business line to ensure the level of return
pengembalian yang diharapkan oleh Asset Owner. expected by the Asset Owner.
3. Service Provider, berperan menyediakan layanan 3. Service Provider, plays a role in providing toll road
pengoperasian dan preservasi jalan tol serta pengelolaan operation and preservation services as well as
bisnis prospektif baik di lingkungan Jasa Marga Grup prospective business management both within and
maupun luar Jasa Marga Grup. outside the Jasa Marga Group.
Agar transformasi organisasi berjalan selaras dengan To ensure organizational transformation aligns with the
arahan strategis Perseroan yang tertuang dalam RJPP, maka Company's strategic direction as outlined in the RJPP, the
pengelolaan efektivitas organisasi yang telah dilakukan organizational effectiveness initiatives carried out in 2025
pada tahun 2025 yaitu: include the following:
1. Implementasi Shared Services 1. Implementation of Shared Services
Implementasi perjanjian layanan bersama pada bagian Implementation of shared service agreements in
pengadaan, hukum, dan teknologi informasi di beberapa procurement, legal, and information technology
Anak Perusahaan. departments across several Subsidiaries.
2. Kajian Organisasi berdasarkan PER/02/MBU/03/2023 2. Organizational Review based on PER/02/
MBU/03/2023
Perseroan telah menyusun kajian Perubahan Struktur The Company has prepared a study on Macro and Micro
Organisasi baik Makro maupun Mikro sebagai dampak Organizational Structure Changes as a result of PER/02/
dari PER/02/MBU/03/2023 tanggal 03 Maret 2023 perihal MBU/03/2023 dated March 3, 2023, on Guidelines
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan for Corporate Governance and Significant Corporate
BUMN, terhadap Struktur Organisasi Perseroan, beserta Activities of SOEs, on the Company's Organizational
dampak kebutuhan biayanya. Prioritas pemenuhan Organ Structure, along with the impact on cost requirements.
Pengelola Risiko di Anak Perusahaan fokus pada Service The priority for fulfilling the Risk Management Body in
Provider (JMTO, JMTM, dan JMRB) serta subholding the Subsidiary focuses on Service Providers (JMTO,
PT JTT. Kajian pemenuhan organ pengelola risiko Anak JMTM, and JMRB) and PT JTT subholding. The study on
Perusahaan dilaksanakan mengacu pada penetapan fulfilling the risk management body of the Subsidiary is
kategori dan klasifikasi risiko Anak Perusahaan yang carried out with reference to the latest categories and
terbaru sesuai kajian penyesuaian kriteria pada tahun classifications of Subsidiary risks in accordance with the
2025. 2025 criteria adjustment study.
3. Dukungan Penyusunan Desain ICOFR 3. Support for the Development of the ICOFR Design
Membentuk dan menetapkan Unit Organisasi Internal Establishing and determining the Internal Control
Control Department di bawah RQM sebagai lini-2 fungsi Department Organizational Unit under RQM as the
ICOFR berdasarkan Surat Keputusan Direksi No. 19/ second line of ICOFR functions based on Board of
KPTS/2025 tanggal 19 Februari 2025 tentang Perubahan Directors Decree No. 19/KPTS/2025 dated February 19,
Ketiga Struktur Organisasi dan Uraian Jabatan Kantor 2025, on the Third Amendment to the Organizational
Pusat, penegasan uraian jabatan Unit Audit Internal Structure and Job Descriptions of the Head Office,
sebagai Lini Ketiga fungsi ICOFR, pembentukan Tim confirming the Internal Audit Unit’s job description as
Task Force dan Tim Counterpart untuk mendampingi the Third Line of the ICOFR function, establishing a Task
pekerjaan desain dan implementasi ICOFR, serta Force Team and Counterpart Team to assist with the
penyelarasan penataan fungsi human capital di Kantor design and implementation of ICOFR, and harmonising
Pusat dan Regional. the structuring of human capital functions at Head
Office and Regional Offices.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
4. Penyetaraan Grading Struktural Anak Perusahaan 4. Equivalence of Structural Grading of Subsidiaries
Penyesuaian struktur organisasi dilakukan dengan The organizational structure was adjusted by completing
melengkapi organ pengelola risiko dan menyusun kajian the risk management function and preparing a grading-
penyetaraan grading bagi karyawan penugasan di equivalency assessment for assigned employees in
Anak Perusahaan yang menduduki jabatan struktural, Subsidiaries who hold structural positions, through the
melalui perubahan remunerasi dari Fungsional menjadi change in remuneration from Functional to Structural
Struktural berdasarkan bobot evaluasi jabatan, langkah based on job-evaluation weighting, this initiative
ini bertujuan menciptakan kesetaraan dan mengurangi aims to create equity and reduce disparities between
kesenjangan antara pejabat struktural di Induk dan di structural officials in the Parent Company and those in
Anak Perusahaan. the Subsidiaries.
5. Kajian Area of Expertise 5. Area of Expertise Study
Melakukan penyusunan kajian Area of Expertise di bidang Conducting an Area of Expertise study in the Core fields
Core Operation, Engineering, Information Technology), (Operation, Engineering, Information Technology), as
serta kajian Area of Expertise untuk bidang Supporting well as an Area of Expertise study for the Supporting
guna menciptakan career path baru bagi karyawan yang fields, to create new career paths for employees who
memang memiliki keahlian spesifik. have specific expertise.
6. Penyusunan Work Load Analysis (WLA) 6. Work Load Analysis (WLA)
Melakukan pengkinian kajian WLA untuk unit kerja di Updating WLA studies for work units in the Company and
Perseroan maupun Anak Perusahaan sebagai tindak Subsidiaries as a follow-up to organizational structure
lanjut dari perubahan struktur organisasi, pelaksanaan changes, the implementation of shared services, and
shared services, dan implementasi tata kelola the implementation of integrated governance.
terintegrasi.
7. Perubahan Pembagian Tugas & Kewenangan Direksi 7. Changes in the Division of Duties & Authorities of the
Board of Directors
Melakukan penyesuaian Direktorat yang melakukan Adjusting the Directorate responsible for corporate
pengendalian korporasi terkait ruas JMJ dan JPB control over the JMJ and JPB routes in operation, and
yang beroperasi, serta menetapkan Keputusan Direksi issuing Board of Directors Decree No. 40/KPTS/2025
Nomor: 40/KPTS/2025 tanggal 15 April 2025 tentang dated April 15, 2025, on the Third Amendment to Board
Perubahan Ketiga atas Keputusan Direksi Nomor: 09/ of Directors Decree No. 09/KPTS/2022 dated January
KPTS/2022 tanggal 31 Januari 2022 tentang Pembagian 31, 2022, on the Division of Duties and Authorities of the
Tugas dan Wewenang Direksi. Board of Directors.
8. Perubahan Struktur Organisasi berdasarkan RJPP 8. Organizational Structure Changes based on the 2025-
2025-2029 2029 RJPP
Melakukan review organisasi makro dengan unit terkait Conducting a macro organizational review with
untuk penyesuaian arahan strategi bisnis sesuai dengan relevant units to align business strategy directives with
arahan dari Danantara. Danantara's guidance.
9. Perubahan Struktur Organisasi Makro 9. Macro Organizational Structure Changes
Menyesuaikan organisasi makro di lingkungan Jasa Adjusting the macro organization within Jasa Marga
Marga sesuai dengan ketetapan RUPS. following the GMS provisions.
10. Perubahan Struktur Organisasi Mikro 10. Micro Organizational Structure Changes
Melakukan review struktur organisasi dan uraian Conducting a review of the organizational structure and
jabatan di Kantor Pusat dan Regional sesuai dengan job descriptions at the Head Office and Regional Offices
yang ditetapkan oleh Direksi dan arahan konsultan per the provisions of the Board of Directors and the
independen. guidance of independent consultants.
11. Penataan Organisasi Anak Perusahaan 11. Subsidiaries Organizational Restructuring
Penyesuaian struktur organisasi terkait dengan Adjusting the organizational structure in relation to the
pemenuhan organ pengelola risiko di JMTM dan JMRB, fulfillment of risk management bodies at JMTM and
serta review struktur organisasi di JSB. JMRB, as well as reviewing the organizational structure
at JSB.
12. Penataan Organisasi Lainnya 12. Other Organizational Restructuring
Melakukan penataan organisasi lainnya dengan Conducting other organizational restructuring by
menyusun SK perubahan ketiga kelompok dan drafting a decree on changes to the third group and
stratifikasi jabatan akibat perubahan struktur organisasi job stratification due to changes in the organizational
Kantor Pusat. structure of the Head Office.
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Manajemen Human Capital
Human Capital Management
Perseroan meyakini bahwa pengelolaan human capital The Company believes that human capital management is
merupakan kunci dalam pencapaian tujuan Perseroan. key to achieving its objectives. To ensure this, the Company
Dalam memastikan hal tersebut, Perseroan memerlukan requires a comprehensive and sustainable HR management
adanya pola pengelolaan human capital yang komprehensif system. To that end, the Company has implemented a
dan berkesinambungan. Untuk itu, Perseroan telah memiliki talent management program as part of its human capital
program talent management sebagai bagian pembaruan management renewal through a series of interrelated
manajemen human capital melalui serangkaian proses yang processes as stipulated in Board of Directors Decree No. 13/
saling berkaitan sebagaimana ditetapkan dalam Keputusan KPTS/2021 dated February 16, 2021 on Talent Management,
Direksi Nomor 13/KPTS/2021 tanggal 16 Februari 2021 which was last amended based on the Board of Directors
tentang Talent Management yang telah terakhir diubah Decree of PT Jasa Marga (Persero) Tbk No. 151/KPTS/2024
berdasarkan Keputusan Direksi PT Jasa Marga (Persero) dated July 29, 2024. The process begins with employee
Tbk Nomor 151/KPTS/2024 tanggal 29 Juli 2024. Proses recruitment and continues until the employee enters
tersebut dimulai dari rekrutmen karyawan hingga karyawan retirement.
memasuki masa purnabakti.
Dalam program talent management, Perseroan senantiasa In the talent management program, the Company always
menjunjung prinsip equality, inclusive, dan fairness dalam upholds the principles of equality, inclusiveness, and fairness
rangka mengembangkan karier seluruh karyawan dengan to develop careers for all employees while still paying
tetap memperhatikan perkembangan kinerja/pemenuhan attention to the development of employee performance/
KPI karyawan, tingkat pendidikan, serta kompetensi KPI fulfillment, education levels, and the competencies of
tiap individu yang mengacu kepada kompetensi Badan each individual in accordance with the competencies of the
Pengatur BUMN (BP BUMN). Seluruh karyawan didorong State-Owned Enterprises Regulatory Agency (BP BUMN). All
untuk terus mengerahkan kinerja terbaiknya agar dapat employees are encouraged to continue to perform at their
menduduki posisi yang lebih tinggi. Hal ini juga didukung best to occupy higher positions. This is also supported by
dengan implementasi program employee development yang the implementation of the employee development program,
mengharuskan pimpinan melakukan coaching terhadap which requires leaders to conduct coaching for all members
seluruh anggota timnya. of their team.
Ruang lingkup talent management terdiri dari talent The scope of talent management includes talent acquisition,
acquisition, talent classification, talent development, talent talent classification, talent development, talent mobility, and
mobility, dan talent retention dimana dalam pelaksanaanya talent retention, where the talent committee plays a role in
terdapat peran talent committee sebagaimana gambar its implementation, as shown in the following diagram:
berikut:
Gambar Alur Proses Talent Management
Flow Chart of Talent Management Process
Talent
Classification
Talent
Acquisition
Talent
Committee Talent
Development
Talent
Retention
Talent
Mobility
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Talent Acquisition Talent Acquisition
Talent acquisition bertujuan untuk mendapatkan talent Talent acquisition aims to acquire talent for the Company
Perseroan dengan pendekatan strategis dalam mengenali, through a strategic approach in identifying, attracting, and
menarik, dan mengorientasi Individu berbakat yang sesuai orienting talented individuals who fit the Company’s culture.
dengan budaya Perseroan. Penerapan talent acquisition The implementation of talent acquisition aims to meet the
bertujuan untuk dapat memenuhi kebutuhan bisnis Company’s dynamic business needs as stipulated in Board
Perseroan yang dinamis yang telah ditetapkan dalam Surat of Directors Decree No. 21/KPTS/2019 dated February 14,
Keputusan Direksi Nomor 21/KPTS/2019 tanggal 14 Februari 2019, as last amended by Board of Directors Decree No. 69/
2019 sebagaimana terakhir diubah dengan Keputusan KPTS/2025 dated May 28, 2025.
Direksi Nomor 69/KPTS/2025 tanggal 28 Mei 2025.
Dalam rangka menyiapkan human capital yang dibutuhkan To prepare the human capital needed to support
untuk menunjang pertumbuhan organisasi dalam mencapai organizational growth in achieving its vision and mission,
visi dan misi, Jasa Marga melakukan kajian terkait rencana Jasa Marga conducted a study related to the planned human
kebutuhan human capital (capacity planning) dengan capital requirements (capacity planning) by considering the
mempertimbangkan arah pengembangan bisnis jangka direction of long-term business development, productivity,
panjang, produktivitas, kapasitas dan kapabilitas. Adapun capacity, and capabilities. The factors that influence
faktor-faktor yang mempengaruhi Capacity Planning Capacity Planning are as follows:
sebagai berikut:
1. Faktor Internal, berupa arahan strategis Perseroan 1. Internal Factors, in the form of strategic directions
baik dari lini bisnis konsesi jalan tol, bisnis pendukung from the Company, both from the toll road concession
pengoperasian jalan tol, dan bisnis prospektif, serta business line, the toll road operation support business,
analisis human capital peningkatan kemampuan di bidang and prospective businesses, as well as human capital
perencanaan dan pengembangan, bidang operasional analysis to improve capabilities in the fields of planning
dan preservasi jalan tol, pengembangan bisnis di bidang and development, toll road operations and preservation,
TI dan Human Capital, untuk meningkatkan peran business development in the fields of IT and human
strategis Asset Owner yang tergambarkan melalui hasil capital, to enhance the strategic role of the Asset Owner,
kajian WLA. as illustrated by the results of the WLA study.
2. Faktor Eksternal, berupa peraturan dan kebijakan dari 2. External factors include regulations and policies from
Kementerian terkait, Aspirasi Pemegang Saham untuk relevant ministries, shareholder aspirations for the
RKAP Tahun 2025, dan perkembangan/disrupsi teknologi 2025 Business Plan, and technological developments/
di antaranya dengan adanya rencana penerapan disruptions, including plans to implement a new
teknologi sistem transaksi yang baru. transaction system technology.
Pemenuhan kebutuhan human capital dilakukan melalui Human capital needs are met through the recruitment of
rekrutmen karyawan baru, baik fresh graduate maupun new employees, including fresh graduates and experienced
tenaga pengalaman. Unit Kerja Human Capital Development personnel. Human Capital Development Group conducts an
Group melakukan evaluasi Human Capital Capacity Planning evaluation of Human Capital Capacity Planning for the 2025-
untuk periode 2025-2029, sehingga menghasilkan output 2029 period, resulting in output that is used as a reference
yang digunakan untuk acuan rekrutmen (Talent Acquisition) for recruitment (Talent Acquisition) in 2025 to accommodate
di tahun 2025 untuk mengakomodir kebutuhan pemenuhan the need to fulfill new capacities and skills, as well as the
kapasitas dan keterampilan baru, serta penataan human restructuring of human capital in the form of a competency
capital berupa program shifting competency dan Program shifting program and a Voluntary Early Retirement Program
Pensiun Dini Sukarela (PDS) untuk keterampilan yang (PDS) for skills affected by technological changes.
terdampak adanya perubahan teknologi.
Di tahun 2025, Perseroan membentuk Tim Rekrutmen dan In 2025, the Company formed an Employee Recruitment and
Seleksi Karyawan sebagaimana ditetapkan dalam Keputusan Selection Team as stipulated in Board of Directors Decree
Direksi Nomor: 24/KPTS/2025 tentang Pembentukan Tim No. 24/KPTS/2025 on the Formation of the 2025 Employee
Rekrutmen dan Seleksi Karyawan Tahun 2025 tanggal 24 Recruitment and Selection Team dated February 24, 2025.
Februari 2025. Rekrutmen di Perseroan dilakukan melalui Recruitment at the Company is carried out through the SOE
Program Rekrutmen Bersama BUMN maupun bekerja sama Joint Recruitment Program and in collaboration with various
dengan berbagai perguruan tinggi di Indonesia. Kebijakan universities in Indonesia. The Company’s recruitment
program rekrutmen Perseroan adalah membuka kesempatan program policy is to open up broad opportunities by
luas dengan melakukan rekrutmen dari seluruh wilayah recruiting from all regions of Indonesia.
Indonesia.
Adapun program rekrutmen Perseroan dilakukan melalui 2 The Company’s recruitment program is conducted through 2
(dua) jalur, yaitu: (two) channels, namely:
1. Management Trainee 1. Management Trainee
Ditujukan untuk mendapatkan high capacity talent dalam Aimed at securing high-capacity talent to ensure
rangka memastikan ketersediaan talent (talent pipeline) the availability of a talent pipeline with specialized
dengan spesialisasi kompetensi khusus dan diharapkan competencies, with the expectation that they will
dapat menjadi calon pemimpin eksekutif Perseroan. become future executive leaders of the Company.
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01 02 03 04 05 Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions 2. Professional Hire 2. Professional Hire Dilaksanakan untuk mendapatkan tenaga kerja Implemented to obtain professional workers in their profesional di bidangnya dan memiliki kompetensi respective fields who possess specific competencies in khusus sesuai dengan kebutuhan Perseroan. line with the Company’s needs. Pada tahun 2025, Perseroan telah melakukan proses In 2025, the Company recruited 39 people through rekrutmen sebanyak 39 orang melalui program Rekrutmen the 2025 SOE Joint Recruitment (RBB) Program. The Bersama BUMN (RBB) Tahun 2025. Proses rekrutmen recruitment process took place from March to June 2025. berlangsung pada bulan Maret sampai dengan bulan Juni The recruitment process began with candidate registration 2025. Proses rekrutmen dimulai dari tahap registrasi kandidat and job applications, followed by a Basic Competency Test dan job apply, Tes Kompetensi Dasar (TKD), tes AKHLAK, (TKD), AKHLAK test, national insight test, English test, Field wawasan kebangsaan, tes Bahasa Inggris, Tes Kemampuan Competency Test (TKB), interviews, and medical tests. Bidang (TKB), wawancara dan tes kesehatan. Saat ini, Currently, participants who have passed the recruitment and peserta lolos rekrutmen dan seleksi dari program RBB sedang selection process from the RBB program are participating in mengikuti program Learning Journey di Perseroan selama 6 a 6 (six) month Learning Journey program at the Company. (enam) bulan. Guna memenuhi jumlah kebutuhan karyawan To meet the number of employees needed in 2025, the tahun 2025, Perseroan juga akan melakukan rekrutmen dan Company will also conduct recruitment and selection seleksi melalui campus hiring yang bekerja sama dengan through campus hiring in collaboration with various domestic berbagai universitas dalam negeri. universities. Selain itu, Perseroan juga telah melakukan rekrutmen dan In addition, the Company has recruited and selected seleksi karyawan disabilitas melalui program RBB Kategori employees with disabilities through the 2025 RBB Disability Disabilitas Tahun 2025 yang dimulai pada bulan Maret sampai Category program, which ran from March to May 2025. The dengan Mei 2025. Proses rekrutmen dan seleksi dilakukan recruitment and selection process began with registration mulai tahap registrasi dan job apply, Tes Kompetensi dasar and job applications, followed by basic competency tests (TKD), tes AKHLAK, tes wawasan kebangsaan, tes Bahasa (TKD), AKHLAK tests, national insight tests, English tests, Inggris, Learning Agility, Tes Kemampuan Bidang (TKB) dan learning agility tests, field competency tests (TKB), and tes kesehatan. Melalui proses tersebut, hasil lolos rekrutmen health tests. Through this process, 4 (four) people passed dan seleksi untuk karyawan kategori disabilitas Perseroan the recruitment and selection process for the Company’s adalah 4 (empat) orang. Namun terdapat 2 (dua) orang yang disability category employees. However, 2 (two) individuals mengundurkan diri dari proses offering letter, sehingga withdrew from the offering letter process, so the Company saat ini Perseroan memperoleh 2 (dua) karyawan disabilitas currently has 2 (two) new employees with disabilities. To baru. Untuk memenuhi kebutuhan yang belum terpenuhi, meet the unmet needs, the Company will conduct additional Perseroan akan melakukan penambahan rekrutmen dan recruitment and selection of employees with disabilities in seleksi karyawan disabilitas pada tahun 2026 sebanyak 2 2026 for 2 (two) individuals. (dua) orang. Guna memberikan perlindungan dokumen karyawan baru To protect the documents of new employees and prevent dan larangan diskriminasi dalam proses rekrutmen, telah discrimination in the recruitment process, a review has dilakukan review terhadap pengaturan kebijakan Talent been conducted on the policy regulations of the Talent Acquisition yaitu dengan diterbitkannya KPTS Direksi Acquisition Department, as evidenced by the issuance of Nomor 69/KPTS/2025 tentang Perubahan Kedua Atas the Board of Directors Decree No. 69/KPTS/2025 regarding Keputusan Direksi Nomor 21/KPTS/2019 yang mengatur the Second Amendment to Board of Directors Decree No. 21/ tentang larangan penahanan ijazah dalam proses ikatan KPTS/2019, which regulates the prohibition of withholding dinas karyawan serta larangan diskriminasi baik dari diplomas during the employment contract process and sumber rekrutmen maupun usia. Hal tersebut telah diatur the prohibition of discrimination based on recruitment dalam Surat Edaran Menteri Ketenagakerjaan Republik sources or age. This has been regulated in the Minister of Indonesia Nomor M/5/HK.04.00/V/2025, Perseroan dilarang Manpower Circular Letter No. M/5/HK.04.00/V/2025, which mensyaratkan dan/atau menahan ijazah dan/atau dokumen states that companies are prohibited from requiring and/or pribadi milik karyawan sebagai jaminan untuk bekerja. Selain withholding diplomas and/or personal documents belonging itu, larangan diskriminasi dalam proses rekrutmen baik dari to employees as collateral for employment. In addition, the sumber rekrutmen ataupun usia diatur dalam Undang- prohibition of discrimination in the recruitment process, Undang Republik Indonesia Nomor 1 Tahun 2025 tentang both in terms of recruitment sources and age, is regulated in Perubahan Ketiga atas Undang-Undang Nomor 19 Tahun Law No. 1 of 2025 on the Third Amendment to Law No. 19 of 2003 Tentang Badan Usaha Milik Negara serta Surat Edaran 2003 on State-Owned Enterprises, as well as the Minister’s Menteri Nomor M/6/HK.04/V/2025 tentang Larangan Circular Letter No. M/6/HK.04/V/2025 on the Prohibition of Diskriminasi dalam Proses Rekrutmen Tenaga Kerja. Discrimination in the Recruitment Process of Workers. Talent Classification Talent Classification Talent classification merupakan proses pengklasifikasian Talent classification is the process of classifying employees karyawan ke dalam 5 (lima) klasifikasi, yaitu Road Runner, into 5 (five) classifications: Road Runner, Promotable, Promotable, Sleeping Tiger, Solid Contributor, dan Unfit Sleeping Tiger, Solid Contributor, and Unfit, which aims yang bertujuan untuk menetapkan pola pengembangan to determine employee development patterns, employee 434 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
karyawan, frekuensi mobilitas karyawan dan pemberian mobility frequency, and retention programs. In its
program retensi. Dalam pelaksanaannya, Talent Committee implementation, the Talent Committee is assisted by the
dibantu oleh Human Capital Business Partner (HCBP) dalam Human Capital Business Partner (HCBP) in considering
mempertimbangkan kapasitas dan kinerja karyawan. employee capacity and performance.
Gambar Talent Classification berdasarkan Kapasitas dan Kinerja Karyawan
Diagram of Talent Classification based on Employee Capacity and Performance
Road
Runner
Sleeping
Tiger Pr
om
ot
ab
le
Capacity
Unfit Solid Contributor
Performance
Talent Development Talent Development
Talent development merupakan salah satu lingkup Talent development is one of the areas of talent management
talent management yang bertujuan untuk meningkatkan aimed at enhancing employee capacity by applying digital
kapasitas karyawan dengan menerapkan konsep digital concepts through active learning via JM Click and based
melalui pembelajaran aktif JM Click serta berdasarkan on the Learning Academy. The implementation of talent
Learning Academy. Pelaksanaan talent development development considers talent classification, initiatives
mempertimbangkan talent classification, inisiatif dari talent from the relevant talent, and is communicated through
yang bersangkutan dan disampaikan melalui komunikasi discussions with management. The preferred effectiveness
dengan pimpinan. Preferensi efektivitas model learning and model for learning and development is as follows:
development, sebagai berikut:
1. Pembelajaran dan pengembangan melalui pengalaman. 1. Learning and development through experience.
2. Pembelajaran dan pengembangan melalui sesama. 2. Learning and development through peers.
3. Pembelajaran dan pengembangan melalui sumber formal. 3. Learning and development through formal sources.
Dari aspek pengembangan talent, dilakukan pengembangan From the talent development aspect, talent development
talent sesuai dengan klasifikasi talent yang dimiliki oleh is carried out in accordance with the talent classification
individu. Untuk pengembangan talent dengan klasifikasi possessed by individuals. For the development of talent
Road Runner, Perseroan memberikan program penugasan with the classification Road Runner, the Company
dan akselerasi ke pekerjaan yang lebih menantang serta provides assignment and acceleration programs to more
dilakukannya kegiatan cross mentoring. Untuk program challenging jobs as well as cross mentoring activities. For
pengembangan talent pada semua kelas klasifikasi the development program talent in all classification classes,
talent, diberikan program pembelajaran dengan berbagi a learning program is provided by sharing experiences with
pengalaman dengan karyawan lain serta dilakukan coaching other employees, as well as coaching and mentoring on the
dan mentoring pada aplikasi JM Click. JM Click app.
Talent Mobility Talent Mobility
Talent mobility merupakan mekanisme perpindahan/mutasi Talent mobility is a mechanism for transferring/relocating
karyawan dari posisi saat ini ke posisi lainnya dalam rangka employees from their current positions to other positions
pengembangan kapasitas dan memperkaya pengalaman for the purpose of capacity building and enriching their
yang disusun sesuai dengan klasifikasinya. experience, structured according to their classification.
Talent Retention Talent Retention
Bentuk penghargaan atau apresiasi Perseroan terhadap Forms of recognition or appreciation from the Company
talent, baik berupa special development program, reward, towards talent, such as special development programs,
accelerated mobility atau special assignment dan lain-lain. rewards, accelerated mobility, special assignments, and
others.
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01 02 03 04 05 Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions Pengembangan Karyawan Employee Development Kebijakan Learning and Development Learning and Development Policy Dalam rangka memastikan karyawan memiliki kapabilitas In order to ensure that employees have the capabilities and dan kapasitas yang selaras dengan kebutuhan organisasi capacities that are in line with the organization’s needs in dalam menghadapi dinamika bisnis, Perseroan menetapkan facing business dynamics, the Company has established kebijakan Learning and Development sebagai bagian dari a Learning and Development policy as part of its talent lingkup talent management. Program pengembangan management environment. This development program is ini dirancang untuk meningkatkan daya saing karyawan designed to continuously improve employee competitiveness secara berkelanjutan sehingga mampu mendorong so as to drive the growth of individual performance and pertumbuhan kinerja individu maupun Perseroan secara the Company as a whole. Employee development through keseluruhan. Pengembangan karyawan melalui learning and learning and development is aimed at ensuring that the development ini ditujukan agar karyawan Perseroan memiliki Company’s employees are highly competitive to drive their daya saing tinggi guna mendorong pertumbuhan kinerjanya. performance growth. Employee competency development Pengembangan kompetensi karyawan tersebut dilakukan is carried out by applying digital concepts through active dengan menerapkan konsep digital melalui pembelajaran learning on the Human Capital Management Integrated aktif pada Human Capital Management Integrated System System (JM Click) and based on the Company’s Learning (JM Click) serta berdasarkan kepada Learning Academy Academy. The 2025 Talent Development Management is di Perseroan. Pengelolaan Talent Development tahun themed “Enhancing Business Portfolio” to create business 2025 bertemakan Enhancing Business Portfolio untuk acceleration through high-performing tools in the Industry menciptakan akselerasi bisnis melalui high performing toll 4.0 era. era industry 4.0. Di tahun 2025, program pelatihan prioritas korporasi In 2025, the corporation’s priority training program focused menyasar pada akselerasi kompetensi karyawan di berbagai on accelerating employee competencies in various fields. bidang. Program sesuai kebutuhan bisnis yang berdasarkan Programs tailored to business needs based on the learning learning academy (Project Development, Technological academy (Project Development, Technological Innovation, Innovation, Leadership Development, Operational Services, Leadership Development, Operational Services, Business Business Support) juga tetap dilakukan. Untuk akselerasi Support) also continued to be implemented. To accelerate peningkatan kompetensi karyawan, program pengembangan employee competency improvement, the development juga difokuskan pada program sertifikasi dan beasiswa di program also focused on certification and scholarship tahun 2025. programs in 2025. Adapun program yang telah dijalankan oleh Perseroan The programs that have been implemented by the Company sepanjang tahun 2025, antara lain: throughout 2025 include: 1. Program Pelatihan di Bidang Data Analytic yang 1. Training Programs in Data Analytics aimed at both ditujukan untuk karyawan Operasional maupun Non Operational and Non-Operational employees, such Operasional, seperti Pelatihan Basic & Intermediate as Basic & Intermediate MS Office and Excel Training, MS Office dan Excel, business intelligence dashboard, business intelligence dashboard, Power BI, IT Audit, Power BI, Audit IT, Training SAP/SAC, sertifikasi data SAP/SAC Training, data center professional certification, center professional, sertifikasi information system information system auditor certification, and others. auditor, dan lainnya. 2. Program Sertifikasi meliputi Program Sertifikasi di 2. Certification Programs include Certification Programs bidang Human Capital, K3, konstruksi, internal audit, in the fields of Human Capital, K3, construction, risiko, IT, data center, legal, GRC, pemberdayaan internal audit, risk, IT, data centers, legal, GRC, masyarakat, sustainability, public private partnership community empowerment, sustainability, public-private (PPP), marketing, dan bidang procurement. partnerships (PPP), marketing, and procurement. 3. Program pelatihan dan sertifikasi baik bagi organ 3. Training and certification programs for risk management pengelola risiko maupun risk owner, risk officer dan bodies, as well as risk owners, risk officers, and risk risk assesor di induk maupun anak Perusahaan sebagai assessors at the parent company and subsidiaries, as bentuk komitmen untuk meningkatkan kapabilitas di a form of commitment to improving capabilities in the bidang risiko. Program ini bertujuan untuk memastikan field of risk. This program aims to ensure effective tata kelola yang efektif dan mendukung pencapaian governance and support the achievement of growing kebutuhan bisnis yang terus berkembang, sekaligus business needs, while strengthening the Company’s memperkuat daya saing Perseroan secara berkelanjutan. competitiveness sustainably. 436 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
4. Program JM Talk dan Webinar dengan peserta internal 4. JM Talk and Webinar programs with internal and external
maupun eksternal Perseroan yang mengundang participants of the Company, inviting reliable speakers
Narasumber handal di bidangnya yang dilakukan secara in their fields, conducted online or hybrid with online
online maupun hybrid dengan pengelolaan online system system management from JMLI’s internal Studio. During
dari internal/studio JMLI. Selama periode Inhouse Tahun the 2025 In-house period, 189 webinar events were
2025 ini telah dilaksanakan sebanyak 189 event webinar held, attended by 10,385 people.
yang diikuti oleh 10.385 orang.
5. Program Workshop, Coaching, dan Final Presentation 5. The Business Innovation Workshop, Coaching, and
Business Innovation diikuti oleh para leader dari berbagai Final Presentation program is attended by leaders
unit dan Anak Perusahaan. Program ini bertujuan from various units and subsidiaries. The program aims
untuk merumuskan ide-ide inovasi di bidang usaha to formulate innovative ideas in other business fields
lain (non-tol) yang berpotensi diimplementasikan pada (non-toll) that have the potential to be implemented
tingkat korporasi, guna mendukung pencapaian target at the corporate level, to support the achievement of
akselerasi pendapatan di luar bisnis inti Perseroan. revenue acceleration targets outside the Company’s
core business.
6. Sebagai upaya memperluas wawasan global dan 6. In an effort to broaden global perspectives and
memperkuat kompetensi karyawan, Jasa Marga strengthen employee competencies, Jasa Marga
melaksanakan program Global Learning melalui implements the Global Learning program through
pendekatan Immersive Learning Experience dan webinar an Immersive Learning Experience approach and
tematik. Program ini dirancang untuk memberikan thematic webinars. This program is designed to provide
pemahaman dan pengalaman bisnis internasional international business understanding and experience
melalui rangkaian kegiatan On-Campus Sessions, through a series of On-Campus Sessions, Company
Company Visit & Excursion, Expert Talks, serta webinar Visits & Excursions, Expert Talks, and webinars on the
bertema Fostering Global Business Awareness and themes of Fostering Global Business Awareness and
Insight dan Infrastructure Outlook 2026: Trends, Risks, Insight and Infrastructure Outlook 2026: Trends, Risks,
and Opportunities yang diselenggarakan bekerja and Opportunities, held in collaboration with SBM ITB.
sama dengan SBM ITB. Melalui inisiatif ini, Perseroan Through this initiative, the Company encourages the
mendorong pengembangan global mindset, peningkatan development of a global mindset, increased strategic
wawasan strategis, serta penguatan budaya inovasi di insight, and a stronger culture of innovation in the
lingkungan kerja. workplace.
7. Perseroan juga mendorong budaya belajar mandiri 7. The company also encourages a culture of independent
melalui platform LinkedIn Learning, yang memungkinkan learning through the LinkedIn Learning platform, which
karyawan mengakses materi pembelajaran secara allows employees to access learning materials flexibly
fleksibel kapan pun dan di mana pun. Inisiatif ini anytime and anywhere. This initiative strengthens the
memperkuat global mindset dan digital mindset employees’ global mindset and digital mindset, in line
karyawan, sejalan dengan komitmen Perseroan dalam with the company’s commitment to developing superior
membentuk talenta unggul yang adaptif terhadap talent that is adaptive to technological developments
perkembangan teknologi dan dinamika global. and global dynamics.
8. Program pengembangan kepemimpinan (leadership) 8. A leadership development program designed to develop
yang dirancang untuk mengembangkan kompetensi strategic competencies, leadership vision, and high-
strategis, visi kepemimpinan, dan kemampuan manajerial level managerial skills, to create future leaders who are
tingkat tinggi, guna menciptakan pemimpin masa depan ready to support transformation and sustainable growth
yang siap mendukung transformasi dan pertumbuhan within the Company. In addition, this leadership program
berkelanjutan di lingkungan Perseroan. Selain itu, also collaborates with Danantara’s leadership program,
program leadership ini juga bekerja sama dengan which aims to prepare future leaders by targeting the
program leadership dari Danantara yang bertujuan development of the competencies of the Company’s top
untuk menyiapkan kader pemimpin masa depan, dengan talents. This program focuses on global business with
menyasar pada pengembangan kompetensi para top expertise from Cornell University.
talent yang ada di Perseroan. Program ini bertemakan
global business dengan expertise yang berasal dari
Cornell University.
9. Program Employee Wellbeing yang dirancang 9. The Employee Wellbeing program is designed to support
untuk mendukung kesejahteraan karyawan melalui employee wellbeing through learning and webinars that
pembelajaran dan webinar yang membahas berbagai discuss various important topics, such as mental health,
topik penting, seperti kesehatan mental, keseimbangan work-life balance, and financial literacy. This program not
kerja-hidup, dan literasi keuangan. Program ini tidak only improves the quality of life of employees, but also
hanya meningkatkan kualitas hidup karyawan, tetapi juga encourages the creation of a productive and harmonious
mendorong terciptanya lingkungan kerja yang produktif work environment, so that employees can give their best
dan harmonis, sehingga karyawan dapat memberikan contribution to the Company.
kontribusi terbaiknya untuk Perseroan.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
10. Partisipasi dalam Konferensi Internasional yang 10. Participation in international conferences is one of the
menjadi salah satu langkah strategis Perseroan Company’s strategic steps in building a global mindset
dalam membangun global mindset karyawan, di mana among employees, where they act as speakers at
mereka berperan sebagai pembicara di forum global. global forums. Employees then share their knowledge
Selanjutnya, karyawan melakukan knowledge sharing through sharing sessions, so that the knowledge gained
melalui program sharing session, sehingga pengetahuan can provide broad benefits and support competency
yang diperoleh dapat memberikan manfaat luas dan improvement for all employees.
mendukung peningkatan kompetensi kepada seluruh
karyawan.
11. Program Human Capital Sharing Session biasa disebut 11. The Human Capital Sharing Session programme,
Ngobrol Santai Human Capital (Ngobras HC) merupakan commonly known as Ngobrol Santai Human Capital
program sharing, collaborating, brainstorming terkait (Ngobras HC), is a programme for sharing, collaborating
Human Capital antar pengelola Human Capital maupun and brainstorming on human capital issues between
Roadster Jasa Marga. human capital managers and Jasa Marga Roadsters.
12. Program Learning Journey Management Trainee yang 12. The Learning Journey Management Trainee Program
terdiri dari 3 tahap yaitu: consists of 3 stages, namely:
a. Basic Character Building Lap berupa pelatihan a. Basic Character Building Lap in the form of
Kejasamargaan dan Board of Director (BOD) Sharing Cooperation and Board of Director (BOD) Sharing
Session, Pendidikan Karakter dan Bela Negara, Session training, Character Education and National
Program Digital Talent & Design Thinking, dan Defense, Digital Talent & Design Thinking Program,
Program Persuasive Communicator. and Persuasive Communicator Program.
b. Business Process Lap yakni dengan memberikan b. Business Process Lap, which provides on-the-job
kesempatan on the job training di 3 lokasi training opportunities at 3 placement locations and
penempatan dan diberikan individual project individual project assignments, creating storytelling
assignment, membuat story telling pengalaman di experiences at Jasa Marga through LinkedIn,
Jasa Marga melalui LinkedIn, coaching & counselling, coaching & counseling, value & competency
penilaian tata nilai & kompetensi, serta satgas assessment, and the Lebaran/Christmas and New
Lebaran/Natal & Tahun Baru. Year task force.
c. Final Lap, berupa penilaian terhadap Handout & c. Final Lap, which consists of assessments of
Video Learning Task, TJSL Project, Group Innovation, handouts & video learning tasks, TJSL projects, group
Final Presentation, dan Graduation. innovation, final presentations, and graduation.
d. Pada tahap ini, terdapat 15 Peserta dari Rekrutmen d. At this stage, there are 15 participants from the
Campus Hiring yang telah dinyatakan lulus per Campus Hiring Recruitment who have passed as of
tanggal 1 September 2025 dan 39 peserta dari September 1, 2025, and 39 participants from the
Rekrutmen Bersama BUMN mulai menjalani Learning Joint BUMN Recruitment who have been undergoing
Journey Management Trainee sejak tanggal 11 the Management Trainee Learning Journey since
Agustus 2025 dan saat ini sedang mengikuti kegiatan August 11, 2025, and are currently participating in
di tahap On the Job Training Lap 3. activities in the On-the-Job Training Lap 3 stage.
13. Program Pengembangan Inovasi dalam rangka Persiapan 13. Innovation Development Program in preparation for
Kompetisi Nasional dan Konferensi Internasional National Competitions and International Conferences
diantaranya adalah sebagai berikut: includes the following:
a. Tim Terbaik Jasa Marga Innovation Competition a. The Best Team of Jasa Marga Innovation Competition
berkesempatan untuk ikut serta dalam Kompetisi has the opportunity to participate in the National
Nasional Temu Karya Mutu dan Produktivitas Quality and Productivity Competition (TKMPN) and
Nasional (TKMPN) dan Indonesian Conference & Indonesian Conference & Competition Occupational
Competition Occupational Safety & Health (ICC- Safety & Health (ICC-OSH).
OSH).
b. Predikat tertinggi dari Kompetisi Nasional TKMPN b. The highest-ranking teams from the TKMPN and
maupun ICC-OSH berkesempatan untuk ikut serta ICC-OSH National Competitions will have the
dalam Konferensi Internasional Asian Productivity opportunity to participate in the Asian Productivity
Quality Organization (APQO). Quality Organisation International Conference
(APQO).
c. Program pengembangan inovasi terdiri dari Pelatihan c. The innovation development programme consists
Penulisan dan Penyusunan Makalah dan Pelatihan of Training in Writing and Compiling Papers and
Pitching Deck & Presentation bertujuan untuk Training in Pitching Decks & Presentations, which
meningkatkan kualitas substansi dan dokumentasi aim to improve the quality of innovation substance
inovasi sesuai standar kompetisi nasional dan and documentation in accordance with national
internasional, serta memperkuat kemampuan tim and international competition standards, as well as
dalam menyampaikan hasil inovasi secara persuasif strengthening the team’s ability to convey innovation
dan kompetitif guna mempresentasikan Perusahaan results in a persuasive and competitive manner in
secara optimal. order to present the Company optimally.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Jumlah Pelatihan Karyawan Perseroan
Table of Training for Company Employees
Uraian
Description BOD-1 BOD-2 BOD-3 BOD-4
Triwulan 1
37 42 38 45
First Quarter
Triwulan 2
42 54 60 51
Second Quarter
Triwulan 3
54 78 72 74
Third Quarter
Triwulan 4
52 84 92 85
Fourth Quarter
Total 185 258 262 255
Mengingat human capital berperan penting bagi Perseroan Recognizing that human capital play a crucial role in
untuk mewujudkan visi dan misinya, maka Perseroan enabling the Company to achieve its vision and mission,
menjadikan pengembangan kompetensi sebagai salah the Company has made competency development one
satu prioritas utama untuk memastikan karyawan memiliki of its top priorities to ensure employees possess relevant
keahlian yang relevan dan siap menghadapi dinamika skills and are prepared to address the dynamic challenges
tantangan bisnis. Selain melalui pengembangan kompetensi of the business environment. In addition to competency
melalui pelatihan, webinar, dan sertifikasi, Perseroan juga development through training, webinars, and certification,
secara konsisten melakukan pengembangan talenta dengan the Company consistently develops talent by providing
memberikan Program Beasiswa Internal maupun Beasiswa Internal Scholarship Programs and External Scholarships for
Eksternal untuk pendidikan Magister (S2) dan Doktor (S3), Master’s (S2) and Doctoral (S3) degrees in fields of study
dengan jurusan studi yang berkaitan dengan proses bisnis related to the Company’s business processes and strategic
dan arahan strategis Perseroan. direction.
Perseroan memberikan kesempatan kepada karyawan untuk The Company provides opportunities for employees to
memperoleh pendidikan S2 di dalam negeri pada beberapa obtain master’s degrees domestically at several universities,
Universitas seperti Universitas Indonesia, Universitas such as the University of Indonesia, Gadjah Mada University,
Gadjah Mada, serta Sekolah Bisnis dan Manajemen Institut and the Bandung Institute of Technology School of Business
Teknologi Bandung. Perseroan juga bekerja sama dengan and Management. The Company also collaborates with
Kementerian PUPR untuk melaksanakan program Beasiswa the Ministry of PWH to implement the Super Specialist
Super Spesialis Teknik (Institut Teknologi Bandung dan Scholarship program for Engineering (Bandung Institute of
Institut Teknologi Sepuluh Nopember) dan Non Teknik Technology and Sepuluh Nopember Institute of Technology)
(Universitas Indonesia). and Non-Engineering (University of Indonesia).
Sementara, Beasiswa Internal Luar Negeri secara khusus Meanwhile, the Internal Overseas Scholarship is specifically
ditujukan bagi Roadster yang terpilih untuk melanjutkan intended for selected Roadsters to continue their education at
pendidikan di universitas/perguruan tinggi yang memiliki universities/colleges with the best global rankings, to ensure
peringkat terbaik dunia, guna memastikan kualitas optimal education quality at the global level. In addition,
pendidikan yang optimal di tingkat global. Selain itu, the Company encourages Roadsters to apply for external
Perseroan juga menggiatkan para Roadster mendaftar overseas scholarships provided by various independent
beasiswa eksternal luar negeri yang disediakan oleh berbagai institutions outside the Company. The Company believes
lembaga independen di luar Perseroan. Perseroan meyakini that all forms of scholarship programs can prepare the best
seluruh bentuk program beasiswa dapat mempersiapkan individuals to strengthen the Company’s competitiveness.
individu terbaik guna memperkokoh keandalan Perseroan.
Peningkatan Kapabilitas Human Capital Improving Human Capital Capabilities
Jasa Marga secara konsisten melakukan pengembangan Jasa Marga consistently develops the competencies and
kompetensi dan meningkatkan kapabilitas karyawan yang capabilities of its employees in line with current and future
dimiliki sesuai dengan kebutuhan bisnis saat ini maupun business needs. Competency development at the Company
di masa yang akan datang. Pengembangan kompetensi also serves as a bridge to bridge the generation gap and
di Perseroan juga menjadi jembatan untuk memenuhi gap prepare for management succession. The Company
generasi dan menyiapkan suksesi manajemen. Perseroan provides equal opportunities for all employees to participate
memberikan kesempatan yang setara pada setiap karyawan in training and human capital development programs,
untuk mengikuti program pelatihan dan pengembangan regardless of gender, race, or religion.
Human Capital, tanpa memperhatikan jenis kelamin, ras,
dan agama.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Perseroan memiliki unit bernama Jasa Marga Learning The Company has a unit called Jasa Marga Learning
Institute (JLI) yang bertanggung jawab dalam mengelola Institute (JLI), which is responsible for managing
program pengembangan kompetensi karyawan. Kemajuan employee competency development programs. JLI adapts
teknologi diadaptasi oleh JLI dalam memfasilitasi technological advances to facilitate digital learning and
pembelajaran dan pengembangan secara digital melalui development through personalized and customized training
konsep pelatihan yang personalized dan customized, multi concepts, multi-access, and micro learning (byte-sized)
akses, serta micro learning (byte sized) yang difasilitasi oleh facilitated by the Human Capital Management Integrated
Human Capital Management Integrated System, yaitu JM System, namely JM Click. This app has multiple features
Click. Aplikasi ini memiliki multifitur yang terintegrasi dengan that are integrated with employee administration features
fitur administrasi karyawan seperti pengajuan cuti, lembur, such as leave requests, overtime, attendance, e-SPT,
absensi, e-SPT, e-Slip, Employee Development Plan (EDP), e-Slip, Employee Development Plan (EDP), and Jasa Marga
dan Jasa Marga Performance Development (JMPD). Performance Development (JMPD).
Aplikasi JM Click terus diperkuat dan dikembangkan untuk The JM Click app continues to be improved and developed
mendukung konsep lifelong learning dengan menyediakan to support the concept of lifelong learning by providing easy,
akses yang mudah, fleksibel, dan berkelanjutan bagi flexible, and sustainable access for employees to expand
karyawan untuk memperluas pengetahuan serta their knowledge and skills anytime and anywhere. Through
keterampilan mereka kapan saja dan di mana saja. Melalui this platform, employees can take advantage of various
platform ini, karyawan dapat memanfaatkan berbagai modul digital learning modules, interactive training, and materials
pembelajaran digital, pelatihan interaktif, dan materi yang relevant to their business and personal development needs,
relevan dengan kebutuhan bisnis maupun pengembangan thereby creating an innovative and adaptive learning culture
pribadi mereka, sehingga tercipta budaya pembelajaran in the work environment.
yang inovatif dan adaptif di lingkungan kerja.
Prioritas penyelenggaraan pelatihan yang dilakukan The Company’s training priorities are divided into 3 (three)
Perseroan dibagi menjadi 3 (tiga) Learning Program, yang Learning Programs, which include:
meliputi:
1. Primary Program terkait digital capabilities dan business 1. Primary Program related to digital capabilities and
acumen capabilities. business acumen capabilities.
2. Booster Program yang terdiri dari program beasiswa, 2. Booster Program consisting of scholarship programs,
coaching dan mentoring, JM Preneurship, enhancing JM coaching and mentoring, JM Preneurship, enhancing JM
Click, dan Jet Roadster Program. Click, and Jet Roadster Program.
3. Improvement Program untuk peningkatan kompetensi 3. Improvement Program for competency enhancement
yang selaras dengan sasaran bisnis yang sesuai dengan aligned with business objectives in line with the five JLI
5 akademi pembelajaran JLI. learning academies.
Selain itu, JLI juga menyelenggarakan JM Talk Series yang Additionally, JLI also organizes the JM Talk Series, a webinar
merupakan program webinar dengan pembicara dari internal program featuring speakers from within and outside the
dan eksternal Perseroan. Pada tahun 2025, telah dilakukan Company. In 2025, 16 JM Talk activities were held with
16 kegiatan JM Talk dengan konten webinar series berfokus webinar series content focusing on the competencies of the
pada kompetensi 5 akademi yang dimiliki JLI, yaitu: 5 academies owned by JLI, namely:
1. Project Development Academy. 1. Project Development Academy.
2. Operational Services Academy. 2. Operational Services Academy.
3. Technological Innovation Academy. 3. Technological Innovation Academy.
4. Business Support Academy. 4. Business Support Academy.
5. Leadership Development Academy. 5. Leadership Development Academy.
Program-program pembelajaran yang dijalankan Perseroan The learning programs implemented by the Company are not
tidak hanya bertujuan untuk meningkatkan kompetensi only aimed at improving employee competencies, but also
karyawan, tetapi juga sejalan dengan komitmen terhadap in line with its commitment to the pillars of Environmental,
pilar Environmental, Social, and Governance (ESG). Dalam Social, and Governance (ESG). In the social aspect, the
aspek sosial, Perseroan berupaya menciptakan lingkungan Company strives to create an inclusive work environment
kerja inklusif yang mendukung pertumbuhan profesional that supports professional growth and employee welfare
dan kesejahteraan karyawan melalui berbagai program through various development programs. In addition, the
pengembangan. Selain itu, fokus pada pengembangan focus on developing digital and leadership competencies
kompetensi digital dan kepemimpinan juga mendukung supports sustainable business transformation, while risk
transformasi bisnis yang berkelanjutan, sementara sertifikasi and governance certification ensures that every learning
risiko dan tata kelola memastikan bahwa setiap inisiatif initiative is carried out in accordance with good governance
pembelajaran berjalan sesuai dengan prinsip tata kelola principles. This demonstrates the Company’s tangible
yang baik. Hal ini menunjukkan kontribusi nyata Perseroan contribution to supporting sustainable development goals
dalam mendukung tujuan pembangunan berkelanjutan through the empowerment of resilient and integrity-driven
melalui pemberdayaan human capital yang tangguh dan human capital.
berintegritas.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Sebagai bagian dari implementasi roadmap ESG Jasa As part of the implementation of Jasa Marga’s ESG roadmap,
Marga, Perseroan menyelenggarakan berbagai program the Company organizes various training and certification
pelatihan dan sertifikasi, baik secara inhouse maupun programs, both in-house and public training, including
public training, antara lain Certified Sustainability Reporting Certified Sustainability Reporting Specialist, Knowledge
Specialist, Knowledge Management Forum in Sustainability, Management Forum in Sustainability, Certificate in
Certificate in Climate Finance (CertCF), Seminar ICSO Climate Finance (CertCF), ICSO 2025 Seminar: Advancing
2025: Advancing Indonesia’s Green Economy, Program Indonesia’s Green Economy, ESG Value Implementation
Implementasi Nilai ESG, serta Sustainability Series. Selain Program, and Sustainability Series. In addition, the Company
itu, Perseroan juga melaksanakan pelatihan persiapan purna conducts retirement preparation training for employees
bhakti bagi karyawan yang akan memasuki masa pensiun, who are about to enter retirement, to help them prepare
guna membantu mereka mempersiapkan diri secara mental, mentally, physically, and financially. This initiative is in line
fisik, dan finansial. Inisiatif ini sejalan dengan komitmen with the Company’s commitment to applying ESG principles,
Perseroan dalam penerapan prinsip ESG, khususnya pada particularly in the social aspect that focuses on improving
aspek sosial yang berfokus pada peningkatan kesejahteraan employee welfare and long-term sustainability.
karyawan dan keberlanjutan jangka panjang.
Pengelolaan Kinerja
Performance Management
Dalam rangka mewujudkan visi dan misi Perseroan serta To realize the Company's vision and mission and to execute
untuk menjalankan strategi bisnis, Jasa Marga menyusun its business strategy, Jasa Marga has developed a unit
kebijakan penilaian kinerja unit yang bertujuan memastikan performance assessment policy that aims to ensure the
tercapainya target kinerja sesuai Key Performance Indicator achievement of performance targets in accordance with Key
(KPI) dan untuk mendorong unit kerja meningkatkan Performance Indicators (KPIs) and to encourage work units
kinerjanya dengan melakukan disruptive innovation. to improve their performance by implementing disruptive
Kebijakan ini tertuang dalam Keputusan Direksi No. 24/ innovation. This policy is outlined in Board of Directors
KPTS/2023 tentang Jasa Marga Performance Management Decree No. 24/KPTS/2023 on Jasa Marga Performance
(JMPM), yaitu sistem yang dilaksanakan oleh Jasa Marga Management (JMPM), which is a system implemented by
untuk merencanakan, mengorganisir dan mengevaluasi Jasa Marga to plan, organize, and evaluate the performance
kinerja unit satu tingkat di bawah Direksi. Performance of units one level below the Board of Directors. Performance
Management merupakan penggabungan dari Unit Result Management combines Unit Result and Unit Process,
dan Unit Process, yang menghasilkan Unit Performance resulting in Unit Performance classifications of Exceed
dengan klasifikasi yang terdiri dari Exceed Expectation, Expectation, Meet Expectation, and Below Expectation.
Meet Expectation, dan Below Expectation.
Gambar Kriteria Penilaian Kinerja Unit berdasarkan Hasil dan Proses
Diagram of Unit Performance Assessment Criteria based on Results and Processes
Result
Exceed
R1 Expectation
R2
Exceed Expectation
Meet
R3 Expectation Meet Expectation
Below Expectation
Below
R4
Expectation
R5
Process
Borrow from Status Quo On Going Disruptive
the Future Improvement Innovation
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Perseroan juga telah menerapkan penilaian kinerja karyawan The Company has also implemented an integrated
(individual performance) yang terintegrasi dengan sistem employee performance appraisal system that is linked to
pengelolaan talent dan remunerasi. Pengelolaan kinerja its talent management and remuneration systems. This
tersebut diatur dalam kebijakan Jasa Marga Performance performance management system is regulated by the
Development (JMPD) yang ditetapkan berdasarkan Surat Jasa Marga Performance Development (JMPD) policy,
Keputusan Direksi Nomor: 17/KPTS/2024 tanggal 29 Februari which was established based on Board of Directors Decree
2024 tentang Jasa Marga Performance Development. No. 17/KPTS/2024 dated February 29, 2024, on Jasa
JMPD merupakan sistem pengembangan kinerja untuk Marga Performance Development. JMPD is a performance
individu yang bertujuan mengklarifikasi dan menyelaraskan development system for individuals that aims to clarify and
ekspektasi antara atasan dan karyawan serta untuk align expectations between supervisors and employees and
meningkatkan kinerja karyawan secara berkelanjutan to improve employee performance on an ongoing basis by
dengan pemberian umpan balik rutin bagi karyawan. providing regular feedback to employees.
Sistem JMPD meliputi pengembangan dan penilaian hasil The JMPD system includes the development and
kinerja (result) individu serta penilaian kesesuaian perilaku assessment of individual performance results as well as the
kerja (behaviour) karyawan dengan tata nilai Perseroan. assessment of the alignment of employee work behavior
Hasil penilaian dari JMPD diklasifikasikan menjadi 5 (lima) with the Company’s values. The JMPD assessment results
predikat dan menjadi pertimbangan pada penentuan talent are classified into 5 (five) categories and are considered in
classification, total reward, dan pengembangan karir determining talent classification, total reward, and career
karyawan. development for employees.
Gambar Kriteria Penilaian Kinerja Individu berdasarkan Hasil dan Perilaku
Diagram of Individual Performance Assessment Criteria Based on Results and Behavior
Result
R1 Exceptional
Exceed
R2
Expectation Exceptional
Exceed Expectation
Meet
R3 Expectation Meet Expectation
Below Expectation
Below
R4 Expectation Unsatisfactory
R5 Unsatisfactory
Behavior
Needs Good Role Guardian
Improvement Model
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Kesejahteraan Karyawan
Employee Welfare
Kesejahteraan karyawan merupakan salah satu hak yang Employee welfare is one of the rights that must be
wajib dipenuhi oleh Perseroan, salah satunya dipenuhi fulfilled by the Company, one of which is fulfilled through
oleh remunerasi atau kompensasi yang memadai. Selain adequate remuneration or compensation. In addition to
meningkatkan keterikatan karyawan, pemberian remunerasi increasing employee engagement, providing commensurate
yang sepadan juga dinilai dapat mendukung kemajuan remuneration is considered to support the Company's
Perseroan karena setiap karyawan diharapkan bekerja progress because each employee is expected to work
optimal untuk mendukung pencapaian target Perseroan. optimally to support the achievement of the Company's
targets.
Remunerasi Remuneration
Jasa Marga memberikan total reward yang menarik bagi Jasa Marga provides attractive total rewards for prospective
calon karyawan (attract), memotivasi karyawan untuk employees, motivates employees to improve their capacity
meningkatkan kapasitas dan kinerjanya (motivate) dan and performance, and retains employee engagement. Based
memelihara keterikatan karyawan (retain). Berdasarkan on its philosophy, the rewards for employees are provided in
filosofinya, maka reward untuk karyawan diberikan dalam the following forms:
bentuk sebagai berikut:
1. Foundational Reward yaitu komponen penghargaan 1. Foundational Reward, which is a reward component in
berupa penghasilan tetap yang diterima karyawan the form of a fixed income received by employees based
berdasarkan jabatan dan atribut personalnya (person on their position and personal attributes (person value);
value);
2. Motivational Reward yaitu komponen penghargaan yang 2. Motivational Reward is a reward component given to
diberikan sebagai upaya untuk meningkatkan motivasi increase motivation in performance;
dalam berkinerja;
3. Benefit & Allowances yaitu komponen penghargaan yang 3. Benefit & Allowances is a reward component provided to
diberikan sebagai upaya untuk memberikan kenyamanan ensure employee comfort;
bagi karyawan;
4. Working Environment yaitu komponen penghargaan 4. Working Environment is a reward component in the
berupa kondisi dimana seseorang bekerja, yang form of working conditions, which are influenced by the
dipengaruhi oleh lingkungan fisik, sosial, dan/psikologis; physical, social, and/or psychological environment; and
dan
5. Growth Opportunity yaitu penghargaan berupa 5. Growth Opportunity is a reward in the form of an
kesempatan yang diberikan kepada karyawan untuk opportunity given to employees to develop their
dapat mengembangkan potensi dan kariernya. potential and career.
Total reward karyawan diatur dalam Keputusan Direksi Employee total rewards are regulated in the Board of
No. 110/KPTS/2019 tentang Sistem Total Reward Karyawan. Directors Decree No. 110/KPTS/2019 on the Employee Total
Perseroan secara berkala mengevaluasi besaran remunerasi Reward System. The Company periodically evaluates the
yang diberikan kepada karyawan dengan melakukan fine amount of remuneration given to employees by fine-tuning
tuning terhadap reward dengan mempertimbangkan kinerja rewards, taking into account the Company’s performance,
Perseroan, kondisi pasar, dan nilai inflasi pada tahun berjalan. market conditions, and inflation rates for the current year.
Hal ini sebagaimana tertuang dalam Surat Keputusan Direksi This is as stated in Board of Directors Decree No. 37/
No. 37/KPTS/2025 tanggal 14 April 2025. KPTS/2025 dated April 14, 2025.
Selain itu, pemberian motivational reward karyawan tidak Additionally, the granting of motivational rewards to
hanya berdasarkan capaian kinerja karyawan (JMPD) saja employees is not only based on employee performance
tetapi juga berdasarkan capaian kinerja unit kerja (JMPM), achievements (JMPD) but also on work unit performance
sehingga karyawan diharapkan termotivasi dalam mencapai achievements (JMPM), so that employees are expected
KPI unit kerjanya. Implementasi konsep ini sebagaimana to be motivated in achieving their work unit KPIs. The
tertuang dalam Keputusan Direksi PT Jasa Marga (Persero) implementation of this concept is as stated in the Board
Tbk Nomor: 33/KPTS/2025 tanggal 20 Maret 2025 tentang of Directors Decree of PT Jasa Marga (Persero) Tbk
Pemberian Motivational Reward Tahun Buku 2024. No. 33/KPTS/2025 dated March 20, 2025, on the Provision
of Motivational Rewards for the 2024 Fiscal Year.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Fasilitas dan Benefit Facilities and Benefits
Selain memberikan remunerasi yang layak, Perseroan juga In addition to providing fair remuneration, the Company also
memberikan berbagai jenis fasilitas dan benefit kepada offers various types of facilities and benefits to employees
karyawan untuk menunjang kesejahteraan karyawan. to support their well-being. The provision of these facilities
Pemberian fasilitas dan benefit tersebut dibedakan menurut and benefits is differentiated according to employee status.
status karyawan.
Tabel Fasilitas dan Benefit Karyawan
Table of Employee Facilities and Benefits
Karyawan Tidak
Jenis Fasilitas dan Benefit Karyawan Tetap
Tetap
Facility and Benefit Type Permanent Trainee
Non-Permanent
Employees
Employees
Seragam Dinas
Official Uniform
Pakaian Olah Raga
Sports Apparel
Cuti
Leaves
Rekreasi
Recreation
Jaminan Kesehatan Perseroan
Company Health Insurance
Pinjaman Karyawan (Uang Muka Rumah, Renovasi Rumah,
Multiguna, Pendidikan, Pembelian Kredit)
Employee Loans (Mortgage Down Payment, House Renovation,
Multifinance, Education, Credit Purchase)
Asuransi BPJS Kesehatan
BPJS Kesehatan Insurance
Asuransi BPJS Ketenagakerjaan Program JKK & JMK
JKK & JMK Programs in BPJS Ketenagakerjaan Insurance
Asuransi BPJS Ketenagakerjaan Program JHT & JP
JHT & JP Programs in BPJS Ketenagakerjaan Insurance
Asuransi Purna Karya (Pasca Kerja)
Post-Employment Insurance
Dana Pensiun PPMP/PPIP (Pasca Kerja)
PPMP/PPIP Pension Fund (Post-Employment)
Kartu Dinas akses PP ke Tempat Tinggal (bagi yang memiliki
kendaraan roda 4)
Official Card for PP access to Residence (for those with a
4-wheeled vehicle)
Perjalanan Dinas
Business Trip
Beasiswa
Scholarship
Pelatihan
Training
Program Konseling (Rosela)
Counseling Program (Rosela)
Fasilitas Daycare (Travoy Kids)
Daycare Facility (Travoy Kids)
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Program Pasca Kerja
Post-Employment Program
Untuk memberikan kepastian kesejahteraan karyawan To ensure the welfare of employees after the end of their
setelah berakhirnya masa kerja, Jasa Marga memberikan employment period, Jasa Marga provides benefits to
manfaat kepada karyawan yang telah mencapai usia pensiun. employees who have reached retirement age. The post-
Program pasca kerja yang diberikan kepada karyawan employment programs provided to employees are divided
terbagi menjadi 2 (dua) yaitu yang bersifat mandatory dari into 2 (two) categories: mandatory programs from the
Kementerian Ketenagakerjaan yaitu Program Jaminan Hari Ministry of Manpower, i.e., the Old Age Security Program and
Tua dan Jaminan Pensiun. Sedangkan yang bersifat internal the Pension Security Program; and internal programs from
dari Perseroan terdiri dari Program Pensiun Manfaat Pasti the Company, consisting of the Defined Benefit Pension
(PPMP), Program Pensiun Iuran Pasti (PPIP), Program Purna Program (PPMP), the Defined Contribution Pension Program
Karya dan Jaminan Kesehatan dari Perseroan. (PPIP), the Retirement Program, and Health Insurance from
the Company.
Program yang bersifat mandatory dilaksanakan berdasarkan The mandatory post-employment program is implemented
UU No. 40 Tahun 2004 tentang Sistem Jaminan Sosial based on Law No. 40 of 2004 on the National Social Security
Nasional, PP No. 45 tahun 2015 tentang Jaminan Pensiun dan System, Government Regulation No. 45 of 2015 on Pension
PP No. 46 tahun 2015 dengan perubahannya No. 60 tahun Insurance, and Government Regulation No. 46 of 2015
2015 tentang Jaminan Hari Tua. Sedangkan pelaksanaan with its amendment No. 60 of 2015 on Old Age Insurance.
program pasca kerja yang bersifat internal diatur dalam Meanwhile, the implementation of internal post-employment
Peraturan Perseroan. Adapun penjelasan mengenai masing- programs is regulated in the Company's regulations. The
masing program pasca kerja yang dilaksanakan di Jasa following is an explanation of each post-employment
Marga adalah sebagai berikut: program implemented at Jasa Marga:
1. Program Pensiun Manfaat Pasti (PPMP) dan Program 1. Defined Benefit Pension Program (PPMP) and Defined
Pensiun Iuran Pasti (PPIP) Contribution Pension Program (PPIP)
PPMP diselenggarakan oleh Dana Pensiun Jasa Marga The PPMP is administered by the Jasa Marga Pension
(DPJM) yang didirikan oleh Perseroan. PPMP diikuti oleh Fund (DPJM), which the Company established. The
karyawan yang mulai bekerja di Perseroan sebelum PPMP is for employees who started working at the
1 Juli 2012. Sedangkan PPIP diselenggarakan oleh Dana Company before July 1, 2012. Meanwhile, the PPIP is
Pensiun Lembaga Keuangan (DPLK) dan diikuti oleh administered by the Financial Institution Pension Fund
karyawan yang mulai bekerja di Perseroan sejak tanggal (DPLK) and is for employees who started working at the
1 Juli 2012. Company on or after July 1, 2012.
2. Program Purna Karya 2. Retirement Program
Program ini diberikan kepada karyawan dengan manfaat This program provides benefits to employees who
ketika berhenti pada usia pensiun normal akan mendapat retire at the normal retirement age, receiving 24 times
24 x Penghasilan Dasar Asuransi (PhDA), sedangkan the Basic Insurance Income (PhDA), while employees
karyawan yang berhenti sebelum usia pensiun normal who retire before the normal retirement age will receive
akan mendapatkan manfaat proporsional sesuai proportional benefits in accordance with the Company's
peraturan Perseroan. regulations.
3. Program Jaminan Hari Tua (JHT) dan Jaminan Pensiun 3. Old Age Insurance Program (JHT) and BPJS
BPJS Ketenagakerjaan Ketenagakerjaan Pension Program
Perseroan mengikutsertakan seluruh karyawan pada The Company enrolls all employees in the BPJS
program Jaminan Hari Tua dan Jaminan Pensiun BPJS Ketenagakerjaan Old Age Insurance and Pension
Ketenagakerjaan. Dasar perhitungan iuran JHT dihitung Security programs. The basis for calculating JHT
dari penghasilan yang proporsinya dibayar sebesar 2% contributions is calculated from income, with 2% paid
oleh karyawan dan 3,7% oleh Perseroan, sedangkan by employees and 3.7% by the Company, while pension
perhitungan iuran Jaminan Pensiun dihitung dari security contributions are calculated from income, with
penghasilan dengan proporsi 1% oleh karyawan dan 2% 1% paid by employees and 2% by the Company.
oleh Perseroan.
4. Program Jaminan Kesehatan Pensiunan dan Keluarga 4. Retiree and Family Health Insurance Program
Manfaat jaminan kesehatan berupa manfaat dalam Health insurance benefits are in the form of health
bentuk fasilitas kesehatan yang diberikan Perseroan facilities provided by the Company in the form of
berupa bantuan biaya untuk menjaga dan memelihara financial assistance to maintain the health of retirees
kesehatan pensiunan beserta keluarganya. and their families.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 445
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Di tahun 2025, Perseroan melaksanakan program strategis In 2025, the Company implemented a strategic program
untuk mendukung karyawan yang mendekati masa to support employees approaching retirement through
purnabakti melalui JM Preneurship, yang merupakan JM Preneurship, which is a digital-based training program
program pelatihan berbasis digital yang fokus pada focused on developing entrepreneurial skills, designed for
pengembangan keterampilan kewirausahaan, dirancang employees who are interested in pursuing a "second career"
untuk karyawan yang berminat menjalani “second career” after retirement as entrepreneurs. In addition, the Company
setelah pensiun sebagai wirausaha. Selain itu, Perseroan organizes Retirement Training by providing comprehensive
juga menyelenggarakan Pelatihan Purnabhakti dengan guidance, covering mental, emotional, and practical skills,
memberikan pembekalan menyeluruh, mencakup aspek to help employees face retirement with readiness and
mental, emosional, dan keterampilan praktis, guna confidence. Through this Retirement Preparation Program,
membantu karyawan menghadapi masa pensiun dengan the Company is committed to supporting employees in
kesiapan dan kepercayaan diri. Melalui Program Persiapan starting a new journey while ensuring a more focused and
Pensiun ini, Perseroan berkomitmen mendukung karyawan productive retirement transition.
dalam memulai perjalanan baru sekaligus memastikan
transisi masa pensiun yang lebih terarah dan produktif.
Penghargaan kepada Karyawan
Employee Recognition
Jasa Marga memberikan penghargaan atas kinerja, Jasa Marga gives awards for performance, task execution,
pelaksanaan tugas, inovasi atau perbaikan serta innovation or improvement, as well as awards for employee
penghargaan atas kesetiaan karyawan. Penghargaan atas loyalty. Awards for innovation and continuous improvement
inovasi dan perbaikan berkelanjutan diberikan dalam ajang are given at the Company's annual event. To show
rutin tahunan Perseroan. Untuk memberikan apresiasi appreciation to employees who have worked for a specific
terhadap karyawan yang telah bekerja selama masa period of time, the Company offers awards for length
kerja tertentu, Perseroan memberikan penghargaan atas of service to employees. The Company gives awards to
masa kerja kepada karyawan. Perseroan memberikan employees who have exceeded 20, 25, 30, and 35 years of
penghargaan kepada karyawan yang telah melampaui masa service in the form of award certificates and precious metals
kerja 20, 25, 30, dan 35 tahun berupa piagam penghargaan to 239 employees.
dan logam mulia kepada 239 orang karyawan.
Tabel Jumlah Karyawan Penerima Penghargaan
Table of Total Employee Award Beneficiaries
Jumlah Karyawan Penerima Penghargaan
Masa Kerja Total Employee Award Beneficiaries
Tenure
2025 2024 2023
20 tahun
0 15 5
20 years
25 tahun
37 58 156
25 years
30 tahun
150 68 55
30 years
35 tahun
52 41 52
35 years
Jumlah
239 182 168
Total
446 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Hubungan Industrial
Industrial Relations
Jasa Marga mengelola hubungan industrial dalam Jasa Marga manages industrial relations to create
rangka menciptakan hubungan harmonis dan dinamis harmonious and dynamic relations between the Company
antara Perseroan dan karyawan agar dapat mendorong and its employees so as to encourage the achievement of
tercapainya visi dan misi Perseroan. Sinergi yang harmonis the Company's vision and mission. Harmonious synergy
antara manajemen dan karyawan dibangun dengan between management and employees is built through the
kebebasan karyawan untuk berserikat dalam organisasi freedom of employees to join the Jasa Marga Employee
Serikat Karyawan Jasa Marga (SKJM). Bagi Perseroan, Union (SKJM). For the Company, maintaining good industrial
menjaga hubungan industrial yang baik juga merupakan relations is also a form of management's commitment to the
salah satu bentuk komitmen manajemen terhadap Peraturan Labor Regulations established by the government.
Ketenagakerjaan yang ditetapkan oleh pemerintah.
Harmonisasi hubungan industrial juga tergambar dalam The harmonization of industrial relations is also reflected
aktivitas Lembaga Kerja Sama Bipartit (LKS Bipartit) yang in the activities of the Bipartite Cooperation Institution
dapat berjalan dengan baik, segala isu kesejahteraan selalu (LKS Bipartit), which runs smoothly. All welfare issues are
diinformasikan dan didiskusikan dengan SKJM sehingga consistently communicated and discussed with SKJM
karyawan memahami program-program Perseroan terutama so that employees understand the Company's programs,
dalam transformasi organisasi, yang berdampak terhadap especially those related to organizational transformation,
kesejahteraan karyawan. which have an impact on employee welfare.
Pada tahun 2023, Perseroan telah melaksanakan In 2023, the Company held a bipartite meeting to agree on
rapat bipartit untuk menyepakati pemberian manfaat the provision of welfare benefits in line with the Company's
kesejahteraan yang disesuaikan dengan perkembangan performance development. Furthermore, the industrial
kinerja Perseroan. Selanjutnya, kebijakan pengelolaan relations management policy between the Company and
hubungan industrial antara Perseroan dan Serikat Karyawan the Jasa Marga Employee Union (SKJM) refers to the
Jasa Marga (SKJM) mengacu pada Perjanjian Kerja Bersama Collective Labor Agreement (PKB) for the 2024-2026
(PKB) periode 2024–2026 yang telah ditandatangani oleh period, which both parties have signed. As a follow-up to
kedua belah pihak. Sebagai tindak lanjut atas PKB tersebut, the PKB, the Company and SKJM have reviewed 8 (eight)
Perseroan bersama SKJM telah mengkaji 8 (delapan) Surat Board of Directors Decrees related to remuneration, post-
Keputusan Direksi terkait penggajian, program pascakerja, employment programs, employee defined benefit programs,
program manfaat pasti karyawan, serta usulan perubahan and proposed changes to the retirement age of employees.
usia pensiun karyawan.
Pengelolaan hubungan industrial di lingkup Perseroan tidak Industrial relations management within the Company is not
terbatas pada karyawan PT Jasa Marga (Persero) Tbk, tapi limited to employees of PT Jasa Marga (Persero) Tbk, but
juga terhadap seluruh karyawan dalam Jasa Marga Grup. also extends to all employees within the Jasa Marga Group.
Perseroan selalu memantau dan memastikan bahwa seluruh The Company continuously monitors and ensures that all
ketentuan dan kebijakan Perseroan telah sesuai dengan Company regulations and policies comply with applicable
ketentuan yang berlaku. Sinergi ini terbukti dapat meredam regulations. This synergy has proven effective in mitigating
gejolak yang terjadi di lapangan. tensions in the field.
Dalam rangka pendukung pengelolaan hubungan industrial To support the management of harmonious industrial
yang harmonis, beberapa program dilaksanakan dalam relations, several programs are implemented in the
pelayanan administrasi hubungan kerja, antara lain: administration of labor relations, including:
1. Pengelolaan Hubungan Industrial 1. Industrial Relations Management
Pengelolaan komunikasi Lembaga Kerja Sama Bipartit, Management of bipartite cooperation institution
Perundingan Bipartit dengan serikat pekerja untuk communication, bipartite negotiations with labor unions
monitor sistem pembinaan karyawan dan monitor to monitor the employee development system and
keterikatan karyawan. employee engagement.
2. Pembuatan Dokumen Karyawan 2. Employee Document Management
Mengelola administrasi kepegawaian seperti: surat Managing personnel administration, such as employee
keterangan kerja karyawan, surat pengantar pembuatan work certificates, visa and passport application letters,
visa dan paspor, surat dispensasi, cuti sakit karyawan, dispensation letters, employee sick leave, and integrity
dan pakta integritas. pacts.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
3. Pengelolaan Laporan Harta Kekayaan Pejabat Negara 3. Management of State Officials' Wealth Reports
(LHKPN) Karyawan (LHKPN) for Employees
Mengelola dan pengadministrasian data wajib lapor Managing and administering mandatory LHKPN
LHKPN dan pemantauan pelaksanaan pengisian LHKPN. reporting data and monitoring the completion of LHKPN
forms.
4. Pengelolaan Dokumen Pemutusan Hubungan Kerja 4. Management of Employee Termination Documents
(PHK) Karyawan
Mengelola management exit karyawan (pensiun normal, Managing employee exit procedures (normal retirement,
pensiun sakit, pensiun dipercepat, pensiun meninggal medical retirement, early retirement, retirement due to
dunia, pensiun dini, mengundurkan diri). death, early retirement, resignation).
5. Pengelolaan Sistem Manajemen Anti Penyuapan 5. Anti-Bribery Management System (SMAP)
(SMAP) Management
Melakukan uji kelayakan karyawan dengan memonitor Conducting employee eligibility tests by monitoring the
pelaksanaan penandatanganan pakta integritas dan implementation of integrity pact signing and conflict of
evaluasi benturan kepentingan di awal tahun dan interest evaluations at the beginning of the year, and
melakukan klarifikasi atas potensi benturan kepentingan clarifying potential conflicts of interest, both internally
baik internal dengan karyawan maupun dengan pihak with employees and with external stakeholders, as well
pemangku kepentingan eksternal serta melakukan as conducting independent control of potential conflicts
kontrol mandiri terhadap potensi benturan kepentingan of interest and employee integrity by evaluating and
dan integritas karyawan dengan melakukan evaluasi fulfilling anti-bribery management system documents.
dan pemenuhan dokumen sistem manajemen anti
penyuapan.
6. Pengelolaan Respectful Workplace Policy (RWP) 6. Respectful Workplace Policy (RWP) Management
Melakukan pengelolaan kebijakan RWP dengan Managing the RWP policy by ensuring that all Work Units
memastikan seluruh Unit Kerja telah membuat, have created and implemented the RWP policy, following
melaksanakan kebijakan RWP dan menindaklanjuti up on every RWP violation report, and preparing periodic
setiap pelaporan pelanggaran RWP serta membuat Evaluation Reports on the implementation of the RWP
Laporan Evaluasi secara berkala atas pelaksanaan RWP for the Board of Directors.
kepada Direksi.
Teknologi Informasi
Information Technology
Dalam rangka meningkatkan mutu kualitas dan layanan yang In improving the quality and services provided, the
diberikan, Perseroan senantiasa mendorong penerapan Company continuously encourages the application of digital
teknologi digital pada kegiatan usaha yang dijalankan. technology in its business activities. In addition to being
Selain sebagai bentuk adaptasi dan inovasi, pengembangan a form of adaptation and innovation, the development of
teknologi informasi (TI) ini diharapkan dapat mendukung information technology (IT) is expected to support business
pengembangan dan perluasan bisnis, serta memberikan development and expansion, as well as provide the best
pelayanan terbaik bagi para pelanggan. service for customers.
Perseroan memandang bahwa kemajuan teknologi juga The Company believes that technological advances also
menghadirkan kemudahan akses yang dapat menjawab provide easy access that can meet customer needs for
kebutuhan pelanggan akan kecepatan, ketepatan, efisiensi, speed, accuracy, efficiency, and optimal service, so that
dan pelayanan yang optimal sehingga penerapannya its application can be an important element in supporting
dapat menjadi salah satu unsur penting dalam mendukung business processes and providing excellent service. The
proses bisnis dan pemberian layanan prima. Penerapan application of IT in operational activities is also a key enabler
TI di kegiatan operasional juga merupakan kunci utama for the Company to achieve efficiency, measure and track
yang memungkinkan Perseroan untuk melakukan efisiensi, business performance, and make appropriate management
mengukur dan menelusuri kinerja bisnis, serta mengambil decisions for the sustainable development of the Company’s
keputusan-keputusan manajemen yang tepat untuk business.
pengembangan usaha Perseroan yang berkesinambungan.
Pengelolaan Teknologi Informasi Information Technology Management
Mengingat pentingnya penerapan TI dalam memberikan Given the importance of IT implementation in providing
pelayanan yang prima dan efisien, Perseroan telah excellent and efficient services, the Company has developed
menyusun dan menetapkan Rencana Strategis Teknologi and established an Information Technology Strategic Plan
Informasi (RSTI) yang selaras dengan RJPP Tahun 2025- (RSTI) that is in line with the 2025-2029 RJPP. The RSTI was
448 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
2029. Penyusunan RSTI ini dilakukan dengan mengacu prepared with reference to applicable laws and regulations
pada peraturan perundang-undangan yang berlaku serta and in accordance with the Minister of SOE Regulation
sesuai dengan Peraturan Menteri BUMN No. PER-02/ No. PER-02/MBU/03/2023 on Guidelines for Governance and
MBU/03/2023 tentang Pedoman Tata Kelola dan Kegiatan Significant Corporate Activities of State-Owned Enterprises.
Korporasi Signifikan Badan Usaha Milik Negara. RSTI 2025- The 2025-2029 RSTI serves as a reference in determining
2029 ini berfungsi sebagai acuan dalam menentukan arah the direction of IT development in the Company.
pengembangan TI di Perseroan.
Di samping itu, Perseroan juga telah membentuk Information In addition, the Company has also established an Information
Technology (ITE) Group sebagai unit yang bertanggung jawab Technology (ITE) Group as the unit responsible for managing
terhadap pengelolaan TI di Perseroan, mulai dari kegiatan IT within the Company, ranging from planning, development,
perencanaan, pengembangan, operasional dan pemberian operations and service provision, as well as evaluation of
layanan, serta evaluasi penerapan TI. Pembentukan ITE IT implementation. The establishment of the ITE Group is a
Group merupakan salah satu wujud komitmen Perseroan manifestation of the Company’s commitment to managing
mengelola dan memanfaatkan TI mengingat unit kerja and utilizing IT, given that this work unit is also directly
tersebut juga berada langsung di bawah supervisi Direktur under the supervision of the Director of Operations.
Operasi.
Visi dan Misi Teknologi Informasi Jasa Jasa Marga Information Technology
Marga Vision and Mission
Dalam proses menyelaraskan tujuan penyelenggaraan In the process of aligning the Company’s IT objectives with
TI Perseroan dengan tujuan bisnis Perseroan, dilakukan its business objectives, IT vision and mission have been
penyusunan visi dan misi TI yang merupakan turunan dari formulated, which are derived from the Company’s vision
visi dan misi Perseroan. Adapun visi dan misi TI adalah and mission. The IT vision and mission are as follows:
sebagai berikut:
Mewujudkan ekosistem digital tol yang terintegrasi, aman dan inovatif guna
Visi mendukung pertumbuhan perusahaan jalan tol yang berkelanjutan serta
Vision meningkatkan pengalaman pengguna.
To realize an integrated, secure, and innovative digital toll ecosystem to support
the sustainable growth of the toll road company and enhance the user experience.
Misi Reliable
Membangun infrastruktur TI yang andal dan konsisten Building a reliable and consistent IT infrastructure to
Vision
untuk memastikan ketersediaan layanan minim ensure service availability with minimal disruption.
gangguan.
Orchestrated
Menekankan aspek sinergisitas dalam pengembangan Emphasizing synergy in system and application
sistem dan aplikasi untuk mendukung integrasi development to support harmonious integration with
dengan ekosistem TI secara harmonis. the IT ecosystem.
Agile
Mengadopsi metodologi yang mendukung akselerasi Adopting methodologies that support innovation
inovasi dan mampu beradaptasi secara dinamis acceleration and can adapt dynamically to changing
terhadap perubahan kebutuhan. needs.
Data-driven
Mengedepankan penggunaan analisis dan data untuk Prioritizing the use of analysis and data to support
mendukung pengambilan keputusan organisasi. organizational decision-making.
Secure
Menjamin keamanan TI melalui praktik keamanan Ensuring IT security through strict security practices
yang ketat untuk melindungi data dan sistem dari to protect data and systems from cyber threats and
ancaman serta serangan siber. attacks.
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Dalam mewujudkan visi dan misi tersebut, ITE Group turut In realizing this vision and mission, ITE Group faces
dibayangi oleh sejumlah tantangan. Tantangan utama yang several challenges. The main challenge is ensuring that
dihadapi adalah memastikan investasi dan inisiatif TI mampu IT investments and initiatives provide optimal benefits for
memberikan manfaat yang optimal bagi bisnis Perseroan. the Company’s business. Another challenge is how the
Tantangan lain yang dihadapi adalah bagaimana Perseroan Company can implement adequate IT work processes to
mampu menerapkan proses kerja TI yang memadai guna ensure consistent success in achieving the objectives of the
menjamin konsistensi keberhasilan pencapaian tujuan dari IT & Data Governance Policy.
penerapan Kebijakan Tata Kelola TI dan Data (IT & Data
Governance).
Arsitektur Teknologi Informasi Jasa Marga Jasa Marga Information Technology
Architecture
High Level Application Architecture: Jasa Marga Kantor Pusat
High-Level Application Architecture in Jasa Marga Head Office
Integration Partnership
Customer & Mitra
Front End Internal
Customer & Partners
BPJT
API
Customer Kementerian PU
Customer Service Management Ministry of Public Works
Experience
BMKG
Concession Planning & Toll Road
Toll Road Operations Related & Other Kementerian Komdigi
Development Preservation Open API
Business & Ministry of
Operations Communication and IT
Intelligent Transportation System Kementerian Komdigi
Ministry of SOE
Kementerian Keuangan
Ministry of Finance
Integrated H2H
Asset Planning Asset Performance Asset Maintenance Related Asset &
Asset
Management Management Management Other Management
Management Kementerian Perhubungan
Ministry of Transportation
Financial Institution
Other
Corp. Enterprise
Legal
Comm Services
Governance, TNI Polri DJP
Enterprise Corp. Human
Procurement Finance Risk, & SFTP
Support Planning Capital
Compliance
Health, Safety, Other Service
Audit IDX
& Environment Providers
Arsitektur TI Jasa Marga dibuat berdasarkan arahan Jasa Marga’s IT architecture is based on the strategic
strategis PT Jasa Marga (Persero) Tbk, yang akan menjadi direction of PT Jasa Marga (Persero) Tbk, which will serve
landasan pembuatan infrastruktur dan sistem informasi di as the foundation for the development of infrastructure and
Perseroan. High Level Application Architecture Jasa Marga information systems within the Company. Jasa Marga High-
terbagi dari beberapa bagian, yaitu: Level Application Architecture is divided into several parts,
namely:
1. Front End – Menyediakan antarmuka terpadu bagi 1. Front End – Provides an integrated interface for internal
pengguna internal dan eksternal untuk mengakses and external users to access all of the Company’s digital
seluruh layanan digital Perseroan. services.
2. Customer Experience – Mengelola interaksi pelanggan 2. Customer Experience – Manages customer interactions
melalui sistem layanan terpadu guna meningkatkan through an integrated service system to improve service
kualitas pelayanan dan kepuasan pelanggan. quality and customer satisfaction.
3. Business & Operations – Menangani proses bisnis inti, 3. Business & Operations – Handles core business
meliputi perencanaan, operasi, dan pemeliharaan jalan processes, including planning, operations, and toll road
tol, didukung oleh sistem transportasi cerdas untuk maintenance, supported by intelligent transportation
efisiensi dan keselamatan. systems for efficiency and safety.
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4. Integrated Asset Management – Mengatur siklus hidup 4. Integrated Asset Management – Manages the entire
aset secara menyeluruh, mencakup perencanaan, asset lifecycle, including planning, performance
pemantauan kinerja, serta pemeliharaan untuk menjaga monitoring, and maintenance to maintain infrastructure
keandalan infrastruktur. reliability.
5. Enterprise Support – Mendukung kelancaran operasional 5. Enterprise Support – Supporting smooth operations
melalui fungsi-fungsi korporat seperti perencanaan, through corporate functions such as planning, finance,
keuangan, human capital, tata kelola, hukum, audit, dan human capital, governance, legal, audit, and health,
K3L. safety, and environment.
6. Integration – Memastikan konektivitas antar sistem 6. Integration – Ensuring connectivity between internal and
internal dan eksternal melalui mekanisme pertukaran external systems through secure and standardized data
data yang aman dan terstandar. exchange mechanisms.
7. Partnership – Memfasilitasi kolaborasi dan integrasi 7. Partnership – Facilitating collaboration and data
data dengan instansi pemerintah, lembaga keuangan, integration with government agencies, financial
regulator, dan mitra eksternal untuk mendukung institutions, regulators, and external partners to support
kepatuhan serta sinergi operasional. compliance and operational synergy.
Inovasi Layanan Berbasis Teknologi Technology-Based Service Innovation
Perseroan telah menerapkan inovasi layanan dengan The Company has implemented service innovations using IT
menggunakan dukungan TI pada kegiatan operasional yang support in its operational activities. The technology-based
dijalankan. Adapun inovasi layanan berbasis teknologi yang service innovations carried out by the Company throughout
dilakukan oleh Perseroan sepanjang tahun 2025, antara lain: 2025 include:
A. Pengembangan Teknologi Enterprise A. Enterprise Technology Development
Pengembangan teknologi enterprise diwujudkan melalui Enterprise technology development is realised through
implementasi data warehouse. Perseroan memandang the implementation of data warehouses. The Company
bahwa data warehouse human capital merupakan sistem views the human capital data warehouse as a crucial
yang krusial mengingat hal tersebut merupakan sistem system, given that it is a system for storing human
penyimpanan data human capital dari berbagai sumber capital data from various sources in the Company. This
di Perseroan. Data warehouse ini dapat membantu data warehouse can help improve data quality, which
meningkatkan kualitas data yang membantu manajemen assists management in making strategic decisions
dalam pengambilan keputusan strategis terkait human related to human capital. To that end, the Company
capital. Untuk itu, Perseroan melakukan pengembangan has developed a data quality dashboard for the data
data quality dashboard pada data warehouse yang telah warehouse, which has been completed, and is currently
selesai dan sedang dalam tahap pengembangan data in the development stage of data analytics for talent
analytics untuk talent succession management. succession management.
B. Pengembangan Teknologi Pengoperasian Jalan Tol B. Development of Toll Road Operation Technology
Pengembangan teknologi pengoperasian jalan tol The development of toll road operation technology is
dilakukan oleh PT JMTO dalam rangka membangun carried out by PT JMTO to build competitive advantages
keunggulan bersaing melalui penerapan teknologi through the application of technology in the field of
di bidang operasi. Adapun inovasi yang dilakukan operations. The innovations carried out throughout 2025
sepanjang tahun 2025, yaitu: are as follows:
1. Pengembangan sistem integrasi pemantauan 1. Development of an integrated vehicle monitoring
kendaraan Lebih Ukuran Lebih Muatan (ODOL) system for oversized and overloaded vehicles
yang terintegrasi dengan stakeholder terkait, salah (ODOL) in collaboration with relevant stakeholders,
satunya Kementerian Perhubungan RI, dengan including the Indonesian Ministry of Transportation,
teknologi RFID. Integrasi data ini diharapkan dapat using RFID technology. This data integration is
mengoptimalkan manajemen kendaraan angkutan expected to optimise the management of freight
barang hingga spesifik ke pemilik kendaraan yang vehicles, specifically those owned by vehicle owners
merupakan wewenang Kementerian Perhubungan. who are under the authority of the Ministry of
Transportation.
2. Pengembangan MIDAS (Motorway Incident 2. Development of MIDAS (Motorway Incident
Detection and Automation Signaling System) Detection and Automation Signaling System) as
sebagai early warning system dan penghitungan an early warning system and vehicle classification
klasifikasi kendaraan untuk dapat memberikan calculation to provide recommendations and traffic
rekomendasi dan tren kepadatan lalu lintas di jalan density trends on toll roads, as well as incident
tol, serta manajemen insiden. management.
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3. Pengembangan sistem transaksi nirhenti melalui 3. Development of a non-stop transaction system
optimalisasi layanan Travoy Go yang telah through optimisation of the Travoy Go service, which
terintegrasi dengan wallet LinkAja. Integrasi ini has been integrated with the LinkAja wallet. This
memungkinkan pengguna jalan tol melakukan integration allows toll road users to make payments
pembayaran secara langsung melalui e-wallet tanpa directly through e-wallets without the need to top
kebutuhan top up pada berbagai kanal terpisah, up on various separate channels, thereby providing
sehingga menghadirkan pengalaman transaksi yang a more practical, faster, and seamlessly connected
lebih praktis, cepat, dan terhubung secara seamless. transaction experience.
4. Rebranding Sistem Single Lane Free Flow Let 4. Rebranding of the Let It Flo Single Lane Free Flow
It Flo menjadi Travoy Go, serta integrasi dan system to Travoy Go, as well as integration and
penggabungan fitur pada aplikasi Travoy untuk merging of features on the Travoy application to
memudahkan pemakaian pada pengguna jalan dan facilitate use by road users and increase Travoy user
meningkatkan penetrasi pengguna Travoy. penetration.
5. Implementasi pemesanan dan layanan derek 5. Implementation of online-based towing booking
berbasis online melalui aplikasi Travoy yang sudah and services through the Travoy application, which
dilakukan pada ruas tol Jakarta-Bogor-Ciawi, has been carried out on the Jakarta-Bogor-Ciawi,
Cawang-Tomang-Pluit, dan Ir. Sedyatmo. Pengguna Cawang-Tomang-Pluit, and Ir. Sedyatmo toll roads.
jalan tol dapat melakukan pemesanan derek dan Toll road users can book towing services and make
melakukan pembayaran secara nontunai melalui cashless payments through available payment
kanal pembayaran yang tersedia, serta memantau channels, as well as monitor the status of the towing
status derek. service.
C. Pengembangan Teknologi Preservasi C. Preservation Technology Development
Dalam rangka penerapan teknologi di bidang preservasi, As part of technology implementation in the preservation
PT JMTM terus melakukan pengembangan inovasi field, PT JMTM continues to develop preservation
teknologi preservasi, antara lain: technology innovations, including:
1. Penilaian Keselamatan iRAP Star Rating, yakni 1. iRAP Star Rating Safety Assessment, which is a road
penilaian kinerja keselamatan jalan melalui Star safety performance assessment through Star Rating
Rating dengan alat hawkeye 2000 yang merupakan using the Hawkeye 2000, a special vehicle equipped
kendaraan khusus berteknologi pintar guna with smart technology to measure road conditions
mengukur kondisi jalan dengan lebih akurat berupa more accurately in the form of geometric data, road
data geometrik, data aset jalan, maupun kondisi asset data, and road conditions. By the end of 2025,
jalan. Sampai dengan akhir tahun 2025, iRAP Star iRAP Star Rating will have been implemented on 5
Rating telah dilakukan di 5 (lima) ruas jalan tol. (five) toll road sections.
2. Pengembangan Aplikasi Smart Penerangan Jalan 2. Development of the Smart Public Street Lighting
Umum (PJU), yaitu sistem yang mengintegrasikan PJU (PJU) App, which is a system that integrates toll road
jalan tol dengan perangkat Internet of Things (IoT) street lighting with Internet of Things (IoT) devices
berupa beberapa sensor dan jaringan komunikasi; in the form of several sensors and communication
yang ditampilkan dalam sebuah aplikasi web- networks; this is displayed in a web-based app to
based sehingga mempermudah dalam melakukan facilitate monitoring of street lighting conditions
monitoring kondisi PJU dan perbaikan. Beberapa and repairs. Some features of the Smart PJU App
fitur pada Aplikasi Smart PJU, antara lain yaitu: include: (1) turning PJU lights on and off directly
(1) penyalaan dan pemadaman lampu PJU langsung from the app; (2) setting schedules for turning PJU
dari aplikasi; (2) pengaturan jadwal penyalaan dan lights on and off; (3) setting PJU light dimming to
pemadaman lampu PJU; (3) pengaturan peredupan save electricity; (4) checking the status of street
(dimming) lampu PJU untuk menghemat listrik; lights, including location, on/off status, electricity
(4) pengecekan status lampu PJU, yaitu lokasi, consumption, damage, etc. The app development
kondisi menyala atau padam, pengeluaran daya has been underway since 2022, and by 2025, Smart
listrik, kerusakan, dll. Proses pengembangan aplikasi PJU will be implemented with a total of 956 poles on
ini sudah berjalan sejak tahun 2022, dimana pada the Jakarta-Bogor-Ciawi, Cawang-Tomang-Pluit, Ir.
tahun 2025 telah diimplementasikan penggunaan Sedyatmo, Cikampek-Padalarang, and Padalarang-
Smart PJU dengan total 956 tiang di Ruas Tol Jakarta- Cileunyi toll roads.
Bogor-Ciawi, Cawang-Tomang-Pluit, Ir. Sedyatmo,
Cikampek-Padalarang, dan Padalarang-Cileunyi.
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3. Bridge Inspection MOOG, merupakan sistem 3. MOOG Bridge Inspection is a gantry-type bridge
manajemen jembatan Bridge Inspection MOOG management system. This technology records
dengan tipe gantry. Teknologi ini mencatat kondisi bridge conditions, provides technical bridge data,
jembatan, menyediakan data teknis jembatan and assists field personnel in accessing areas or
serta membantu tenaga lapangan untuk dapat performing components on bridges that are difficult
mengakses area atau komponen pada jembatan to reach or at extreme heights. Some conditions that
yang sulit dijangkau atau dengan ketinggian yang can benefit from this bridge inspection tool include
ekstrem. Sejumlah kondisi yang bisa memanfaatkan bridges with high piers, bridges over rivers where
alat inspeksi jembatan ini antara lain jembatan scaffolding or sky workers cannot be installed, and
dengan pier yang tinggi, jembatan yang berada di bridges with heavy traffic underneath. By the end
atas sungai sehingga tidak memungkinkan untuk of 2025, Bridge Inspection will have been used for
dipasang perancah atau sky worker serta jembatan inspections on the MBZ Flyover and six bridges on
dengan lalu lintas yang padat di bawahnya. Sampai the Semarang-Solo section.
dengan akhir tahun 2025, Bridge Inspection telah
digunakan untuk pemeriksaan di Jembatan Layang
MBZ dan 6 jembatan di Ruas Semarang-Solo.
4. Early Warning System – Genangan, yaitu teknologi 4. Early Warning System – Flooding, which is a
untuk membantu pelaksana lapangan dalam technology to assist field operators in monitoring
memonitor kondisi titik rawan genangan di jalan tol flood-prone areas on toll roads with the help of
dengan bantuan deteksi ultrasonik maupun elektroda. ultrasonic detection and electrodes. In 2025, this
Di tahun 2025, sistem ini telah diimplementasikan di system will have been implemented at 14 points
14 titik yang tersebar di Jabodetabekdung. spread across Jabodetabekdung.
5. Jasamarga Integrated Maintenance Management 5. The Jasamarga Integrated Maintenance
System (JIMMS), merupakan aplikasi database Management System (JIMMS) is a digital database
digital layanan preservasi yang memuat seluruh data- application for preservation services that contains all
data terkait pemeliharaan secara terintegrasi untuk maintenance-related data in an integrated manner
tercapainya penyampaian informasi laporan layanan to enable the delivery of real-time service reports.
Real-Time. Sampai dengan akhir tahun 2025, ITE By the end of 2025, ITE Jasa Marga has developed
Jasa Marga telah mengembangkan submodul antara submodules including: Environmental Performance,
lain: Kinerja Lingkungan, Inventarisasi Perkerasan, Pavement Inventory, Routine Pavement Inspection,
Inspeksi Rutin Perkerasan, dan Inventarisasi and Drainage Inventory. Additionally, there are
Drainase. Selain itu, terdapat beberapa submodul several submodules that are currently still under
yang saat ini masih dalam tahap pengembangan. development.
Pemanfaatan Teknologi dan Inovasi Technology Utilization and Service
Layanan Innovation
Sebagai bagian dari komitmen menuju pengelolaan jalan As part of its commitment to reliable and globally competitive
tol yang andal dan berdaya saing global, Jasa Marga toll road management, Jasa Marga continues to strengthen
terus memperkuat pemanfaatan teknologi digital dalam the use of digital technology across all operational lines.
seluruh lini operasional. Transformasi digital tidak hanya Digital transformation is not only focused on improving
difokuskan pada peningkatan efisiensi internal, tetapi juga internal efficiency but also on creating a safe, comfortable,
diarahkan untuk menciptakan pengalaman perjalanan yang and sustainable travel experience for toll road users.
aman, nyaman, dan berkelanjutan bagi pengguna jalan tol. Throughout 2025, the Company, through its subsidiaries, will
Sepanjang tahun 2025, Perseroan melalui entitas anak terus continue to develop various smart systems and platforms as
mengembangkan berbagai sistem dan platform cerdas the foundation of a smart toll road ecosystem.
sebagai fondasi smart toll road ecosystem.
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Travoy Apps
Travoy apps merupakan platform layanan pelanggan digital terpadu yang menjadi kanal
utama interaksi antara Jasa Marga dan pengguna jalan tol. Aplikasi ini menyediakan beragam
fitur layanan perjalanan, seperti informasi lalu lintas real-time, lokasi Tempat Istirahat dan
Pelayanan (TIP), resi digital, serta kanal pengaduan dan bantuan darurat. Pengembangan
Travoy apps diarahkan menjadi ecosystem-based platform yang terintegrasi dengan data
operasional JMTC dan sistem transportasi cerdas lainnya, guna memberikan layanan yang
lebih proaktif, personal, dan responsif terhadap kebutuhan pengguna.
Travoy app is an integrated digital customer service platform that serves as the main channel
of interaction between Jasa Marga and toll road users. This app provides a variety of travel
service features, such as real-time traffic information, the location of Rest and Service Areas
(TIP), digital receipts, as well as a channel for complaints and emergency assistance. The
development of Travoy app aims to create an ecosystem-based platform integrated with
JMTC operational data and other smart transportation systems to provide more proactive,
personalized, and responsive services tailored to user needs.
Sistem Transportasi Cerdas (ATMS & IMS)
Electronic Toll Collection (ETC)
Smart Transportation System (ATMS & IMS)
Dalam rangka meningkatkan keselamatan dan kelancaran Transformasi digital juga diwujudkan melalui implementasi
arus lalu lintas, Perseroan menerapkan Advanced Traffic Travoy GO, yaitu sistem Electronic Toll Collection (ETC) melalui
Management System (ATMS) dan Incident Management teknologi transaksi nirsentuh Single Lane Free Flow (SLFF)
System (IMS) yang mampu memantau kondisi lalu lintas berbasis Radio-Frequency Identification (RFID). Sistem ini
secara real-time dan memberikan rekomendasi penanganan meningkatkan efisiensi transaksi tol dengan mempercepat
secara preskriptif. Melalui integrasi dengan Jasa Marga proses pembayaran tanpa henti, memperluas opsi pembayaran
Integrated Digitalmap (JID), sistem ini mendukung deteksi digital, serta menekan antrian di gerbang tol. Selain memberikan
dini insiden, analisis kepadatan lalu lintas, serta koordinasi kemudahan bagi pengguna, pengembangan ETC turut
lintas instansi dalam pengelolaan arus kendaraan di seluruh memperkuat infrastruktur data untuk mendukung inovasi bisnis
jaringan tol nasional. berbasis loyalitas pelanggan dan integrasi layanan lintas moda
To improve traffic safety and flow, the Company implements an transportasi.
Advanced Traffic Management System (ATMS) and an Incident Digital transformation is also realized through Travoy GO
Management System (IMS) that monitor traffic conditions in implementation, which is an Electronic Toll Collection (ETC)
real time and provide prescriptive recommendations for incident system using Single Lane Free Flow (SLFF) contactless transaction
management. Through integration with Jasa Marga Integrated technology based on Radio-Frequency Identification (RFID). This
Digitalmap (JID), this system supports early incident detection, system enhances toll transaction efficiency by accelerating the
traffic density analysis, and inter-agency coordination in non-stop payment process, expanding digital payment options,
managing vehicle flow across the national toll road network. and reducing queues at toll gates. In addition to providing
convenience for users, the development of ETC strengthens the
data infrastructure to support customer loyalty-based business
innovation and cross-modal transportation service integration.
Teknologi Pemantauan Kecepatan dan Beban
Speed and Weigh Monitoring Technology
Jasa Marga menerapkan teknologi pemantauan kecepatan dan beban kendaraan secara otomatis
untuk menjaga keselamatan dan kepatuhan pengguna jalan tol. Melalui sensor digital dan smart
CCTV yang terhubung dengan dashboard monitoring. Perseroan dapat melakukan analisis perilaku
lalu lintas, mendeteksi pelanggaran batas kecepatan dan beban kendaraan, serta memetakan
potensi risiko keselamatan di berbagai ruas. Data ini juga menjadi bagian penting dari sistem analitik
prediktif dalam mendukung keputusan operasional dan pemeliharaan berbasis data.
Jasa Marga implements automatic vehicle speed and weigh monitoring technology to ensure the safety
and compliance of toll road users. Through digital sensors and smart CCTV connected to monitoring
dashboard. The Company can analyze traffic behavior, detect speed and vehicle load violations, and
map potential safety risks on various roads. This data is also an important part of the predictive analytics
system in supporting data-driven operational and maintenance decisions.
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Intelligent Tollroad Maintenance System Jasa Marga Tollroad Command
(ITMS) Center (JMTC)
Dalam aspek pemeliharaan, Perseroan melalui PT Jasamarga Sebagai pusat kendali operasional nasional, Jasa Marga Tollroad
Tollroad Maintenance (JMTM) mengembangkan Intelligent Command Center (JMTC) berperan strategis dalam memastikan
Tollroad Maintenance System (ITMS) sebagai sistem manajemen kelancaran operasional di seluruh ruas jalan tol. JMTC memanfaatkan
pemeliharaan berbasis digital. ITMS memanfaatkan data kondisi integrasi data dari sistem ATMS, CCTV, sensor lalu lintas, serta laporan
jalan secara real-time untuk mengoptimalkan jadwal perawatan, dari aplikasi Travoy untuk memantau kondisi lalu lintas selama 24 jam.
pemantauan mutu pekerjaan, dan pengelolaan anggaran Melalui sistem kendali terpusat ini, respons terhadap insiden, kondisi
pemeliharaan. Implementasi ITMS memungkinkan pengambilan darurat, maupun kepadatan lalu lintas dapat dilakukan secara cepat
keputusan yang lebih cepat dan akurat, sekaligus mendukung dan terkoordinasi, sehingga mendukung terciptanya standar layanan
efisiensi biaya serta peningkatan standar kualitas infrastruktur jalan jalan tol yang andal, aman, dan berkinerja tinggi.
tol. As the national operational control center, the Jasa Marga Tollroad
In terms of maintenance, through PT Jasamarga Tollroad Maintenance Command Center (JMTC) plays a strategic role in ensuring smooth
(JMTM), the Company has developed the Intelligent Tollroad operations across all toll road sections. JMTC utilizes data integration
Maintenance System (ITMS) as a digital-based maintenance from the ATMS system, CCTV, traffic sensors, and reports from the
management system. ITMS utilizes real-time road condition data to Travoy app to monitor traffic conditions 24 hours a day. Through this
optimize maintenance schedules, monitor work quality, and manage centralized control system, responses to incidents, emergencies,
maintenance budgets. The implementation of ITMS enables faster, more and traffic congestion can be carried out quickly and in a coordinated
accurate decision-making, supports cost efficiency, and improves the manner, thereby supporting the creation of reliable, safe, and high-
quality standards of toll road infrastructure. performance toll road service standards.
Biaya Pengembangan Teknologi Informasi Information Technology Development
Budget
Implementasi TI pada bisnis inti dan bisnis pendukung The implementation of IT in core and supporting businesses
menjadi katalis bagi Perseroan dalam memperkokoh has been a catalyst for the Company in strengthening
landasan untuk pertumbuhan yang berkelanjutan dalam its foundation for long-term sustainable growth. As
jangka panjang. Sebagai wujud komitmen tersebut, a manifestation of this commitment, the Company
Perseroan secara konsisten mengalokasikan anggaran consistently allocates an adequate IT budget that is in line
TI yang memadai dan selaras dengan prioritas strategis with the company’s strategic priorities. Throughout 2025, IT
perusahaan. Sepanjang tahun 2025, realisasi investasi TI investment realisation was recorded at Rp59,458,902,445, a
tercatat sebesar Rp59.458.902.445, mengalami penurunan decrease of 41% compared to the previous year. This decline
sebesar 41% dibandingkan tahun sebelumnya. Penurunan ini reflects more selective and priority-based optimisation of IT
mencerminkan optimalisasi belanja TI yang lebih selektif dan spending, without reducing the Company’s focus on making
berbasis prioritas, tanpa mengurangi fokus Perseroan dalam IT a key pillar of business sustainability and competitiveness
menjadikan TI sebagai pilar utama keberlanjutan dan daya in the future.
saing bisnis di masa mendatang.
Tata Kelola Teknologi Informasi Information Technology Governance
Tata Kelola Teknologi Informasi akan dibahas pada Bab Tata Information Technology Governance is available in the
Kelola Perusahaan dalam Laporan Tahunan ini. Corporate Governance chapter of this Annual Report.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 455
Page 456
06 Tata Kelola Perusahaan
Good Corporate Governance
Penerapan Tata Kelola Perusahaan Hubungan Dewan Komisaris Kode Etik
742
yang Baik dan Direksi Code of Conducts
458
Implementation of Good Corporate 596 Relationship between the Board
Governance of Commissioners and Board of Kebijakan Anti Korupsi/Anti Fraud
Directors dan Sosialisasinya
746
Perkembangan Penerapan Tata Anti-Corruption/Anti-Fraud Policies
Kelola Perusahaan yang Baik di Pengungkapan Hubungan Afiliasi and the Dissemination
597
Lingkup Perseroan Penetapan Disclosure of Affiliated Relationship
Standar Kualitas GCG di Lingkup Pengendalian Gratifikasi
749
465 Perseroan Keberagaman Komposisi Dewan Gratification Control
Development of Good Corporate Komisaris dan Direksi
599 Kebijakan Pengadaan Barang
Governance Implementation in Board of Commissioners and Board
of Directors Composition Diversity 756 dan Jasa
the Establishment of GCG Quality
Procurement Policy
Standards in the Company
Organ dan Komite di
bawah Dewan Komisaris Laporan Harta Kekayaan
Struktur Organ Tata Kelola 606
Organ and Committees under the Penyelenggara Negara (LHKPN)
Perusahaan 761
490 Board of Commissioners State Officials’ Wealth Report
Corporate Governance Organ (LHKPN)
Structure Organ dan Komite di bawah Direksi
663 Organ and Committees under the 762 Whistleblowing System
Pemegang Saham
Board of Directors
dan Rapat Umum Pemegang Saham Kebijakan Insider Trading
494 767
Shareholders and General Meetings Kantor Akuntan Publik Insider Trading Policy
of Shareholders 704
Public Accounting Firm
Informasi tentang Pembelian
Dewan Komisaris Manajemen Risiko Kembali Saham dan Obligasi
531 706 768
Board of Commissioners Risk Management Information on Share and Bond
Buybacks
Komisaris Independen Sistem Pengendalian Internal
557 732
Independent Commissioner Internal Control System Penyediaan Dana untuk
768 Kegiatan Politik
Direksi Kebijakan Pemberian Kompensasi
559 Fund Provision for Political Activities
Board of Directors Jangka Panjang Berbasis Kinerja
735
Performance-Based Long-Term Transparansi Praktik
Penilaian Kinerja Dewan Komisaris
Compensation Policy Bad Governance
dan Direksi 768
Transparency of Bad Governance
581 Performance Assessment of the Perkara Hukum
735 Practices
Board of Commissioners and Board Legal Issues
of Directors Tata Kelola Teknologi Informasi
Kebijakan Pengungkapan Informasi 769
740 Information Technology Governance
Rapat Dewan Komisaris dan Direksi Information Disclosure Policy
584 Board of Commissioners and Board
of Directors Meetings Komunikasi dan Akses Informasi
dan Data Perseroan untuk
Nominasi dan Remunerasi bagi Pemegang Saham dan Masyarakat
Dewan Komisaris dan Direksi 740
Communication and Access to
591 Nomination and Remuneration for Company Information and Data for
the Board of Commissioners and Shareholders and the Public
Board of Directors
Melalui implementasi nilai-nilai yang didasarkan pada prinsip-prinsip GCG,
Jasa Marga senantiasa memperkuat tata kelola korporat yang transparan
dan akuntabel. Komitmen ini adalah landasan kami untuk mewujudkan
pertumbuhan bisnis yang sehat, beretika, dan berkelanjutan.
Through the implementation of values grounded in the principles of Good Corporate
Governance (GCG), Jasa Marga consistently strengthens transparent and accountable
corporate governance. This commitment serves as our foundation for achieving healthy,
ethical, and sustainable business growth.
456 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 457
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Rapat Umum Pemegang Saham Luar Biasa PT Jasa Marga (Persero) Tbk tanggal 17 Desember 2025
Extraordinary General Meeting of Shareholders of PT Jasa Marga (Persero) Tbk dated December 17, 2025
Penerapan Tata Kelola Perusahaan yang Baik
Implementation of Good Corporate Governance
Jasa Marga senantiasa menunjukkan komitmen yang kuat Jasa Marga consistently demonstrates a strong commitment
dalam menerapkan prinsip-prinsip Tata Kelola Perusahaan to implementing the principles of Good Corporate
yang Baik (Good Corporate Governance/GCG) secara Governance (GCG) in a consistent and sustainable manner.
konsisten dan berkesinambungan. Penerapan prinsip- The implementation of these principles is guided by the
prinsip tersebut berpedoman pada Peraturan Menteri BUMN Regulation of the Minister of State-Owned Enterprises
No. PER-2/MBU/03/2023 tentang Pedoman Tata Kelola dan No. PER-2/MBU/03/2023 on Guidelines for Governance and
Kegiatan Korporasi Signifikan Badan Usaha Milik Negara, Significant Corporate Activities of State-Owned Enterprises,
yang menjadi rujukan dalam penerapan prinsip Transparency, which serves as a reference for applying the principles of
Accountability, Responsibility, Independency, dan Fairness Transparency, Accountability, Responsibility, Independency,
(TARIF) dalam pengelolaan perusahaan. Melalui penerapan and Fairness (TARIF) in corporate management. Through the
prinsip-prinsip tersebut, Jasa Marga berupaya memastikan application of these principles, Jasa Marga seeks to ensure
bahwa seluruh aktivitas dan pengambilan keputusan that all activities and decision-making processes are carried
dilaksanakan secara transparan, akuntabel, bertanggung out in a transparent, accountable, responsible, independent,
jawab, independen, serta berkeadilan, sehingga mendukung and fair manner, thereby supporting the creation of
terciptanya nilai tambah yang berkelanjutan bagi seluruh sustainable added value for all stakeholders.
pemangku kepentingan.
458 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Makna Prinsip Komitmen Perseroan
Meaning of Principle Company Commitment
T
Transparansi Prinsip transparansi yaitu keterbukaan dalam melaksanakan Jasa Marga menjamin pengungkapan informasi materiil dan
Transparency proses pengambilan keputusan dan keterbukaan dalam relevan mengenai kinerja, kondisi keuangan dan informasi
mengungkapkan informasi material dan relevan mengenai lainnya secara jelas, memadai, akurat, dapat dibandingkan dan
Perseroan. Perseroan akan mematuhi peraturan perundang- tepat waktu serta mudah diakses oleh stakeholders sesuai
undangan yang mengatur masalah keterbukaan informasi yang dengan haknya. Prinsip keterbukaan ini tidak mengurangi
berlaku bagi Perseroan. Transparansi juga mencakup hal-hal kewajiban untuk melindungi informasi rahasia mengenai
yang relevan dengan informasi yang dibutuhkan oleh publik Perseroan dan Pelanggan serta Mitra Kerja sesuai dengan
berkaitan dengan produk dan aktivitas operasional Perseroan peraturan perundangan-undangan yang berlaku.
yang secara potensial dapat memengaruhi perilaku pemangku Jasa Marga guarantees the disclosure of material and relevant
kepentingan. information regarding its performance, financial condition, and
The transparency principle refers to openness in the decision- other information in a manner that is clear, adequate, accurate,
making process and openness in disclosing material and comparable, timely, and easily accessible to stakeholders in
relevant information about the Company. The Company will accordance with their rights. This principle of openness does
comply with laws and regulations governing information not diminish the obligation to protect confidential information
disclosure that apply to the Company. Transparency also regarding the Company, its customers, and its partners in
covers matters pertinent to information needed by the public accordance with applicable laws and regulations.
regarding the Company’s products and operational activities
that could potentially influence the behavior of stakeholders.
A
Akuntabilitas Prinsip akuntabilitas yaitu kejelasan fungsi, pelaksanaan Jasa Marga menjamin kejelasan fungsi, hak, kewajiban,
Accountability dan pertanggungjawaban Organ Perseroan sehingga wewenang, dan pertanggungjawaban Jajaran Perseroan
pengelolaan Perseroan terlaksana secara efektif. Akuntabilitas yang memungkinkan pengelolaan Perseroan terlaksana
berkaitan dengan pelaksanaan tugas dan wewenang yang secara efektif. Akuntabilitas merujuk kepada kewajiban
dimiliki seseorang atau satuan kerja dalam melaksanakan seseorang atau organ kerja Perseroan yang berkaitan
tanggung jawab yang dibebankan Perseroan. Akuntabilitas ini dengan pelaksanaan wewenang yang dimilikinya dan/
meliputi penjelasan atas pelaksanaan tugas dan wewenang, atau pelaksanaan tanggung jawab yang dibebankan oleh
pelaporan atas pelaksanaan tugas dan wewenang, serta Perseroan kepadanya. Tiap kegiatan dapat diukur tanggung
pertanggungjawaban atas aktivitas dalam melaksanakan tugas jawab dan ketepatan waktunya.
dan wewenang tersebut. Jasa Marga guarantees the clarity of the functions, rights,
The accountability principle refers to the clarity of the functions, obligations, authorities, and responsibilities of the Company’s
implementation, and responsibilities of the Company’s organs so management, which enables the effective management of
that the management of the Company is carried out effectively. the Company. Accountability refers to the obligations of an
Accountability relates to the implementation of a person’s or work individual or work unit of the Company related to the exercise
unit’s duties and authorities in carrying out the responsibilities of their authority and/or the performance of responsibilities
assigned by the Company. This accountability includes assigned to them by the Company. Each activity can be
explanations of the implementation of duties and authorities, measured in terms of responsibility and timeliness.
reporting on the implementation of duties and authorities, and
accountability for activities in carrying out these duties and
authorities.
Prinsip pertanggungjawaban yaitu kesesuaian di dalam Jasa Marga menjamin kesesuaian dalam melaksanakan
R
Pertanggungjawaban
Responsibility pengelolaan Perseroan terhadap ketentuan peraturan aktivitas bisnisnya berdasarkan prinsip korporasi yang sehat,
perundang-undangan dan prinsip korporasi yang sehat. pemenuhan kewajiban terhadap Pemerintah sesuai peraturan
The responsibility principle is compliance in the management yang berlaku, bekerja sama secara aktif untuk manfaat
of the Company with the provisions of laws and regulations bersama dan berusaha untuk dapat memberikan kontribusi
and sound corporate principles. yang nyata kepada masyarakat.
Jasa Marga guarantees compliance in its business activities
based on sound corporate principles, fulfillment of obligations
to the Government in accordance with applicable regulations,
active cooperation for mutual benefit, and efforts to make a
real contribution to society.
Prinsip kemandirian yaitu keadaan di mana Perseroan Jasa Marga menjamin pengelolaan Perseroan secara
I
Kemandirian
Independence dikelola secara profesional tanpa benturan kepentingan dan profesional tanpa benturan kepentingan dan pengaruh/
pengaruh/tekanan dari pihak manapun yang tidak sesuai tekanan dari pihak manapun yang tidak sesuai dengan
dengan ketentuan peraturan perundang-undangan dan peraturan perundangan-undangan yang berlaku dan prinsip-
prinsip korporasi yang sehat. prinsip korporasi yang sehat.
The independence principle is a condition in which the Jasa Marga guarantees the Company’s professional
Company is managed professionally without conflicts of management without conflicts of interest and influence/
interest and influence/pressure from any party that is not in pressure from any party that is not in accordance with
accordance with the provisions of laws and regulations and applicable laws and regulations and sound corporate
sound corporate principles. principles.
F Keadilan dan Kesetaraan Prinsip keadilan dan kesetaraan yaitu dalam pemenuhan hak- Jasa Marga menjamin perlakuan yang adil dan setara dalam
Fairness and Equality hak Pemegang Saham, manajemen, karyawan dan Pemangku memenuhi hak-hak stakeholders berdasarkan ketentuan dan
Kepentingan Perseroan lainnya, sebagaimana tercantum dalam peraturan perundangan-undangan yang berlaku.
perjanjian. Hal ini juga mencakup perlakuan adil dan setara Jasa Marga guarantees fair and equal treatment in fulfilling
kepada seluruh individu Perseroan, tanpa terkecuali, sesuai the rights of stakeholders based on applicable laws and
dengan kebijakan dan peraturan yang berlaku. regulations.
The fairness and equality principle are the fulfillment of the
rights of Shareholders, management, employees, and other
stakeholders of the Company, as stated in the agreement.
This also includes fair and equal treatment of all individuals
in the Company, without exception, in accordance with
applicable policies and regulations.
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Selain menerapkan prinsip TARIF yang menjadi pedoman bagi In addition to implementing the TARIF principles as a guideline
BUMN, Jasa Marga juga mengimplementasikan pilar-pilar for State-Owned Enterprises, Jasa Marga also applies the pillars
governansi korporat yang mengacu pada Pedoman Umum of corporate governance that refer to the 2021 Indonesian
Governansi Korporat Indonesia Tahun 2021 yang diterbitkan General Guidelines on Corporate Governance issued by
oleh Komite Nasional Kebijakan Governansi (KNKG). the National Committee on Governance Policy (KNKG).
Pedoman ini menjadi acuan nasional dalam mewujudkan tata These guidelines serve as a national reference for realizing
kelola perusahaan yang selaras dengan praktik terbaik (best corporate governance that is aligned with best practices and
practices) serta menjawab dinamika perubahan lingkungan capable of responding to the dynamic changes in the business
bisnis dan ekspektasi para pemangku kepentingan. environment and the expectations of stakeholders.
Pedoman Umum Governansi Korporat Indonesia pada The Indonesian Corporate Governance General Guidelines
awalnya menggunakan prinsip dasar T.A.R.I.F, yang pertama initially used the basic T.A.R.I.F principles, which were
kali diperkenalkan dalam Pedoman Umum Good Corporate first introduced in the 2001 Indonesian Good Corporate
Governance Indonesia Tahun 2001 oleh KNKG. Seiring Governance General Guidelines by the KNKG. As times
perkembangan zaman dan kebutuhan penyesuaian terhadap changed and the need for adjustments to corporate
dinamika tata kelola korporasi, pedoman tersebut telah governance dynamics arose, the guidelines underwent
mengalami beberapa kali pembaruan pada tahun 2006, 2019, several revisions in 2006, 2019, and 2021. In the 2021 update,
dan terakhir pada tahun 2021. Dalam pembaruan tahun 2021, the fundamental values of T.A.R.I.F. were transformed into
nilai-nilai dasar T.A.R.I.F bertransformasi menjadi empat four pillars of corporate governance, i.e., ETAK (Ethical
pilar governansi korporat, yaitu ETAK (Perilaku Beretika, Behavior, Transparency, Accountability, and Sustainability),
Transparansi, Akuntabilitas, dan Keberlanjutan), sebagai as a form of adaptation to the latest developments in
bentuk adaptasi terhadap perkembangan terkini dalam business practices and sustainability demands at the
praktik bisnis dan tuntutan keberlanjutan di tingkat nasional national and global levels.
maupun global.
Makna Prinsip Komitmen Perseroan
Meaning of Principle Company Commitment
E Perilaku Beretika Dalam melaksanakan kegiatannya, korporasi senantiasa mengedepankan Perseroan berkomitmen untuk menegakkan standar
Ethical Behavior kejujuran, memperlakukan semua pihak dengan hormat (respect), memenuhi etika tertinggi dalam interaksi dengan seluruh
komitmen, membangun serta menjaga nilai-nilai moral dan kepercayaan secara pemangku kepentingan. Kami memastikan kepatuhan
konsisten. Korporasi memperhatikan kepentingan pemegang saham dan terhadap peraturan yang berlaku, menanamkan budaya
pemangku kepentingan lainnya berdasarkan asas kewajaran dan kesetaraan integritas, serta menerapkan kebijakan anti-korupsi dan
(fairness) dan dikelola secara independen sehingga masing-masing organ anti-penyuapan secara konsisten.
korporasi tidak saling mendominasi dan tidak dapat diintervensi oleh pihak lain. The Company is committed to upholding the highest
In carrying out its activities, the corporation always prioritizes honesty, respects ethical standards when interacting with all stakeholders.
all parties, fulfills its commitments, and consistently builds and maintains moral We ensure compliance with applicable regulations, instill
values and trust. The corporation considers the interests of shareholders and a culture of integrity, and consistently implement anti-
other stakeholders based on the principles of fairness and equality, and is corruption and anti-bribery policies.
managed independently so that each corporate organ does not dominate the
other and cannot be interfered with by other parties.
T
Transparansi Untuk menjaga objektivitas dalam menjalankan bisnis, korporasi menyediakan Perseroan berkomitmen untuk menyampaikan informasi
Transparency informasi yang material dan relevan dengan cara yang mudah diakses dan yang relevan secara terbuka dan mudah diakses oleh
dipahami oleh pemangku kepentingan. Korporasi mengambil inisiatif untuk pemangku kepentingan. Kami menjunjung prinsip
mengungkapkan tidak hanya masalah yang disyaratkan oleh peraturan keterbukaan dalam komunikasi dan pengambilan
perundang-undangan, tetapi juga hal yang penting untuk pengambilan keputusan, serta memastikan kepatuhan terhadap
keputusan oleh pemegang saham, kreditur dan pemangku kepentingan lainnya. regulasi yang mengatur keterbukaan informasi.
To maintain objectivity in conducting business, the corporation provides The Company is committed to communicating relevant
material and relevant information that is easily accessible and understandable information openly and in a manner that is easily
to stakeholders. The corporation takes the initiative to disclose not only matters accessible to stakeholders. We uphold the principle of
required by law, but also matters important for decision-making by shareholders, openness in communication and decision-making, and
creditors, and other stakeholders. ensure compliance with information disclosure regulations.
Korporasi dapat mempertanggungjawabkan kinerjanya secara transparan Perseroan berkomitmen untuk menerapkan sistem
A
Akuntabilitas
Accountability dan wajar. Untuk itu korporasi harus dikelola secara benar, terukur dan sesuai tata Kelola yang memastikan adanya mekanisme
dengan kepentingan korporat dengan tetap memperhitungkan kepentingan pertanggungjawaban yang jelas di setiap tingkatan
pemegang saham dan pemangku kepentingan. Akuntabilitas merupakan organisasi. Kami mendorong budaya kinerja yang
prasyarat yang diperlukan untuk mencapai kinerja yang berkelanjutan. bertanggung jawab, serta menerapkan sistem evaluasi
The corporation can be held accountable for its performance transparently dan pengawasan yang transparan.
and reasonably. To that end, it must be appropriately managed, measurable, The Company is committed to implementing a governance
and in accordance with corporate interests, while considering the interests system that ensures clear accountability mechanisms at
of shareholders and stakeholders. Accountability is a prerequisite for every level of the organization. We encourage a culture
achieving sustainable performance. of responsible performance and implement transparent
evaluation and monitoring systems.
K
Keberlanjutan Korporasi mematuhi peraturan perundang-undangan serta berkomitmen Perseroan berkomitmen untuk mengintegrasikan prinsip
Sustainability melaksanakan tanggung jawab terhadap masyarakat dan lingkungan keberlanjutan dalam strategi bisnis dan operasional.
agar berkontribusi pada pembangunan berkelanjutan melalui kerja sama Kami berupaya mengurangi dampak lingkungan,
dengan semua pemangku kepentingan terkait untuk meningkatkan memberdayakan masyarakat, serta menerapkan praktik
kehidupan mereka dengan cara yang selaras dengan kepentingan bisnis bisnis yang bertanggung jawab guna mendukung
dan agenda pembangunan berkelanjutan. pertumbuhan yang inklusif dan berkelanjutan.
The corporation complies with laws and regulations and is committed The Company is committed to integrating sustainability
to fulfilling its responsibilities to society and the environment. It will principles into its business and operational strategies.
contribute to sustainable development through cooperation with all We strive to reduce environmental impact, empower
relevant stakeholders to improve their lives in a way that aligns with communities, and implement responsible business
business interests and the sustainable development agenda. practices to support inclusive and sustainable growth.
460 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Dasar-Dasar Penerapan Basis of Implementation
Berbagai peraturan perundang-undangan yang bersifat Various formal laws and regulations form the basis for
formal, menjadi dasar penerapan Tata Kelola Perusahaan di implementing Corporate Governance in the Company. These
Perseroan. Adapun berbagai peraturan tersebut, yaitu: regulations include:
1. Undang-Undang Republik Indonesia, di antaranya 1. Laws of the Republic of Indonesia, including:
adalah:
a. Undang-Undang No. 8 Tahun 1995 tanggal a. Law No. 8 of 1995 dated November 10, 1995, on
10 November 1995 tentang Pasar Modal yang Capital Markets, last amended by Law No. 4 of 2023
terakhir telah diubah dengan Undang-Undang No. 4 on Development and Strengthening of the Financial
Tahun 2023 tentang Pengembangan dan Penguatan Sector.
Sektor Keuangan.
b. Undang-Undang No. 31 Tahun 1999 tanggal b. Law No. 31 of 1999 dated August 16, 1999, on
16 Agustus 1999 tentang Pemberantasan Tindak Eradication of Corruption Crimes, which was last
Pidana Korupsi yang terakhir telah diubah dengan amended by Law No. 30 of 2002 on the Corruption
Undang-Undang No. 30 Tahun 2002 tentang Komisi Eradication Commission and partially revoked by
Pemberantasan Tindak Pidana Korupsi dan dicabut Law No. 1 of 2023 on the Criminal Code.
sebagian dengan Undang-Undang No. 1 Tahun 2023
tentang Kitab Undang-Undang Hukum Pidana.
c. Undang-Undang No. 19 Tahun 2003 tanggal 19 c. Law No. 19 of 2003 dated June 19, 2003, on State-
Juni 2003 tentang Badan Usaha Milik Negara Owned Enterprises, as amended several times,
sebagaimana telah beberapa kali diubah, terakhir most recently by Law No. 1 of 2025 on the Third
dengan Undang-Undang No. 16 Tahun 2025 tentang Amendment to Law No. 19 of 2003 on State-Owned
Perubahan Keempat atas Undang-Undang Nomor 19 Enterprises.
Tahun 2003 tentang Badan Usaha Milik Negara.
d. Undang-Undang No. 38 Tahun 2004 tanggal 18 d. Law No. 38 of 2004 dated October 18, 2004, on
Oktober 2004 tentang Jalan, yang terakhir telah Roads, which was last amended by Government
diubah dengan Peraturan Pemerintah Pengganti Regulation in Lieu of Law No. 2 of 2022 on Job
Undang-Undang No. 2 Tahun 2022 tentang Cipta Creation and stipulated as a Law in accordance with
Kerja dan ditetapkan menjadi Undang-Undang Law No. 6 of 2023 on the Stipulation of Government
sesuai Undang-Undang No. 6 Tahun 2023 tentang Regulation in Lieu of Law No. 2 of 2022 on Job
Penetapan Peraturan Pemerintah Pengganti Creation into Law.
Undang-Undang No. 2 Tahun 2022 tentang Cipta
Kerja menjadi Undang-Undang.
e. Undang-Undang No. 40 Tahun 2007 tanggal 16 e. Law No. 40 of 2007 dated August 16, 2007, on Limited
Agustus 2007 tentang Perseroan Terbatas yang Liability Companies, last amended by Government
terakhir telah diubah dengan Peraturan Pemerintah Regulation in Lieu of Law No. 2 of 2022 on Job
Pengganti Undang-Undang No. 2 Tahun 2022 Creation and stipulated as Law in accordance with
tentang Cipta Kerja dan ditetapkan menjadi Undang- Law No. 6 of 2023 on the Stipulation of Government
Undang sesuai Undang-Undang No. 6 Tahun 2023 Regulation in Lieu of Law No. 2 of 2022 on Job
tentang Penetapan Peraturan Pemerintah Pengganti Creation into Law.
Undang-Undang No. 2 Tahun 2022 tentang Cipta
Kerja menjadi Undang-Undang.
f. Undang-Undang No. 11 Tahun 2008 tanggal 21 April f. Law No. 11 of 2008 dated April 21, 2008, on Electronic
2008 tentang Informasi dan Transaksi Elektronik Information and Transactions, as amended several
sebagaimana telah diubah beberapa kali dengan times by Law No. 19 of 2016 dated November 25,
Undang-Undang No. 19 Tahun 2016 tanggal 2016, on Amendments to Law No. 11 of 2008 on
25 November 2016 tentang Perubahan atas Undang- Information and Electronic Transactions, and partially
Undang No. 11 Tahun 2008 tentang Informasi dan repealed by Law No. 1 of 2023 on the Criminal Code.
Transaksi Elektronik dan dicabut sebagian dengan
Undang-Undang No. 1 Tahun 2023 tentang Kitab
Undang-Undang Hukum Pidana.
g. Undang-Undang No. 14 Tahun 2008 tanggal 30 April g. Law No. 14 of 2008 dated April 30, 2008, on Public
2008 tentang Keterbukaan Informasi Publik. Information Disclosure.
h. Undang-Undang No. 22 Tahun 2009 tanggal 22 Juni h. Law No. 22 of 2009 dated June 22, 2009, on
2009 tentang Lalu Lintas dan Angkutan Jalan yang Road Traffic and Transportation, which was last
terakhir telah diubah dengan Peraturan Pemerintah amended by Government Regulation in Lieu of Law
Pengganti Undang-Undang No. 2 Tahun 2022 No. 2 of 2022 on Job Creation and stipulated as a
tentang Cipta Kerja dan ditetapkan menjadi Undang- Law in accordance with Law No. 6 of 2023 on the
Undang sesuai Undang-Undang No. 6 Tahun 2023 Stipulation of Government Regulation in Lieu of Law
tentang Penetapan Peraturan Pemerintah Pengganti No. 2 of 2022 on Job Creation into Law.
Undang-Undang No. 2 Tahun 2022 tentang Cipta
Kerja menjadi Undang-Undang.
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i.
Undang-Undang No. 8 Tahun 2010 tanggal i. Law No. 8 of 2010 dated October 22, 2010, on the
22 Oktober 2010 tentang Pencegahan dan Prevention and Eradication of Money Laundering,
Pemberantasan Tindak Pidana Pencucian Uang which has been partially revoked by Law No. 1 of
yang telah dicabut sebagian dengan Undang- 2023 on the Criminal Code.
Undang No. 1 Tahun 2023 tentang Kitab Undang-
Undang Hukum Pidana.
2. Peraturan Pemerintah, di antaranya adalah: 2. Government Regulations, including:
a. Peraturan Pemerintah No. 23 Tahun 2024 tanggal 20 a. Government Regulation No. 23 on 2024, dated May
Mei 2024 tentang Jalan Tol. 20, 2024 on Toll Roads.
b. Peraturan Pemerintah No. 45 Tahun 2005 tanggal b. Government Regulation No. 45 of 2005 dated
25 Oktober 2005 tentang Pendirian, Pengawasan October 25, 2005, on the Establishment, Supervision
dan Pembubaran Badan Usaha Milik Negara, and Dissolution of State-Owned Enterprises, as
sebagaimana telah diubah dengan Peraturan amended by Government Regulation No. 23 of 2022
Pemerintah No. 23 Tahun 2022 tentang Perubahan on Amendments to Government Regulation No. 45
atas Peraturan Pemerintah No. 45 Tahun 2005 of 2005 dated June 8, 2022, on the Establishment,
tanggal 8 Juni 2022 tentang Pendirian, Pengurusan, Management, Supervision, and Dissolution of State-
Pengawasan, Dan Pembubaran Badan Usaha Milik Owned Enterprises.
Negara.
3. Peraturan Menteri Badan Usaha Milik Negara, di 3. Minister of State-Owned Enterprises Regulations,
antaranya adalah: including:
a. Peraturan Menteri Badan Usaha Milik Negara a. Minister of State-Owned Enterprises Regulation
No. PER-9/MBU/06/2021 tentang Pelaporan No. PER-9/MBU/06/2021 on Reporting of Gratuities
Gratifikasi di Lingkungan Kementerian Badan Usaha within the Ministry of State-Owned Enterprises
Milik Negara tanggal 16 Juli 2021. dated July 16, 2021.
b. Peraturan Menteri Badan Usaha Milik Negara No. PER- b. Minister of State-Owned Enterprises Regulation
01/MBU/01/2015 tanggal 14 Januari 2015 tentang No. PER-01/MBU/01/2015 dated January 14, 2015,
Pedoman Penanganan Benturan Kepentingan di on Guidelines for Handling Conflicts of Interest
Lingkungan Kementerian Badan Usaha Milik Negara. within the Ministry of State-Owned Enterprises.
c. Peraturan Menteri Badan Usaha Milik Negara c. Minister of State-Owned Enterprises Regulation
No. PER-13/MBU/10/2015 tanggal 8 Oktober 2015 No. PER-13/MBU/10/2015 dated October 8, 2015,
tentang Pedoman Pengelolaan Sistem Pelaporan on Guidelines for the Management of the Reporting
Dugaan Pelanggaran di Lingkungan Kementerian System for Alleged Violations within the Ministry of
Badan Usaha Milik Negara. State-Owned Enterprises.
d. Peraturan Menteri BUMN No. PER-1/MBU/03/2023 d. Minister of SOE Regulation No. PER-1/MBU/03/2023
tanggal 24 Maret 2023 tentang Penugasan dated March 24, 2023, on Special Assignments and
Khusus dan Program Tanggung Jawab Sosial dan Social and Environmental Responsibility Programs of
Lingkungan Badan Usaha Milik Negara. State-Owned Enterprises.
e. Peraturan Menteri Badan Usaha Milik Negara e. Minister of State-Owned Enterprises Regulation
No. PER-2/MBU/03/2023, tanggal 24 Maret 2023, No. PER-2/MBU/03/2023, dated March 24, 2023, on
tentang Pedoman Tata Kelola dan Kegiatan Korporasi Guidelines for Corporate Governance and Significant
Signifikan Badan Usaha Milik Negara. Corporate Activities of State-Owned Enterprises.
f. Peraturan Menteri Badan Usaha Milik Negara f. Minister of State-Owned Enterprises Regulation
No. PER-3/MBU/03/2023, tanggal 24 Maret 2023, No. PER-3/MBU/03/2023, dated March 24, 2023,
tentang Organ dan Sumber Daya Manusia Badan on Organs and Human Resources of State-Owned
Usaha Milik Negara. Enterprises.
4. Peraturan Otoritas Jasa Keuangan (OJK), di antaranya 4. Financial Services Authority (OJK) Regulations,
adalah: including:
a. Peraturan Otoritas Jasa Keuangan No. 33/ a. Financial Services Authority Regulation No. 33/
POJK.04/2014 tanggal 8 Desember 2014 tentang POJK.04/2014 dated December 8, 2014, on the
Direksi dan Dewan Komisaris Emiten atau Perusahaan Board of Directors and Board of Commissioners of
Publik. Issuers or Public Companies.
b. Peraturan Otoritas Jasa Keuangan No. 34/ b. Financial Services Authority Regulation No. 34/
POJK.04/2014 tanggal 8 Desember 2014 tentang POJK.04/2014 dated December 8, 2014, on the
Komite Nominasi dan Remunerasi Emiten atau Nomination and Remuneration Committee of Issuers
Perusahaan Publik. or Public Companies.
c. Peraturan Otoritas Jasa Keuangan No. 35/ c. Financial Services Authority Regulation No. 35/
POJK.04/2014 tanggal 8 Desember 2014 tentang POJK.04/2014 dated December 8, 2014, on the
Sekretaris Perusahaan Emiten atau Perusahaan Publik. Company Secretaries of Issuers or Public Companies.
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d. Peraturan Otoritas Jasa Keuangan No. 08/ d. Financial Services Authority Regulation No. 08/
POJK.04/2015 tanggal 25 Juni 2015 tentang Situs POJK.04/2015 dated June 25, 2015, on the Websites
Web Emiten atau Perusahaan Publik. of Issuers or Public Companies.
e. Peraturan Otoritas Jasa Keuangan No. 21/ e. Financial Services Authority Regulation No. 21/
POJK.04/2015 tanggal 16 November 2015 tentang POJK.04/2015 dated November 16, 2015, on the
Penerapan Pedoman Tata Kelola Perusahaan Implementation of Corporate Governance Guidelines
Terbuka. for Public Companies.
f. Peraturan Otoritas Jasa Keuangan No. 30/ f. Financial Services Authority Regulation No. 30/
POJK.04/2015 tanggal 16 Desember 2015 tentang POJK.04/2015 dated December 16, 2015, on Reports
Laporan Realisasi Penggunaan Dana Hasil on the Realization of the Use of Proceeds from
Penawaran Umum. Public Offerings.
g. Peraturan Otoritas Jasa Keuangan No. 31/ g. Financial Services Authority Regulation No. 31/
POJK.04/2015 tanggal 16 Desember 2015 tentang POJK.04/2015 dated December 16, 2015, on
Keterbukaan atas Informasi atau Fakta Material oleh Disclosure of Material Information or Facts by Issuers
Emiten atau Perusahaan Publik. or Public Companies.
h. Surat Edaran Otoritas Jasa Keuangan No. 32/ h. Financial Services Authority Circular Letter
SEOJK.04/2015 tanggal 17 November 2015 tentang No. 32/SEOJK.04/2015 dated November 17, 2015, on
Pedoman Tata Kelola Perusahaan Terbuka. Guidelines for the Governance of Public Companies.
i. Peraturan Otoritas Jasa Keuangan No. 55/ i. Financial Services Authority Regulation No. 55/
POJK.04/2015 tanggal 23 Desember 2015 tentang POJK.04/2015 dated December 23, 2015, on the
Pembentukan dan Pedoman Pelaksanaan Kerja Establishment and Implementation Guidelines of the
Komite Audit. Audit Committee.
j. Peraturan Otoritas Jasa Keuangan No. 56/ j. Financial Services Authority Regulation No. 56/
POJK.04/2015 tanggal 23 Desember 2015 tentang POJK.04/2015 dated December 23, 2015, on the
Pembentukan dan Pedoman Penyusunan Piagam Establishment and Guidelines for the Preparation of
Unit Audit Internal. Internal Audit Unit Charters.
k. Peraturan Otoritas Jasa Keuangan No. 29/ k. Financial Services Authority Regulation No. 29/
POJK.04/2016 tanggal 29 Juli 2016 tentang POJK.04/2016 dated July 29, 2016, on the Obligation
Kewajiban Penyampaian Laporan Tahunan bagi to Submit Annual Reports for Issuers and Public
Emiten dan Perusahaan Publik. Companies.
l. Peraturan Otoritas Jasa Keuangan No. 11/ l. Financial Services Authority Regulation No. 11/
POJK.04/2017 tanggal 14 Maret 2017 tentang POJK.04/2017 dated March 14, 2017, on Reports on
Laporan Kepemilikan atau Setiap Perubahan Ownership or Any Changes in Ownership of Shares
Kepemilikan Saham Perusahaan Terbuka. in Public Companies.
m. Peraturan Otoritas Jasa Keuangan No. 51/ m. Financial Services Authority Regulation No.
POJK.03/2017 tanggal 18 Juli 2017 tentang 51/POJK.03/2017 dated July 18, 2017, on the
Penerapan Keuangan Berkelanjutan bagi Lembaga Implementation of Sustainable Finance for Financial
Jasa Keuangan, Emiten, dan Perusahaan Publik. Services Institutions, Issuers, and Public Companies.
n. Peraturan Otoritas Jasa Keuangan No. 58/ n. Financial Services Authority Regulation No. 58/
POJK.04/2017 tanggal 6 Desember 2017 tentang POJK.04/2017 dated December 6, 2017, on the
Penyampaian Pernyataan Pendaftaran atau Electronic Submission of Registration Statements or
Pengajuan Aksi Korporasi secara Elektronik. Corporate Action Submissions.
o. Peraturan Otoritas Jasa Keuangan No. 75/ o. Financial Services Authority Regulation No. 75/
POJK.04/2017 tanggal 21 Desember 2017 tentang POJK.04/2017 dated December 21, 2017, on the
Tanggung Jawab Direksi atas Laporan Keuangan. Responsibility of the Board of Directors for Financial
Statements.
p. Peraturan Otoritas Jasa Keuangan No. 7/ p. Financial Services Authority Regulation No. 7/
POJK.04/2018 tanggal 25 April 2018 tentang POJK.04/2018 dated April 25, 2018, on the
Penyampaian Laporan melalui Sistem Pelaporan Submission of Reports through the Electronic
Elektronik Emiten atau Perusahaan Publik. Reporting System for Issuers or Public Companies.
q. Peraturan Otoritas Jasa Keuangan No. 15/ q. Financial Services Authority Regulation No. 15/
POJK.04/2020 tanggal 20 April 2020 tentang POJK.04/2020 dated April 20, 2020, on the Plan and
Rencana dan Penyelenggaraan Rapat Umum Implementation of General Meetings of Shareholders
Pemegang Saham Perusahaan Terbuka. of Public Companies.
r. Peraturan Otoritas Jasa Keuangan No. 16/ r. Financial Services Authority Regulation No. 16/
POJK.04/2020 tanggal 20 April 2020 tentang POJK.04/2020 dated April 20, 2020, on the
Pelaksanaan Rapat Umum Pemegang Saham Implementation of Electronic General Meetings of
Perusahaan Terbuka secara Elektronik. Shareholders of Public Companies.
s. Peraturan Otoritas Jasa Keuangan No. 17/ s. Financial Services Authority Regulation No. 17/
POJK.04/2020 tanggal 20 April 2020 tentang POJK.04/2020 dated April 20, 2020, on Material
Transaksi Material dan Perubahan Kegiatan Usaha. Transactions and Changes in Business Activities.
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t.
Peraturan Otoritas Jasa Keuangan No. 42/ t. Financial Services Authority Regulation No. 42/
POJK.04/2020 tanggal 01 Juli 2020 tentang Transaksi POJK.04/2020 dated July 1, 2020, on Affiliated
Afiliasi dan Transaksi Benturan Kepentingan. Transactions and Conflicts of Interest Transactions.
u. Peraturan Otoritas Jasa Keuangan No. 49/ u. Financial Services Authority Regulation No. 49/
POJK.04/2020 tanggal 11 Desember 2020 tentang POJK.04/2020 dated December 11, 2020, on the
Pemeringatan Efek Bersifat Utang dan/atau Sukuk. Rating of Debt Securities and/or Sukuk.
v. Peraturan Otoritas Jasa Keuangan No. 14/ v. Financial Services Authority Regulation No. 14/
POJK.04/2022 tanggal 18 Agustus 2022 tentang POJK.04/2022 dated August 18, 2022, on the
Penyampaian Laporan Keuangan Berkala Emiten Submission of Periodic Financial Reports by Issuers
atau Perusahaan Publik. or Public Companies.
w. Peraturan Otoritas Jasa Keuangan No. 15/ w. Financial Services Authority Regulation No. 15/
POJK.04/2022 tanggal 18 Agustus 2022 tentang POJK.04/2022 dated August 18, 2022, on Stock
Pemecahan Saham dan Penggabungan Saham oleh Splits and Stock Mergers by Public Companies.
Perusahaan Terbuka.
5. Peraturan Bursa Efek Indonesia (BEI), di antaranya 5. Indonesian Stock Exchange (IDX) Regulations, including
Peraturan Bursa Efek Indonesia No. I-E tentang Indonesian Stock Exchange Regulation No. I-E on
Kewajiban Penyampaian Informasi dan perubahannya. Information Disclosure Obligations and its amendments.
Selain ketentuan berupa peraturan perundang-undangan In addition to the provisions in the laws and regulations, Jasa
Jasa Marga juga mendasarkan penerapan GCG di Perseroan Marga bases the implementation of GCG in the Company by
dengan mengacu pada berbagai pedoman GCG, sebagai referring to various GCG guidelines, as follows:
berikut:
1. Prinsip-prinsip Corporate Governance yang 1. Corporate Governance Principles developed by
dikembangkan oleh Organization for Economic the Organization for Economic Cooperation and
Cooperation and Development (OECD) tahun 2015. Development (OECD) in 2015.
2. ASEAN Corporate Governance Scorecard tahun 2017. 2. The ASEAN Corporate Governance Scorecard of 2017.
3. Pedoman Umum Governansi Korporat Indonesia 3. The General Guidelines for Indonesian Corporate
yang dikembangkan oleh Komite Nasional Kebijakan Governance developed by the National Committee on
Governansi (KNKG) tahun 2021. Corporate Governance (KNKG) in 2021.
Tujuan Penerapan GCG Objectives of GCG Implementation
Tujuan penerapan GCG di Jasa Marga dituangkan dalam The objectives of implementing GCG at Jasa Marga are
Pedoman Tata Kelola Perusahaan yang Baik, sebagaimana outlined in the Good Corporate Governance Guidelines, as
telah disahkan melalui Keputusan Direksi PT Jasa Marga ratified by PT Jasa Marga (Persero) Tbk Board of Directors
(Persero) Tbk No. 46/KPTS/2024 tanggal 22 Maret 2024. Decree No. 46/KPTS/2024 dated March 22, 2024.
Tujuan dari penerapan GCG pada Perseroan adalah: The objectives of implementing GCG in the Company are:
1. Mengendalikan dan mengarahkan hubungan antara 1. To control and direct the relationships between
Pemegang Saham, Dewan Komisaris, Direksi, Karyawan, Shareholders, the Board of Commissioners, the Board of
Pengguna Jalan Tol/Pelanggan Lainnya, Mitra Usaha, Directors, Employees, Toll Road Users/Other Customers,
Kreditur/Investor, serta Masyarakat dan Lingkungan. Business Partners, Creditors/Investors, as well as the
Community and the Environment.
2. Mendorong dan mendukung pengembangan, 2. To encourage and support developing and managing the
pengelolaan risiko Perseroan secara lebih hati-hati Company’s risks in a more prudent, accountable, and
(prudent), akuntabel, dan bertanggung jawab sejalan responsible manner in line with GCG principles.
dengan prinsip-prinsip GCG.
3. Memaksimalkan nilai Perseroan agar Perseroan memiliki 3. To maximize the Company’s value so that it has strong
daya saing yang kuat, baik secara nasional maupun national and international competitiveness.
internasional.
4. Memberdayakan fungsi dan kemandirian masing-masing 4. To empower the functions and independence of each of
Organ Perseroan. the Company’s organs.
5. Mendorong pengelolaan Perseroan secara profesional, 5. Encourage professional, effective, and efficient
efektif dan efisien demi tercapainya Visi dan Misi management of the Company to achieve its Vision and
Perseroan. Mission.
6. Mendorong agar pengelola Perseroan dalam membuat 6. Encourage the Company’s management to make
keputusan dan menjalankan tindakan dilandasi nilai decisions and take actions based on high moral values
moral yang tinggi dan kepatuhan terhadap peraturan and compliance with applicable laws and regulations, as
perundang-undangan yang berlaku serta kesadaran well as awareness of the Company’s social responsibility.
akan adanya tanggung jawab sosial Perseroan.
7. Meningkatkan pertanggungjawaban kepada stakeholders. 7. Increase accountability to stakeholders.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
8. Mencegah terjadinya penyimpangan dalam pengelolaan 8. Preventing irregularities in the management of the
Perseroan. Company.
9. Meningkatkan pencitraan Perseroan (image) yang 9. Improving the Company’s image.
semakin baik.
10. Meningkatkan kontribusi Perseroan dalam perekonomian 10. Increasing the Company’s contribution to the national
nasional. economy.
11. Menciptakan Insan Jasa Marga yang bersih dari segala 11. Creating Jasa Marga employees who are free from all
bentuk penyuapan. forms of bribery.
Perkembangan Penerapan Tata Kelola Perusahaan
yang Baik di Lingkup Perseroan Penetapan
Standar Kualitas GCG di Lingkup Perseroan
Development of Good Corporate Governance Implementation in
the Establishment of GCG Quality Standards in the Company
Komitmen Jasa Marga akan pentingnya penerapan GCG, Jasa Marga's commitment to the importance of
diwujudkan dengan mengadopsi berbagai standar terbaik dan implementing GCG is realized by adopting various best
best practice dalam penerapan GCG, baik yang berlaku secara standards and best practices in the implementation of
nasional maupun internasional. Dalam lingkup penetapan GCG, both nationally and internationally. In setting quality
standar kualitas penerapan GCG, Perseroan mengacu pada standards for GCG implementation, the Company refers
kebijakan dan ketentuan dalam lingkup nasional sebagaimana to national policies and regulations as stipulated in the
diatur dalam Peraturan Menteri Badan Usaha Milik Negara Minister of State-Owned Enterprises Regulation No. PER-
No. PER-2/MBU/03/2023 tanggal 24 Maret 2023 tentang 2/MBU/03/2023 dated March 24, 2023, on Guidelines for
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan Badan Corporate Governance and Significant Corporate Activities
Usaha Milik Negara. Peraturan tersebut merupakan peraturan of State-Owned Enterprises. This regulation is the latest
terbaru yang mengatur mengenai Tata Kelola Perusahaan Minister of SOE Regulation governing Good Corporate
yang Baik di BUMN, yang mencabut peraturan sebelumnya Governance, which revokes the previous regulation, namely
yaitu Peraturan Menteri BUMN No. PER-01/MBU/2011 tentang Minister of SOE Regulation No. PER-01/MBU/2011 on the
Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Implementation of Good Corporate Governance in State-
Governance) pada Badan Usaha Milik Negara, sebagaimana Owned Enterprises, as amended by PER-09/MBU/2012. In
diubah dengan PER-09/MBU/2012. Selain mengacu kepada addition to referring to the Minister of SOE Regulation, the
Peraturan yang berlaku bagi BUMN, penerapan GCG Company's implementation of GCG refers to the Indonesian
Perseroan juga mengacu pada Pedoman Umum Governansi Corporate Governance Guidelines (PUGKI) issued by the
Korporat Indonesia (PUGKI) yang dikeluarkan oleh KNKG pada KNKG in 2021, which contains 4 (four) pillars as the basis
tahun 2021, di mana terdapat 4 (empat) pilar sebagai landasan for PUGKI principles, i.e., Ethical Behavior, Transparency,
prinsip-prinsip PUGKI, yaitu Perilaku Beretika, Transparansi, Accountability, and Sustainability. Meanwhile, for other
Akuntabilitas dan Keberlanjutan. Sedangkan acuan lainnya global references, the Company refers to the principles of
yang bersifat global, Perseroan mengacu pada prinsip-prinsip Corporate Governance developed by the Organization for
Corporate Governance yang dikembangkan oleh Organization Economic Cooperation and Development (OECD) in 2015.
for Economic Cooperation and Development (OECD) tahun
2015.
Penerapan GCG oleh Perseroan memerlukan penilaian The implementation of GCG by the Company requires a
secara rutin setiap tahunnya untuk mengukur sejauh mana routine annual assessment to measure the extent to which
GCG telah diimplementasikan. Dalam melakukan penilaian GCG has been implemented. In assessing the implementation
atas implementasi GCG, Perseroan menggunakan kriteria of GCG, the Company uses criteria and methodologies
dan metodologi berdasarkan Surat Edaran Otoritas Jasa based on Financial Services Authority Circular Letter No. 32/
Keuangan No. 32/SEOJK.04/2015 tentang Pedoman SEOJK.04/2015 on Corporate Governance Guidelines and
Tata Kelola Perusahaan serta penetapan standar kualitas establishing GCG implementation quality standards
penerapan GCG yang berlaku di Asia Tenggara, yaitu ASEAN applicable in Southeast Asia, namely the ASEAN Corporate
Corporate Governance Scorecard (ACGS). Governance Scorecard (ACGS).
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Kebijakan-kebijakan yang menjadi acuan penerapan The policies that serve as a reference for the implementation
GCG di Jasa Marga, mengatur peran dari masing-masing of GCG at Jasa Marga regulate the roles of each organ of the
organ Perseroan, baik Rapat Umum Pemegang Saham Company, including the General Meeting of Shareholders
(RUPS) sebagai mekanisme utama dalam melindungi dan (GMS) as the main mechanism for protecting and exercising
melaksanakan hak-hak Pemegang Saham, Dewan Komisaris the rights of Shareholders, the Board of Commissioners
sebagai fungsi pengawasan dan pemberian nasihat kepada as the supervisory and advisory function to the Board of
Direksi, maupun Direksi sebagai fungsi pengelolaan dan Directors, and the Board of Directors as the management and
pengurusan Perseroan. Masing-masing organ Perseroan, administration function of the Company. Each organ of the
memiliki tugas dan tanggung jawab yang saling bersinergi Company has tasks and responsibilities that work together
dalam mencapai tujuan Perseroan. Kebijakan yang berlaku, synergistically to achieve the Company's objectives. The
mengatur organ Perseroan agar melaksanakan fungsinya applicable policies regulate the organs of the Company
secara utuh dan sesuai dengan ketentuan yang berlaku. to carry out their functions fully and in accordance with
applicable regulations.
Pelaksanaan fungsi sesuai peraturan tersebut merupakan Implementing these functions in accordance with the
wujud komitmen Perseroan dalam menjaga integritas, regulations manifests the Company's commitment to
yang tidak hanya mencerminkan kepatuhan terhadap maintaining integrity, which not only reflects compliance
hukum, tetapi juga memberikan dampak positif bagi with the law but also has a positive impact on the Company.
Perseroan. Dengan menerapkan prinsip ini, Perseroan By applying this principle, the Company can strengthen
dapat memperkuat reputasi, meningkatkan efektivitas its reputation, improve operational effectiveness, and
operasional, serta memastikan keberlanjutan bisnis ensure long-term business sustainability. Compliance
dalam jangka panjang. Kepatuhan terhadap regulasi yang with applicable regulations also reflects the Company's
berlaku juga mencerminkan tanggung jawab Perseroan responsibility to create a transparent and ethical business
dalam menciptakan lingkungan bisnis yang transparan dan environment, thereby building stakeholder trust and
beretika, sehingga mampu membangun kepercayaan dari supporting stable and sustainable growth.
pemangku kepentingan serta mendukung pertumbuhan
yang stabil dan berkelanjutan.
Peta Jalan Pengembangan GCG GCG Development Roadmap
Jasa Marga memiliki komitmen yang kuat dan konsisten Jasa Marga is strongly committed to implementing GCG
dalam menerapkan GCG di Perseroan. Sejak pertama kali in the Company. Since the commitment to fully implement
ditetapkan komitmen penerapan GCG secara penuh pada GCG was first established in 2005, the Company has
tahun 2005, Perseroan telah mengalami perkembangan experienced positive developments and trends in the
dan tren yang baik dalam penerapan GCG. Hal tersebut implementation of GCG. The Company realizes this through
diwujudkan oleh Perseroan melalui konsistensi penerapan the consistent application of GCG principles in all of the
prinsip-prinsip GCG dalam setiap aktivitas operasional Company’s operational activities. In addition, the Company
Perseroan. Di samping itu, Perseroan juga berusaha strives to improve and refine the implementation of GCG
memperbaiki dan menyempurnakan penerapan GCG di within the Company by building awareness among the
Perseroan, dengan membangun kesadaran pada insan Company’s personnel of the importance of implementing
Perseroan akan pentingnya penerapan GCG, maupun GCG, as well as establishing various supporting policies.
penetapan berbagai kebijakan pendukung. Perseroan The Company hopes that the consistent implementation of
berharap, melalui konsistensi penerapan GCG dapat GCG can increase its value in the eyes of all stakeholders.
mendorong peningkatan nilai Perseroan di hadapan seluruh The development of GCG implementation within Jasa Marga
pemangku kepentingan. Perkembangan penerapan GCG di from 2005 to 2025 can be described as follows:
lingkungan Jasa Marga sejak tahun 2005 sampai dengan
tahun 2025, dapat dijabarkan sebagai berikut:
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Bagan Jejak Langkah Penerapan Tata Kelola Perseroan di Jasa Marga dan Komitmen Pelaksanaan Sistem Manajemen Anti Penyuapan
Chart of Steps Taken to Implement Corporate Governance at Jasa Marga and Commitment to Implementing an Anti-Bribery Management System
2005-2009
1. Kick-off Penerapan GCG: 1. GCG Implementation Kick-off:
a. Etika Usaha a. Business Ethics
b. Etika Kerja b. Work Ethics
c. Statement Corporate Intent c. Statement of Corporate Intent
d. Board Manual d. Board Manual
e. Laporan Kepatuhan e. Compliance Report
f. Penjabaran Visi Misi dan RJPP f. Explanation of Vision and Mission and RJPP
2. Penandatanganan Pakta Integritas Manajemen Perseroan dalam 2. Signing of the Company Management Integrity Pact in
Penerapan GCG dan Diperbaharui Setiap Tahun Implementing GCG and Renewed Every Year
3. Review Pedoman GCG Perseroan dan Kelengkapan Soft Structure 3. Review of the Company’s GCG Guidelines and Completeness of
GCG Perseroan the Company’s GCG Soft Structure
4. Review Prosedur Pengadaan Barang dan Jasa di Lingkungan 4. Review of Goods and Services Procurement Procedures within
Perseroan the Company
2010-2015
1. Rakornas Pengendalian Gratifikasi dengan Komisi Pemberantasan 1. National Coordination Meeting on Gratification Control with the
Korupsi (KPK) Republik Indonesia Corruption Eradication Commission (KPK) of the Republic of Indonesia
2. Penjabaran Tata Nilai 2. Elaboration of Values
3. Revitalisasi Unit Pengendali Gratifikasi 3. Revitalization of the Gratification Control Unit
4. Review Pedoman GCG (COCG, COC, Benturan Kepentingan dan 4. Review of GCG Guidelines (COCG, COC, Conflict of Interest, and
Gratifikasi) Gratification)
5. Sosialisasi Gratifikasi Bekerja Sama dengan Komisi Pemberantasan 5. Dissemination of Gratification in Collaboration with the Corruption
Korupsi (KPK) Republik Indonesia sebagai Narasumber Eradication Commission (KPK) of the Republic of Indonesia as a
Resource Person
6. Pelaksanaan Sharing Knowledge Kepatuhan Emiten sesuai 6. Implementation of Sharing Knowledge on Issuer Compliance in
dengan Peraturan Pasar Modal di Marga Lingkar Jakarta sebagai accordance with Capital Market Regulations in Marga Lingkar Jakarta
Anak Perusahaan yang merupakan Emiten as a Subsidiary that is an Issuer
7. Penambahan Saluran Pelaporan Whistleblowing System Email, 7. Addition of Reporting Channels for the Whistleblowing System (Email,
Website, SMS, Whatsapp dan PO BOX) Website, SMS, WhatsApp, and PO BOX)
8. Sosialisasi GCG (Gratifikasi dan WBS) Tahun 2019 8. Dissemination of GCG (Gratification and WBS) in 2019
9. Update Keputusan Direksi tentang COC dan COCG 9. Update on the Board of Directors’ Decrees on COC and COCG
10. Sosialisasi Gratifikasi dan LHKPN oleh Tim WBS 10. Dissemination of Gratification and LHKPN by the WBS Team
11. Persiapan Implementasi SNI ISO 37001 Sistem 11. Preparation for the Implementation of the SNI ISO 37001 System
12. Sistem Manajemen Anti Penyuapan (SMAP) 12. Anti-Bribery Management System (SMAP)
13. Sertifikasi SNI ISO 37001 SMAP Lingkup Direktorat Utama Kantor 13. SNI ISO 37001 SMAP Certification for the Main Directorate of the Head
Pusat Office
14. Update Keputusan Direksi tentang COC, COCG, Benturan 14. Update on the Board of Directors’ Decrees on COC, COCG, Conflicts of
Kepentingan, Gratifikasi, dan Whistleblowing System Interest, Gratuities, and Whistleblowing System
2016-2020
1. Pedoman Tata Kelola Perusahaan (COCG/Code of 1. Code of Corporate Governance (COCG)
Corporate Governance)
2. Pedoman Perilaku (COC/Code of Conduct) 2. Code of Conduct (COC)
3. Tata Nilai dan Budaya Perseroan 3. Corporate Values and Culture
4. Review Pengelolaan Manajemen Risiko Perseroan 4. Review of Corporate Risk Management
5. Review Pedoman GCG Perseroan (COCG dan COC) 5. Review of Corporate GCG Guidelines (COCG and COC)
6. Pedoman Benturan Kepentingan 6. Conflict of Interest Guidelines
7. Pedoman Gratifikasi 7. Gratuities Guidelines
8. Penandatanganan Pakta Integritas oleh Seluruh Insan 8. Signing of Integrity Pact by All Jasa Marga Employees,
Jasa Marga yang Diperbaharui Setiap Tahun Renewed Annually
9. Komitmen Jasa Marga Bersih antara Manajemen dengan 9. Clean Jasa Marga Commitment between Management
Serikat Karyawan Jasa Marga and Jasa Marga Employee Union
10. Persiapan Infrastruktur 10. Infrastructure Preparation
11. Whistleblowing System WBS 11. Whistleblowing System (WBS)
12. Go Live Whistleblowing System 12. Go Live Whistleblowing System
13. Komitmen Program Pengendalian Gratifikasi dengan 13. Commitment to the Gratification Control Program with the
Komisi Pemberantasan Korupsi (KPK) Republik Indonesia Corruption Eradication Commission (KPK) of the Republic
of Indonesia
14. Review Board Manual dan Pedoman GCG 14. Review Board Manual and GCG Guidelines
15. Program BUMN Bersih 15. BUMN Bersih Program
16. Implementasi Program Pengendalian Gratifikasi 16. Implementation of the Gratification Control Program
17. Review Pedoman Gratifikasi 17. Review of Gratuity Guidelines
18. Pembentukan Tim Pengendali Gratifikasi 18. Establishment of a Gratification Control Team
19. Perbaikan Proses Bisnis Perseroan 19. Improvement of Company Business Processes
20. Implementasi Budaya Perseroan 20. Implementation of Company Culture
21. Survey Visi, Misi, dan Tata Nilai 21. Survey of Vision, Mission, and Values
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Bagan Jejak Langkah Penerapan Tata Kelola Perseroan di Jasa Marga dan Komitmen Pelaksanaan Sistem Manajemen Anti Penyuapan
Chart of Steps Taken to Implement Corporate Governance at Jasa Marga and Commitment to Implementing an Anti-Bribery Management System
2021-2025
1. Sertifikasi SNI ISO 37001 SMAP Lingkup Kantor Pusat 1. SNI ISO 37001 SMAP Certification for Head Office
2. Tim Champion SNI ISO 37001 SMAP 2. SNI ISO 37001 SMAP Champion Team
3. Review Board Manual 3. Board Manual Review
4. Integrasi WBS dengan Aplikasi KPK 4. Integration of WBS with KPK App
5. Sertifikasi SNI ISO 37001 SMAP Lingkup Kantor Pusat, 5. SNI ISO 37001 SMAP Certification for Head Office,
Regional Metropolitan, dan Regional Nusantara Metropolitan Region, and Nusantara Region
6. Review Manual SMAP dan Kebijakan Anti Penyuapan 6. Review of SMAP Manual and Anti-Bribery Policy
7. Persiapan Implementasi SNI ISO 37001 SMAP di Anak 7. Preparation for the Implementation of SNI ISO 37001 SMAP
Perusahaan Pengoperasian Jalan Tol in Toll Road Operating Subsidiaries
8. Benchmark implementasi SMAP di PT Perusahaan Listrik 8. Benchmarking of SMAP implementation at PT Perusahaan
Negara untuk persiapan penerapan di Anak Perusahaan PT Listrik Negara in preparation for implementation at PT Jasa
Jasa Marga (Persero) Tbk Marga (Persero) Tbk subsidiaries
9. Review Kebijakan terkait Whistleblowing System (WBS) dan 9. Review of Policies related to the Whistleblowing System
Gratifikasi (WBS) and Gratuities
10. Sosialisasi tentang Pencegahan Tindak Pidana Korupsi 10. Dissemination on the Prevention of Corruption through
melalui Upaya Pengendalian Gratifikasi dan Benturan Gratification Control and Conflict of Interest in Collaboration
Kepentingan Bekerja Sama dengan Komisi Pemberantasan with the Corruption Eradication Commission (KPK) of the
Korupsi (KPK) Republik Indonesia sebagai Narasumber Republic of Indonesia as a Resource Person
11. Sosialisasi tentang Whistleblowing System Bekerja Sama 11. Dissemination on the Whistleblowing System in Collaboration
dengan Konsultan PT Deloitte Advis Indonesia sebagai with PT Deloitte Advis Indonesia as a Resource Person
Narasumber
12. Sosialisasi Sistem Manajemen Anti Penyuapan (SMAP) 12. Dissemination of the Anti-Bribery Management System
(SMAP)
13. Ratifikasi beberapa Peraturan Menteri BUMN dalam Rapat 13. Ratification of several Minister of SOE Regulations at the
Umum Pemegang Saham Tahunan Periode Tahun Buku Annual General Meeting of Shareholders for the 2022 Fiscal
2022: Year:
a. Peraturan Menteri BUMN No. PER-1/MBU/03/2023 a. Minister of SOE Regulation No. PER-1/MBU/03/2023
tanggal 24 Maret 2023 tentang Penugasan Khusus dated March 24, 2023, on Special Assignments and
dan Program Tanggung Jawab Sosial dan Lingkungan Social and Environmental Responsibility Programs of
Badan Usaha Milik Negara. State-Owned Enterprises.
b. Peraturan Menteri BUMN No. PER-2/MBU/03/2023 b. Minister of SOE Regulation No. PER-2/MBU/03/2023
tanggal 24 Maret 2023, tentang Pedoman Tata Kelola dated March 24, 2023, on Guidelines for Governance
dan Kegiatan Korporasi Signifikan Badan Usaha Milik and Significant Corporate Activities of State-Owned
Negara. Enterprises.
c. Peraturan Menteri BUMN No. PER-3/MBU/03/2023 c. Minister of SOE Regulation No. PER-3/MBU/03/2023
tanggal 24 Maret 2023, tentang Organ dan Sumber dated March 24, 2023, on Organs and Human
Daya Manusia Badan Usaha Milik Negara. Resources of State-Owned Enterprises.
d. Pelaksanaan Survey Efektivitas Whistleblowing System d. Implementation of a Survey on the Effectiveness of the
oleh seluruh Karyawan. Whistleblowing System by all Employees.
14. Pembuatan pelaporan dan pengisian form gratifikasi secara 14. Preparation of reports and filling out forms for gratuities
digital melalui aplikasi JM Click digitally through the JM Click application
15. Pembuatan Aplikasi Selia untuk penyampaian dan monitoring 15. Creation of the Selia Application for the submission and
Bribery Risk Assessment oleh masing-masing Unit Kerja monitoring of Bribery Risk Assessment by each Work Unit to
kepada Fungsi Kepatuhan Anti Penyuapan (FKAP) the Anti-Bribery Compliance Function (FKAP)
16. Penandatanganan komitmen whistleblowing system 16. Signing of the integrated whistleblowing system commitment
terintegrasi oleh seluruh Anak Perusahaan di lingkungan by all Subsidiaries within the Jasa Marga Group
Jasa Marga Grup
17. Peringatan Hari Anti Korupsi Sedunia (Hakordia) 17. Commemoration of World Anti-Corruption Day (Hakordia)
18. Penyusunan Pedoman Tata Kelola Terintegrasi (TKT) 18. Preparation of Integrated Governance Guidelines (TKT)
19. Pembentukan Komite TKT 19. Formation of the TKT Committee
20. Penyusunan dan Launching Pedoman Anti-Fraud 20. Preparation and Launching of Anti-Fraud Guidelines
21. Penyusunan Daftar Kewajiban Kepatuhan Compliance 21. Preparation of a Compliance Obligation List
Obligation List)
22. Pembuatan aplikasi Regulatory Compliance System (RCS) 22. Creation of a Regulatory Compliance System (RCS)
application
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06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Peta Jalan Implementasi ISO 37001
ISO 37001 Implementation Roadmap
Persiapan Pembentukan Fungsi
Implementasi SNI Kepatuhan Anti Sosialisasi dan Sertifikasi SMAP
ISO 37001 Sistem Penyesuaian Penyuapan (FKAP) Awareness Lingkup Direktorat
Manajemen Anti Suap Kebijakan-Kebijakan Establishment SMAP Utama
Preparation of SNI ISO terhadap SMAP of Anti-Bribery SMAP SMAP Certification
37001 Anti-Bribery Policy Adjustments Compliance Function Dissemination for the Main
Management System to SMAP (FKAP) and Awareness Directorate
2020
Sertifikasi SMAP
Sertifikasi SMAP
Lingkup Anak
Lingkup Kantor
Perusahaan Jasa
Pusat dan Regional
Marga
SMAP Certification
SMAP Certification
for Head Office and
for Jasa Marga
Regional Offices
Subsidiaries
2022-2028 2021-2022
Gambar Komitmen Pelaksanaan Sistem Manajemen Anti Penyuapan (SMAP) Perseroan Tahun 2025
Company Commitment to Implementing Anti-Bribery Management System (SMAP) in 2025
Sosialisasi GCG di Lingkup Perseroan GCG Dissemination in the Company
Jasa Marga secara rutin melaksanakan sosialisasi GCG Jasa Marga routinely conducts GCG socialization activities
setiap tahunnya. Sosialisasi GCG ini dilaksanakan sebagai on an annual basis. These GCG socialization programs are
upaya dalam meningkatkan pemahaman Insan Jasa implemented as an effort to enhance the understanding
Marga akan pentingnya penerapan GCG, dan membangun of Jasa Marga People regarding the importance of GCG
kesadaran Insan Jasa Marga di setiap lini untuk senantiasa implementation and to build awareness at all levels to
menerapkan prinsip-prinsip GCG dalam melaksanakan consistently apply GCG principles in the performance of
tugas dan fungsinya. their duties and functions.
Pada tahun 2025, Perseroan telah melaksanakan sosialisasi In 2025, the Company carried out the following GCG-related
berkenaan dengan GCG, sebagai berikut: socialization activities:
1. Sosialisasi Implementasi Tata Kelola Terintegrasi melalui 1. Socialization of Integrated Governance Implementation
CEO Message yang dipublikasikan kepada seluruh through a CEO Message published to all Jasa Marga
karyawan Jasa Marga pada tanggal 13 Juni 2025. employees on June 13, 2025.
2. Publikasi Komitmen dan Implementasi Tata Kelola 2. Publication of Commitments and Implementation of
Perusahaan yang Baik, Pengendalian Gratifikasi, Good Corporate Governance, Gratuity Control, the
Sistem Manajemen Anti Penyuapan (SMAP) dan Anti-Bribery Management System (ABMS), and Fraud
Pencegahan Fraud, yang dipublikasikan melalui surat Prevention, disseminated through nationally circulated
kabar berperedaran nasional dan media sosial resmi newspapers and Jasa Marga’s official social media
Jasa Marga pada periode menjelang hari-hari besar di channels in the period leading up to major occasions,
antaranya HUT Jasa Marga, Idul Fitri serta Natal dan including Jasa Marga’s Anniversary, Eid al-Fitr, and
Tahun Baru, yaitu pada 27 Februari 2025, 24 April 2025, Christmas and New Year, on February 27, 2025, April 24,
dan 22 Desember 2025. 2025, and December 22, 2025.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
3. Sosialisasi Implementasi Sistem Manajamen Anti 3. Socialization of the Implementation of the Anti-Bribery
Penyuapan (SMAP), Strategi Anti-Fraud, dan Sistem Management System (ABMS), Anti-Fraud Strategy, and
Pelaporan Pelanggaran (Whistleblowing System/WBS) the Whistleblowing System (WBS) of PT Jasa Marga
PT Jasa Marga (Persero) Tbk melalui surel kepada (Persero) Tbk, delivered via email to all employees on
seluruh karyawan pada tanggal 29 Oktober 2025. October 29, 2025.
4. Peringatan Hari Anti Korupsi Sedunia (Hakordia) pada 4. Commemoration of International Anti-Corruption
tanggal 15 Desember 2025 dengan penyelenggaraan Day (Hakordia) on December 15, 2025 through the
Legal Summit dengan menghadirkan 3 (tiga) narasumber organization of a Legal Summit featuring 3 (three)
pada acara ini dan masing-masing memberikan paparan speakers, each of whom delivered presentations aligned
yang selaras dengan tema Hakordia 2025 yang diangkat with the Company’s Hakordia 2025 theme, namely
oleh Perseroan yaitu “Penegakan Tindak Pidana Korupsi “Enforcement of Corruption Crimes from the Perspective
Ditinjau dari Prinsip Business Judgement Rule”. of the Business Judgment Rule”.
Perkembangan GCG di Tahun 2025 GCG Development in 2025
Jasa Marga senantiasa melakukan langkah-langkah Jasa Marga continuously undertakes improvement and
perbaikan dan perkembangan dalam penerapan GCG. development initiatives in the implementation of Good
Perkembangan pada tahun 2025 di antaranya adalah Corporate Governance (GCG). Developments in 2025
sebagai berikut: included, among others, the following:
1. Implementasi Regulatory Compliance System (RCS) 1. Implementation of the Regulatory Compliance System
dalam penyusunan Daftar Kewajiban Kepatuhan (RCS) in the preparation of the Compliance Obligation
(Compliance Obligation List) PT Jasa Marga List of PT Jasa Marga (Persero) Tbk.
(Persero) Tbk.
2. Integrasi Bribery Risk Assessment (BRA) ke dalam Fraud 2. Integration of the Bribery Risk Assessment (BRA) into
Risk Assessment (FRA). the Fraud Risk Assessment (FRA).
3. Sosialiasi Undang-Undang No. 1 Tahun 2025 tentang 3. Socialization of Law No. 1 of 2025 concerning the Third
Perubahan Ketiga Undang-Undang No. 19 Tahun 2003 Amendment to Law No. 19 of 2003 on State-Owned
tentang Badan Usaha Milik Negara (UU BUMN). Enterprises (SOE Law).
4. Sosialisasi Peraturan Pemerintah No. 28 Tahun 2025 4. Socialization of Government Regulation No. 28 of 2025
tentang Penyelenggaraan Perizinan Berusaha Berbasis concerning the Implementation of Risk-Based Business
Risiko. Licensing.
5. Sosialisasi Undang-Undang No. 20 Tahun 2025 tentang 5. Socialization of Law No. 20 of 2025 concerning the
Kitab Undang-Undang Hukum Acara Pidana (KUHAP). Criminal Procedure Code (KUHAP).
Penerapan Aspek dan Prinsip Tata Kelola Implementation of Good Corporate
Perusahaan yang Baik Governance Aspects and Principles
Sebagai perusahaan terbuka, penerapan GCG Jasa Marga As a public company, Jasa Marga’s implementation of
mengacu pada beberapa standar yang berlaku, antara GCG refers to several applicable standards, including the
lain Pedoman Tata Kelola Perusahaan Terbuka yang diatur Guidelines for Corporate Governance of Public Companies
berdasarkan Peraturan Otoritas Jasa Keuangan (OJK) regulated by Financial Services Authority (OJK) Regulation
No. 21/POJK.04/2015 tanggal 16 November 2015 tentang No. 21/POJK.04/2015 dated November 16, 2015, on the
Penerapan Pedoman Tata Kelola Perusahaan Terbuka yang Implementation of Guidelines for Corporate Governance
dijabarkan dalam Surat Edaran Otoritas Jasa Keuangan of Public Companies as elaborated in Financial Services
No. 32/SEOJK.04/2015 tanggal 17 November 2015 tentang Authority Circular Letter No. 32/SEOJK. 04/2015 dated
Pedoman Tata Kelola Perusahaan Terbuka, Parameter November 17, 2015, on Guidelines for Corporate Governance
ASEAN Corporate Governance Scorecard (ACGS), dan of Public Companies, the ASEAN Corporate Governance
Pedoman Umum Governansi Korporat Indonesia (PUGKI). Scorecard (ACGS) Parameters, and the Indonesian
Corporate Governance Guidelines (PUGKI).
Dalam mengukur kepatuhan Perseroan terhadap penerapan The Company’s compliance with the GCG implementation
GCG berdasarkan standar-standar yang diacu, dilaksanakan based on the referenced standards is measured through
dengan cara assessment oleh asesor independen dan/atau independent assessors and/or self-assessment.
self-assessment.
Pemantauan dan Penilaian atas Penerapan Good Corporate Governance
Tata Kelola Perusahaan yang Baik Implementation Monitoring and
Assessment
Asesmen GCG GCG Assessment
Asesmen GCG merupakan upaya sistematik untuk GCG assessment is a systematic effort to collect and process
menghimpun dan mengolah data yang sah, sehingga valid data so that conclusions and recommendations can
didapatkan kesimpulan dan rekomendasi yang dapat be obtained and used as a basis for management actions
470 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08 Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria digunakan sebagai landasan tindakan manajemen untuk to improve and refine the implementation of GCG in the memperbaiki dan menyempurnakan penerapan GCG di Company to be more effective and sustainable. Every year, Perseroan menjadi semakin efektif dan berkelanjutan. Setiap either by using independent consultants or through self- tahun, baik dengan menggunakan konsultan independen assessment, the Company conducts a GCG assessment maupun secara self-assessment, Perseroan melaksanakan to measure the implementation of GCG at Jasa Marga and/ asesmen GCG guna mengukur penerapan GCG di Jasa or to evaluate the implementation of recommendations Marga dan/atau melakukan penilaian pelaksanaan atas made by independent consultants based on previous GCG rekomendasi yang telah disampaikan oleh konsultan assessments. independen atas penilaian GCG sebelumnya. Kriteria yang Digunakan Criteria Used Dengan telah dicabutnya peraturan-peraturan BUMN With the revocation of GCG-related SOE regulations with terkait GCG dengan terbitnya Peraturan Menteri BUMN the issuance of the Minister of SOE Regulation No. PER-2/ No. PER-2/MBU/03/2023 tentang Pedoman Tata Kelola dan MBU/03/2023 on Guidelines for Corporate Governance and Kegiatan Korporasi Signifikan Badan Usaha Milik Negara, Significant Corporate Activities of State-Owned Enterprises, serta dicabutnya parameter penilaian GCG sebagai standar as well as the revocation of GCG assessment parameters implementasi GCG di Perseroan melalui Keputusan Sekretaris as GCG implementation standards in the Company through Kementerian Badan Usaha Milik Negara Republik Indonesia the Secretary to the Ministry of State-Owned Enterprises No. SK-12/S.MBU/08/2023 pada tanggal 16 Agustus 2023, Decree No. SK-12/S.MBU/08/2023 on August 16, 2023, for yang sampai akhir tahun 2025 belum ada parameter which there would be no replacement parameters until the pengganti, Perseroan tetap berkomitmen dalam menjunjung end of 2025, the Company remains committed to upholding tinggi penerapan GCG, baik dalam statusnya sebagai Badan the implementation of GCG, both in its status as a State- Usaha Milik Negara maupun sebagai Perusahaan Terbuka. Owned Enterprise and as a Public Company. Selanjutnya, untuk pelaksanaan asesmen GCG di Perseroan Furthermore, for the implementation of GCG assessment untuk periode penilaian tahun 2025, sebelum terbitnya in the Company for the 2025 assessment period, before parameter Badan Pengaturan Badan Usaha Milik Negara the issuance of new parameters by the Ministry of SOE, (BP BUMN) yang baru, maka sebagaimana tahun-tahun as in previous years, in addition to using criteria and sebelumnya, selain menggunakan kriteria dan metodologi methodologies that refer to the Guidelines for Public yang mengacu kepada Pedoman Tata Kelola Perusahaan Company Governance as stipulated in the Financial Services Terbuka sebagaimana diatur dalam Peraturan Otoritas Jasa Authority (OJK) Regulation No. 21/POJK.04/2015 dated Keuangan (OJK) No. 21/POJK.04/2015 tanggal 16 November November 16, 2015, on the Implementation of the Guidelines 2015 tentang Penerapan Pedoman Tata Kelola Perusahaan for Corporate Governance of Public Companies as Terbuka yang dijabarkan dalam Surat Edaran Otoritas Jasa elaborated in the Financial Services Authority Circular Letter Keuangan No. 32/SEOJK.04/2015 tanggal 17 November No. 32/SEOJK.04/2015 dated November 17, 2015, on the 2015 tentang Pedoman Tata Kelola Perusahaan Terbuka, Guidelines for Corporate Governance of Public Companies, serta asesmen GCG berdasarkan ASEAN Corporate as well as a GCG assessment based on the ASEAN Corporate Governance Scorecard (ACGS) pada tahun 2025, Perseroan Governance Scorecard (ACGS) in 2025, the Company also juga melakukan penilaian penerapan Governansi Korporat assesses the implementation of Corporate Governance in the di Perseroan dengan menggunakan kriteria dan metodologi Company using criteria and methodologies that refer to the yang mengacu kepada Pedoman Umum Governansi Indonesian Corporate Governance Guidelines (PUGKI) with Korporat Indonesia (PUGKI) dengan prinsip ETAK (Perilaku the ETAK (Ethical Behavior, Transparency, Accountability Beretika, Transparansi, Akuntabilitas, dan Keberlanjutan). and Sustainability) principles. The assessment aims to Penilaian ini bertujuan untuk menilai implementasi GCG di evaluate the implementation of GCG in the Company and Perseroan, serta merupakan wujud komitmen Perseroan is a manifestation of the Company’s commitment to the dalam penerapan GCG secara berkelanjutan. sustainable implementation of GCG. Pihak yang Melakukan Asesmen Assessor 1. Asesmen GCG berdasarkan Peraturan Otoritas 1. GCG assessment based on Financial Services Authority Jasa Keuangan (OJK) No. 21/POJK.04/2015 tanggal (OJK) Regulation No. 21/POJK.04/2015, dated 16 November 2015 tentang Penerapan Pedoman Tata November 16, 2015, on the Implementation of Corporate Kelola Perusahaan Terbuka yang dijabarkan dalam Surat Governance Guidelines for Public Companies as outlined Edaran Otoritas Jasa Keuangan No. 32/SEOJK.04/2015 in Financial Services Authority Circular Letter No. 32/ tanggal 17 November 2015 tentang Pedoman Tata Kelola SEOJK. 04/2015, dated November 17, 2015, on Guidelines Perusahaan Terbuka yang dilakukan dengan cara self- for Corporate Governance of Public Companies by self- assessment. assessment. 2. Asesmen GCG menggunakan paramater ASEAN 2. The GCG assessment uses the ASEAN Corporate Corporate Governance Scorecard (ACGS), dilakukan Governance Scorecard (ACGS) parameters and baik secara self-assessment maupun oleh pihak is conducted through self-assessment and by an independen, yaitu Indonesian Institute for Corporate independent party, i.e., the Indonesian Institute for Directorship (IICD). Corporate Directorship (IICD). PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 471
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
3. Asesmen Governansi Korporat mengacu pada parameter 3. The Corporate Governance assessment refers to the
Pedoman Umum Governansi Korporat Indonesia, yang parameters of the Indonesian Corporate Governance
dikeluarkan oleh Komite Nasional Kebijakan Governansi General Guidelines, issued by the National Committee on
(KNKG) yang dilakukan dengan cara self-assessment. Governance Policy (KNKG) this year, and is conducted
through self-assessment.
Kepatuhan Jasa Marga terhadap Peraturan dan Jasa Marga’s Compliance with OJK Regulations
Surat Edaran OJK terkait Pedoman Tata Kelola and Circular Letters related to Corporate
Perusahaan Terbuka Governance Guidelines for Public Companies
Pedoman Tata Kelola Perusahaan Terbuka sebagaimana The Corporate Governance Guidelines for Public Companies,
disampaikan dalam Surat Edaran OJK, mencakup 5 aspek, as outlined in the OJK Circular Letter, cover five aspects,
8 prinsip, dan 25 rekomendasi penerapan aspek dan eight principles, and 25 recommendations for implementing
prinsip Tata Kelola Perusahaan yang Baik. Rekomendasi aspects and principles of Good Corporate Governance. The
penerapan aspek dan prinsip Tata Kelola Perusahaan yang recommendations for implementing aspects and principles
Baik dalam Pedoman Tata Kelola, merupakan standar of Good Corporate Governance in the Corporate Governance
penerapan aspek dan prinsip Tata Kelola Perusahaan yang Guidelines are standards for implementing aspects and
Baik yang secara ideal harus diterapkan Perseroan, sebagai principles of Good Corporate Governance that the Company
bentuk implementasi prinsip tata kelola. Adapun uraian should ideally apply as a form of implementing corporate
penerapannya dapat disampaikan sebagai berikut: governance principles. The details of their implementation
are as follows:
Tabel Kepatuhan Jasa Marga terhadap Peraturan dan Surat Edaran OJK terkait Pedoman Tata Kelola Perusahaan Terbuka
Table of Jasa Marga’s Compliance with OJK Regulations and Circular Letters related to Corporate Governance Guidelines for Public Companies
Prinsip Rekomendasi Penjelasan Penerapan di Jasa Marga Keterangan
No. Principle Recommendations Implementation in Jasa Marga Description
Aspek 1: Hubungan Perusahaan Terbuka dengan Pemegang Saham dalam menjamin hak-hak Pemegang Saham.
I.
Aspect 1: The Relationship between the Public Company and the Shareholders in guaranteeing the rights of the Shareholders.
Prinsip 1 Perusahaan Terbuka memiliki Voting dilakukan dengan e-voting yang disediakan oleh KSEI Comply
Meningkatkan Nilai cara atau prosedur teknis sebagai penyedia e-RUPS.
Penyelenggaraan pengumpulan suara (voting) Voting was conducted using e-voting provided by KSEI as the
RUPS baik secara terbuka maupun e-RUPS provider.
tertutup yang mengedepankan
Principle 1 independensi, dan kepentingan
Increasing the Value pemegang saham.
of the GMS The Public Company has a
technical method or procedure
for openly and privately voting
that prioritizes independence
and the interests of
shareholders.
Seluruh anggota Direksi dan RUPS Tahunan dan RUPS Luar Biasa Perseroan dihadiri oleh Comply
anggota Dewan Komisaris seluruh anggota Direksi dan seluruh anggota Dewan Komisaris
Perusahaan Terbuka hadir Perseroan baik secara luring maupun daring.
dalam RUPS Tahunan. All members of the Board of Directors and Board of
All members of the Public Commissioners attended the Company's annual and
Company's Board of Directors extraordinary GMS, both offline and online.
and Board of Commissioners
are present at the Annual GMS.
Ringkasan risalah RUPS tersedia Ringkasan Risalah RUPS tersedia dalam situs web Perseroan Comply
dalam Situs Web Perusahaan selama lebih dari 1 (satu) tahun untuk menyediakan kecukupan
Terbuka paling sedikit selama 1 waktu bagi Pemegang Saham untuk memperoleh informasi.
(satu) tahun. A summary of the GMS Minutes is available on the Company's
The summary of the GMS website for more than 1 (one) year to provide sufficient time
minutes is available on the for Shareholders to obtain information.
Public Company Website for at
least 1 (one) year.
472 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 473
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Kepatuhan Jasa Marga terhadap Peraturan dan Surat Edaran OJK terkait Pedoman Tata Kelola Perusahaan Terbuka
Table of Jasa Marga’s Compliance with OJK Regulations and Circular Letters related to Corporate Governance Guidelines for Public Companies
Prinsip Rekomendasi Penjelasan Penerapan di Jasa Marga Keterangan
No. Principle Recommendations Implementation in Jasa Marga Description
Prinsip 2 Perusahaan Terbuka memiliki Perseroan memiliki peraturan tentang Pedoman Penyampaian Comply
Meningkatkan suatu kebijakan komunikasi Informasi Perseroan melalui Non-Deal Roadshow, Investor
Kualitas Komunikasi dengan pemegang saham atau Conference, Analyst Meeting dan Public Expose yang memuat
Perusahaan investor. waktu penyampaian informasi, lokasi penyelenggaraan,
Terbuka dengan The Public Company has a kriteria penyelenggaraan, materi presentasi, frekuensi
Pemegang Saham communication policy with pelaksanaan kegiatan, feedback dari penyelenggara, dan
atau Investor shareholders or investors. laporan penyelenggaraan.
The Company has regulations regarding Guidelines for
Principle 2 the Disclosure of Company Information through Non-Deal
Improving Roadshows, Investor Conferences, Analyst Meetings, and
the Quality of Public Exposes, which include the timing of information
Public Company disclosure, location of events, criteria for organizing events,
Communication presentation materials, frequency of events, feedback from
with Shareholders organizers, and event reports.
or Investors
Perusahaan Terbuka Materi presentasi Perseroan untuk Pemegang Saham Comply
mengungkapkan kebijakan atau Investor tersedia dalam situs web Perseroan untuk
komunikasi Perusahaan Terbuka memberikan kesetaraan pada Pemegang Saham atau Investor
dengan pemegang saham atau atas pengungkapan informasi.
investor dalam Situs Web. The Company's presentation materials for Shareholders or
The Public Company discloses Investors are available on the Company's website to provide
its communication policy with equality to Shareholders or Investors in terms of information
shareholders or investors on the disclosure.
Website.
Aspek 2: Fungsi dan Peran Dewan Komisaris
II.
Aspect 2: Functions and Roles of the Board of Commissioners
Prinsip 3 Penentuan jumlah Penentuan jumlah anggota Dewan Komisaris berpedoman Explain
Memperkuat anggota Dewan Komisaris pada peraturan yang berlaku dan mempertimbangkan kondisi
Keanggotaan dan mempertimbangkan kondisi Perseroan sebagai Perusahaan Terbuka. Penunjukan anggota
Komposisi Dewan Perusahaan Terbuka. Dewan Komisaris merupakan hak Pemegang Saham Seri A
Komisaris The number of members of Dwiwarna yang diusulkan dan disetujui dalam RUPS.
the Board of Commissioners The number of members of the Board of Commissioners is
Principle 3 is determined considering determined based on applicable regulations and takes into
Strengthening the conditions of the Public account the Company's status as a publicly listed company.
the Membership Company. The appointment of members of the Board of Commissioners
and Composition is the right of the Series A Dwiwarna Shareholder, as proposed
of the Board of and approved at the General Meeting of Shareholders (GMS).
Commissioners
Penentuan komposisi Komposisi anggota Dewan Komisaris telah memenuhi aspek Explain
anggota Dewan Komisaris keberagaman keahlian, pengetahuan, dan pengalaman
memperhatikan keberagaman yang dibutuhkan sesuai dengan bidang usaha Perseroan.
keahlian, pengetahuan, dan Penunjukan anggota Dewan Komisaris merupakan hak
pengalaman yang dibutuhkan. Pemegang Saham Seri A Dwiwarna yang diusulkan dan
The composition of the Board disetujui dalam RUPS.
of Commissioners is determined The composition of the Board of Commissioners meets the
by considering the diversity required diversity of expertise, knowledge, and experience
of expertise, knowledge, and per the Company's business field. The appointment of
experience required. members of the Board of Commissioners is the right of the
Series A Dwiwarna Shareholder, as proposed and approved at
the General Meeting of Shareholders (GMS).
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 473
Page 474
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Kepatuhan Jasa Marga terhadap Peraturan dan Surat Edaran OJK terkait Pedoman Tata Kelola Perusahaan Terbuka
Table of Jasa Marga’s Compliance with OJK Regulations and Circular Letters related to Corporate Governance Guidelines for Public Companies
Prinsip Rekomendasi Penjelasan Penerapan di Jasa Marga Keterangan
No. Principle Recommendations Implementation in Jasa Marga Description
Prinsip 4 Dewan Komisaris mempunyai Dewan Komisaris telah memiliki kebijakan penilaian sendiri Comply
Meningkatkan kebijakan penilaian sendiri (self-assessment) sesuai dengan Keputusan Dewan Komisaris
Kualitas Self-Assessment) untuk menilai No. KEP-125/X/2019.
Pelaksanaan Tugas kinerja Dewan Komisaris. The Board of Commissioners has its own self-assessment
dan Tanggung The Board of Commissioners policy per Board of Commissioners Decree No. KEP-
Jawab Dewan has a self-assessment policy to 125/X/2019.
Komisaris assess the performance of the
Board of Commissioners.
Principle 4
Improving the Kebijakan penilaian sendiri Self Kebijakan self-assessment Dewan Komisaris diungkapkan Comply
Quality of Duties Assessment) untuk menilai dalam Laporan Tahunan.
and Responsibilities kinerja Dewan Komisaris, The Board of Commissioners' self-assessment policy is
of the Board of diungkapkan melalui Laporan disclosed in the Annual Report.
Commissioners Tahunan Perusahaan Terbuka.
The self-assessment policy
for assessing the Board of
Commissioners' performance is
disclosed in the Public Company
Annual Report.
Dewan Komisaris mempunyai Board Manual mencantumkan alasan pemberhentian anggota Explain
kebijakan terkait pengunduran Dewan Komisaris, di antaranya 1) Terlibat dalam Tindakan
diri anggota Dewan Komisaris yang merugikan Perseroan dan/atau negara; 2) Dinyatakan
apabila terlibat dalam kejahatan bersalah dengan keputusan Pengadilan yang mempunyai
keuangan. kekuatan hukum yang tetap.
The Board of Commissioners The Board Manual lists the reasons for dismissing members
has a policy regarding a of the Board of Commissioners, including 1) Involvement in
member's resignation if involved actions detrimental to the Company and/or the state and 2)
in financial crimes. Being found guilty by a court decision that has permanent
legal force.
Dewan Komisaris atau Komite Perseroan telah memiliki Komite Nominasi dan Remunerasi Comply
yang menjalankan fungsi yang menyusun kebijakan suksesi dalam proses Nominasi
Nominasi dan Remunerasi anggota Direksi.
menyusun kebijakan suksesi The Company has a Nomination and Remuneration Committee
dalam proses Nominasi anggota that formulates succession policies when nominating
Direksi. members of the Board of Directors.
The Board of Commissioners
or the Committee that carries
out the Nomination and
Remuneration function shall
formulate a succession policy
during the nomination process
for members of the Board of
Directors.
474 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Kepatuhan Jasa Marga terhadap Peraturan dan Surat Edaran OJK terkait Pedoman Tata Kelola Perusahaan Terbuka
Table of Jasa Marga’s Compliance with OJK Regulations and Circular Letters related to Corporate Governance Guidelines for Public Companies
Prinsip Rekomendasi Penjelasan Penerapan di Jasa Marga Keterangan
No. Principle Recommendations Implementation in Jasa Marga Description
Aspek 3: Fungsi dan Peran Direksi
III.
Aspect 3: Functions and Roles of the Board of Directors
Prinsip 5 Penentuan jumlah anggota Penentuan jumlah anggota Direksi berpedoman pada Explain
Memperkuat Direksi mempertimbangkan peraturan yang berlaku dan mempertimbangkan kondisi
Keanggotaan dan kondisi Perusahaan Terbuka Perseroan sebagai Perusahaan Terbuka. Penunjukan anggota
Komposisi Direksi. serta efektifitas dalam Dewan Komisaris merupakan hak Pemegang Saham Seri A
pengambilan keputusan. Dwiwarna yang diusulkan dan disetujui dalam RUPS.
Principle 5 The number of members of the The number of members of the Board of Directors is
Strengthening the Board of Directors is determined determined based on applicable regulations and considers
Membership and based on the condition of the Company's status as a publicly listed company. The
Composition of the the Public Company and the appointment of members of the Board of Commissioners is
Board of Directors. effectiveness of its decision- the right of the Series A Dwiwarna Shareholder, as proposed
making. and approved at the General Meeting of Shareholders (GMS).
Penentuan komposisi anggota Komposisi anggota Direksi telah memenuhi aspek Explain
Direksi memperhatikan, keberagaman keahlian, pengetahuan, dan pengalaman
keberagaman keahlian, yang dibutuhkan sesuai dengan bidang usaha Perseroan.
pengetahuan, dan pengalaman Penunjukan anggota Dewan Komisaris merupakan hak
yang dibutuhkan. Pemegang Saham Seri A Dwiwarna yang diusulkan dan
The composition of the Board disetujui dalam RUPS.
of Directors' members is The composition of the Board of Directors meets the diversity
determined by the diversity of expertise, knowledge, and experience required for the
of expertise, knowledge, and Company's business fields. The appointment of members
experience required. of the Board of Commissioners is the right of the Series A
Dwiwarna Shareholder, as proposed and approved at the
General Meeting of Shareholders (GMS).
Anggota Direksi yang Anggota Direksi yang membawahi bidang akuntansi atau Comply
membawahi bidang akuntansi keuangan memiliki keahlian dan/atau pengetahuan di bidang
atau keuangan memiliki keahlian akuntansi yang dibuktikan dengan latar belakang pendidikan,
dan/atau pengetahuan di bidang sertifikasi pelatihan dan/atau pengalaman kerja terkait.
akuntansi. Members of the Board of Directors who oversee accounting
Members of the Board or finance have expertise and/or knowledge in the accounting
of Directors in charge of field, as evidenced by their educational background, training
accounting or finance have the certifications, and/or relevant work experience.
expertise and/or knowledge in
accounting.
Prinsip 6 Direksi mempunyai kebijakan Direksi telah memiliki mempunyai kebijakan penilaian sendiri Comply
Meningkatkan penilaian sendiri Self (self-assessment).
Kualitas Assessment) untuk menilai The Board of Directors has its own self-assessment policy.
Pelaksanaan Tugas kinerja Direksi.
dan Tanggung The Board of Directors has
Jawab Direksi. a self-assessment policy to
assess the performance of the
Principle 6 Board of Directors.
Improving
the Quality of Kebijakan penilaian sendiri Self Kebijakan self-assessment Direksi diungkapkan dalam Comply
Implementation Assessment) untuk menilai laporan tahunan Perseroan.
of Duties and kinerja Direksi diungkapkan The Board of Directors' self-assessment policy is disclosed in
Responsibilities melalui laporan tahunan the Company's annual report.
of the Board of Perusahaan Terbuka.
Directors. The self-assessment policy for
assessing the Board of Directors'
performance is disclosed in the
public Company's annual report.
Direksi mempunyai kebijakan Board Manual mencantumkan alasan pemberhentian Comply
terkait pengunduran diri anggota Direksi, di antaranya 1) Terlibat dalam tindakan
anggota Direksi apabila terlibat yang merugikan Perseroan dan/atau negara; 2) Dinyatakan
dalam kejahatan keuangan. bersalah dengan keputusan Pengadilan yang mempunyai
The Board of Directors has a kekuatan hukum yang tetap.
policy regarding the member’s The Board Manual lists the reasons for dismissal of Board
resignation if they are involved members, including 1) Involvement in actions that harm the
in financial crimes. Company and/or the state; 2) Being found guilty by a court
decision with permanent legal force.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 475
Page 476
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Kepatuhan Jasa Marga terhadap Peraturan dan Surat Edaran OJK terkait Pedoman Tata Kelola Perusahaan Terbuka
Table of Jasa Marga’s Compliance with OJK Regulations and Circular Letters related to Corporate Governance Guidelines for Public Companies
Prinsip Rekomendasi Penjelasan Penerapan di Jasa Marga Keterangan
No. Principle Recommendations Implementation in Jasa Marga Description
Aspek 4: Partisipasi Pemangku Kepentingan
IV.
Aspect 4: Stakeholder Participation
Prinsip 7 Perusahaan Terbuka memiliki Perseroan memiliki kebijakan untuk mencegah terjadinya Comply
Meningkatkan kebijakan untuk mencegah insider trading yang memisahkan secara tegas data dan/atau
Aspek Tata Kelola terjadinya insider trading. informasi yang bersifat rahasia dengan yang bersifat publik,
Perusahaan The Public Company has a serta membagi tugas dan tanggung jawab atas pengelolaan
melalui Partisipasi policy to prevent insider trading. informasi dimaksud secara proporsional dan efisien.
Pemangku The Company has a policy to prevent insider trading by strictly
Kepentingan. separating confidential data and/or information from public
data and/or information, as well as dividing the duties and
Principle 7 responsibilities for managing such information proportionally
Improving Corporate and efficiently.
Governance Aspects
through Stakeholder Perusahaan Terbuka memiliki Perseroan telah memiliki berbagai governance soft structure, Comply
Participation. kebijakan anti korupsi dan anti- yang berperan sebagai living documents bagi Insan Jasa Marga
fraud. (Dewan Komisaris, Komite, Sekretaris Dewan Komisaris, Staf
The Public Company has an Dewan Komisaris, Direksi dan seluruh Karyawan Perseroan,
anti-corruption and anti-fraud termasuk karyawan yang ditugaskan di Anak Perusahaan
policy. dan instansi lainnya, serta personel yang secara langsung
bekerja untuk dan atas nama Perseroan) dalam melaksanakan
tugas dan tanggung jawabnya, berupa kebijakan-kebijakan
Direksi dan/atau Dewan Komisaris, di antaranya Pedoman
Tata Kelola Perusahaan (Code of Corporate Governance),
Pedoman Perilaku (Code of Conduct), Pedoman Pengendalian
Gratifikasi, Pedoman Benturan Kepentingan (Conflict of
Interest), Pedoman Whistleblowing System, Kebijakan Anti
Penyuapan, serta sedang dalam finalisasi Pedoman Anti-
Fraud. Pedoman-pedoman dimaksud merupakan upaya-
upaya pencegahan terhadap segala praktik korupsi baik
memberi atau menerima dari pihak lain.
The Company has various governance soft structures,
which serve as living documents for Jasa Marga personnel
(Board of Commissioners, Committees, Secretary to the
Board of Commissioners, Board of Commissioners Staff,
Board of Directors, and all Company Employees, including
employees assigned to Subsidiaries and other agencies, as
well as personnel who work directly for and on behalf of the
Company) in carrying out their duties and responsibilities,
in the form of policies of the Board of Directors and/or
Board of Commissioners, including the Code of Corporate
Governance, Code of Conduct, Conflict of Interest Guidelines,
Whistleblowing System Guidelines, Anti-Bribery Policy,
and the Anti-Fraud Guidelines, which are currently being
finalized. These guidelines are preventive measures against
all corruption practices, whether giving or receiving from
other parties.
476 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 477
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Kepatuhan Jasa Marga terhadap Peraturan dan Surat Edaran OJK terkait Pedoman Tata Kelola Perusahaan Terbuka
Table of Jasa Marga’s Compliance with OJK Regulations and Circular Letters related to Corporate Governance Guidelines for Public Companies
Prinsip Rekomendasi Penjelasan Penerapan di Jasa Marga Keterangan
No. Principle Recommendations Implementation in Jasa Marga Description
Prinsip 7 Perusahaan Terbuka memiliki Perseroan telah memiliki Pedoman Perilaku (Code of Comply
Meningkatkan kebijakan tentang seleksi Conduct), yang di antaranya mengatur hubungan dengan
Aspek Tata Kelola dan peningkatan kemampuan pemasok dan secara berkala mengadakan temu pemasok
Perusahaan pemasok atau vendor. dan/atau pelatihan bagi pemasok.
melalui Partisipasi The Public Company has a The Company has a Code of Conduct, which regulates
Pemangku policy regarding suppliers or relationships with suppliers, and periodically holds supplier
Kepentingan. vendors' selection and capacity meetings and/or training for suppliers.
building.
Principle 7
Improving Corporate Perusahaan Terbuka memiliki Perseroan memiliki kebijakan untuk pemenuhan hak-hak Comply
Governance Aspects kebijakan tentang pemenuhan kreditur yang digunakan sebagai pedoman dalam melakukan
through Stakeholder hak-hak kreditur. pinjaman kepada kreditur, yang mencakup pertimbangan
Participation. The Public Company has a dalam melakukan perjanjian, serta tindak lanjut dalam
policy regarding the fulfillment pemenuhan kewajiban Perseroan kepada kreditur.
of creditors' rights. The Company has a policy for fulfilling creditors' rights, which
is used as a guideline in lending to creditors. This policy
includes considerations in entering into agreements and
follow-up on the fulfillment of the Company's obligations to
creditors.
Perusahaan Terbuka memiliki Perseroan telah memiliki whistleblowing system yang Comply
kebijakan sistem whistleblowing. mencakup jenis pelanggaran yang dapat dilaporkan, cara
The Public Company has a pengaduan, perlindungan dan jaminan kerahasiaan pelapor,
whistleblowing system policy. penanganan pengaduan, pihak yang mengelola aduan dan
hasil penanganan serta tindak lanjut pengaduan.
The Company has a whistleblowing system that covers the
types of violations that can be reported, how to file a complaint,
protection and confidentiality guarantees for whistleblowers,
Report Handling, the parties managing complaints, and the
results of handling and follow-up on complaints.
Perusahaan Terbuka memiliki Penentuan remunerasi bagi anggota Direksi Perseroan Comply
kebijakan pemberian insentif mengacu pada Peraturan Menteri BUMN No. PER-3/
jangka panjang kepada Direksi MBU/03/2023 tentang Organ dan Sumber Daya Manusia
dan karyawan. Badan Usaha Milik Negara, dengan memperhatikan dan
The Public Company has a mempertimbangkan hasil kajian yang dilakukan oleh Komite
policy of providing long-term Nominasi dan Remunerasi, yang kemudian diusulkan dalam
incentives to the Board of RUPS yang dihadiri Pemegang Saham Seri A Dwiwarna, untuk
Directors and employees. mendapatkan persetujuan. Perseroan memiliki Sistem Total
Reward Karyawan yang ditetapkan berdasarkan Keputusan
Direksi, dengan salah satunya filosofinya yaitu Long to Long
yang berarti pemberian reward yang bersifat jangka panjang
berdasarkan kinerja jangka panjang.
The determination of remuneration for members of the
Company's Board of Directors refers to the Minister of SOE
Regulation No. PER-3/MBU/03/2023 on Organs and Human
Resources of State-Owned Enterprises, considering the results
of a review conducted by the Nomination and Remuneration
Committee, which was then proposed at the GMS attended by
Series A Dwiwarna Shareholders, for approval. The Company
has an Employee Total Reward System established based on a
Board of Directors' decree, one of whose philosophies is Long
to Long, which means the provision of long-term rewards
based on long-term performance.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 477
Page 478
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Kepatuhan Jasa Marga terhadap Peraturan dan Surat Edaran OJK terkait Pedoman Tata Kelola Perusahaan Terbuka
Table of Jasa Marga’s Compliance with OJK Regulations and Circular Letters related to Corporate Governance Guidelines for Public Companies
Prinsip Rekomendasi Penjelasan Penerapan di Jasa Marga Keterangan
No. Principle Recommendations Implementation in Jasa Marga Description
Aspek 5: Keterbukaan Informasi
V.
Aspect 5: Information Disclosure
Prinsip 8 Perusahaan Terbuka Selain situs web, Perseroan memanfaatkan penggunaan Comply
Meningkatkan memanfaatkan penggunaan media sosial sebagai media keterbukaan informasi.
Pelaksanaan teknologi informasi secara lebih In addition to its website, the Company utilizes social media as
Keterbukaan luas selain Situs Web sebagai a medium for information disclosure.
Informasi. media keterbukaan informasi.
The Public Company utilizes
Principle 8 information technology more
Improving the broadly than the Website
Implementation as a medium for information
of Information disclosure.
Disclosure.
Laporan Tahunan Perusahaan Laporan Tahunan Jasa Marga mengungkapkan pemilik Comply
Terbuka mengungkapkan manfaat akhir dalam kepemilikan saham Perseroan paling
pemilik manfaat akhir dalam sedikit 5%, selain pengungkapan pemilik manfaat akhir dalam
kepemilikan saham Perusahaan kepemilikan saham Perseroan melalui Pemegang Saham
Terbuka paling sedikit 5% (lima Utama dan Pengendali.
persen), selain pengungkapan
pemilik manfaat akhir dalam Jasa Marga's Annual Report discloses the ultimate beneficial
kepemilikan saham Perusahaan owners of at least 5% of the Company's shares, in addition
Terbuka melalui pemegang to disclosing the ultimate beneficial owners of the Company's
saham utama dan pengendali. shares through Major and Controlling Shareholders.
The Public Company's Annual
Report discloses the ultimate
beneficial owner of at least
five percent of the Public
Company's share ownership, as
well as the ultimate beneficial
owner of the Public Company's
share ownership through the
significant and controlling
shareholders.
Asesmen GCG berdasarkan ASEAN Corporate GCG Assessment based on the ASEAN Corporate
Governance Scorecard (ACGS) Governance Scorecard (ACGS)
Salah satu penilaian atas implementasi GCG yang dilakukan One of the assessments of the Company’s implementation of
Perseroan adalah Assessment GCG berdasarkan parameter GCG is the GCG Assessment based on the ASEAN Corporate
ASEAN Corporate Governance Scorecard ACGS yang Governance Scorecard (ACGS) parameters, which is one of
merupakan salah satu inisiatif dari Forum Pasar Modal the initiatives of the ASEAN Capital Market Forum (ACMF) in
ASEAN (ASEAN Capital Market Forum/ACMF) dalam rangka the context of integrating the capital markets of the member
integrasi pasar modal negara-negara anggota Asosiasi countries of the Association of Southeast Asian Nations
Negara-Negara Asia Tenggara (ASEAN). Negara-negara (ASEAN). The countries participating in the ACGS are
yang berpartisipasi dalam ACGS ini adalah Indonesia, Indonesia, Singapore, Thailand, Malaysia, the Philippines,
Singapura, Thailand, Malaysia, Filipina, dan Vietnam. Tujuan- and Vietnam. The objectives of the ACGS are as follows:
tujuan dilakukannya ACGS adalah sebagai berikut:
1. Meningkatkan standar-standar dan praktik-praktik tata 1. To improve the standards and practices of corporate
kelola korporasi dari perusahaan-perusahaan terbuka di governance of public companies in ASEAN;
ASEAN;
2. Memperbesar kelayakan global bagi perusahaan- 2. Increase the global eligibility of ASEAN public companies
perusahaan terbuka ASEAN dengan tata kelola korporasi with good corporate governance and show them (the
yang baik dan menunjukkan kepada mereka (masyarakat global community) that these companies are places to
global) bahwa perusahaan-perusahaan ini adalah invest; and
tempat untuk berinvestasi; dan
3. Melengkapi inisiatif-inisiatif ACMF lainnya dan 3. Complement other ACMF initiatives and promote
mempromosikan ASEAN sebagai suatu kelompok ASEAN as a class asset group. This initiative not only
asset berkelas. Inisiatif ini tidak hanya mendorong encourages each ASEAN country participating in ACGS
setiap negara ASEAN yang berpartisipasi dalam ACGS to strengthen its regulatory framework related to GCG
memperkuat kerangka peraturan perundang-undangan practices, but has also encouraged listed companies
478 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 479
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
yang berkaitan dengan praktik-praktik GCG, tetapi juga in ASEAN, including Indonesia, to strengthen their
telah mendorong perusahaan-perusahaan terbuka di corporate governance systems by adopting GCG
ASEAN, termasuk Indonesia, berupaya memperkuat principles according to ACGS.
sistem Corporate Governance mereka dengan
mengadopsi prinsip-prinsip GCG menurut ACGS.
ACGS adalah suatu alat kuantitatif untuk mengukur The ACGS is a quantitative tool for measuring the
kepatuhan perusahaan-perusahaan terbuka di ASEAN compliance of publicly listed companies in ASEAN with
terhadap pedoman Corporate Governance menurut praktik- Corporate Governance guidelines based on international
praktik keteladanan berbasis standar-standar internasional, standards, particularly the Corporate Governance principles
khususnya prinsip-prinsip Corporate Governance yang issued by the Organization for Economic Cooperation and
dikeluarkan oleh the Organization for Economic Cooperation Development (OECD).
and Development (OECD).
Pada tahun 2023, instrumen penilaian ACGS mengalami In 2023, the ACGS assessment instrument changed, with
perubahan, dengan terdapatnya beberapa penekanan pada several emphases on governance practices related to
pokok praktik tata kelola yang berkenaan dengan isu-isu environmental, sustainability, and resilience issues that
lingkungan, keberlanjutan serta ketangguhan yang banyak greatly concern the business world.
menjadi perhatian bagi dunia usaha.
Instrumen penilaian ACGS tahun 2023 masih terbagi ke The 2023 ACGS assessment instrument is still divided into
dalam 2 (dua) tingkat/level, dengan beberapa perubahan 2 (two) levels, with several changes in Level 1. The ACGS
terdapat pada Level 1. Adapun instrumen penilaian ACGS assessment instrument can be explained as follows:
tersebut dapat dijelaskan sebagai berikut:
1. Level 1, terdiri dari 4 (empat) yaitu: 1. Level 1 consists of four principles, namely:
a. Prinsip A - Hak-hak dan Perlakuan Setara terhadap a. Principle A – Rights and Equitable Treatment of
Pemegang Saham Rights and Equitable Treatment Shareholders.
of Shareholders).
b. Prinsip B - Keberlanjutan dan Ketangguhan b. Principle B – Sustainability and Resilience.
Sustainability and Resilience).
c. Prinsip C - Pengungkapan dan Transparansi c. Principle C – Disclosure and Transparency.
Disclosure and Transparency).
d. Prinsip D - Tanggung Jawab Dewan (Responsibilities d. Principle D – Responsibilities of the Board.
of the Board).
2. Level 2, terdiri dari Bonus dan Penalti. 2. Level 2, consisting of Bonuses and Penalties.
Tahun 2021, Perseroan berhasil memperoleh penghargaan In 2021, the Company successfully obtained an award
dan masuk 10 (sepuluh) Perusahaan tercatat di Indonesia and was included among the 10 (ten) listed companies in
yang masuk dalam kategori “ASEAN Asset Class Thresholds.” Indonesia in the “ASEAN Asset Class Thresholds” category.
Sebagaimana tahun-tahun sebelumnya, pada tahun 2025, As in previous years, in 2025, Jasa Marga conducted
Jasa Marga melakukan kembali penilaian ACGS yang another ACGS assessment based on public information,
penilaiannya didasarkan pada informasi publik, di antaranya including the 2024 Annual Report and the Company’s
Laporan Tahunan tahun buku 2024 serta situs web Perseroan. website. Based on the ACGS assessment report conducted
Berdasarkan laporan penilaian ACGS yang dilakukan oleh by the Indonesian Institute for Corporate Directorship (IICD),
Indonesian Institute for Corporate Directorship (IICD), Total the Total Corporate Governance Score (overall score) based
Corporate Governance Score (overall score) berdasarkan on ACGS parameters for 2025 is 103.46 Based on this final
parameter ACGS untuk tahun 2025 adalah sebesar 103,46 score, Jasa Marga’s performance level and compliance
poin. Berdasarkan Skor akhir tersebut, maka kinerja tingkat, are included in the “Leadership in Corporate Governance”
kepatuhan Jasa Marga termasuk dalam predikat “Leadership category, meaning that the Company’s GCG practices have
in Corporate Governance”, dengan demikian praktik GCG adopted most international standards based on ACGS
yang dilakukan Perseroan sudah mengadopsi sebagian parameters.
besar standar internasional berdasarkan parameter ACGS.
Skor total yang diperoleh Perseroan tersebut, berada di atas The total score obtained by the Company is above the
skor rata-rata untuk perusahaan publik (Tbk) atau emiten average score for public companies (Tbk) or issuers in the
yang masuk dalam kategori Big Cap (100 perusahaan Big Cap category (100 companies with the largest market
dengan kapitalisasi pasar terbesar di bursa) yang nilainya capitalization on the exchange), which is 82.60.
sebesar 82,60.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 479
Page 480
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Rincian skor beserta rekomendasinya adalah sebagai The details of the scores and recommendations are as
berikut: follows:
Tabel Hasil Penilaian (Level 1)
Table of Level 1 Assessment Results
Jumlah Item Total Item Penilaian
Prinsip Penilaian yang Telah Dipenuhi Bobot Penilaian (%) Skor
Principle Total Assessment Total Assessment Rating Weight (%) Score
Items Items Fulfilled
A 30 24 20 16,00
B 22 20 15 13,64
C 34 34 25 25,00
D 63 58 40 36,83
Level 1 Score 149 136 100 91,46
Tabel Hasil Penilaian Level 2 (Bonus dan Penalti)
Table of Level 2 (Bonuses and Penalties) Assessment Results
Total Item Penilaian yang
Bonus & Penalti Jumlah Item Penilaian Mendapat Bonus dan Penalti Skor
Bonus & Penalty Total Assessment Items Total Assessment Items that Score
Receive Bonuses and Penalties
Bonus
18 8 14
Bonuses
Penalti
26 3 -2
Penalties
Level 2 Score 12
Tabel Total Nilai untuk Praktik GCG PT Jasa Marga (Persero) Tbk
Table of Total Values for GCG Practices at PT Jasa Marga (Persero) Tbk
Komponen Penilaian Skor Tertimbang per Prinsip
No. Weighted Score per Principle
Assessment Component
Hak-Hak dan Perlakuan Setara terhadap Pemegang Saham
1. Rights and Equitable Treatment of Shareholders 16,00
Total skor kasar* bobot | Total raw score * weight = 80 x 20%
Keberlanjutan dan Ketangguhan
2. Sustainability and Resilience 13,64
90,91 x 15%
Keterbukaan dan Transparansi
3. Disclosure and Transparency 25,00
100 x 25%
Tanggung Jawab Dewan Komisaris
4. Responsibilities of the Board of Commissioners 36,83
90,48 x 40%
Total Skor Tertimbang (Level 1)
91,46
Total Weighted Score (Level 1)
Bonus
5. 14
Bonuses
Penalti
6. -2
Penalties
Total Skor Tertimbang
103,46
Total Weighted Score
480 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Uraian Pernyataan Kepatuhan Perseroan terhadap Pedoman The description of the Company’s Compliance Statement
Tata Kelola berdasarkan ACGS yang sudah diterapkan with the Corporate Governance Guidelines based on ACGS
secara penuh adalah sebagai berikut: that has been fully implemented is as follows:
Tabel Pernyataan Kepatuhan Perseroan terhadap Pedoman Tata Kelola berdasarkan Parameter ACGS dengan Status Penerapan Penuh
Table of the Company’s Compliance Statement with the Corporate Governance Guidelines based on ACGS Parameters with Full
Implementation Status
Level/No. Corporate Governance Standard Criteria
Level 1
Hak Dasar Pemegang Saham
A.1
Basic Shareholder Rights
Hak untuk berpartisipasi secara efektif dan menggunakan suara dalam RUPS serta hak untuk mendapatkan informasi
mengenai aturan-aturan yang berlaku dalam RUPS (termasuk prosedur voting)
A.2
The right to participate effectively and use votes in the GMS and the right to obtain information regarding the rules applicable
at the GMS (including voting procedures)
Pasar untuk pengendalian/kontrol perusahaan harus dimungkinkan berfungsi dengan cara yang efisien dan transparan
A.3
Markets for corporate control should be allowed to function in an efficient and transparent manner
Kepemilikan Saham dan Hak Suara
A.5
Shares and Voting Rights
Perlindungan kepada para pemegang saham minoritas dari tindakan-tindakan abusive
A.9
Protecting minority shareholders from abusive action
Pengungkapan terkait keberlanjutan harus konsisten, dapat dibandingkan, dan dapat diandalkan, serta mencakup materi
informasi masa lalu dan masa depan yang wajar dan penting bagi investor dalam membuat keputusan investasi atau
B.1 menentukan suara
Sustainability-related disclosure should be consistent, comparable and reliable, and include retrospective and forward-
looking material information that a reasonable investor would consider important in making an investment or voting decision
Kerangka tata kelola Perusahaan harus memungkinkan adanya dialog antara Perusahaan, pemegang saham, dan pemangku
kepentingan untuk bertukar pandangan mengenai masalah keberlanjutan
B.2
Corporate governance frameworks should allow for dialogue between companies, its shareholders and stakeholders to
exchange views on sustainability matters
Hak-Hak Para Pemangku Kepentingan yang ditetapkan oleh UU atau lewat kesepakatan bersama haruslah dihormati dan
mendorong kerja sama aktif antara perusahaan dan pemangku kepentingan dalam menciptakan kesejahteraan, lapangan
kerja, dan keuangan berkelanjutan
B.4
The corporate governance framework should recognise the rights of stakeholders established by law or through mutual
agreements and encourage active cooperation between corporations and stakeholders in creating wealth, jobs, and the
sustainability of financially sound enterprises
Para pemangku kepentingan haruslah memiliki peluang untuk mendapatkan ganti rugi efektif untuk pelanggaran-pelanggaran
atas hak-hak mereka
B.5
Where stakeholder interests are protected by law, stakeholders should have the opportunity to obtain effective redress for
violation of their rights
Para pemangku kepentingan, termasuk karyawan individu dan badan-badan perwakilan mereka, haruslah dapat secara
bebas mengkomunikasikan keprihatinan mereka kepada dewan atas praktik-pratik melanggar hukum dan tidak etis dan hak-
B.7 hak mereka melakukan ini haruslah dilindungi
Stakeholders including individual employee and their representative bodies, should be able to freely communicate their
concerns about illegal or unethical practices to the board and their rights should not be compromised for doing this
Transparansi Struktur kepemilikan
C.1
Transparent Ownership Structure
Kualitas Laporan Tahunan
C.2
Quality of Annual Report
Remunerasi Anggota Dewan Komisaris dan Direksi
C.3
Remuneration of Members of the Board and Key Executives
Pengungkapan atas Transaksi Hubungan Istimewa
C.4
Disclosure of related party transactions (RPT)
Pengungkapan atas transaksi saham perusahaan yang dilakukan oleh para anggota Direksi atau Dewan Komisaris
C.5
Directors and Commissioners dealings in shares of the company
Eksternal Auditor dan Laporan Auditor
C.6
External auditor and Auditor Report
Media Komunikasi Perusahaan
C.7
Medium of communications
Penyampaian informasi laporan keuangan atau laporan tahunan secara tepat waktu
C.8
Timely filing/release of annual/financial reports
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 481
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pernyataan Kepatuhan Perseroan terhadap Pedoman Tata Kelola berdasarkan Parameter ACGS dengan Status Penerapan Penuh
Table of the Company’s Compliance Statement with the Corporate Governance Guidelines based on ACGS Parameters with Full
Implementation Status
Level/No. Corporate Governance Standard Criteria
Website Perusahaan
C.9
Company website
Keberadaan Investor Relations dalam Perusahaan
C.10
Investor Relations
Tugas dan Tanggung Jawab Direksi dan Dewan Komisaris
D.1
Board Duties and Responsibilities
Struktur Dewan Komisaris
D.2
Board structure
Pada Penilaian Bonus dan Penalti, terdapat 8 (delapan) In the Bonuses and Penalties Assessment, there are 8
items Bonus yang dapat dipenuhi Perseroan dan 1 (satu) (eight) Bonus items that the Company fulfilled and 1 (one)
items Penalti sebagai berikut: Penalty item as follows:
Tabel Level 2 Penalty
Table of Level 2 Penalty
Level/No. Corporate Governance Standard Criteria
Level 2
Penggunaan electronic voting dalam proses pemungutan suara (voting) pada saat penyelenggaraan RUPS untuk setiap
agenda atau mata acara rapat.
(B) A.1.1
The use of electronic voting in the voting process during the General Meeting of Shareholders (GMS) for each agenda item
or matter discussed at the meeting.
Adanya pengungkapan mengenai praktik yang telah dijalankan Perusahaan dalam pengelolaan risiko dan peluang terkait
dengan (perubahan) iklim.
(B) B.1.1
The disclosure of practices that have been implemented by the Company in managing risks and opportunities related to
climate (change).
Terdapat pengungkapan yang menyatakan bahwa Laporan Keberlanjutan Perusahaan telah dipastikan secara eksternal.
(B) B.1.2
There is a disclosure stating that the Company’s Sustainability Report has been externally assured.
Perusahaan telah mengungkapkan informasi mengenai saluran keterlibatan dengan kelompok pemangku kepentingan,
termasuk informasi tentang upaya Perusahaan dalam merespon atau menanggapi masalah ESG para pemangku kepentingan.
(B) B.1.3
The Company has disclosed information regarding engagement channels with stakeholder groups, including information on
the Company’s efforts to respond to or address stakeholders’ ESG-related issues.
Perusahaan telah memiliki unit/divisi/komite khusus yang mengelola atau bertanggung jawab untuk masalah keberlanjutan.
(B) B.1.4
The Company has a dedicated unit/division/committee that manages or is responsible for sustainability matters.
Perusahaan telah melibatkan/menggunakan pihak/lembaga independent dalam pengelolaan sistem WBS (Whistle Blowing
(B) B.1.7 System).
The Company has involved or engaged independent parties/institutions in managing the Whistle Blowing System (WBS).
Pengungkapan dan penjelasan strategi information technology governance, termasuk di antaranya terkait disruption, cyber
security serta disaster recovery.
(B) D.5.1
Disclosure and explanation of information technology governance strategies, including those related to disruption,
cybersecurity, and disaster recovery.
Keberadaan komite risiko secara terpisah atau independen di dalam perusahaan. Praktik ini telah dijalankan di PT Jasa Marga
Tbk yang ditunjukkan melalui keberadaan dari Komite Risiko dan Legal (Risk and Legal Committee).
(B) D.6.1
The existence of a separate or independent risk committee within the company. This practice has been implemented at
PT Jasa Marga Tbk, as demonstrated by the existence of the Risk and Legal Committee.
Poin penalti ini tidak akan dikenakan kepada perusahaan jika Komisaris independen tidak memperoleh opsi saham, saham
bonus atau tantiem/bonus dari perusahaan yang didasarkan pada pencapaian kinerja. Selama tahun buku 2024 secara jelas
terungkap bahwa perusahaan telah memberikan bonus berupa tantiem kepada seluruh anggota Dewan Komisaris, termasuk
(P) E.4.2 di antaranya untuk Komisaris independen.
This penalty point will not be imposed on the company if the Independent Commissioner does not receive stock options,
bonus shares, or bonuses from the Company based on performance achievements. This is clearly stated for the 2024 fiscal
year, including for Independent Commissioners.
482 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Total Corporate Governance Score (overall score) praktik The total Corporate Governance Score (overall score) for
GCG yang diperoleh Perseroan untuk tahun 2024 (ASEAN GCG practices obtained by the Company for 2025 (ASEAN
Scorecard 2025) adalah sebesar 103,46 poin. Berdasarkan Scorecard 2025) is 103.46 points. Based on this final score,
Skor akhir tersebut, maka kinerja tingkat kepatuhan Jasa Jasa Marga’s compliance performance is classified as
Marga termasuk dalam predikat “Leadership in Corporate “Leadership in Corporate Governance,” or Level 5 (more
Governance”, atau Level 5 (lebih dari 100), artinya praktik than 100), meaning that the Company’s GCG practices
GCG yang dilakukan Perseroan melebihi yang disyaratkan exceed the requirements of Level 1 (ACGS Structure). The
oleh Level 1 (Struktur ACGS). Assessment dan self- Company’s assessment and self-assessment based on
assessment Perseroan berdasarkan parameter ACGS ACGS parameters are published on Jasa Marga’s website
dimuat dalam situs web Jasa Marga www.jasamarga.com (www.jasamarga.com) in a dedicated menu.
dalam menu tersendiri.
Rekomendasi Hasil Asesmen GCG berdasarkan ASEAN Recommendations Based on GCG Assessment Results
Corporate Governance Scorecard (ACGS) Tahun 2024 Using the ASEAN Corporate Governance Scorecard
(ACGS) for 2024
Rekomendasi Level 1 Level 1 Recommendations
Tabel Rekomendasi Hasil Asesmen GCG berdasarkan ASEAN Corporate Governance Scorecard (ACGS) Tahun 2024
Table of Recommendations Based on GCG Assessment Results Using the ASEAN Corporate Governance Scorecard (ACGS) for 2024
Rekomendasi
Prinsip Skor Recommendation
Principle Score Jumlah Parameter
Total Parameter
(A.4.1)
(A.6.1)
Hak-Hak dan Perlakuan Setara terhadap Pemegang Saham (A.6.3)
16,00 6
Rights and Equal Treatment of Shareholders (A.6.4)
(A.7.1)
(A.8.3)
Keberlanjutan dan Ketangguhan (B.3.1)
13,64 2
Sustainability and Resilience (B.6.3)
Keterbukaan dan Transparansi
25,00 - -
Disclosure and Transparency
(D.3.4)
(D.3.13)
Tanggung Jawab Dewan Komisaris
36,83 5 (D.4.2)
Responsibilities of the Board of Commissioners
(D.4.5)
(D.5.6)
Level 1 Score 91,46
Penerapan Rekomendasi Pedoman Umum Implementation of the Indonesian
Governansi Korporat Indonesia (PUGKI) Corporate Governance Guidelines (PUGKI)
Recommendations
Perseroan juga melakukan penilaian atas implementasi GCG The Company also conducts an assessment of the
berdasarkan rekomendasi PUGKI. Dalam PUGKI terdapat implementation of GCG based on the recommendations
8 Prinsip dan 81 rekomendasi, yang atas pemenuhannya of PUGKI. PUGKI comprises eight principles and 81
tersebut dimaksudkan untuk menetapkan praktik governansi recommendations, the fulfillment of which is intended to
korporat berstandar global guna melindungi kepentingan establish corporate governance practices that meet global
dan memenuhi harapan para pemegang saham, kreditur, standards in order to protect the interests and meet the
debitur, dan para pemangku kepentingan lain agar tercapai expectations of shareholders, creditors, debtors, and other
penciptaan nilai korporasi yang berkelanjutan dalam jangka stakeholders, thereby achieving sustainable long-term
panjang. corporate value creation.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 483
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Penerapan rekomendasi PUGKI di Perseroan, secara ringkas The implementation of PUGKI recommendations in the
dapat dilihat pada tabel berikut: Company can be summarized in the following table:
Tabel Pedoman Umum Governansi Korporat Indonesia (PUGKI) 2025
Table of the 2025 Indonesian Corporate Governance Guidelines (PUGKI)
Penerapan/
Prinsip Governansi Korporat Penjelasan Keterangan Penerapan
No. Corporate Governance Principle Apply/ Implementation Description
Explanation
1. Peran dan Tanggung Jawab Direksi dan Dewan Komisaris
Roles and Responsibilities of Board of Directors and Board of Commissioners
Direksi dan Dewan Komisaris menjalankan peran Apply Dewan Komisaris menjalankan peran pengawasan dan
dan tanggung jawabnya secara independen pemberian nasihat kepada Direksi dalam menjalankan
dalam menciptakan nilai yang berkelanjutan untuk peran pengelolaan Perseroan secara penuh melaksanakan
kepentingan terbaik jangka panjang korporasi dan tanggung jawab fidusia dengan itikad baik dan kehati-
pemegang saham, dengan mempertimbangkan hatian berdasarkan informasi relevan dan lengkap demi
kepentingan para pemangku kepentingan. kepentingan terbaik Perseroan dalam jangka panjang.
The Board of Directors and Board of Commissioners
perform their roles and responsibilities Semua anggota Direksi dan anggota Dewan Komisaris
independently, creating sustainable value in the berkomitmen untuk menghindari benturan kepentingan
long-term best interests of the corporation and serta perbuatan mengejar kepentingan pribadi dalam
shareholders while considering the interests of pengambilan suatu keputusan. Sebagai salah satu bentuk
stakeholders. akuntabilitas pelaksanaan peran dan tanggung jawabnya,
dilaksanakan evaluasi atas kinerja Komisaris Utama dan
anggota Dewan Komisaris, serta Direktur Utama dan anggota
Direksi. Direksi dan Dewan Komisaris melaksanakan program
pengembangan kompetensi dalam rangka memastikan
pelaksanaan tugas dan tanggung jawab masing-masing
sesuai dengan kebutuhan Perseroan.
Selengkapnya penerapan prinsip ini di Perseroan dapat
dilihat di situs web Jasa Marga www.jasamarga.com.
The Board of Commissioners supervises and advises
the Board of Directors in managing the Company, fully
exercising its fiduciary responsibilities in good faith and
with due care based on relevant and complete information
in the long-term best interests of the Company.
All members of the Board of Directors and Board of
Commissioners are committed to avoiding conflicts of
interest and pursuing personal interests in decision-making.
As a form of accountability for the implementation of their
roles and responsibilities, evaluations are conducted on the
performance of the President Commissioner, members of
the Board of Commissioners, the President Director, and
members of the Board of Directors. The Board of Directors
and Board of Commissioners implement competency
development programs to ensure that their respective
duties and responsibilities are in accordance with the
needs of the Company.
Further details on how this principle is applied in the
Company can be found on the Jasa Marga website,
www.jasamarga.com.
484 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pedoman Umum Governansi Korporat Indonesia (PUGKI) 2025
Table of the 2025 Indonesian Corporate Governance Guidelines (PUGKI)
Penerapan/
Prinsip Governansi Korporat Penjelasan Keterangan Penerapan
No. Corporate Governance Principle Apply/ Implementation Description
Explanation
2. Komposisi dan Remunerasi Direksi dan Dewan Komisaris
Composition and Remuneration of the Board of Directors and Board of Commissioners
Anggota Direksi dan anggota Dewan Komisaris dipilih Explain Dewan Komisaris, dibantu oleh Komite Nominasi dan
dan ditetapkan sedemikian rupa sehingga komposisi Remunerasi menyusun:
Direksi dan Dewan Komisaris adalah beragam a. Komposisi dan proses nominasi anggota Direksi dan
dan masing-masing terdiri dari para Direktur dan anggota Dewan Komisaris;
Komisaris yang memiliki komitmen, pengetahuan, b. Kebijakan dan kriteria yang dibutuhkan dalam proses
kemampuan, dan keahlian yang dibutuhkan untuk nominasi calon anggota Direksi dan anggota Dewan
memenuhi secara tepat peran pengelolaan Direksi Komisaris; dan
dan peran pengawasan Dewan Komisaris. c. Struktur remunerasi, kebijakan remunerasi dan besaran
remunerasi bagi anggota Direksi dan Dewan Komisaris.
Remunerasi dirancang untuk secara efektif Perseroan mematuhi persyaratan dan tata cara yang
menyelaraskan kepentingan anggota Direksi dan diatur melalui Peraturan Menteri Badan Usaha Milik
anggota Dewan Komisaris dengan kepentingan Negara No. PER-3/MBU/03/2023 tentang Organ dan
jangka panjang korporasi dan penciptaan nilai yang Sumber Daya Manusia Badan Usaha Milik Negara.
berkelanjutan.
Penunjukan anggota Direksi dan Dewan Komisaris
Members of the Board of Directors and Board of merupakan hak Pemegang Saham Seri A Dwiwarna dan
Commissioners are selected and appointed so disetujui dalam RUPS.
that their composition is diverse. Each consists
of Directors and Commissioners who have the Selengkapnya penerapan prinsip ini di Perseroan dapat
commitment, knowledge, abilities, and expertise dilihat di situs web Jasa Marga www.jasamarga.com.
needed to properly fulfill the management role of
the Board of Directors and the supervisory role of The Board of Commissioners, assisted by the Nomination
the Board of Commissioners. and Remuneration Committee, formulates:
a. The composition and nomination process for
Remuneration is designed to effectively align the members of the Board of Directors and the Board of
interests of members of the Board of Directors and Commissioners;
members of the Board of Commissioners with the b. The policies and criteria required in the nomination
corporation's long-term interests and the creation of process for candidates for the Board of Directors and
sustainable value. the Board of Commissioners; and
c. The remuneration structure, policy, and amounts for
members of the Board of Directors and the Board
of Commissioners. The Company complies with the
requirements and procedures stipulated in the Minister
of State-Owned Enterprises Regulation No. PER-3/
MBU/03/2023 on Organs and Human Resources of
State-Owned Enterprises.
The appointment of members of the Board of Directors and
Board of Commissioners is the right of Series A Dwiwarna
Shareholders and is approved at the GMS.
Further details on how this principle is applied in the
Company can be found on the Jasa Marga website,
www.jasamarga.com.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pedoman Umum Governansi Korporat Indonesia (PUGKI) 2025
Table of the 2025 Indonesian Corporate Governance Guidelines (PUGKI)
Penerapan/
Prinsip Governansi Korporat Penjelasan Keterangan Penerapan
No. Corporate Governance Principle Apply/ Implementation Description
Explanation
3. Hubungan Kerja antara Direksi dengan Dewan Komisaris
Working Relations between the Board of Directors and the Board of Commissioners
Direksi dan Dewan Komisaris memiliki hubungan Apply Dalam melaksanakan tugas dan tanggung jawabnya,
kerja yang erat, terbuka, konstruktif, profesional dan Direksi dan Dewan Komisaris saling berkoordinasi dalam
saling percaya untuk kepentingan terbaik korporasi. hubungan kerja yang erat, terbuka, konstruktif, profesional
The Board of Directors and Board of Commissioners dan saling percaya untuk kepentingan terbaik Perseroan.
have a close, open, constructive, professional, and
mutually trusting working relationship that serves Selengkapnya penerapan prinsip ini di Perseroan dapat
the corporation's best interests. dilihat di situs web Jasa Marga www.jasamarga.com.
In carrying out their duties and responsibilities, the Board
of Directors and Board of Commissioners coordinate with
each other in a close, open, constructive, professional, and
mutually trusting working relationship for the best interests
of the Company.
Further details on how this principle is applied in the
Company can be found on the Jasa Marga website,
www.jasamarga.com.
4. Perilaku Etis dan Bertanggung Jawab
Ethical and Responsible Behavior
Korporasi memiliki komitmen untuk bertindak secara Apply Perseroan memiliki, menyelenggarakan sosialisasi dan
etis dan bertanggung jawab menegakkan nilai-nilai menegakkan kode etik yang berlaku bagi Insan Jasa Marga
dan budaya organisasi. (Dewan Komisaris, Komite, Sekretaris Dewan Komisaris, Staf
The corporation is committed to acting ethically and Dewan Komisaris, Direksi dan seluruh Karyawan Perseroan,
responsibly in upholding the values and culture of termasuk karyawan yang ditugaskan di Anak Perusahaan
the organization. dan instansi lainnya, serta personel yang secara langsung
bekerja untuk dan atas nama Perseroan). Perseroan
mengungkapkan kode etik, nilai-nilai, dan budaya Perseroan.
Selengkapnya penerapan prinsip ini di Perseroan dapat
dilihat di situs web Jasa Marga www.jasamarga.com.
The Company has established, disseminated, and enforced
a code of conduct that applies to all Jasa Marga personnel
(Board of Commissioners, Committees, Secretary to the
Board of Commissioners, Board of Commissioners Staff,
Board of Directors, and all Company Employees, including
employees assigned to Subsidiaries and other agencies, as
well as personnel who work directly for and on behalf of the
Company). The Company discloses its code of conduct,
values, and culture.
Further details on how this principle is applied in the
Company can be found on the Jasa Marga website,
www.jasamarga.com.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pedoman Umum Governansi Korporat Indonesia (PUGKI) 2025
Table of the 2025 Indonesian Corporate Governance Guidelines (PUGKI)
Penerapan/
Prinsip Governansi Korporat Penjelasan Keterangan Penerapan
No. Corporate Governance Principle Apply/ Implementation Description
Explanation
5. Manajemen Risiko, Pengendalian Internal, dan Kepatuhan
Risk Management, Internal Control, and Compliance
Korporasi menjalankan praktik governansi korporat Apply Perseroan menerapkan sistem pengendalian internal dan
yang terintegrasi dengan penerapan sistem manajemen risiko serta mengungkapkan:
pengendalian internal dan manajemen risiko, serta a. Gambaran umum dan uraian mengenai sistem
sistem manajemen kepatuhan yang efektif dalam pengendalian internal dan manajemen risiko;
rangka mendukung pencapaian sasaran, tujuan, b. Jenis risiko dan cara pengelolaannya;
maupun target kinerja korporasi dalam menjalankan c. Pengendalian keuangan dan operasional, serta
bisnis secara berintegritas. kepatuhan terhadap peraturan perundang-undangan
The corporation implements integrated corporate yang berlaku; dan
governance practices, including the application d. Tinjauan atas efektivitas sistem pengendalian internal
of internal control and risk management systems dan manajemen risiko.
and effective compliance management systems,
to support the achievement of corporate goals, Perseroan menerapkan governansi secara terintegrasi
objectives, and performance targets in conducting dengan manajemen risiko dan sistem manajemen
business with integrity. kepatuhan secara terintegrasi:
a. Dalam penataan sistem governansi korporat
menyesuaikan dengan tuntutan kepatuhan dari
pemangku kepentingan, baik terhadap terhadap
ketentuan regulasi yang berlaku, standar industri,
klausula perikatan, maupun norma dan etika yang
ada, serta sekaligus juga menyesuaikan dengan yang
diperlukan dalam rangka pengendalian internal dan
pengelolaan risiko;
b. Dalam mewujudkan pengendalian internal dan
pengelolaan risiko serta kepatuhan Perseroan ketika
menjalankan bisnis dan operasinya, Perseroan secara
konsisten menjalankan praktik yang sesuai dengan
prinsip dan sistem governansi korporat.
Selengkapnya penerapan prinsip ini di Perseroan dapat
dilihat di situs web Jasa Marga www.jasamarga.com.
The Company implements internal control and risk
management systems and discloses:
a. An overview and description of the internal control and
risk management systems;
b. The types of risks and how they are managed;
c. Financial and operational controls, as well as
compliance with applicable laws and regulations; and
d. A review of the effectiveness of the internal control
and risk management systems.
The Company implements governance integrated with risk
management and a compliance management system:
a. In structuring the corporate governance system,
it complies with the compliance requirements of
stakeholders, both in terms of applicable regulations,
industry standards, contract clauses, and existing
norms and ethics, as well as those required for internal
control and risk management;
b. In realizing internal control, risk management, and
compliance when conducting its business and
operations, the Company consistently implements
practices per corporate governance principles and
systems.
Further details on how this principle is applied in the
Company can be found on the Jasa Marga website,
www.jasamarga.com.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pedoman Umum Governansi Korporat Indonesia (PUGKI) 2025
Table of the 2025 Indonesian Corporate Governance Guidelines (PUGKI)
Penerapan/
Prinsip Governansi Korporat Penjelasan Keterangan Penerapan
No. Corporate Governance Principle Apply/ Implementation Description
Explanation
6. Pengungkapan dan Transparansi
Disclosure and Transparency
Korporasi membuat pengungkapan yang akurat Apply Perseroan melakukan pengungkapan kejadian atau fakta
dan tepat waktu mengenai semua hal yang material material sesegera mungkin setelah terjadinya kejadian.
tentang korporasi. Perseroan juga menyampaikan laporan tahunan dan
The corporation makes accurate and timely laporan keberlanjutan ke publik secara tepat waktu sesuai
disclosures regarding all material matters concerning peraturan yang berlaku.
the corporation.
Selengkapnya penerapan prinsip ini di Perseroan dapat
dilihat di situs web Jasa Marga www.jasamarga.com.
The Company discloses material events or facts as soon
as possible after they occur. In accordance with applicable
regulations, the company also submits annual reports and
sustainability reports to the public in a timely manner.
Further details on how this principle is applied in the
Company can be found on the Jasa Marga website,
www.jasamarga.com.
7. Perlindungan terhadap Hak-Hak Pemegang Saham
Protection of the Rights of Shareholders
Korporasi melindungi dan memfasilitasi pelaksanaan Apply Perseroan melindungi dan memfasilitasi penggunaan hak-
hak pemegang saham dan memastikan perlakukan hak dasar pemegang saham. Hak dasar pemegang saham
yang adil terhadap pemegang saham, termasuk tersebut antara lain hak untuk:
pemegang saham minoritas. Korporasi memastikan a. Memperoleh secara teratur dan tepat waktu informasi
bahwa sesuai dengan aturan perundangundangan material yang relevan tentang Perseroan;
yang berlaku, pemegang saham memiliki b. Berpartisipasi dan memberikan suara dalam RUPS;
kesempatan untuk mendapatkan ganti rugi yang c. Mengangkat dan memberhentikan anggota Dewan
efektif atas pelanggaran hak-hak mereka. Komisaris dan anggota Direksi; dan
The corporation protects and facilitates the exercise d. Memperoleh bagian laba Perseroan.
of shareholder rights and ensures fair treatment
of shareholders, including minority shareholders. Pemegang saham minoritas dan kepentingan Perseroan
The corporation ensures that, per applicable laws dilindungi dari tindakan merugikan yang dilakukan oleh,
and regulations, shareholders can obtain effective atau untuk kepentingan dari, pemegang saham pengendali
compensation for violations of their rights. dan/atau pengurus. Pemegang saham pengendali
dan pengurus Peseroan senantiasa menghindari
penyalahgunaan kekuatan mayoritasnya atau kendalinya.
Selengkapnya penerapan prinsip ini di Perseroan dapat
dilihat di situs web Jasa Marga www.jasamarga.com.
The Company protects and facilitates the exercise of basic
shareholder rights. These basic shareholder rights include
the right to:
a. Obtain relevant material information about the
Company regularly and on time;
b. Participate and vote in GMS;
c. Appoint and dismiss members of the Board of
Commissioners and members of the Board of
Directors; and
d. Obtain a share of the Company's profits.
Minority shareholders and the interests of the Company
are protected from detrimental actions taken by, or for the
benefit of, controlling shareholders and/or management.
Controlling shareholders and management of the Company
shall always avoid abusing their majority power or control.
Further details on how this principle is applied in the
Company can be found on the Jasa Marga website,
www.jasamarga.com.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pedoman Umum Governansi Korporat Indonesia (PUGKI) 2025
Table of the 2025 Indonesian Corporate Governance Guidelines (PUGKI)
Penerapan/
Prinsip Governansi Korporat Penjelasan Keterangan Penerapan
No. Corporate Governance Principle Apply/ Implementation Description
Explanation
8. Pemangku Kepentingan Lainnya
Other Stakeholders
Korporasi wajib melaksanakan tanggung jawab sosial Apply Perseoran melaksanakan program-program tanggung
dan lingkungan, yaitu komitmen untuk berperan jawab sosial dan lingkungan dengan melibatkan para
serta dalam pembangunan ekonomi berkelanjutan pemangku kepentingan, terintegrasi dengan proses bisnis
guna meningkatkan kualitas kehidupan dan Perseroan, dengan memastikan perlindungan terhadap
lingkungan yang bermanfaat, baik bagi korporasi itu para pemangku kepentingan.
sendiri, komunitas setempat, maupun masyarakat
pada umumnya. Pelaksanaan kewajiban ini Selengkapnya penerapan prinsip ini di Perseroan dapat
perlu melibatkan para pemangku kepentingan, dilihat di situs web Jasa Marga www.jasamarga.com.
terintegrasi dengan proses bisnis korporasi dengan
memastikan perlindungan terhadap para pemangku The Company implements social and environmental
kepentingan. responsibility programs by involving stakeholders,
integrating them with the Company's business processes,
The corporation is required to fulfill its social and ensuring the protection of stakeholders.
and environmental responsibilities, namely its
commitment to participate in sustainable economic Further details on how this principle is applied in the
development to improve the quality of life and the Company can be found on the Jasa Marga website,
environment for the benefit of the corporation itself, www.jasamarga.com.
the local community, and society in general. Fulfilling
these obligations must involve stakeholders and
be integrated with the corporation's business
processes, ensuring the protection of stakeholders.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Struktur Organ Tata Kelola Perusahaan
Corporate Governance Structure
Struktur Organ Tata Kelola Perusahaan yang Baik
Good Corporate Governance Structure
Rapat Umum Pemegang Saham
General Meeting of Shareholders
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
Corporate
1. Komite Audit Komite Manajemen Risiko
Secretary
2. Komite Nominasi dan Remunerasi Internal Audit Risk Management Committee
and Chief
3. Komite Pemantau Risiko dan Hukum Group
Administration
4. Komite Tata Kelola Terintegrasi Officer
1. Audit Committee
Corporate Corporate Komite Pengarah
2. Nomination and Remuneration Risk and Quality
Legal and Communication Finance and Teknologi Informasi
Committee Health, Safety,
Compliance and Community Investor Information Technology
3. Risk Monitoring and Legal Committee & Environment
Group Development Relations Group Steering Committee
4. Integrated Corporate Governance Group
Group
Committee
Risk
Governance Investor
Management Komite Sustainability
Sekretaris Dewan Komisaris and Compliance Relations
Department Sustainability Committee
Board of Commissioners Secretary Department Department
Merujuk pada Undang-Undang No. 40 tahun 2007 tentang Referring to Law No. 40 of 2007 on Limited Liability
Perseroan Terbatas, pada Bab I mengenai Ketentuan Umum Companies, Chapter I on General Provisions Article 1, it is
Pasal 1, tercantum bahwa Organ Perseroan terdiri dari Rapat stated that the Company’s Organs consist of the General
Umum Pemegang Saham, Direksi dan Dewan Komisaris. Meeting of Shareholders, the Board of Directors, and the
Board of Commissioners.
1. Rapat Umum Pemegang Saham (RUPS) adalah Organ 1. The General Meeting of Shareholders (GMS) is the
Perseroan yang mempunyai wewenang yang tidak Company’s Organ that has authority not granted to the
diberikan kepada Direksi atau Dewan Komisaris dalam Board of Directors or the Board of Commissioners within
batas yang ditentukan dalam Undang-Undang dan/atau the limits specified in the Law and/or the Articles of
Anggaran Dasar. Association.
2. Direksi adalah Organ Perseroan yang berwenang dan 2. The Board of Directors is the Company’s Organ that
bertanggung jawab penuh atas pengurusan Perusahaan has full authority and responsibility for managing the
untuk kepentingan Perseroan, sesuai dengan maksud Company in its interests, in accordance with its aims
dan tujuan Perseroan serta mewakili Perseroan, baik and objectives, and representing the Company, both in
di dalam maupun di luar pengadilan sesuai dengan and out of court, per the provisions of the Articles of
ketentuan Anggaran Dasar. Association.
3. Dewan Komisaris adalah Organ Perseroan yang bertugas 3. The Board of Commissioners is the Company’s organ
melakukan pengawasan secara umum dan/atau khusus tasked with conducting general and/or specific
sesuai dengan Anggaran Dasar serta memberi nasihat supervision per the Articles of Association and providing
kepada Direksi. advice to the Board of Directors.
Infrastruktur GCG GCG Infrastructure
Secara utuh, Jasa Marga telah memiliki governance Overall, Jasa Marga has an effective governance structure,
structure yang efektif, yang terdiri dari organ Perseroan dan which consists of corporate bodies and governance
telah memiliki infrastruktur tata kelola berupa kebijakan- infrastructure in the form of internal policies. These policies
kebijakan internal sebagai acuan dan panduan dalam serve as references and guidelines for implementing good
penerapan prinsip tata kelola yang baik, sehingga dapat governance principles, thereby producing outcomes that
menghasilkan outcome yang sesuai dengan harapan para meet stakeholders’ expectations.
pemangku kepentingan.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Organ Perseroan meliputi Organ Utama yakni Rapat Umum The Company Organs include the Main Organ, i.e., the General
Pemegang Saham, Dewan Komisaris, dan Direksi. Adapun Meeting of Shareholders, the Board of Commissioners,
Dewan Komisaris dan Direksi memiliki Organ di bawahnya and the Board of Directors. The Boards have subordinate
sebagai pendukung tugas dan fungsinya. Dewan Komisaris organs that support their duties and functions. The Board
memiliki Organ Pendukung yaitu Komite Audit, Komite of Commissioners has supporting organs: the Audit
Nominasi dan Remunerasi, dan Komite Pemantau Risiko Committee, the Nomination and Remuneration Committee,
dan Hukum, sedangkan Direksi memiliki Komite-Komite and the Risk Monitoring and Legal Committee. In contrast,
Direksi yaitu Komite Manajemen Risiko dan Komite Pengarah the Board of Directors has Board Committees, i.e., the Risk
Teknologi Informasi, serta organ pendukung Direksi lainnya Management Committee and the Information Technology
seperti Unit Internal Audit dan satuan kerja lainnya. Steering Committee, as well as other supporting organs,
such as the Internal Audit Unit and other work units.
Dalam mendukung efektivitas pelaksanaan tugas dan To support the effective implementation of the tasks and
tanggung jawab Organ Perseroan, Jasa Marga memiliki responsibilities of the Company’s Organs, Jasa Marga has
berbagai infrastruktur kebijakan internal, baik dalam bentuk various internal policy infrastructures, such as regulations,
peraturan, keputusan, pedoman, SOP, maupun kebijakan resolutions, guidelines, SOPs, and other policies as
lainnya sebagai acuan dan koridor dalam melaksanakan references and guidelines in carrying out its functions.
fungsinya.
Soft Structure GCG
GCG Soft Structure
Anggaran Dasar
Articles of Associations
Threshold
(Batasan dan/Kewenangan Dewan)
(Limits and/or Authority of the Board
Board Manual
Pedoman Tata Kelola Perusahaan
Corporate Governance Guidelines
Pedoman Perilaku Pedoman Whistleblowing System
Code of Conduct Whistleblowing System Guidelines
Pedoman Benturan Kepentingan Pedoman Penanganan Gratifikasi
Conflict of Interest Guidelines Guidelines for Handling Gratifications
Kebijakan Lainnya Standard Operasional Prosedur
Other Policies Standard Operating Procedure
Dalam mendukung penerapan GCG di Perseroan, Jasa Marga In supporting the implementation of GCG in the Company,
telah memiliki Governance Soft Structure yang berfungsi Jasa Marga has established a Governance Soft Structure
sebagai pedoman Insan Jasa Marga dalam menjalankan that serves as a guideline for Jasa Marga personnel in
kegiatan operasional Perseroan, agar senantiasa carrying out the Company’s operational activities, so that
berlandaskan prinsip-prinsip tata kelola perusahaan yang they are always based on the principles of good corporate
baik. Governance Soft Structure merupakan aspek penting governance. It is an important aspect in the implementation
dalam implementasi GCG, dan akan menjadi living document of GCG and will become a living document for all ranks
bagi segenap jajaran dan tingkatan organisasi di Perseroan. and levels of the organization within the Company. The
Adapun Governance Soft Structure yang dimiliki Jasa Marga, Governance Soft Structure of Jasa Marga is as follows:
sebagai berikut:
1. Anggaran Dasar Perseroan sebagaimana dinyatakan 1. The Company’s Articles of Association, as stated in the
dalam Akta Pernyataan Keputusan Rapat No. 04 Deed of Meeting Resolution No. 04 dated 9 January
tanggal 09 Januari 2026, dibuat di hadapan Ir. Nanette 2026, drawn up before Ir. Nanette Cahyanie Handari
Cahyanie Handari Adi Warsito, SH, Notaris di Jakarta, Adi Warsito, SH, Notary in Jakarta, together with the
berikut Surat Penerimaan Pemberitahuan dari Direktorat Acknowledgement of Receipt of Notification from the
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Jenderal Administrasi Hukum Umum Kementerian Directorate General of General Legal Administration
Hukum Republik Indonesia No. AHU-AH.01.03-0013716 of the Ministry of Law of the Republic of Indonesia
tanggal 19 Januari 2026 dan telah didaftar dalam Daftar No. AHU-AH.01.03-0013716 dated 19 January 2026
Perseroan No. AHU-0007721.AH.01.11.Tahun 2026 and registered in the Register of Companies No. AHU-
tanggal 19 Januari 2026. 0007721.AH.01.11.Year 2026 dated 19 January 2026.
2. Keputusan Direksi PT Jasa Marga (Persero) Tbk, di 2. Board of Directors decrees of PT Jasa Marga (Persero)
antaranya adalah: Tbk, including:
a. Keputusan Direksi No. 60/KPTS/2024 tentang Visi a. Board of Directors Decree No. 60/KPTS/2024 on the
dan Misi Perusahaan. Company’s Vision and Mission.
b. Keputusan Direksi No. 46/KPTS/2024 tentang b. Board of Directors Decree No. 46/KPTS/2024 on the
Pedoman Tata Kelola Perusahaan (Code of Corporate Code of Corporate Governance of PT Jasa Marga
Governance) PT Jasa Marga (Persero) Tbk. (Persero) Tbk.
c. Keputusan Direksi No. 46.1/KPTS/2024 tentang c. Board of Directors Decree No. 46.1/KPTS/2024 on
Pedoman Perilaku Code of Conduct) PT Jasa Marga the Code of Conduct of PT Jasa Marga (Persero)
(Persero) Tbk. Tbk.
d. Keputusan Direksi No. 118/KPTS/2022 tanggal d. Board of Directors Decree No. 118/KPTS/2022 dated
20 September 2022 tentang Pedoman Penanganan September 20, 2022 on Guidelines for Handling
Gratifikasi di Lingkungan PT Jasa Marga (Persero) Gratuities within PT Jasa Marga (Persero) Tbk.
Tbk.
e. Keputusan Direksi No. 09/KPTS/2022 tentang e. Board of Directors Decree No. 09/KPTS/2022 on
Pembagian Tugas dan Wewenang Direksi PT Jasa the Division of Duties and Authorities of the Board
Marga (Persero) Tbk dan perubahan-perubahannya. of Directors of PT Jasa Marga (Persero) Tbk and its
amendments.
f. Keputusan Direksi No. 53/KPTS/2022 tentang Tim f. Board of Directors Decree No. 53/KPTS/2022 on
Pengelolaan Whistleblowing System PT Jasa Marga the Whistleblowing System Management Team of
(Persero) Tbk. PT Jasa Marga (Persero) Tbk.
g. Keputusan Direksi No. 148/KPTS/2024 tentang g. Board of Directors Decree No. 148/KPTS/2024 on
Kebijakan Anti Penyuapan PT Jasa Marga (Persero) the Anti-Bribery Policy of PT Jasa Marga (Persero)
Tbk. Tbk.
h. Keputusan Direksi No. 202/KPTS/2024 tentang h. Board of Directors Decree No. 202/KPTS/2024
Manual Sistem Manajemen Anti Penyuapan PT Jasa on the Anti-Bribery Management System Manual
Marga (Persero) Tbk. of PT Jasa Marga (Persero) Tbk.
i. Keputusan Bersama Direksi dan Dewan Komisaris i. Joint Decree of the Board of Directors and Board
PT Jasa Marga (Persero) Tbk No. KEP149/ of Commissioners of PT Jasa Marga (Persero) Tbk
IX/2024 dan No. 191/KPTS/2024 tentang Pedoman No. KEP149/IX/2024 and No. 191/KPTS/2024 on the
Whistleblowing System PT Jasa Marga (Persero) Guidelines for the Whistleblowing System of PT Jasa
Tbk. Marga (Persero) Tbk.
j. Keputusan Direksi No. 78/KPTS/2020 tentang j. Board of Directors Decree No. 78/KPTS/2020 on
Pedoman Benturan Kepentingan (Conflict of Interest) the Conflict of Interest Guidelines at PT Jasa Marga
di PT Jasa Marga (Persero) Tbk. (Persero) Tbk.
k. Board Manual Dewan Komisaris dan Direksi PT Jasa k. Board Manual of the Board of Commissioners and
Marga (Persero) Tbk yang telah disahkan pada Board of Directors of PT Jasa Marga (Persero) Tbk,
tanggal 08 September 2025. which was ratified on September 8, 2025.
l. Keputusan Direksi No. 58/KPTS/2020 tentang Tata l. Board of Directors Decree No. 58/KPTS/2020 on
Nilai Perusahaan. Corporate Values.
m. Keputusan Direksi No. 43/KPTS/2015 tentang m. Board of Directors Decree No. 43/KPTS/2015 on
Laporan Harta Kekayaan Penyelenggara Negara di Reports on the Wealth of State Officials within the
Lingkungan Perusahaan. Company.
n. Keputusan Direksi No. 197/KPTS/2011 tentang n. Board of Directors Decree No. 197/KPTS/2011 on
Pedoman Pelaksanaan Rapat Direksi PT Jasa Marga Guidelines for Implementing Board of Directors
(Persero) Tbk. Meetings of PT Jasa Marga (Persero) Tbk.
o. Keputusan Direksi No. 248/KPTS/2024 tentang o. Board of Directors Decree No. 248/KPTS/2024 on
Pedoman Strategi Anti-Fraud PT Jasa Marga Guidelines for the Anti-Fraud Strategy of PT Jasa
(Persero) Tbk. Marga (Persero) Tbk.
p. Keputusan Direksi No. 200/KPTS/2025 tentang p. Board of Directors Decision No. 200/KPTS/2025
Struktur Organisasi PT Jasa Marga (Persero) Tbk. concerning the Organisational Structure of PT Jasa
Marga (Persero) Tbk.
q. Keputusan Bersama Direksi dan Dewan Komisaris q. Joint Decree of the Board of Directors and Board
PT Jasa Marga (Persero) Tbk No. KEP-041/III/2024 of Commissioners of PT Jasa Marga (Persero) Tbk
dan No. 45/KPTS/2024 tentang Pedoman Tata No. KEP-041/III/2024 and No. 45/KPTS/2024 on
Kelola Terintegrasi Konglomerasi PT Jasa Marga Guidelines for Integrated Governance of the PT Jasa
(Persero) Tbk. Marga (Persero) Tbk Conglomerate.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Soft Structure PT Jasa Marga (Persero) Tbk
Table of PT Jasa Marga (Persero) Tbk Soft Structure
Soft Structure Deskripsi
Description
Gambaran mekanisme kerja yang menjadi dasar atau sumber peraturan/hukum bagi Perseroan dalam menjalankan
Anggaran Dasar aktivitas-aktivitasnya.
Articles of Association An overview of the working mechanisms that form the basis or source of regulations/laws for the Company's
activities.
Batasan dan/atau kriteria tindakan Direksi yang memerlukan persetujuan Dewan Komisaris dan Pemegang Saham
Seri A Dwiwarna dan RUPS.
Threshold
Limitations and/or criteria for actions by the Board of Directors that require the approval of the Board of
Commissioners and Series A Dwiwarna Shareholders and the GMS.
Kompilasi dari praktik-praktik pengelolaan Perseroan yang bersumber dari regulasi (Undang-Undang/Peraturan),
Anggaran Dasar dan best practices yang disepakati bersama dalam rangka implementasi GCG. Board Manual
menjadi pedoman kerja bagi Dewan Komisaris dan Direksi dalam melaksanakan tugas dan fungsinya.
Board Manual
A compilation of the Company's management practices sourced from regulations (laws/regulations), the Articles of
Association, and agreed-upon best practices in the context of GCG implementation. The Board Manual serves as a
working guideline for the Board of Commissioners and the Board of Directors in carrying out their duties and functions.
Sekumpulan nilai dan praktik Perseroan yang menjadi suatu pedoman bagi Organ Perseroan dan Manajemen dalam
mengelola Perseroan, yang memuat prinsip-prinsip GCG yang selaras dengan peraturan perundangan-undangan,
Code of Corporate tujuan, visi dan misi serta nilai nilai Perseroan.
Governance COCG A set of values and practices that serve as guidelines for the Company's organs and management in managing
the Company, which contain GCG principles that align with laws and regulations, objectives, vision and mission,
as well as the Company's values.
Sistem nilai atau norma yang dianut oleh seluruh Insan Jasa Marga dalam melaksanakan tugasnya, yang memuat
etika bisnis dan perilaku seluruh Insan Jasa Marga dalam mencapai tujuan, Visi dan Misi Perseroan, serta mengatur
mengenai etika hubungan antara Perseroan dengan Karyawan, Pengguna Jalan Tol, Pemegang Saham, Pemasok,
Kreditur/Investor, Pemerintah, Mitra Usaha, Pesaing, Media Massa, Masyarakat dan Lingkungannya.
Code of Conduct
A system of values or norms adopted by all Jasa Marga employees in carrying out their duties, which contains
COC
the business ethics and behavior of all Jasa Marga employees in achieving the Company's objectives, vision
and mission, as well as regulating the ethical relationship between the Company and its employees, toll road
users, shareholders, suppliers, creditors/investors, government, business partners, competitors, mass media, the
Community and the Environment.
Surat pernyataan yang ditandatangani oleh Dewan Komisaris, Direksi, dan Karyawan Perseroan, yang berisi ikrar
untuk menerapkan prinsip-prinsip Tata Kelola Perusahaan yang Baik dalam menjalankan tugas dan tanggung
Pakta Integritas
jawabnya.
Integrity Pact
A statement letter signed by the Board of Commissioners, Board of Directors, and Employees of the Company, containing
a pledge to apply the principles of Good Corporate Governance in carrying out their duties and responsibilities.
Pedoman Penanganan Pedoman bagi Insan Jasa Marga untuk memahami, mencegah dan menanggulangi Benturan Kepentingan di
Benturan Kepentingan Perseroan.
Conflict of Interest Guidelines for Jasa Marga personnel to understand, prevent, and overcome Conflicts of Interest within the
Guideline Company.
Pedoman Penanganan Pedoman bagi Insan Jasa Marga untuk memahami, mencegah, dan menanggulangi Gratifikasi di Perseroan.
Gratifikasi Guidelines for Jasa Marga personnel to understand, prevent, and overcome Gratification within the Company.
Gratification Control
Guideline
Pedoman Pedoman bagi Insan Jasa Marga dalam mencegah, mendeteksi potensi pelanggaran, dan mekanisme pengaduan
Whistleblowing System pelanggaran yang terjadi di lingkungan Jasa Marga.
Whistleblowing System Guidelines for Jasa Marga personnel to prevent and detect potential violations and mechanisms for reporting
Guideline violations that occur within Jasa Marga.
Mekanisme GCG GCG Mechanism
Dalam kedudukannya sebagai Perusahaan BUMN, penerapan In its position as a state-owned enterprise, the implementation
GCG di Jasa Marga didasarkan pada Peraturan yang of GCG at Jasa Marga is based on regulations governing
mengatur mengenai Tata Kelola Perusahaan yang Baik di good corporate governance in the state-owned enterprise
lingkungan BUMN yaitu Peraturan Menteri BUMN No.PER-2/ sector, namely Regulation of the Minister of State-Owned
MBU/03/2023 tanggal 24 Maret 2023 tentang Pedoman Tata Enterprises No. PER-2/MBU/03/2023 dated March 24,
Kelola dan Kegiatan Kegiatan Korporasi Signifikan Badan 2023 concerning Guidelines for Corporate Governance and
Usaha Milik Negara, yang menyebutkan bahwa Perusahaan Significant Corporate Activities of State-Owned Enterprises,
wajib menerapkan prinsip Tata Kelola Perusahaan yang Baik which states that companies are required to apply the
dalam menjalankan kegiatan usaha pada seluruh tingkatan principles of Good Corporate Governance in conducting
atau jenjang organisasi. Prinsip Tata Kelola Perusahaan yang business activities at all levels or tiers of the organization.
dimaksud meliputi transparansi (transparency), akuntabilitas The principles of Corporate Governance referred to include
(accountability), pertanggungjawaban (responsibility), transparency, accountability, responsibility, independence,
kemandirian (independency), dan kewajaran (fairness). and fairness.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Pemegang Saham dan
Rapat Umum Pemegang Saham
Shareholders and General Meetings of Shareholders
Pemegang Saham Shareholders
Pemegang Saham Jasa Marga terbagi ke dalam 2 (dua) Jasa Marga shareholders are divided into 2 (two) types,
jenis yaitu 1 (satu) lembar saham Seri A Dwiwarna (sebagai namely 1 (one) share of Series A Dwiwarna (as the
Pemegang Saham pengendali) dan 5.080.509.839 Saham controlling shareholder) and 5,080,509,839 Series B
Seri B. Pemegang Saham pengendali Jasa Marga adalah shares. The controlling shareholders of Jasa Marga are the
Pemerintah Republik Indonesia melalui BP BUMN dan Government of the Republic of Indonesia through BP BUMN
PT Danantara Asset Management (Persero) dengan and PT Danantara Asset Management (Persero) with a 70%
persentase kepemilikan sebesar 70% serta sebesar 30% ownership stake, while 30% is owned by the public.
dimiliki oleh Publik.
Hak dan Tanggung Jawab Pemegang Shareholder Rights and Responsibilities
Saham
Dalam RUPS, Pemegang Saham berhak memperoleh At the GMS, Shareholders are entitled to equal treatment
perlakuan yang sama dalam menyuarakan pendapat dan in voicing their opinions and contributing to the Company’s
berkontribusi dalam proses pengambilan keputusan penting important and strategic decision-making processes,
dan strategis Perseroan, di antaranya terkait hal-hal sebagai including the following matters:
berikut:
1. Pengangkatan dan pemberhentian Dewan Komisaris dan 1. Appointment and dismissal of the Company’s Board of
Direksi Perseroan; Commissioners and Board of Directors;
2. Penetapan jumlah remunerasi dan tunjangan Dewan 2. Determination of the remuneration and allowances of
Komisaris dan Direksi Perseroan; the Company’s Board of Commissioners and Board of
Directors;
3. Penilaian kinerja Perseroan untuk tahun buku yang 3. Assessment of the Company’s performance for the
bersangkutan; relevant fiscal year;
4. Persetujuan penggunaan laba bersih Perseroan, 4. Approval of the use of the Company’s net profit, including
termasuk di antaranya terkait dividen; dividends;
5. Perubahan Anggaran Dasar Perseroan; dan 5. Amendments to the Company’s Articles of Association;
and
6. Seluruh aksi korporasi yang membutuhkan keputusan 6. All corporate actions that require a GMS resolution as
RUPS sebagaimana tertuang di dalam Anggaran Dasar stipulated in the Company’s Articles of Association.
Perseroan.
RUPS Tahunan berwenang untuk mengesahkan Laporan The Annual GMS has the authority to approve the Company’s
Keuangan dan Laporan Tahunan Perseroan. Pemerintah Financial Statements and Annual Report. The Government
Republik Indonesia sebagai Pemegang Saham pengendali of the Republic of Indonesia, as the controlling shareholder
dengan kepemilikan saham Seri A Dwiwarna wajib with ownership of Series A Dwiwarna shares, is required to
memperhatikan tanggung jawabnya dalam menggunakan exercise its responsibilities in exercising its rights, both in
haknya, baik saat menggunakan hak suara maupun dalam terms of voting rights and other matters. The Government
hal lainnya. Pemerintah memiliki hak khusus yang dapat has special rights that can be exercised when approving
digunakan ketika memberikan persetujuan terhadap plans for mergers, acquisitions, divestitures, or liquidations
rencana penggabungan usaha (merger), akuisisi, divestasi, through the GMS forum.
atau likuidasi melalui forum RUPS.
Rapat Umum Pemegang Saham General Meeting of Shareholders
Rapat Umum Pemegang Saham (RUPS) merupakan organ The General Meeting of Shareholders (GMS) is the highest
Perseroan tertinggi yang mempunyai hak dan kewenangan organ of the Company, which has rights and authorities not
yang tidak dimiliki oleh Dewan Komisaris dan Direksi dalam possessed by the Board of Commissioners and the Board of
batasan yang ditentukan dalam ketentuan peraturan Directors within the limits specified in the provisions of laws
perundangan dan Anggaran Dasar Perseroan. RUPS and regulations and the Company’s Articles of Association.
merupakan media komunikasi antara Dewan Komisaris The GMS serves as a medium of communication between
dan Direksi dengan para pemegang saham, melalui the Board of Commissioners, the Board of Directors, and
kesempatan tanya jawab yang diberikan kepada seluruh the shareholders, through a question-and-answer session
pemegang saham yang hadir pada setiap mata acara provided to all shareholders at each GMS agenda item. The
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
RUPS. Penyelenggaraan RUPS Perseroan dilakukan dengan Company’s GMS is held in accordance with the following
mengacu pada ketentuan, sebagai berikut: provisions:
1. Undang-Undang No. 40 tahun 2007 tentang Perseroan 1. Law No. 40 of 2007 on Limited Liability Companies.
Terbatas.
2. Peraturan Otoritas Jasa Keuangan No. 15/POJK.04/2020 2. Financial Services Authority Regulation No. 15/
tanggal 20 April 2020 tentang Rencana dan POJK.04/2020 dated April 20, 2020, on the Plan and
Penyelenggaraan Rapat Umum Pemegang Saham Implementation of General Meetings of Shareholders of
Perusahaan Terbuka. Public Companies.
3. Peraturan Otoritas Jasa Keuangan No. 16/POJK.04/2020 3. Financial Services Authority Regulation No. 16/
tanggal 20 April 2020 tentang Pelaksanaan Rapat Umum POJK.04/2020 dated April 20, 2020, on the
Pemegang Saham Perusahaan Terbuka secara Elektronik Implementation of Electronic General Meetings
yang kemudian diubah dengan POJK No. 14 Tahun 2025 of Shareholders of Public Companies which was
tentang Pelaksanaan Rapat Umum Pemegang Saham, subsequently amended by POJK No. 14 of 2025
Rapat Umum Pemegang Obligasi, dan Rapat Umum concerning the Implementation of Electronic General
Pemegang Sukuk Secara Elektronik. Meetings of Shareholders, General Meetings of
Bondholders, and General Meetings of Sukuk Holders.
4. Anggaran Dasar Perseroan. 4. The Company’s Articles of Association.
Dalam melaksanakan wewenangnya, RUPS memperhatikan In exercising its authority, the GMS considers the interests
kepentingan pengembangan dan kesehatan Perseroan, of the Company’s development and health, the interests of
kepentingan para stakeholders serta hak-hak Perseroan. stakeholders, and the company’s rights.
Jenis RUPS GMS Types
Dalam Anggaran Dasar, dijelaskan adanya 2 (dua) jenis The Articles of Association describe 2 (two) types of GMS
RUPS Perseroan: of the Company:
1. RUPS Tahunan 1. Annual GMS
RUPS Tahunan dilaksanakan paling lambat 6 (enam) The Annual GMS shall be held no later than 6 (six) months
bulan setelah berakhirnya tahun buku. Agenda utama after the end of the fiscal year. The main agenda consists
RUPS Tahunan terdiri dari pengajuan Laporan Keuangan of the submission of the Financial Statements and Annual
dan Laporan Tahunan dari Direksi untuk disahkan dan Report from the Board of Directors to be ratified and
disetujui oleh Pemegang Saham, melakukan penunjukan approved by the Shareholders, the appointment of a
Kantor Akuntan Publik untuk tahun berikutnya, Public Accounting Firm for the following year, the decision
memutuskan penggunaan laba, mengangkat atau on how to use profits, the appointment or dismissal of
memberhentikan anggota Direksi atau anggota Dewan members of the Board of Directors or members of the
Komisaris dan memutuskan hal-hal lain yang diperlukan. Board of Commissioners, and other necessary matters.
2. RUPS Luar Biasa 2. Extraordinary GMS
RUPS Luar Biasa dapat diselenggarakan kapan An Extraordinary GMS may be held anytime, as the
saja, sesuai dengan kebutuhan Perseroan. RUPS Company requires. An Extraordinary GMS shall be held
Luar Biasa diselenggarakan atas permintaan Dewan at the request of the Board of Commissioners, the Board
Komisaris, Direksi, ataupun Pemegang Saham dengan of Directors, or the Shareholders, with due regard to
memperhatikan peraturan perundang-undangan serta the laws and regulations and the Company’s Articles of
Anggaran Dasar Perseroan. Association.
Proses Penyelenggaraan RUPS GMS Holding Process
Secara umum, proses penyelenggaraan RUPS In general, the process for convening the General Meeting
berdasarkan Peraturan Otoritas Jasa Keuangan (POJK) of Shareholders (GMS) is conducted in accordance with the
terkait penyelenggaraan RUPS, serta Anggaran Dasar Financial Services Authority (POJK) regulations governing
Perseroan adalah sebagai berikut: the implementation of the GMS, as well as the Company’s
Articles of Association, as follows:
Tabel Tahapan Penyelenggaraan RUPS
Table of Stages in GMS Holding Process
Kegiatan Waktu (Selambat-lambatnya)
Activity Timeframe (Latest)
Surat pemberitahuan rencana RUPS ke Otoritas Jasa Keuangan (OJK) H-44
Notification of GMS plan to the Financial Services Authority (OJK) D-44
Pengumuman RUPS H-37
GMS Announcement D-37
Recording date Pemegang Saham yang berhak hadir dalam RUPS H-23
Recording date of Shareholders entitled to attend the GMS D-23
Pemanggilan RUPS H-22
GMS Summons D-22
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Tahapan Penyelenggaraan RUPS
Table of Stages in GMS Holding Process
Kegiatan Waktu (Selambat-lambatnya)
Activity Timeframe (Latest)
RUPS H
GMS D
Ringkasan Risalah Hasil RUPS H+2
Minutes Summary of GMS Results D+2
Risalah RUPS H+30
GMS Minutes D+30
Berdasarkan POJK terkait RUPS Perseroan wajib Based on the POJK regulations related to the GMS, the
menyampaikan hal-hal sebagai berikut: Company is required to disclose the following matters:
1. Pemberitahuan Mata Acara Rapat kepada OJK paling 1. Notice of the Meeting Agenda to the OJK no later than
lambat 5 hari kerja sebelum pengumuman RUPS dengan five working days before the GMS announcement, not
tidak memperhitungkan tanggal pengumuman RUPS; including the date of the GMS announcement;
2. Pengumuman RUPS kepada Pemegang Saham paling 2. GMS announcement to Shareholders no later than 14
lambat 14 hari sebelum Pemanggilan RUPS, dengan tidak days before the GMS Invitation, not counting the date
memperhitungkan tanggal Pengumuman dan tanggal of the Announcement and the date of the Invitation,
Pemanggilan, melalui situs web Bursa Efek Indonesia through the Indonesian Stock Exchange website and the
dan Otoritas Jasa Keuangan situs web penyedia e-RUPS, Financial Services Authority website, the e-GMS provider
dan situs web Perseroan dalam Bahasa Indonesia dan website, and the Company’s website in Indonesian and
Bahasa Inggris; English;
3. Pemanggilan kepada Pemegang Saham paling lambat 3. The GMS shall be convened no later than 21 days before
21 hari sebelum RUPS dengan tidak memperhitungkan the GMS, excluding the date of the GMS and the date
tanggal Pemanggilan dan tanggal RUPS, melalui situs of the GMS, through the Indonesian Stock Exchange
web Bursa Efek Indonesia dan Otoritas Jasa Keuangan website and the Financial Services Authority website,
situs web penyedia e-RUPS, dan situs web Perseroan the e-GMS provider website, and the Company’s website
dalam Bahasa Indonesia dan Bahasa Inggris; in Indonesian and English;
4. Setelah penyelenggaraan RUPS, Perseroan wajib 4. After the GMS is held, the Company is required to report
melaporkan hasil RUPS ke OJK selambat-lambatnya the GMS results to the OJK no later than two working
2 hari kerja berupa Ringkasan Risalah Hasil RUPS melalui days in the form of a GMS Minutes Summary through
melalui situs web Bursa Efek Indonesia dan Otoritas Jasa the Indonesia Stock Exchange website and the Financial
Keuangan situs web penyedia e-RUPS, dan situs web Services Authority website, which is the provider of
Perseroan dalam Bahasa Indonesia dan Bahasa Inggris; e-GMS, and the Company’s website in Indonesian and
dan English; and
5. Serta mengirimkan Risalah RUPS ke OJK selambat- 5. Send the Minutes of the GMS to the OJK no later than 30
lambatnya 30 hari setelah penyelenggaraan RUPS. days after the GMS is held.
Seluruh saham yang diterbitkan memiliki satu hak suara All issued shares have one voting right unless otherwise
selama tidak dinyatakan lain oleh Anggaran Dasar Perseroan. stated in the Company’s Articles of Association.
Dalam RUPS Tahunan, Direksi Perseroan mempresentasikan At the Annual GMS, the Company’s Board of Directors
Laporan Tahunan Perseroan mengenai keadaan dan presents the Company’s Annual Report on the condition
jalannya Perseroan yang telah dilaksanakan oleh Direksi and performance of the Company as carried out by the
selama tahun buku berjalan; usulan penggunaan laba Board of Directors during the current fiscal year; proposals
bersih Perseroan; usulan penunjukan dan penetapan for the use of the Company’s net profit; proposals for the
Kantor Akuntan Publik (KAP) untuk melakukan audit appointment and determination of a Public Accounting Firm
Laporan Keuangan Perseroan dan Laporan Program (KAP) to audit the Company’s Financial Statements and the
Pendanaan Usaha Mikro dan Usaha Kecil (PUMK) untuk Micro and Small Business Funding Program Report (PUMK)
tahun buku berjalan berdasarkan usulan Dewan Komisaris; for the current fiscal year based on the proposal of the
penetapan Tantiem tahun buku berjalan, gaji, honorarium, Board of Commissioners; the determination of bonuses for
tunjangan dan fasilitas lainnya bagi anggota Direksi dan the current fiscal year, salaries, honoraria, allowances, and
Dewan Komisaris untuk tahun berikutnya; serta hal-hal lain other facilities for members of the Board of Directors and
yang memerlukan persetujuan Pemegang Saham dalam Board of Commissioners for the following year; and other
RUPS. Sedangkan Dewan Komisaris melaporkan tugas matters that require the approval of Shareholders at the
pengawasan terhadap kegiatan pengurusan Perseroan GMS. Meanwhile, the Board of Commissioners reports on
yang telah dilakukan Direksi. its supervisory duties over the Company’s management
activities that the Board of Directors has carried out.
Sebagai BUMN, Jasa Marga tunduk pada Undang-Undang As an SOE, Jasa Marga is subject to Law No. 19 of 2003
No. 19 tahun 2003 tentang Badan Usaha Milik Negara dan on State-Owned Enterprises and Law No. 40 of 2007
Undang-Undang No. 40 tahun 2007 tentang Perseroan on Limited Liability Companies, which means that, as
Terbatas artinya sebagaimana diatur dalam peraturan stipulated in these regulations, the Company is required to
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
tersebut Perseroan wajib melaporkan kinerjanya kepada report its performance to its Shareholders. The Company’s
Pemegang Saham. Laporan kinerja Perseroan dituangkan performance report is outlined in the Annual Report and
dalam Laporan Tahunan dan disampaikan kepada Pemegang submitted to the Shareholders for approval by the GMS, no
Saham untuk mendapatkan pengesahan RUPS, paling later than 5 (five) months after the end of the fiscal year.
lambat 5 (lima) bulan setelah tahun buku berakhir.
Penyelenggaraan RUPS Tahun 2025 GMS in 2025
Pada tahun 2025, RUPS diselenggarakan sebagai berikut: In 2025, the GMS was held as follows:
Tabel Penyelenggaraan RUPS Jasa Marga
Table of Jasa Marga GMS
RUPS Hari, Tanggal Tempat
GMS Day, Date Location
Tahunan Rabu, 7 Mei 2025 Mengakses fasilitas eASY.KSEI (Electronic General Meeting System KSEI) dalam
Annual Wednesday, May 7, 2025 tautan https://akses.ksei.co.id/ yang disediakan oleh PT Kustodian Sentral Efek
Indonesia (“KSEI”)
Accessing the eASY.KSEI (KSEI Electronic General Meeting System) facility at
https://access.ksei.co.id/ provided by PT Kustodian Sentral Efek Indonesia (KSEI)
Luar Biasa Rabu, 17 Desember 2025 Mengakses fasilitas eASY.KSEI (Electronic General Meeting System KSEI) dalam
Extraordinary Wednesday, December 17, 2025 tautan https://akses.ksei.co.id/ yang disediakan oleh PT Kustodian Sentral Efek
Indonesia (“KSEI”)
Accessing the eASY.KSEI (KSEI Electronic General Meeting System) facility at
https://access.ksei.co.id/ provided by PT Kustodian Sentral Efek Indonesia (KSEI)
Penyelenggaraan RUPS tersebut telah melalui proses The GMS was held in accordance with the preparation and
persiapan dan penyelenggaraan sesuai dengan implementation process stipulated in Law No. 40 of 2007 on
Undang-Undang No. 40 tahun 2007 tentang Perseroan Limited Liability Companies Articles 81, 82, and 83; POJK No.
Terbatas Pasal 81, 82, dan 83; POJK No. 15/POJK.04/2020 15/POJK.04/2020 on the Plan and Implementation of General
tentang Rencana dan Penyelenggaraan Rapat Umum Meetings of Shareholders of Public Companies; POJK No.
Pemegang Saham Perusahaan Terbuka; POJK No. 16/ 16/POJK.04/2020 on the Implementation of Electronic
POJK.04/2020 tentang Pelaksanaan Rapat Umum General Meetings of Shareholders of Public Companies
Pemegang Saham Perusahaan Terbuka secara Elektronik which was subsequently amended by OJK Regulation
yang kemudian diubah dengan POJK No. 14 Tahun 2025 No. 14 of 2025 concerning the Electronic Implementation
tentang Pelaksanaan Rapat Umum Pemegang Saham, Rapat of General Meetings of Shareholders, General Meetings of
Umum Pemegang Obligasi, dan Rapat Umum Pemegang Bondholders, and General Meetings of Sukukholders and
Sukuk Secara Elektronik serta Anggaran Dasar Perseroan. the Company’s Articles of Association.
RUPS Tahunan 2025 Annual GMS in 2025
Pada tahun 2025, penyelenggaraan RUPS Tahunan Tahun In 2025, the Annual General Meeting of Shareholders for the
Buku 2024 Perseroan adalah sebagai berikut: 2024 Fiscal Year was held as follows:
Hari/tanggal : Rabu, 07 Mei 2025 Day/date : Wednesday, May 7, 2025
Waktu : 14:25 - 15:43 WIB Time : 2:25 p.m. - 3:43 p.m. WIB
Tempat : Mengakses fasilitas eASY.KSEI (Electronic Location : Access the eASY.KSEI (Electronic General
General Meeting System KSEI) dalam tautan Meeting System KSEI) facility at the link
https://akses.ksei.co.id/ yang disediakan https://akses.ksei.co.id/ provided by
oleh PT Kustodian Sentral Efek Indonesia PT Kustodian Sentral Efek Indonesia (“KSEI”)
(“KSEI”)
RUPS Tahunan dilaksanakan secara elektronik sesuai Annual GMS was held electronically per Financial Services
Peraturan Otoritas Jasa Keuangan (“POJK”) No. 15/ Authority Regulation (POJK) No. 15/POJK.04/2020 on
POJK.04/2020 tentang Rencana dan Penyelenggaraan the Plan and Implementation of General Meetings of
Rapat Umum Pemegang Saham Perusahaan Terbuka Shareholders of Public Companies and POJK No. 16/
("POJK 15/2020") dan POJK No. 16/POJK.04/2020 tentang POJK.04/2020 on the Implementation of Electronic General
Pelaksanaan Rapat Umum Pemegang Saham Perusahaan Meetings of Shareholders of Public Companies. The Chair of
Terbuka Secara Elektronik ("POJK 16/2020"). Pemimpin the Meeting, Notary, and Supporting Professional Institutions
Rapat, Notaris, dan Lembaga Profesi Penunjang telah coordinated to conduct the meeting electronically at
berkoordinasi dalam rangka pelaksanaan Rapat secara Aryanusa 1 Ballroom, 2nd Floor, Menara Danareksa, Jl. Medan
elektronik di Aryanusa 1 Ballroom, Lantai 2, Menara Merdeka Selatan No. 14, Gambir, Central Jakarta, DKI
Danareksa, Jln. Medan Merdeka Selatan No. 14, Gambir, Jakarta 10110, Indonesia.
Jakarta Pusat, DKI Jakarta 10110, Indonesia.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Pemenuhan Kepatuhan Penyelenggaraan RUPS 2025 Annual GMS Implementation Compliance
Tahunan 2025 Fulfillment
Penyelenggaraan RUPS Tahunan (“Rapat”) tersebut telah The Annual General Meeting of Shareholders (the “Meeting”)
melalui proses persiapan dan penyelenggaraan sesuai was prepared for and conducted in accordance with Articles
dengan Undang Undang No. 40 tahun 2007 tentang 81, 82 and 83 of Law No. 40 of 2007 concerning Limited
Perseroan Terbatas Pasal 81, 82, dan 83; POJK 15/2020; Liability Companies, OJK Regulation No. 15/POJK.04/2020,
POJK 16/2020; serta Anggaran Dasar Perseroan. Proses OJK Regulation No. 16/POJK.04/2020, and the Company’s
rencana dan pelaksanaan RUPS Tahunan tersebut telah Articles of Association. The process of planning and
tertuang dalam surat Perseroan yang telah disampaikan ke implementing the Annual GMS has been outlined in a letter
Otoritas Jasa Keuangan (OJK), publikasi Pemberitahuan, from the Company that has been submitted to the Financial
Pemanggilan, Pengumuman Ringkasan Risalah RUPS Services Authority (OJK), as well as in the publication of the
masing-masing dalam Bahasa Indonesia dan Bahasa Inggris Notification, Summons, and the GMS Minutes Summary in
pada situs web penyedia e-RUPS (https://easy.ksei.co.id); Indonesian and English on the e-GMS provider’s website
situs web pelaporan elektronik Bursa Efek Indonesia dan (https://easy.ksei.co.id); the electronic reporting website
Otoritas Jasa Keuangan (https://spe.ojk.go.id/idxnet); dan of the Indonesia Stock Exchange, the Financial Services
situs web Perseroan (www.jasamarga.com), serta Risalah Authority (https://spe.ojk.go.id/idxnet), and the Company’s
RUPS yang telah disampaikan ke OJK dengan detail sebagai website (www.jasamarga.com). The GMS Minutes have
berikut: been submitted to OJK with the following details:
Tabel Pemenuhan Kepatuhan Penyelenggaraan RUPS Tahunan 2025
Table of 2025 Annual GMS Implementation Compliance Fulfillment
Tanggal Kegiatan Nomor Surat
Date Activity Letter Number
19/03/25 Pemberitahuan Rencana Penyelenggaraan RUPS Tahunan beserta Mata Acara RUPS Tahunan kepada OJK. AA.KR.01.290
Notification of the Annual GMS Plan and Annual GMS Agenda to OJK.
27/03/25 Pengumuman RUPS Tahunan kepada Pemegang Saham. AB.KR.01.74
Annual GMS Announcement to Shareholders.
15/04/25 Pemberitahuan Perubahan Mata Acara RUPS Tahunan kepada OJK. AB.KR.01.83
Annual GMS Agenda Changes Notification to OJK.
15/04/25 Pemanggilan RUPS Tahunan kepada Pemegang Saham. AB.KR.01.84
Annual GMS Summons to Shareholders.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pemenuhan Kepatuhan Penyelenggaraan RUPS Tahunan 2025
Table of 2025 Annual GMS Implementation Compliance Fulfillment
Tanggal Kegiatan Nomor Surat
Date Activity Letter Number
08/05/25 Ringkasan Risalah Rapat kepada Pemegang Saham. AB.KR.01.103
Meeting Minutes Summary to Shareholders.
23/05/25 Risalah RUPS Tahunan kepada OJK. AB.KR.01.113
Annual GMS Minutes to OJK.
Mata Acara Rapat Meeting Agenda
Mata acara RUPS Tahunan Perseroan beserta penjelasannya The agenda items of the Company’s Annual General Meeting
adalah sebagai berikut: of Shareholders, along with their explanations, are as follows:
1. Persetujuan Laporan Tahunan dan Pengesahan Laporan 1. Approval of the Annual Report and Ratification of the
Keuangan Konsolidasian Perseroan, Persetujuan Company’s Consolidated Financial Statements, Approval
Laporan Tugas Pengawasan Dewan Komisaris serta of the Supervisory Report of the Board of Commissioners
Pengesahan Laporan Keuangan Program Pendanaan and Ratification of the Financial Statements of the Micro
Usaha Mikro dan Usaha Kecil (PUMK) Tahun Buku 2024, and Small Business Funding Program (PUMK) for the
sekaligus Pelunasan dan Pembebasan Tanggung Jawab 2024 Fiscal Year, as well as the Settlement and Full
Sepenuhnya (volledig acquit et de charge) kepada Release of Liability (volledig acquit et de charge) to the
Direksi atas Tindakan Pengurusan Perseroan dan Dewan Board of Directors for the Management of the Company
Komisaris atas Tindakan Pengawasan Perseroan yang and the Board of Commissioners for the Supervision of
Telah Dijalankan Selama Tahun Buku 2024. the Company that has been carried out during the 2024
Fiscal Year.
Dasar Mata Acara: Agenda Basis:
(i) Pasal 12 ayat 2 huruf b.6 dan Pasal 21 ayat 2 huruf (i) Article 12 paragraph 2 letter b.6 and Article 21
a juncto ayat 3 Anggaran Dasar Perseroan; (ii) Pasal paragraph 2 letter a in conjunction with paragraph 3
23 ayat 1 Undang Undang No. 19 tahun 2003 tentang of the Company’s Articles of Association; (ii) Article 23
Badan Usaha Milik Negara sebagaimana telah diubah paragraph 1 of Law No. 19 of 2003 on State-Owned
dengan Undang-Undang No. 1 Tahun 2025 tentang Enterprises as amended by Law No. 1 of 2025 on the
Perubahan Ketiga atas Undang-Undang No. 19 tahun Third Amendment to Law No. 19 of 2003 on State-
2003 tentang Badan Usaha Milik Negara; (iii) Pasal 66, Owned Enterprises; (iii) Articles 66, 67, 68, 69 and 78
67, 68, 69 dan 78 Undang-Undang No. 40 Tahun 2007 of Law No. 40 of 2007 on Limited Liability Companies
tentang Perseroan Terbatas sebagaimana telah diubah as amended by Law No. 6 of 2023 on the Stipulation
dengan Undang-Undang No. 6 Tahun 2023 tentang of Government Regulation in Lieu of Law No. 2 of
Penetapan Peraturan Pemerintah Pengganti Undang- 2022 concerning Job Creation into Law (UUPT); and
Undang No. 2 Tahun 2022 tentang Cipta Kerja menjadi (iv) Article 33 paragraph 3 of the Regulation of the
Undang-Undang (“UUPT”); dan (iv) Pasal 33 ayat 3 Minister of State-Owned Enterprises (SOE) No. PER-1/
Peraturan Menteri Badan Usaha Milik Negara (“BUMN”) MBU/03/2023 on Special Assignments and Social and
No. PER-1/MBU/03/2023 tentang Penugasan Khusus Environmental Responsibility Programs of State-Owned
dan Program Tanggung Jawab Sosial dan Lingkungan Enterprises.
Badan Usaha Milik Negara.
2. Penetapan Penggunaan Laba Bersih Perseroan Tahun 2. Determination of the Use of the Company’s Net Profit for
Buku 2024. the 2024 Fiscal Year.
Dasar Mata Acara: Agenda Basis:
(i) Pasal 21 ayat 2 huruf b juncto Pasal 26 ayat 2 Anggaran (i) Article 21 paragraph 2 letter b in conjunction with Article
Dasar Perseroan; dan (ii) Pasal 70 dan 71 ayat 1 UUPT. 26 paragraph 2 of the Company’s Articles of Association;
and (ii) Articles 70 and 71 paragraph 1 of the UUPT.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
3. Penetapan Akuntan Publik dan/atau Kantor Akuntan 3. Determination of Public Accountants and/or Public
Publik untuk Mengaudit Laporan Keuangan Konsolidasian Accounting Firms to Audit the Company’s Consolidated
Perseroan dan Laporan Keuangan Program Pendanaan Financial Statements and Financial Statements of the
Usaha Mikro dan Usaha Kecil (PUMK) untuk Tahun Buku Micro and Small Business Funding Program (PUMK) for
2025. the 2025 Fiscal Year.
Dasar Mata Acara: Agenda Basis:
(i) Pasal 21 ayat 2 huruf c juncto Pasal 15 ayat 2 huruf (i) Article 21 paragraph 2 letter c in conjunction with
b.5 Anggaran Dasar Perseroan; (ii) Pasal 59 ayat 1 POJK Article 15 paragraph 2 letter b.5 of the Articles of
15/2020; (iii) Pasal 68 ayat 1 UUPT; dan (iv) Pasal 32 ayat Association; (ii) Article 59 paragraph 1 of POJK 15/2020;
1 Peraturan Menteri BUMN No. PER-02/MBU/03/2023 (iii) Article 68 paragraph 1 of the UUPT; and (iv) Article
tentang Pedoman Tata Kelola Dan Kegiatan Korporasi 32 paragraph 1 of the Minister of SOE Regulation No.
Signifikan Badan Usaha Milik Negara. PER-02/MBU/03/2023 on Guidelines for Corporate
Governance and Significant Corporate Activities of
State-Owned Enterprises.
4. Penetapan Gaji/Honorarium berikut Fasilitas dan 4. Determination of Salaries/Honoraria and Facilities
Tunjangan untuk Direksi dan Dewan Komisaris Perseroan and Allowances for the Board of Directors and Board
Tahun Buku 2025, serta Tantiem/Insentif Kinerja/Insentif of Commissioners for the 2025 Fiscal Year, as well as
Khusus untuk Direksi dan Dewan Komisaris Perseroan Bonuses/Performance Incentives/Special Incentives for
atas Kinerja Tahun Buku 2024. the Board of Directors and Board of Commissioners for
their Performance in the 2024 Fiscal Year.
Dasar Mata Acara: Agenda Basis:
(i) Pasal 11 ayat 19, Pasal 14 ayat 30, dan Pasal 26 (i) Article 11 paragraph 19, Article 14 paragraph 30, and
ayat 5 Anggaran Dasar Perseroan, (ii) Pasal 96 dan 113 Article 26 paragraph 5 of the Articles of Association,
UUPT; dan (iii) Pasal 76 ayat 1 Peraturan Menteri BUMN (ii) Articles 96 and 113 of the UUPT; and (iii) Article
No. PER-03/MBU/03/2023 tentang Organ Dan Sumber 76 paragraph 1 of the Minister of SOE Regulation
Daya Manusia Badan Usaha Milik Negara (“Permen No. PER-03/MBU/03/2023 on Organization and Human
BUMN 3/2023”). Resources of State-Owned Enterprises (Permen BUMN
3/2023).
5. Laporan Realisasi Penggunaan Dana Hasil Penawaran 5. Report on the Realization of the Use of Proceeds from
Umum Melalui Penawaran Obligasi Berkelanjutan III Jasa the Public Offering through the Third Continuous Bond
Marga Tahap I Tahun 2024. Offering of Jasa Marga Phase I in 2024.
Dasar Mata Acara: Agenda Basis:
Pasal 6 ayat (1) dan (2) POJK No. 30/POJK.04/2015 Article 6 paragraphs (1) and (2) of POJK No. 30/
tentang Laporan Realisasi Penggunaan Dana Hasil POJK.04/2015 on Report on the Realization of the Use
Penawaran Umum. Mata Acara ini bersifat pelaporan. of Proceeds from Public Offerings. This agenda item is
for reporting purposes.
6. Persetujuan Perubahan Susunan Pengurus Perseroan. 6. Approval of Changes to the Composition of the
Company’s Management.
Dasar Mata Acara: Agenda Basis:
(i) Pasal 11 ayat 10 dan Pasal 14 ayat 12 Anggaran Dasar (i) Article 11, paragraph 10, and Article 14, paragraph
Perseroan; (ii) POJK No. 33/POJK.04/2014 tentang 12 of the Articles of Association; (ii) POJK No. 33/
Direksi dan Dewan Komisaris Emiten atau Perusahaan POJK.04/2014 on the Board of Directors and Board of
Publik; dan (iii) Permen BUMN 3/2023. Commissioners of Issuers or Public Companies; and (iii)
Permen BUMN 3/2023.
Mata Acara Rapat dipublikasikan dalam Pemanggilan. Dalam The Meeting Agenda is published in the Summons. In
Pemanggilan Rapat, selain dipublikasikan Mata Acara Rapat, addition to publishing the Meeting Agenda, the Summons
juga disebutkan informasi terkait penyelenggaraan Rapat di contains information related to the conduct of the Meeting,
antaranya sebagai berikut: including the following:
1. Perseroan tidak mengirimkan undangan tersendiri 1. The Company does not send separate invitations to
kepada Pemegang Saham karena Pemanggilan ini sudah Shareholders because the Summons is already an
merupakan undangan resmi. official invitation.
2. Pemegang Saham yang berhak menghadiri dan diwakili 2. Shareholders who are entitled to attend and be
dalam Rapat secara elektronik adalah para Pemegang represented at the Meeting electronically are
Saham yang namanya tercatat dalam Daftar Pemegang those whose names are recorded in the Company’s
Saham Perseroan pada hari Senin, 14 April 2025, pukul Shareholder Register on Monday, April 14, 2025, at
16:15 WIB, atau pemilik saldo rekening efek di Penitipan 16:15 WIB, or owners of securities account balances in
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Kolektif KSEI pada penutupan perdagangan saham pada the KSEI Collective Custody at the close of trading on
hari Senin, 14 April 2025. Monday, April 14, 2025.
3. Perseroan menghimbau Pemegang Saham untuk 3. The Company urges Shareholders to register their
melakukan registrasi kehadiran secara elektronik melalui attendance electronically through the eASY.KSEI
fasilitas eASY.KSEI atau memberikan kuasa kepada Biro facility or to grant power of attorney to the Company’s
Administasi Efek (“BAE”) Perseroan yaitu PT Datindo Securities Administration Bureau (BAE), PT Datindo
Entrycom melalui fasilitas eASY.KSEI dengan prosedur Entrycom, through the eASY.KSEI facility with the
sebagai berikut: following procedure:
a. Pemegang Saham harus terlebih dahulu terdaftar a. Shareholders must first be registered in the KSEI
dalam fasilitas Acuan Kepemilikan Sekuritas KSEI Securities Ownership Reference facility (AKSes
(“AKSes KSEI”) pada tautan https://akses.ksei.co.id KSEI) at the https://akses.ksei.co.id link provided by
yang disediakan oleh KSEI. KSEI.
b. Bagi Pemegang Saham yang telah terdaftar, kuasa b. For registered Shareholders, the power of attorney
dapat diberikan dalam eASY.KSEI melalui situs web can be granted in eASY.KSEI through the website
https://easy.ksei.co.id. https://easy.ksei.co.id.
c. Dalam hal Pemegang Saham tidak dapat mengakses c. If Shareholders are unable to access eASY.KSEI,
eASY.KSEI, Pemegang Saham dapat mengunduh they may download the Power of Attorney form from
Surat Kuasa yang terdapat dalam situs web the Company’s website, www.jasamarga.com, to
Perseroan www.jasamarga.com untuk memberikan grant power of attorney and cast their votes at the
kuasa dan suaranya dalam Rapat. Meeting.
d. Pemegang Saham dapat mendeklarasikan kuasa dan d. Shareholders may declare their proxy and vote,
suaranya, mengubah penunjukan Penerima Kuasa change the appointment of Proxy and/or voting
dan/atau pilihan suara untuk Mata Acara Rapat, choice for Meeting Agenda Items, or revoke their
maupun mencabut kuasa, sejak tanggal Pemanggilan proxy, from the date of the Meeting Invitation until
Rapat hingga selambat-lambatnya 1 (satu) hari kerja no later than 1 (one) business day before the date of
sebelum tanggal penyelenggaraan Rapat pada pukul the Meeting at 12:00 p.m. WIB.
12:00 WIB.
4. Proses registrasi bagi Pemegang Saham yang akan hadir 4. The registration process for Shareholders who will
secara elektronik dalam Rapat melalui eASY.KSEI agar attend the Meeting electronically through eASY.KSEI
memperhatikan hal-hal sebagai berikut: must pay attention to the following matters:
a. Pemegang Saham tersebut di bawah ini harus a. The following Shareholders must register their
melakukan registrasi kehadiran secara elektronik attendance electronically in eASY.KSEI on the date
dalam eASY.KSEI pada tanggal pelaksanaan Rapat of the Meeting from 10:00 a.m. to 1:30 p.m. WIB:
dari pukul 10:00 WIB s.d. 13:30 WIB:
i. Pemegang Saham tipe individu lokal yang belum i. Local individual shareholders who have not
memberikan deklarasi kehadiran atau kuasa submitted a declaration of attendance or proxy
dalam eASY.KSEI hingga batas waktu yang in eASY.KSEI by the specified deadline and wish
ditentukan dan ingin menghadiri Rapat secara to attend the Meeting electronically.
elektronik.
ii. Pemegang Saham tipe individu lokal yang telah ii. Local individual shareholders who have
memberikan deklarasi kehadiran, tetapi belum submitted their attendance declaration but
menetapkan pilihan suara minimal untuk 1 (satu) have not set a minimum voting option for 1
Mata Acara Rapat dalam eASY.KSEI hingga batas (one) Meeting Agenda Item in eASY.KSEI by
waktu yang ditentukan dan ingin menghadiri the specified deadline and wish to attend the
Rapat secara elektronik. Meeting electronically.
iii. Penerima Kuasa dari Pemegang Saham yang iii. Proxies of Shareholders who have granted power
telah memberikan kuasa kepada independent of attorney to an independent or individual
representative atau individual representative, representative, but have not yet set a minimum
tetapi belum menetapkan pilihan suara minimal voting option for 1 (one) Meeting Agenda Item in
untuk 1 (satu) Mata Acara Rapat dalam eASY.KSEI by the specified deadline.
eASY.KSEI hingga batas waktu yang ditentukan.
iv. Penerima Kuasa dari Pemegang Saham yang iv. Proxy Holders of Shareholders who have granted
telah memberikan kuasa kepada partisipan/ power of attorney to participants/intermediaries
intermediary (bank kustodian atau perusahaan (custodian banks or securities companies)
efek) dan telah menetapkan pilihan suara dalam and have determined their voting choices in
eASY.KSEI hingga batas waktu yang ditentukan. eASY.KSEI by the specified deadline.
b. Pemegang Saham yang telah memberikan deklarasi b. Shareholders who have submitted a declaration of
kehadiran atau kuasa kepada independent attendance or power of attorney to an independent
representative atau individual representative dan or individual representative and have set their voting
telah menetapkan pilihan suara untuk Mata Acara choice for the Meeting Agenda in eASY.KSEI by the
Rapat dalam eASY.KSEI hingga batas waktu yang specified deadline, the person concerned/their Proxy
ditentukan, maka yang bersangkutan/Penerima Holder does not need to register their attendance
Kuasanya tidak perlu melakukan registrasi kehadiran electronically in eASY.KSEI.
secara elektronik dalam eASY.KSEI.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
c. Keterlambatan atau kegagalan dalam proses c. Any delay or failure in the electronic registration
registrasi secara elektronik dengan alasan apapun process for any reason will result in the Shareholder
akan mengakibatkan Pemegang Saham atau or their Proxy being unable to attend the Meeting
Penerima Kuasanya tidak dapat menghadiri Rapat electronically, and their share ownership will not be
secara elektronik, serta kepemilikan sahamnya tidak counted towards the attendance quorum.
diperhitungkan sebagai kuorum kehadiran.
5. Panduan pendaftaran, registrasi, penggunaan 5. Guidelines for registration, use, and further explanations
dan penjelasan lebih lanjut mengenai regarding eASY.KSEI and AKSes KSEI can be found
eASY.KSEI dan AKSes KSEI dapat dilihat di situs on the KSEI website at https://akses.ksei.co.id and
web KSEI dengan tautan https://akses.ksei.co.id dan https://easy.ksei.co.id, as well as the Meeting Rules on
https://easy.ksei.co.id, serta Tata Tertib Rapat di situs the Company’s website at www.jasamarga.com.
web Perseroan www.jasamarga.com.
6. Notaris dibantu dengan BAE Perseroan, akan melakukan 6. The notary, assisted by the Company’s BAE, will check
pengecekan dan perhitungan suara dalam pengambilan and count the votes in the Meeting’s decision-making
keputusan Rapat atas Mata Acara Rapat, termasuk process on the Meeting Agenda, including those based
yang berdasarkan suara yang telah disampaikan oleh on votes submitted by Shareholders either through the
Pemegang Saham baik melalui fasilitas eASY.KSEI, eASY.KSEI facility or submitted at the Meeting.
maupun yang disampaikan dalam Rapat.
7. Bahan-bahan yang akan dibicarakan dalam Rapat telah 7. As of the date of the Summons, the materials to be
tersedia dan dapat diperoleh di situs web Perseroan discussed at the Meeting are available and can be obtained
www.jasamarga.com sejak tanggal Pemanggilan. on the Company’s website, www.jasamarga.com.
8. Perseroan tidak menyediakan makanan dan minuman, 8. The Company does not provide food and beverages,
dan cindera mata/tanda terima kasih. souvenirs, or tokens of appreciation.
9. Perseroan dapat mengumumkan kembali apabila 9. The Company may make further announcements if there
terdapat perubahan dan/atau penambahan informasi are changes and/or additions to information related to
terkait tata cara penyelenggaraan Rapat dengan the procedures for holding the Meeting regarding the
mengacu pada ketentuan peraturan dan perundang- provisions of applicable laws and regulations.
undangan yang berlaku.
Kehadiran Dewan Komisaris dan Direksi Board of Commissioners and Board of Directors
Attendance
Rapat dihadiri oleh seluruh Direksi dan Dewan Komisaris All members of the company’s Board of Directors and Board of
Perseroan secara luring dan daring. Commissioners attended the meeting, both offline and online.
Hadir secara luring Hadir secara daring
Offline attendance Online attendance
Direksi Direksi
Board of Directors Board of Directors
Direktur Utama Direktur Operasi
Subakti Syukur Fitri Wiyanti
President Director Director of Operations
Direktur Keuangan dan Manajemen Risiko Direktur Pengembangan Usaha
Pramitha Wulanjani M. Agus Setiawan
Director of Finance and Risk Management Director of Business Development
Dewan Komisaris Direktur Bisnis
Reza Febriano
Board of Commissioners Director of Business
Komisaris Direktur Human Capital dan Transformasi
M. Roskanedi Bagus Cahya Arinta B.
Commissioner Director of Human Capital and Transformation
Komisaris Independen Dewan Komisaris
Chandra Wijaya
Independent Commissioner Board of Commissioners
Mohammad Zainal Komisaris Utama
Fatah President Commissioner
Komisaris Independen
Marsetio
Independent Commissioner
Komisaris Independen
Abdul Rachman
Independent Commissioner
Komisaris Independen
Seppalga Ahmad
Independent Commissioner
Komisaris
Raja Erizman
Commissioner
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Penyelenggaraan RUPS Tahunan didukung oleh pihak The Annual GMS was supported by independent
independen dalam hal ini Konsultan Hukum, Notaris, dan parties: Legal Consultants, Notaries, and the Securities
Biro Administrasi Efek (BAE). Selain itu, Kantor Akuntan Administration Agency (BAE). In addition, the Public
Publik yang mengaudit Laporan Keuangan Perseroan dan Accounting Firm that audited the Financial Statements of
Anak Perusahaan serta Laporan Program Pendanaan Usaha the Company and its Subsidiaries as well as the Micro and
Mikro dan Usaha Kecil (PUMK) tahun buku 2024 juga hadir Small Business Funding Program (PUMK) Report for the
dalam RUPS Tahunan tersebut. 2024 fiscal year was present at the Annual GMS.
Pemimpin Rapat Chair of the Meeting
Berdasarkan Pasal 24 ayat 1 huruf a Anggaran Dasar Based on Article 24 paragraph 1 letter a of the Company’s
Perseroan juncto Pasal 37 ayat (1) POJK 15/2020, Rapat Articles of Association in conjunction with Article 37 paragraph
dipimpin oleh salah seorang anggota Dewan Komisaris yang (1) of POJK 15/2020, the Meeting shall be chaired by one of
ditunjuk oleh Dewan Komisaris sebagai Pemimpin Rapat. the members of the Board of Commissioners appointed by
the Board of Commissioners as the Chair of the Meeting.
Pemimpin Rapat bertanggung jawab atas kelancaran The Chair of the Meeting is responsible for the smooth
jalannya Rapat dan berhak memutuskan prosedur Rapat running of the Meeting and has the right to decide on Meeting
yang belum diatur atau belum cukup diatur dalam tata tertib procedures that are not regulated or are insufficiently
ini. regulated in these rules of procedure.
Tata Tertib Meeting Rules
Tata Tertib Rapat tersedia di situs web Perseroan sejak The Meeting Rules are available on the Company’s website
tanggal Pemanggilan. from the date of the Summons.
Selain itu, untuk memenuhi ketentuan Pasal 39 ayat (2) dan In addition, to comply with the provisions of Article 39
(3) POJK 15/2020, pokok-pokok Tata Tertib, yaitu Tanya paragraphs (2) and (3) of POJK 15/2020, the main points of
Jawab dan Pemungutan Suara, dibacakan pada saat Rapat. the Rules, i.e., Questions and Answers and Voting, are read
out at the Meeting.
Ketentuan Kuorum dan Kehadiran Pemegang Quorum and Shareholder Attendance
Saham Requirements
Tabel Ketentuan Kuorum
Table of uorum Requirements
Mata Acara Ketentuan Korum
Agenda Quorum Requirement
Rapat adalah sah dan berhak mengambil keputusan yang sah dan mengikat, apabila Rapat dihadiri/diwakili oleh Pemegang
Saham yang mewakili lebih dari ½ (satu per dua) bagian dari jumlah seluruh saham dengan hak suara yang sah yang telah
1,3 dikeluarkan Perseroan.
The Meeting shall be valid and entitled to make valid and binding resolutions if the Meeting is attended/represented by
Shareholders representing more than half of the total number of shares with valid voting rights issued by the Company.
Rapat adalah sah dan berhak mengambil keputusan yang sah dan mengikat, apabila Rapat dihadiri/diwakili oleh Pemegang
Saham Seri A Dwiwarna dan Pemegang Saham lainnya yang bersama-sama mewakili lebih dari ½ (satu per dua) bagian
dari jumlah seluruh saham dengan hak suara yang sah yang telah dikeluarkan Perseroan.
2,4,6
The Meeting is valid and entitled to make valid and binding resolutions if the Meeting is attended/represented by Series
A Dwiwarna Shareholders and other Shareholders who represent more than half of the total number of shares with valid
voting rights issued by the Company.
Dikarenakan sifatnya merupakan pelaporan, maka tidak dilakukan pengambilan keputusan atas Mata Acara Rapat ini.
5
Due to its reporting nature, no resolutions were made to the agenda items of this Meeting.
Rapat dihadiri oleh para Pemegang Saham Perseroan The Company’s Shareholders and/or Proxies/
dan/atau Kuasa/Wakil Pemegang Saham yang seluruhnya Representatives of Shareholders attended the Meeting,
mewakili 6.244.394.423 saham termasuk di dalamnya representing a total of 6,244,394,423 shares, including
Saham Seri A Dwiwarna atau merupakan 86,036% suara Series A Dwiwarna Shares, or 86.036% of the total number
dari jumlah seluruh saham dengan hak suara yang sah yang of valid voting shares issued by the Company as of the date
dikeluarkan Perseroan sampai dengan hari Rapat, yaitu of the Meeting, namely 7,257,871,200 shares consisting of:
sejumlah 7.257.871.200 saham yang terdiri dari:
• 1 (satu) Saham Seri A Dwiwarna; dan • 1 (one) Series A Dwiwarna Share; and
• 7.257.871.199 Saham Seri B. • 7,257,871,199 Series B Shares.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 503
Page 504
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Dengan memperhatikan Daftar Pemegang Saham Perseroan Considering the Company’s Shareholder Register per April 14,
per tanggal 14 April 2025 pukul 16:15 WIB, karenanya 2025, at 16:15 WIB, therefore the provisions regarding the
ketentuan mengenai kuorum kehadiran dalam Rapat quorum for attendance at the Meeting as stipulated in the
sebagaimana diatur dalam Anggaran Dasar Perseroan Company’s Articles of Association and Law No. 40 of 2007
dan Undang-Undang No. 40 tahun 2007 tentang on Limited Liability Companies as last amended by Law No.
Perseroan Terbatas sebagaimana terakhir diubah dengan 6 of 2023 on the Stipulation of Government Regulation in
UU No. 6 Tahun 2023 tentang Penetapan Peraturan Lieu of Law No. 2 of 2022 on Job Creation into Law and
Pemerintah Pengganti Undang-Undang No. 2 Tahun Regulations in the Capital Market sector, have been fulfilled.
2022 tentang Cipta Kerja menjadi Undang-Undang serta
Peraturan di bidang Pasar Modal, telah terpenuhi.
Tabel Jumlah Saham yang Hadir pada RUPS Tahunan 2025 Jasa Marga
Table of Total Shares Attending the 2025 Jasa Marga Annual GMS
Jumlah Saham Persentase (%)
Total Shares Percentage (%)
6.244.394.423 86,036%
Dengan demikian ketentuan mengenai kuorum kehadiran Thus, the provisions regarding the quorum for attendance
dalam Rapat sebagaimana diatur dalam Anggaran Dasar at the Meeting as stipulated in the Company’s Articles of
Perseroan dan Undang-Undang No. 40 tahun 2007 tentang Association and Law No. 40 of 2007 on Limited Liability
Perseroan Terbatas serta Peraturan di bidang Pasar Companies and Regulations in the Capital Market have been
Modal, telah terpenuhi, dan Rapat adalah sah dan dapat fulfilled, and the Meeting is valid and can make resolutions
mengambil keputusan keputusan yang sah dan mengikat that are valid and binding on the Company’s Shareholders
para Pemegang Saham Perseroan untuk Mata Acara Rapat. for the Meeting Agenda.
Perhitungan jumlah Pemegang Saham yang hadir atau The number of Shareholders present or represented at the
terwakili di dalam Rapat oleh Notaris hanya dilakukan Meeting by the Notary is only calculated once, i.e., before
1 (satu) kali, yaitu sebelum Pemimpin Rapat membuka Rapat. the Chair of the Meeting opens the Meeting.
Tanya Jawab Q&A Session
Sebelum pengambilan keputusan, Pemimpin Rapat Before making a resolution, the Chair of the Meeting gives
memberikan kesempatan kepada paling banyak 3 (tiga) up to 3 (three) questioners the opportunity to ask questions
penanya untuk mengajukan pertanyaan atau pendapatnya or express their opinions on matters related to the agenda
pada hal yang berkaitan dengan Mata Acara Rapat yang items being discussed.
sedang dibicarakan.
Penanya yang hadir secara elektronik dapat menyampaikan Questioners attending electronically may submit questions
pertanyaan dan/atau pendapat melalui fitur chat eASY. KSEI and/or opinions via the eASY.KSEI chat feature in the
pada kolom “Electronic Options” yang tersedia dalam layar “Electronic Options” column on the e-Meeting Hall screen.
e-Meeting Hall. Setiap penanya diharuskan menuliskan Each questioner is required to write down the Shareholder’s
nama Pemegang Saham, jumlah saham yang dimiliki, serta name, the number of shares owned, and their questions
pertanyaan dan/atau pendapatnya. Pertanyaan atau pendapat and/or opinions. Questions or opinions are read aloud and
dibacakan dan dijawab atau ditanggapi oleh Pemimpin Rapat answered or responded to by the Chair or a party appointed
atau pihak yang ditunjuk oleh Pemimpin Rapat. by the Chair.
Keputusan Rapat dan Pemungutan Suara Meeting Resolution and Voting
Keputusan diambil secara musyawarah untuk mufakat, Resolutions are made by consensus, but if any Shareholder
namun apabila Pemegang Saham atau Kuasa Pemegang or Proxy Holder disagrees or abstains from voting, the
Saham ada yang tidak menyetujui atau memberikan suara decision is made by electronic voting through eASY.KSEI
abstain, maka keputusan diambil dengan cara pemungutan (e-Voting).
suara secara elektronik melalui eASY.KSEI (e-Voting).
Dengan menerapkan voting secara elektronik tersebut By implementing electronic voting through eASY.KSEI,
melalui eASY.KSEI, para Pemegang Saham yang tidak hadir absent Shareholders can still vote in the GMS (electronic
dapat tetap melakukan voting dalam RUPS (electronic voting in absentia). Each holder of 1 (one) share is entitled
voting in absentia). Tiap pemegang 1 (satu) saham berhak to 1 (one) vote.
mengeluarkan 1 (satu) suara.
Pemungutan suara dilakukan secara elektronik dan Voting is conducted electronically and takes place on
berlangsung di eASY.KSEI (e-Voting) pada menu eASY.KSEI (e-Voting) of the e-MeetingHall menu, under the
e-MeetingHall, sub menu Live Broadcasting. Live Broadcasting sub-menu.
504 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 505
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pemegang Saham yang hadir atau memberikan kuasa Shareholders who are present or have granted an electronic
secara elektronik dalam Rapat melalui eASY.KSEI, namun proxy in the Meeting through eASY.KSEI, but have not yet
belum menetapkan pilihan suara, memiliki kesempatan cast their votes, can vote during the voting period through
untuk menyampaikan pilihan suaranya selama masa the e-Meeting Hall screen on eASY.KSEI. If a Shareholder
pemungutan suara dibuka melalui layar e-Meeting Hall di does not vote for an Agenda Item by the specified deadline,
eASY.KSEI. Apabila Pemegang Saham tidak memberikan the Shareholder is considered to have abstained. Abstaining
pilihan suara untuk Mata Acara Rapat hingga batas waktu votes are considered the same as the majority vote of the
yang ditentukan, maka Pemegang Saham dianggap abstain. Shareholders and Proxies of the Shareholders who vote.
Suara abstain dianggap mengeluarkan suara yang sama
dengan suara mayoritas Pemegang Saham dan Kuasa Para
Pemegang Saham yang mengeluarkan suara.
Sesuai Pasal 48 POJK 15/2020 dan Pasal 25 ayat (11) Per Article 48 of POJK 15/2020 and Article 25 paragraph
Anggaran Dasar Perseroan, suara yang dikeluarkan oleh (11) of the Company’s Articles of Association, votes cast
Pemegang Saham berlaku untuk seluruh saham yang by Shareholders apply to all shares they own. Therefore, a
dimilikinya. Untuk itu, Pemegang Saham tidak berhak Shareholder cannot grant a proxy to more than one proxy for
memberikan kuasa kepada lebih dari seorang kuasa untuk a portion of their shares with different votes. This provision
sebagian dari jumlah saham yang dimilikinya dengan suara does not apply to custodian banks or securities companies
yang berbeda. Ketentuan tersebut tidak berlaku bagi bank representing Shareholders in mutual funds.
kustodian atau perusahaan efek yang mewakili Pemegang
Saham dalam dana bersama (mutual fund).
Tabel Ketentuan Kuorum Keputusan Rapat
Table of Meeting Resolution uorum Requirements
Mata Acara Ketentuan Korum
Agenda Quorum Requirements
Keputusan diambil berdasarkan pemungutan suara yang disetujui oleh Pemegang Saham yang mewakili lebih dari ½ (satu
per dua) bagian dari jumlah seluruh saham dengan hak suara yang sah yang hadir dalam Rapat.
1,3
The resolution was based on a vote approved by Shareholders representing more than half of the total shares with valid
voting rights present at the Meeting.
Keputusan diambil berdasarkan pemungutan suara yang disetujui oleh Pemegang Saham Seri A Dwiwarna dan Pemegang
Saham lainnya yang bersama-sama mewakili lebih dari ½ (satu per dua) bagian dari jumlah seluruh saham dengan hak
2,4,6 suara yang sah yang hadir dalam Rapat.
The resolution was based on a vote approved by Series A Dwiwarna Shareholders and other Shareholders who represented
more than half of the total number of shares with valid voting rights present at the Meeting.
Dikarenakan sifatnya adalah pelaporan, maka tidak diperlukan suatu keputusan untuk Mata Acara Rapat ini.
5
Due to its reporting nature, no resolutions were required for the agenda items of this Meeting.
Setelah pemungutan suara, Notaris membacakan hasil After the vote, the Notary read the vote results for each
pemungutan suara setiap Mata Acara Rapat. agenda item.
Penayangan Siaran Langsung Pelaksanaan Rapat Live Broadcast of Meeting Proceedings
Pemegang Saham yang telah terdaftar di eASY.KSEI Shareholders who are registered with eASY.KSEI can
paling lambat hingga batas waktu yang ditentukan dapat watch the Meeting via Zoom Webinar by accessing the
menyaksikan jalannya Rapat melalui Webinar Zoom dengan eASY.KSEI menu, GMS Broadcast sub-menu on the KSEI
mengakses menu eASY.KSEI, sub menu Tayangan RUPS AKSes facility with a capacity of up to 500 (five hundred)
yang berada pada fasilitas AKSes KSEI dengan kapasitas participants, determined based on the first-come, first-
hingga 500 (lima ratus) peserta yang ditentukan berdasarkan served mechanism.
mekanisme first come first served.
Pemegang Saham yang tidak mendapatkan kesempatan Shareholders who do not have the opportunity to watch the
menyaksikan Rapat melalui tayangan RUPS dianggap sah Meeting through the GMS broadcast are considered validly
hadir secara elektronik, serta kepemilikan saham dan pilihan present electronically, and their share ownership and voting
suaranya diperhitungkan dalam Rapat, sepanjang telah rights are taken into account in the Meeting, as long as they
mendeklarasikan kehadirannya dalam eASY.KSEI. have declared their presence in eASY.KSEI.
Hasil Voting, Keputusan, dan Tindak Lanjut Keputusan Voting Results, Resolutions, and Follow-up Actions
RUPS Tahunan from the Annual GMS
Rapat Perseroan dibuka pada pukul 14:39 WIB dan ditutup The Company Meeting commenced at 14:39 WIB and
pada pukul 16:09 WIB. Perseroan telah menunjuk Notaris concluded at 16:09 WIB. The Company has appointed
sebagai pihak independen untuk melakukan validasi suara a Notary as an independent party to validate the votes
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 505
Page 506
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
dan menyusun minuta akta Rapat. Dalam Rapat tersebut and prepare the Meeting minutes. During the Meeting,
telah diambil keputusan yaitu sebagaimana dituangkan resolutions were made as outlined in Meeting Minutes
dalam Akta Berita Acara Rapat No. 11 tanggal 07 Mei 2025, No. 11 dated May 7, 2025, prepared by Ir. Nanette Cahyanie
dibuat oleh Ir. Nanette Cahyanie Handari Adi Warsito, SH. Handari Adi Warsito, S.H. The main points of the resolutions
yang pada pokoknya adalah sebagai berikut: are as follows:
Persetujuan Laporan Tahunan dan Pengesahan Laporan Keuangan Konsolidasian Perseroan, Persetujuan Laporan
Tugas Pengawasan Dewan Komisaris serta Pengesahan Laporan Keuangan Program Pendanaan Usaha Mikro
dan Usaha Kecil (PUMK) Tahun Buku 2024, sekaligus Pelunasan dan Pembebasan Tanggung Jawab Sepenuhnya
(volledig acquit et de charge) kepada Direksi atas Tindakan Pengurusan Perseroan dan Dewan Komisaris atas
Mata Acara Rapat Tindakan Pengawasan Perseroan yang Telah Dijalankan Selama Tahun Buku 2024.
Pertama Approval of the Company’s Annual Report and Ratification of the Company’s Consolidated Financial Statements,
First Meeting Agenda Approval of the Board of Commissioners Supervisory Report, along with Approval of the Financial Statements of
Micro and Small Businesses Funding Program for the year ended on December 31, 2024, as well as the Granting
of Full Release and Discharge of Liability (volledig acquit et de charge) to the Board of Directors for the Actions of
Managing the Company and to the Board of Commissioners for the Actions of Supervising the Company that has
been carried out in the Fiscal Year 2024.
Penanya/Penanggap
Nihil
Questioners/
None
Responders
Dengan Pemungutan Suara
With Voting
Pengambilan
Setuju Tidak Setuju Abstain Total Suara Setuju
Keputusan
Decision Making Agree Disagree Abstain Total Agree Votes
6.151.928.670 3.083.000 89.382.753 6.241.311.423
(98,52%) (0,05%) (1,43%) (99,95%)
Rapat dengan Suara Terbanyak memutuskan:
1. Menyetujui Laporan Tahunan Perseroan, termasuk Laporan Tugas Pengawasan Dewan Komisaris, dan
Laporan Pelaksanaan Program Tanggung Jawab Sosial dan Lingkungan untuk Tahun Buku 2024 yang berakhir
pada tanggal 31 Desember 2024.
2. Mengesahkan:
a. Laporan Keuangan Konsolidasian Perseroan untuk Tahun Buku 2024 yang berakhir pada tanggal
31 Desember 2024, yang telah diaudit oleh Kantor Akuntan Publik (KAP) Amir Abadi Jusuf, Aryanto,
Mawar & Rekan (Anggota Jaringan Global RSM) sesuai Laporan Nomor 00065/2.1030/AU.1/06/0645-3/1/
II/2025 tanggal 28 Februari 2025 dengan opini “wajar, dalam semua hal yang material”; dan
b. Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil untuk Tahun Buku 2024 yang
berakhir pada tanggal 31 Desember 2024 yang telah diaudit oleh Kantor Akuntan Publik (KAP) Amir Abadi
Jusuf, Aryanto, Mawar & Rekan (Anggota Jaringan Global RSM) sesuai Laporan Nomor 00203/2.1030/
AU.2/12/0645-3/0/III/2025 tanggal 14 Maret 2025 dengan opini “wajar, dalam semua hal yang material”.
3. Memberikan pelunasan dan pembebasan tanggung jawab sepenuhnya (volledig acquit et de charge) kepada
seluruh anggota Direksi atas tindakan pengurusan Perseroan dan kepada seluruh anggota Dewan Komisaris
atas tindakan pengawasan Perseroan yang telah dijalankan selama Tahun Buku 2024 yang berakhir pada
tanggal 31 Desember 2024, sepanjang tindakan tersebut bukan merupakan tindak pidana dan tercermin
Keputusan Rapat dalam laporan tersebut di atas.
Meeting Resolution
The majority vote decided to:
1. Approve the Company's Annual Report, including the Supervision Duty Implementation Report of the Board of
Commissioners and the Report on the Implementation of the Social and Environmental Responsibility Program
for Fiscal Year 2024, which ended on December 31, 2024.
2. Ratify:
a. The Company’s Consolidated Financial Statements for Fiscal Year 2024 ended on December 31, 2024,
which has been audited by Amir Abadi Jusuf, Aryanto, Mawar & Partners (Member of the RSM Global
Network) Public Accounting Firm (KAP) as stated in its report No. 00065/2.1030/AU.1/06/0645-3/1/
II/2025 dated February 28, 2025 with the opinion “fair, in all material respects”; and
b. Financial Statements on the Implementation of the Micro and Small Enterprises Funding Program
ended on December 31, 2024, which has been audited by Amir Abadi Jusuf, Aryanto, Mawar & Partners
(Member of the RSM Global Network) Public Accounting Firm as stated in its report No. 00203/2.1030/
AU.2/12/0645-3/0/III/2025 dated March 14, 2025 with the opinion “fair, in all material respects”.
3. Grant full release and discharge of liability (volledig acquit et de charge) to the members of the Board of
Directors for the management actions of the Company and to all members of the Board of Commissioners
for their supervisory actions that have been carried out during the Fiscal Year 2024 ended on December 31,
2024, as long as such actions are not a criminal offense and are reflected in the above report.
Tindak Lanjut/
Realisasi -
Follow-up/Realization
506 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 507
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Mata Acara Rapat
Kedua Penetapan Penggunaan Laba Bersih Perseroan Tahun Buku 2024.
Second Meeting Determination of the Use of the Company's Net Profit for the 2024 Fiscal Year.
Agenda
Penanya/Penanggap
Nihil
Questioners/
None
Responders
Dengan Pemungutan Suara
With Voting
Pengambilan
Setuju Tidak Setuju Abstain Total Suara Setuju
Keputusan
Agree Disagree Abstain Total Agree Votes
Decision Making
6.154.940.270 946.555 88.507.598 6.243.447.868
(98,57%) (0,02%) (1,42%) (99,99%)
Rapat dengan Suara Terbanyak memutuskan:
Menetapkan penggunaan Laba Bersih Konsolidasian Perseroan yang dapat diatribusikan kepada pemilik entitas
induk untuk Tahun Buku 2024 sebesar Rp4.535.565.278.615 (empat triliun, lima ratus tiga puluh lima miliar, lima
ratus enam puluh lima juta, dua ratus tujuh puluh delapan ribu, enam ratus lima belas Rupiah), sebagai berikut:
1. Sebesar 25% atau sejumlah Rp1.133.891.319.654 (satu triliun, seratus tiga puluh tiga miliar, delapan ratus
sembilan puluh satu juta, tiga ratus sembilan belas ribu, enam ratus lima puluh empat Rupiah) ditetapkan
sebagai Dividen Tunai. Pembayarannya dilaksanakan dengan ketentuan sebagai berikut:
a. Dividen untuk Tahun Buku 2024 dibayarkan secara proporsional kepada setiap Pemegang Saham yang
namanya tercatat dalam Daftar Pemegang Saham pada tanggal pencatatan (recording date).
b. Direksi diberi wewenang dan kuasa dengan hak substitusi untuk melakukan:
i. Penetapan jadwal dan tata cara pembagian yang berkaitan dengan pembayaran Dividen untuk Tahun
Buku 2024 sesuai dengan ketentuan yang berlaku.
ii. Pemotongan pajak Dividen sesuai peraturan perpajakan yang berlaku.
iii. Hal-hal terkait teknis lain dengan tidak mengurangi ketentuan yang berlaku.
2. Sebesar 75% atau sejumlah Rp3.401.673.958.961 (tiga triliun, empat ratus satu miliar, enam ratus tujuh puluh
tiga juta, sembilan ratus lima puluh delapan ribu, sembilan ratus enam puluh satu Rupiah) dibukukan sebagai
Cadangan.
Keputusan Rapat
Meeting Resolution
The majority vote decided to:
Approve the utilization of the Company’s Consolidated Net Profit attributable to the parent entity owner for the
Fiscal Year 2024, amounting to Rp4,535,565,278,615 (four trillion, five hundred thirty-five billion, five hundred
sixty-five million, two hundred seventy-eight thousand, six hundred fifteen Rupiah), as follows:
1. As much as 25% or an amount of Rp1,133,891,319,654 (one trillion, one hundred thirty-three billion, eight
hundred ninety-one million, three hundred nineteen thousand, six hundred fifty-four Rupiah) is determined as
Cash Dividends. Payment is carried out with the following provisions:
a. Dividends for the Fiscal Year 2024 are paid proportionally to each Shareholder whose name is recorded
in the Shareholder Register on the recording date.
b. The Board of Directors is given the authority and power, with the right of substitution, to carry out:
i. Determination of the schedule and procedures for distribution relating to the payment of Dividends
for the 2024 Fiscal Year in accordance with applicable provisions.
ii. Dividend tax deductions in accordance with applicable tax regulations.
iii. Other technical matters without reducing the applicable provisions.
2. As much as 75% or an amount of Rp3,401,673,958,961 (three trillion, four hundred and one billion, six hundred
and seventy-three million, nine hundred and fifty-eight thousand, nine hundred and sixty-one Rupiah) is
recorded as Reserves.
• Tata Cara Pembayaran Dividen Tunai Tahun Buku 2024 dipublikasikan pada Ringkasan Risalah Keputusan
RUPS Tahunan dalam Bahasa Indonesia dan Bahasa Inggris melalui situs web Bursa Efek Indonesia dan
Otoritas Jasa Keuangan https://spe.ojk.go.id/idxnet/, situs web penyedia e-RUPS https://easy.ksei.co.id/, dan
situs web Perseroan www.jasamarga.com pada tanggal 08 Mei 2025.
• Pembayaran dividen tahun buku 2024 dijadwalkan pada tanggal 05 Juni 2025.
Tindak Lanjut/ • Realisasi pembayaran dividen sesuai jadwal.
Realisasi
Follow-up/Realization • The Procedures for Payment of Cash Dividends for the 2024 Financial Year are published in the Summary of
the Annual GMS Minutes in Indonesian and English on the websites of the Indonesia Stock Exchange and the
Financial Services Authority https://spe.ojk.go.id/idxnet/, the e-GMS provider website https://easy. ksei.co.id/,
and the Company's website www.jasamarga.com on May 8, 2025.
• The payment of dividends for the 2024 financial year is scheduled for June 5, 2025.
• The dividend payment will be realised according to schedule.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 507
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Penetapan Akuntan Publik dan/atau Kantor Akuntan Publik untuk Mengaudit Laporan Keuangan Konsolidasian
Perseroan dan Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil (PUMK) untuk Tahun Buku
Mata Acara Rapat
2025.
Ketiga
Appointment of a Public Accountant and/or Public Accounting Firm to Audit the Company's Consolidated Financial
Third Meeting Agenda
Statements and the Financial Statements of the Micro and Small Business Funding Program (PUMK) for the 2025
Fiscal Year.
Penanya/Penanggap
Nihil
Questioners/
None
Responders
Dengan Pemungutan Suara
With Voting
Pengambilan
Setuju Tidak Setuju Abstain Total Suara Setuju
Keputusan
Agree Disagree Abstain Total Agree Votes
Decision Making
5.984.709.401 175.724.624 83.960.398 6.068.669.799
(95,84%) (2,81%) (1,35%) (97,19%)
Rapat dengan Suara Terbanyak memutuskan:
1. Menyetujui penunjukan Akuntan Publik di Kantor Akuntan Publik Amir Abadi Jusuf, Aryanto, Mawar & Rekan
(Anggota Jaringan Global RSM) yang akan mengaudit Laporan Keuangan Konsolidasian Perseroan, serta
Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil (PUMK), serta Laporan lainnya untuk
Tahun Buku 2025.
2. Menyetujui pemberian kuasa dan wewenang kepada Dewan Komisaris Perseroan untuk melakukan.
a. Penunjukan Akuntan Publik dan/atau Kantor Akuntan Publik untuk mengaudit atas Laporan Keuangan
Konsolidasian Perseroan periode lainnya pada Tahun Buku 2025 untuk tujuan dan kepentingan Perseroan;
dan
b. Penetapan imbalan jasa audit dan persyaratan lainnya bagi Akuntan Publik dan/atau Kantor Akuntan
Publik tersebut, serta menunjuk Akuntan Publik dan/atau Kantor Akuntan Publik Pengganti dalam hal
Akuntan Publik dan/atau Kantor Akuntan Publik Amir Abadi Jusuf, Aryanto, Mawar & Rekan (Anggota
Jaringan Global RSM), karena sebab apapun, tidak dapat menyelesaikan pemberian jasa audit Laporan
Keuangan Konsolidasian Perseroan dan/atau periode lainnya pada Tahun Buku 2025, serta Laporan
Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil (PUMK) Tahun Buku 2025, termasuk
menetapkan imbalan jasa audit dan persyaratan lainnya bagi Akuntan Publik dan/atau Kantor Akuntan
Keputusan Rapat
Publik Pengganti tersebut.
Meeting Resolution
The majority vote decided to:
1. Approve the appointment of Amir Abadi Jusuf, Aryanto, Mawar & Partners (Member of the RSM Global Network)
Public Accounting Firm to audit the Company’s Consolidated Financial Statements, and Financial Statements of
the Micro and Small Business Funding Program (PUMK), and other Statements for the 2025 Fiscal Year.
2. Approve the granting of power and authority to the Company’s Board of Commissioners to:
a. Appoint a Public Accountant and/or Public Accounting Firm to audit the Company’s Consolidated Financial
Statements for other periods in the 2025 Fiscal Year for the purposes and interests of the Company; and
b. Determine the audit service fees and other requirements for the Public Accountant and/or Public
Accounting Firm, and appointment of a Replacement Public Accountant and/or Public Accounting Firm
if the Public Accountant and/or Public Accounting Firm of Amir Abadi Jusuf, Aryanto, Mawar & Partners
(RSM Global Network Member), for any reason, is unable to complete the provision of audit services
for the Company’s Consolidated Financial Statements and/or other periods in the 2025 Fiscal Year, as
well as the Financial Statements of the Micro and Small Business Funding Program (PUMK) for the 2025
Fiscal Year, including determining audit service fees and other requirements for the Replacement Public
Accountant and/or Public Accounting Firm.
KAP Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia) melakukan pekerjaan dalam lingkup audit yang
Tindak Lanjut/
telah ditetapkan.
Realisasi
KAP Amir Abadi Jusuf, Aryanto, Mawar & Partners (RSM Indonesia) performed work within the scope of the audit
Follow-up/Realization
as defined.
508 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 509
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Penetapan Gaji/Honorarium berikut Fasilitas dan Tunjangan untuk Direksi dan Dewan Komisaris Perseroan Tahun
Mata Acara Rapat Buku 2025, serta Tantiem/Insentif Kinerja/Insentif Khusus untuk Direksi dan Dewan Komisaris Perseroan atas Kinerja
Keempat Tahun Buku 2024.
Fourth Meeting Determination of Salaries/Honoraria, Facilities, along with Facilities and Benefits for the Company's Board of Directors
Agenda and Board of Commissioners for the 2025 Fiscal Year, as well as Bonuses/Performance Incentives/Special Incentives
for the Company's Board of Directors and Board of Commissioners for their Performance in the 2024 Fiscal Year.
Penanya/Penanggap
Nihil
Questioners/
None
Responders
Dengan Pemungutan Suara
With Voting
Pengambilan
Keputusan Setuju Tidak Setuju Abstain Total Suara Setuju
Decision Making Agree Disagree Abstain Total Agree Votes
6.107.815.973 48.070.852 88.507.598 6.196.323.571
(97,81%) (0,77%) (1,42%) (99,23%)
Rapat dengan Suara Terbanyak memutuskan:
1. Menyetujui pemberian kuasa dan wewenang kepada Pemegang Saham Seri A Dwiwarna untuk menetapkan
bagi Anggota Dewan Komisaris:
a. Tantiem/Insentif Kinerja/Insentif Khusus atas kinerja Tahun Buku 2024, sesuai dengan ketentuan yang
berlaku; dan
b. Honorarium berikut Fasilitas dan Tunjangan untuk Tahun Buku 2025.
2. Menyetujui pemberian kuasa dan wewenang kepada Dewan Komisaris dengan terlebih dahulu mendapatkan
persetujuan tertulis dari Pemegang Saham Seri A Dwiwarna untuk menetapkan bagi Anggota Direksi:
a. Tantiem/Insentif Kinerja/Insentif Khusus atas kinerja Tahun Buku 2024, sesuai dengan ketentuan yang
berlaku; dan
b. Gaji berikut Fasilitas dan Tunjangan untuk Tahun Buku 2025.
Keputusan Rapat
Meeting Resolution
The majority vote decided to:
1. Approve the granting of power and authority to the Series A Dwiwarna Shareholders to determine for the
Members of the Board of Commissioners:
a. Bonuses/Performance Incentives/Special Incentives for performance in the 2024 Fiscal Year, per
applicable regulations; and
b. Honoraria along with Facilities and Allowances for the 2025 Fiscal Year.
2. Approve the granting of power and authority to the Board of Commissioners, with prior written approval from
Series A Dwiwarna Shareholders, to determine for Members of the Board of Directors:
a. Bonuses/Performance Incentives/Special Incentives for performance in the 2024 Fiscal Year, per
applicable regulations; and
b. Salaries, Facilities, and Allowances for the 2025 Fiscal Year.
Memperhatikan Keputusan RUPS Tahunan Jasa Marga tahun buku 2024 yang dilaksanakan tanggal 07 Mei 2025
serta berdasarkan surat Kepala Badan Pengaturan Badan Usaha Milik Negara No. xx tanggal xx 2025, Pemegang
Saham Seri A Dwiwarna menetapkan tantiem/insentif kinerja/insentif khusus untuk Tahun Buku 2024 bagi Direksi;
honorarium, tunjangan dan fasilitas untuk tahun 2025 bagi anggota Dewan Komisaris; serta gaji, tunjangan, dan
Tindak Lanjut/ fasilitas untuk tahun 2025 bagi Direksi.
Realisasi In accordance with the resolution of Jasa Marga’s Annual GMS for the 2024 fiscal year, held on May 7, 2025, and
Follow-up/Realization pursuant to the letter from the Head of the State-Owned Enterprises Regulatory Agency No. xx dated xx 2025,
the Series A Dwiwarna Shareholders have determined performance bonuses/performance incentives/special
incentives for the 2024 fiscal year for the Board of Directors; honoraria, allowances, and benefits for 2025 for
members of the Board of Commissioners; as well as salaries, allowances, and benefits for 2025 for the Board of
Directors.
Laporan Realisasi Penggunaan Dana Hasil Penawaran Umum Melalui Penawaran Obligasi Berkelanjutan III Jasa
Mata Acara Rapat
Marga Tahap I Tahun 2024.
Kelima
Report on the Realization of the Use of Proceeds from the Public Offering through the Jasa Marga Shelf-Registered
Fifth Meeting Agenda
Bonds III Phase I Year 2024.
Penanya/Penanggap
Nihil
Questioners/
None
Responders
Dengan Pemungutan Suara
Pengambilan With Voting
Keputusan Setuju Tidak Abstain Total Suara Setuju
Decision Making Agree Setuju Disagree Abstain Total Agree Votes
- - - -
Mata Acara ini bersifat laporan. Sehingga tidak dilakukan pemungutan suara untuk pengambilan keputusan.
Direksi telah melaporkan Laporan Realisasi Penggunaan Dana Hasil Penawaran Umum Melalui Penawaran Obligasi
Keputusan Rapat Berkelanjutan III Jasa Marga Tahap I Tahun 2024.
Meeting Resolution This agenda item is for reporting purposes only, so no vote was taken to make a decision.
The Board of Directors has reported the Realization of the Use of Proceeds from the Public Offering through the
Jasa Marga Shelf-Registered Bonds III Phase I Year 2024.
Tindak Lanjut/
Realisasi -
Follow-up/Realization
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 509
Page 510
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Mata Acara Rapat
Persetujuan Perubahan Susunan Pengurus Perseroan.
Keenam
Approval of Changes to the Company's Management Structure.
Sixth Meeting agenda
Penanya/Penanggap
Nihil
Questioners/
None
Responders
Dengan Pemungutan Suara
With Voting
Pengambilan
Keputusan Setuju Tidak Setuju Abstain Total Suara Setuju
Decision Making Agree Disagree Abstain Total Agree Votes
5.422.869.996 737.566.829 83.957.598 5.506.827.594
(86,84%) (11,81%) (1,35%) (88,19%)
1. Memberhentikan dengan hormat nama-nama tersebut di bawah ini sebagai Pengurus Perseroan:
a. Direktur Utama: Subakti Syukur
b. Direktur Human Capital dan Transformasi: Bagus Cahya Arinta B.
c. Direktur Operasi: Fitri Wiyanti
d. Komisaris Utama: Mohammad Zainal Fatah
e. Komisaris: Raja Erizman
f. Komisaris: M. Roskanedi
g. Komisaris Independen: Marsetio
h. Komisaris Independen: Abdul Rachman
i. Komisaris Independen: Chandra Wijaya
yang diangkat masing-masing berdasarkan Keputusan RUPS Luar Biasa tahun 2021 tanggal 27 Agustus 2021,
Keputusan RUPS Luar Biasa tahun 2021 tanggal 22 Desember 2021, Keputusan RUPS Tahunan tahun buku
2019 tanggal 11 Juni 2020, Keputusan RUPS Luar Biasa tahun 2023 tanggal 08 Februari 2023, Keputusan
RUPS Tahunan tahun buku 2020 tanggal 27 Mei 2021, Keputusan RUPS Tahunan tahun buku 2020 tanggal
27 Mei 2021, Keputusan RUPS Luar Biasa tahun 2023 tanggal 08 Februari 2023, Keputusan RUPS Luar Biasa
tahun 2023 tanggal 08 Februari 2023, Keputusan RUPS Luar Biasa tahun 2023 tanggal 08 Februari 2023,
terhitung sejak ditutupnya RUPS ini, dengan ucapan terima kasih atas sumbangan tenaga dan pikiran yang
diberikan selama menjabat sebagai Pengurus Perseroan.
2. Mengubah nomenklatur jabatan anggota Direksi Perseroan sebagai berikut:
No. Semula Menjadi
1 Direktur Operasi Direktur Operasi dan Layanan
3. Mengangkat nama-nama tersebut di bawah ini sebagai Pengurus Perseroan:
a. Direktur Utama: Rivan Achmad Purwantono
b. Direktur Human Capital dan Transformasi: Yoga Tri Anggoro
c. Direktur Operasi dan Layanan: Fitri Wiyanti
d. Komisaris Utama: Juri Ardiantoro
e. Komisaris: Syamsul Bachri Yusuf
f. Komisaris Independen: Nachrowi Ramli
Keputusan Rapat
g. Komisaris Independen: Rudi Antariksawan
Meeting Resolution
h. Komisaris: Asrorun Ni’am Sholeh
4. Masa jabatan anggota-anggota Direksi dan anggota-anggota Dewan Komisaris yang diangkat sebagaimana
dimaksud pada angka 3, sesuai dengan ketentuan Anggaran Dasar Perseroan, dengan memperhatikan
peraturan perundang-undangan di bidang Pasar Modal dan tanpa mengurangi hak RUPS untuk
memberhentikan sewaktu-waktu.
5. Dengan adanya pemberhentian, perubahan nomenklatur jabatan, dan pengangkatan Pengurus Perseroan
sebagaimana dimaksud pada angka 1, angka 2, dan angka 3, maka susunan Pengurus Perseroan menjadi
sebagai berikut:
a. Direksi
• Direktur Utama: Rivan Achmad Purwantoro
• Direktur Bisnis: Reza Febriano
• Direktur Human Capital dan Transformasi: Yoga Tri Anggoro
• Direktur Keuangan dan Manajemen Risiko: Pramitha Wulanjani
• Direktur Operasi dan Layanan: Fitri Wiyanti
• Direktur Pengembangan Usaha: Mohamad Agus Setiawan
b. Dewan Komisaris
• Komisaris Utama: Juri Ardiantoro
• Komisaris: Syamsul Bachri Yusuf
• Komisaris Independen: Nachrowi Ramli
• Komisaris Independen: Seppalga Ahmad
• Komisaris Independen: Rudi Antariksawan
• Komisaris: Asrorun Ni’am Sholeh
6. Anggota-anggota Direksi dan anggota-anggota Dewan Komisaris yang diangkat sebagaimana dimaksud pada
angka 3 yang masih menjabat pada jabatan lain yang dilarang oleh peraturan perundang-undangan untuk
dirangkap dengan jabatan Direksi dan Dewan Komisaris Badan Usaha Milik Negara, maka yang bersangkutan
harus mengundurkan diri atau diberhentikan dari jabatannya tersebut.
7. Memberikan kuasa dengan hak substitusi kepada Direksi Perseroan untuk menyatakan yang diputuskan
RUPS ini dalam bentuk Akta Notaris serta menghadap Notaris atau pejabat yang berwenang, dan melakukan
penyesuaian atau perbaikan-perbaikan yang diperlukan apabila dipersyaratkan oleh pihak yang berwenang
untuk keperluan pelaksanaan isi keputusan Rapat.
510 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 511
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
1. Honorably dismiss the names below from the Company’s Management:
a. President Director: Subakti Syukur
b. Director of Human Capital and Transformation: Bagus Cahya Arinta B.
c. Director of Operations: Fitri Wiyanti
d. President Commissioner: Mohammad Zainal Fatah
e. Commissioner: Raja Erizman
f. Commissioner: M. Roskanedi
g. Independent Commissioner: Marsetio
h. Independent Commissioner: Abdul Rachman
i. Independent Commissioner: Chandra Wijaya
each appointed based on the Extraordinary GMS Resolution in 2021 dated August 27, 2021, the Extraordinary
GMS Resolution in 2021 dated December 22, 2021, the Annual GMS Resolution for the 2019 fiscal year dated
June 11, 2020, the Extraordinary GMS Resolution in 2023 dated February 8, 2023, the Annual GMS Resolution for
the 2020 fiscal year dated May 27, 2021, the Annual GMS Resolution for the 2020 fiscal year dated May 27, 2021,
the Extraordinary GMS Resolution in 2023 dated February 8, 2023, the Extraordinary GMS Resolution in 2023
dated February 8, 2023, effective as of the closing of this GMS, with gratitude for the contribution of energy and
thoughts given while serving as Company’s Management.
2. Change the nomenclature of the positions of members of the Company’s Directors as follows:
No. Formerly Into
1 Director of Operations Director of Operations and Services
3. Appoint the following names to the Company’s Management:
a. President Director: Rivan Achmad Purwantono
b. Director of Human Capital and Transformation: Yoga Tri Anggoro
c. Director of Operations and Services: Fitri Wiyanti
d. President Commissioner: Juri Ardiantoro
Keputusan Rapat e. Commissioner: Syamsul Bachri Yusuf
Meeting Resolution f. Independent Commissioner: Nachrowi Ramli
g. Independent Commissioner: Rudi Antariksawan
h. Commissioner: Asrorun Ni’am Sholeh
4. The term of office for the members of the Board of Directors and Commissioners appointed as referred to in
number 3 follows the provisions in the Company’s Articles of Association, with due observance of the laws and
regulations in the Capital Market sector and without prejudice to the right of the GMS to dismiss at any time.
5. With the dismissal, change in nomenclature position, and appointment of the Company’s Management as referred
to in number 1, number 2, and number 3, the composition of the Company’s Management is as follows:
a. Direksi
• Board of Directors: Rivan Achmad Purwantoro
• Director of Business: Reza Febriano
• Director of Human Capital and Transformation: Yoga Tri Anggoro
• Director of Finance and Risk Management: Pramitha Wulanjani
• Director of Operations and Services: Fitri Wiyanti
• Director of Business Development: Mohamad Agus Setiawan
b. Board of Commissioners
• President Commissioner: Juri Ardiantoro
• Commissioner: Syamsul Bachri Yusuf
• Independent Commissioner: Nachrowi Ramli
• Independent Commissioner: Seppalga Ahmad
• Independent Commissioner: Rudi Antariksawan
• Commissioner: Asrorun Ni’am Sholeh
6. Members of the Board of Directors and Commissioners appointed in number 3 who still hold other positions
prohibited by regulations from being concurrent with those of the Board of Directors or Commissioners of a
State-Owned Enterprise, such person must resign or be dismissed from that position.
7. Grant a power of attorney with substitution rights to the Directors of the Company to declare the resolution
obtained in this GMS in the form of a Notary Deed and face a Notary or authorized official and make necessary
adjustments or corrections if required by the competent authorities to carry out the Meeting’s resolution.
• Keterbukaan Informasi sesuai ketentuan Pasal 2 Peraturan Otoritas Jasa Keuangan (POJK) No. 31/POJK.04/2015
tentang Keterbukaan Atas Informasi Atau Fakta Material oleh Emiten Atau Perusahaan Publik sebagaimana diubah
melalui ketentuan Pasal 52 POJK No. 45 Tahun 2024 tentang Pengembangan dan Penguatan Emiten dan Perusahaan
Publik, Perseroan telah menyampaikan perubahan susunan Pengurus Perseroan tersebut kepada OJK dan BEI pada
tanggal 08 Mei 2025, serta diunggah di situs web Perseroan www.jasamarga.com.
• Akta Pernyataan Keputusan Rapat No. 36 tanggal 19 Mei 2025, dibuat di hadapan Ir. Nanette Cahyanie Handari
Adi Warsito, SH, Notaris di Jakarta, berikut Surat Penerimaan Pemberitahuan dari Direktorat Jenderal Administrasi
Hukum Umum Kementerian Hukum Republik Indonesia No. AHU-AH.01.09-0250428 tanggal 20 Mei 2025 dan telah
didaftar dalam Daftar Perseroan No. AHU-0109940.AH.01.11.TAHUN 2025 tanggal 20 Mei 2025.
• Program Pengenalan Pengurus Baru bagi Direksi dan Dewan Komisaris pada tanggal 28 Mei dan 04 Juni 2025.
Tindak Lanjut/ • Disclosure of Information in accordance with the provisions of Article 2 of Financial Services Authority Regulation
Realisasi (POJK) No. 31/POJK.04/2015 concerning Disclosure of Material Information or Facts by Issuers or Public Companies
Follow-up/Realization as amended by the provisions of Article 52 of POJK No. 45 of 2024 concerning the Development and Strengthening
of Issuers and Public Companies, the Company has submitted the changes to the composition of the Company's
Management to the OJK and IDX on May 8, 2025, and uploaded them on the Company's website www.jasamarga.
com.
• Deed of Statement of Meeting Resolution No. 36 dated May 19, 2025, drawn up before Ir. Nanette Cahyanie Handari
Adi Warsito, SH, Notary in Jakarta, along with the Letter of Acceptance of Notification from the Directorate General
of General Legal Administration of the Ministry of Law of the Republic of Indonesia No. AHU-AH.01.09-0250428
dated May 20, 2025 and registered in the Company Register No. AHU-0109940.AH.01.11.TAHUN 2025 dated May
20, 2025.
• New Management Introduction Programme for the Board of Directors and Board of Commissioners on May 28, and
June 4, 2025.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 511
Page 512
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Jadwal dan Tata Cara Pembagian Dividen Tunai Tahun Schedule and Procedures for 2024 Fiscal Year Cash
Buku 2024 Dividend Distribution
Sesuai Keputusan Rapat tanggal 07 Mei 2025, telah In accordance with the Meeting Resolution dated May
diputuskan antara lain pembagian dividen tunai sebesar 25% 7, 2025, it has been decided, among other things, to
dari Laba Bersih Perseroan untuk Tahun Buku 2024, yaitu distribute a cash dividend of 25% of the Company’s Net
Rp1.133.891.319.654 atau sebesar Rp156,22919 per lembar Profit for the 2024 Fiscal Year, namely Rp1,133,891,319,654
saham dengan jadwal dan tata cara pembayaran yang akan or Rp156.22919 per share with the schedule and payment
dilakukan dengan memperhatikan ketentuan perdagangan procedures to be carried out in accordance with the
saham yang berlaku di Bursa Efek Indonesia (BEI) sebagai applicable stock trading provisions on the Indonesia Stock
berikut: Exchange (IDX) as follows:
Tabel Jadwal Pembagian Dividen Tunai Tahun Buku 2024
Table of the 2024 Fiscal Year Cash Dividend Distribution Schedule
Kegiatan Tanggal
No. Activity Date
1. Akhir Periode Perdagangan Saham dengan Hak Dividen (Cum Dividen)
a. Pasar Reguler dan Negosiasi 19 Mei 2025
b. Pasar Tunai 21 Mei 2025
End of Trading Period for Shares with Dividend Rights (Cum Dividend)
a. Regular and Negotiation Market May 19, 2025
b. Cash Market May 21, 2025
2. Awal Periode Perdagangan Saham Tanpa Hak Dividen (Ex Dividen)
a. Pasar Reguler dan Negosiasi 20 Mei 2025
b. Pasar Tunai 22 Mei 2025
Start of Trading Period Without Dividend Rights (Ex-Dividend)
a. Regular and Negotiation Market May 20, 2025
b. Cash Market May 22, 2025
3. Tanggal Daftar Pemegang Saham berhak Dividen (Recording Date) 21 Mei 2025
Record Date for Shareholders Entitled to Dividends (Recording Date) May 21, 2025
4. Pembayaran Dividen Tunai Tahun Buku 2024 05 Juni 2025
Cash Dividend Payment for the 2024 Fiscal Year June 5, 2025
Tata Cara Pembayaran Dividen Tunai Cash Dividend Payment Procedure
1. Dividen Tunai akan dibagikan kepada Pemegang 1. Cash dividends was distributed to Shareholders whose
Saham yang namanya tercatat dalam Daftar Pemegang names are recorded in the Company’s Shareholder
Saham Perseroan (“DPS”) atau Recording Date pada Register (DPS) or Recording Date on May 21, 2025, and/
tanggal 21 Mei 2025 dan/atau pemilik saham Perseroan or owners of the Company’s shares in sub-securities
pada sub rekening efek di PT Kustodian Sentral Efek accounts at PT Kustodian Sentral Efek Indonesia (KSEI)
Indonesia (“KSEI”) pada penutupan perdagangan at the close of trading on May 21, 2025.
tanggal 21 Mei 2025.
2. Bagi Pemegang Saham yang sahamnya dimasukkan 2. For Shareholders whose shares are included in KSEI’s
dalam penitipan kolektif KSEI, pembayaran dividen tunai collective custody, cash dividend payments was made
dilaksanakan melalui KSEI dan akan didistribusikan pada through KSEI and distributed on June 5, 2025, to the
tanggal 05 Juni 2025 ke dalam rekening dana nasabah customer fund accounts at the Securities Company
pada Perusahaan Efek dan/atau Bank Kustodian tempat and/or Custodian Bank where the Shareholders opened
dimana Pemegang Saham membuka Rekening Efek. Bagi their Securities Accounts. The cash dividend payment
Pemegang Saham yang sahamnya tidak dimasukkan will be transferred to the Shareholders’ account for
dalam penitipan kolektif KSEI, maka pembayaran dividen Shareholders whose shares are not included in the KSEI
tunai akan ditransfer ke rekening Pemegang Saham. collective custody.
3. Dividen tunai sebagaimana tersebut akan dikenakan 3. The cash dividends referred to above will be subject to
pajak sesuai dengan peraturan perundang-undangan tax per applicable tax laws and regulations. The amount
perpajakan yang berlaku. Jumlah pajak yang dikenakan of tax imposed will be borne by the relevant Shareholders
akan menjadi tanggungan Pemegang Saham yang and deducted from the amount of cash dividends to
bersangkutan serta dipotong dari jumlah dividen tunai which the relevant Shareholders are entitled.
yang menjadi hak Pemegang Saham yang bersangkutan.
4. Berdasarkan peraturan perundang-undangan 4. Based on applicable tax laws and regulations, the cash
perpajakan yang berlaku, dividen tunai sebagaimana dividends referred to above will be exempt from tax if
dimaksud tersebut akan dikecualikan dari objek pajak jika they are received by domestic corporate taxpayers
diterima oleh pemegang saham wajib pajak badan dalam (WP Badan DN) and the Company does not withhold
negeri (“WP Badan DN”) dan Perseroan tidak melakukan Income Tax (PPh) on cash dividends paid to WP Badan
pemotongan Pajak Penghasilan (“PPh”) atas dividen DN. Cash dividends received by domestic individual
tunai yang dibayarkan kepada WP Badan DN tersebut. taxpayers (WPOP DN) will be exempt from tax as long
512 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Dividen tunai yang diterima oleh pemegang saham wajib as the dividends are invested in the territory of the
pajak orang pribadi dalam negeri (“WPOP DN”) akan Republic of Indonesia. For WPOP DN that do not meet
dikecualikan dari objek pajak sepanjang dividen tersebut the investment requirements as mentioned above,
diinvestasikan di wilayah Negara Republik Indonesia. the dividends received by the relevant parties will be
Bagi WPOP DN yang tidak memenuhi ketentuan investasi subject to PPh in accordance with the applicable laws
sebagaimana disebutkan di atas, maka dividen yang and regulations, and the relevant WPOP DN must pay the
diterima oleh yang bersangkutan akan dikenakan PPh PPh in accordance with the provisions of Government
sesuai dengan ketentuan perundang-undangan yang Regulation No. 9 of 2021 on Tax Treatment to Support
berlaku, dan PPh tersebut wajib disetor sendiri oleh Ease of Doing Business and its amendments.
WPOP DN yang bersangkutan sesuai dengan ketentuan
Peraturan Pemerintah No. 9 Tahun 2021 tentang
Perlakuan Perpajakan untuk Mendukung Kemudahan
Berusaha berikut perubahannya.
5. Bagi Pemegang Saham yang merupakan Wajib Pajak Luar 5. Shareholders who are Foreign Taxpayers whose tax
Negeri yang pemotongan pajaknya akan menggunakan deductions will use rates based on the Double Taxation
tarif berdasarkan Persetujuan Penghindaran Pajak Avoidance Agreement (P3B) must meet the requirements
Berganda (“P3B”) wajib memenuhi persyaratan of the Director General of Taxation Regulation No.
Peraturan Direktur Jenderal Pajak No. PER-25/PJ/2018 PER-25/PJ/2018 on Procedures for the Application of
tentang Tata Cara Penerapan Persetujuan Penghindaran Double Taxation Avoidance Agreements and submit
Pajak Berganda serta menyampaikan dokumen bukti proof of record or receipt of DGT/Certificate of Domicile
rekam atau tanda terima DGT/Surat Keterangan Domisili that has been uploaded to the Directorate General of
yang telah diunggah ke laman Direktorat Jenderal Pajak Taxes website to KSEI or the Securities Administration
kepada KSEI atau Biro Administrasi Efek (“BAE”) sesuai Bureau (BAE) in accordance with KSEI regulations and
peraturan dan ketentuan KSEI, tanpa adanya dokumen provisions. Without the aforementioned documents,
dimaksud, dividen tunai yang dibayarkan akan dikenakan cash dividends paid will be subject to income tax under
PPh pasal 26 sebesar 20% (dua puluh persen). Article 26 at a rate of 20% (twenty percent).
6. Bagi Pemegang Saham yang sahamnya dalam penitipan 6. For Shareholders whose shares are in KSEI collective
kolektif KSEI, bukti pemotongan pajak dividen dapat custody, proof of dividend tax withholding can be
diambil di Perusahaan Efek dan/atau Bank Kustodian obtained at the Securities Company and/or Custodian
dimana Pemegang Saham membuka rekening efeknya Bank where the Shareholder opened their securities
dan bagi Pemegang Saham warkat diambil di kantor BAE account, and for Shareholders, the certificate can be
PT Datindo Entrycom. obtained at the BAE PT Datindo Entrycom office.
RUPS Luar Biasa 2025 Extraordinary GMS in 2025
Perseroan menyelenggarakan 1 (satu) kali RUPS Luar Biasa The Company held 1 (one) Extraordinary General Meeting
di tahun 2025. Adapun Informasi penyelenggaraan RUPS of Shareholders (EGMS) in 2025. The information regarding
Luar Biasa tahun 2025, sebagai berikut: the convening of the 2025 Extraordinary General Meeting of
Shareholders is as follows:
Hari/tanggal : Rabu, 17 Desember 2025 Day/date : Wednesday, December 17, 2025
Waktu : 11.35 s.d. 16.53 WIB Time : 11:35 a.m. to 4:53 p.m. Western Indonesian Time
Tempat : Mengakses fasilitas eASY.KSEI (Electronic Place : Access the eASY.KSEI (Electronic General
General Meeting System KSEI) dalam tautan Meeting System KSEI) facility at the link https://
https://akses.ksei.co.id/ yang disediakan oleh akses.ksei.co.id/ provided by PT Kustodian
PT Kustodian Sentral Efek Indonesia (“KSEI”) Sentral Efek Indonesia (“KSEI”)
RUPS Luar Biasa dilaksanakan secara elektronik sesuai The Extraordinary General Meeting of Shareholders was
Peraturan Otoritas Jasa Keuangan (“POJK”) No. 15/ conducted electronically in accordance with Financial
POJK.04/2020 tentang Rencana dan Penyelenggaraan Services Authority Regulation (“POJK”) No. 15/POJK.04/2020
Rapat Umum Pemegang Saham Perusahaan Terbuka (“POJK concerning the Planning and Convening of General Meetings
15/2020”) dan POJK No. 14 Tahun 2025 tentang Pelaksanaan of Shareholders of Public Companies (“POJK 15/2020”)
Rapat Umum Pemegang Saham, Rapat Umum Pemegang and POJK No. 14 of 2025 concerning the Electronic
Obligasi, dan Rapat Umum Pemegang Sukuk Secara Implementation of General Meetings of Shareholders,
Elektronik (“POJK 14/2025”). Pemimpin Rapat, Notaris, General Meetings of Bondholders, and General Meetings of
serta Lembaga dan Profesi Penunjang telah berkoordinasi Sukukholders (“POJK 14/2025”). The Chair of the Meeting,
dalam rangka pelaksanaan Rapat secara elektronik di Ruang the Notary, and the Supporting Institutions and Professions
Kolaboratif-Kompeten, Gedung B, Kantor Pusat PT Jasa coordinated the electronic convening of the Meeting from
Marga (Persero) Tbk, Plaza Tol Taman Mini Indonesia Indah, the Collaborative-Competent Room, Building B, the Head
Jakarta 13550, Indonesia. Office of PT Jasa Marga (Persero) Tbk, Plaza Tol Taman Mini
Indonesia Indah, Jakarta 13550, Indonesia.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Pemenuhan Kepatuhan Penyelenggaraan RUPS 2025 Extraordinary GMS Implementation
Luar Biasa Tanggal 17 Desember 2025 Compliance Fulfillment on December 17, 2025
Penyelenggaraan RUPS Luar Biasa (“Rapat”) tersebut telah The Extraordinary GMS (Meeting) was prepared and held
melalui proses persiapan dan penyelenggaraan sesuai per Law No. 40 of 2007 on Limited Liability Companies
dengan Undang-Undang No. 40 tahun 2007 tentang Articles 81, 82, and 83; POJK 15/2020; POJK 14/2025; and
Perseroan Terbatas Pasal 81, 82, dan 83; POJK 15/2020; the Company’s Articles of Association.
POJK 14/2025; serta Anggaran Dasar Perseroan.
Proses rencana dan pelaksanaan RUPS Luar Biasa The planning and implementation process for the Extraordinary
tersebut telah tertuang dalam surat Perseroan yang GMS has been outlined in a letter from the Company that has
telah disampaikan ke Otoritas Jasa Keuangan (OJK), been submitted to the Financial Services Authority (OJK), as
publikasi Pengumuman, Pemanggilan, Ringkasan well as in the Announcement, Summons, and Summary of the
Risalah RUPS masing-masing dalam Bahasa Indonesia GMS Minutes, each in Indonesian and English, on the e-GMS
dan Bahasa Inggris pada situs web penyedia e-RUPS provider’s website (https://easy. ksei.co.id), the OJK and IDX
(https://easy.ksei.co.id), situs web pelaporan elektronik electronic reporting website (https://spe.ojk.go.id/idxnet),
OJK dan BEI (https://spe.ojk.go.id/idxnet), dan situs web and the Company’s website (www.jasamarga.com); as well as
Perseroan (www.jasamarga.com); serta Risalah RUPS yang the GMS Minutes that have been submitted to the OJK with
telah disampaikan ke OJK dengan detail sebagai berikut: the following details:
Tabel Pemenuhan Kepatuhan Penyelenggaraan RUPS Luar Biasa Tanggal 17 Desember 2025
Table of 2025 Extraordinary GMS Implementation Compliance Fulfillment on December 17, 2025
Tanggal Kegiatan Nomor Surat
Date Activity Letter Number
31/10/25 Pemberitahuan Rencana Penyelenggaraan RUPS Luar Biasa beserta Mata Acara RUPS Luar Biasa AA.KR.01.1273
kepada OJK.
Notification of the Plan to Hold an Extraordinary General Meeting of Shareholders and the Agenda of the
Extraordinary General Meeting of Shareholders to the OJK.
10/11/25 Pengumuman RUPS Luar Biasa kepada Pemegang Saham. AB.KR.01.312
Announcement of Extraordinary General Meeting of Shareholders to Shareholders.
25/11/25 Pemberitahuan Perubahan Mata Acara RUPS Luar Biasa kepada OJK. AB.KR.01.327
Notification of Changes to the Agenda of the Extraordinary General Meeting of Shareholders to the OJK.
25/11/25 Pemanggilan RUPS Luar Biasa kepada Pemegang Saham. AB.KR.01.330
Convening of an Extraordinary General Meeting of Shareholders.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pemenuhan Kepatuhan Penyelenggaraan RUPS Luar Biasa Tanggal 17 Desember 2025
Table of 2025 Extraordinary GMS Implementation Compliance Fulfillment on December 17, 2025
Tanggal Kegiatan Nomor Surat
Date Activity Letter Number
18/12/25 Ringkasan Risalah Rapat kepada Pemegang Saham. AB.KR.01.347
Summary of Meeting Minutes to Shareholders.
09/01/26 Risalah RUPS Luar Biasa kepada OJK. AB.KR.01.29
Minutes of the Extraordinary General Meeting of Shareholders to the OJK.
Mata Acara Rapat Meeting Agenda
Mata acara Rapat beserta penjelasannya adalah sebagai The agenda items of the Meeting, along with their
berikut: explanations, are as follows:
1. Persetujuan Perubahan Anggaran Dasar. 1. Approval of Amendments to the Articles of Association.
Dasar Mata Acara Rapat: Agenda Basis:
(i) Pasal 42 POJK 15/2020; (ii) Pasal 94 Undang-Undang (i) Article 42 of POJK 15/2020; (ii) Article 94 of Law
No. 19 Tahun 2003 tentang Badan Usaha Milik Negara No. 19 of 2003 on State-Owned Enterprises as last
sebagaimana terakhir diubah dengan Undang-Undang amended by Law No. 16 of 2025 (SOE Law); (iii) Article
No. 16 Tahun 2025 (“UU BUMN”); (iii) Pasal 25 ayat 25 paragraph (5) of the Articles of Association; and
(5) Anggaran Dasar Perseroan; dan (iv) Surat Kepala (iv) Letter of the Head of the State-Owned Enterprise
Badan Pengaturan Badan Usaha Milik Negara (“BP Regulatory Agency (BP BUMN) No. S-23/BPU/10/2025
BUMN”) No. S-23/BPU/10/2025 tanggal 28 Oktober 2025. dated October 28, 2025.
2. Pendelegasian Kewenangan Persetujuan Rencana Kerja 2. Delegation of Authority for Approval of the 2026
dan Anggaran Perusahaan (RKAP) Tahun 2026 Termasuk Company Work Plan and Budget (RKAP) Including
dengan Perubahannya. Amendments.
Dasar Mata Acara Rapat: Agenda Basis:
(i) Pasal 15G ayat (5) UU BUMN; (ii) Pasal 4C ayat (3) (i) Article 15G paragraph (5) of the SOE Law; (ii) Article
huruf b UU BUMN; (iii) Pasal 95 ayat (4) Peraturan Menteri 4C paragraph (3) letter b of the SOE Law; (iii) Article 95
Badan Usaha Milik Negara No. PER-2/MBU/03/2023 paragraph (4) of the Minister of State-Owned Enterprises
tentang Pedoman Tata Kelola dan Kegiatan Korporasi Regulation No. PER-2/MBU/03/2023 on Guidelines for
Signifikan Badan Usaha Milik Negara; dan (iv) Surat Governance and Significant Corporate Activities of State-
Kepala BP BUMN No. S-68/BPU/11/2025 tanggal 18 Owned Enterprises; and (iv) Letter of the Head of BP
November 2025. BUMN No. S-68/BPU/11/2025 dated November 18, 2025.
3. Perubahan Susunan Pengurus Perseroan. 3. Changes to the Company's Management Structure.
Dasar Mata Acara Rapat: Agenda Basis:
(i) Pasal 11 ayat (10) dan Pasal 14 ayat (12) Anggaran Dasar (i) Article 11 paragraph (10) and Article 14 paragraph (12)
Perseroan; (ii) Pasal 15 ayat (1) jo. Pasal 27 ayat (1) UU of the Articles of Association; (ii) Article 15 paragraph (1)
BUMN; (iii) POJK No. 33/POJK.04/2014 tentang Direksi in conjunction with Article 27 paragraph (1) of the SOE
dan Dewan Komisaris Emiten atau Perusahaan Publik; Law; (iii) POJK No. 33/POJK.04/2014 on the Board of
(iv) Peraturan Menteri BUMN No. PER-03/MBU/03/2023 Directors and Board of Commissioners of Issuers or Public
tentang Organ dan Sumber Daya Manusia Badan Usaha Companies; (iv) Minister of SOE Regulation No. PER-03/
Milik Negara; dan (v) Surat Kepala BP BUMN No. S-68/ MBU/03/2023 on Organs and Human Resources of State-
BPU/11/2025 tanggal 18 November 2025. Owned Enterprises; and (v) Letter of the Head of BP BUMN
No. S-68/BPU/11/2025 dated November 18, 2025.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Mata Acara Rapat dipublikasikan dalam Pemanggilan. Dalam The Meeting Agenda is published in the Meeting Summons.
Pemanggilan Rapat, selain dipublikasikan Mata Acara Rapat, In addition to the Meeting Agenda, the Meeting Summons
juga disebutkan informasi terkait penyelenggaraan Rapat di also contains information related to the conduct of the
antaranya sebagai berikut: Meeting, including the following:
1. Perseroan tidak mengirimkan undangan tersendiri 1. The Company does not send separate invitations to
kepada Pemegang Saham karena Pemanggilan ini sudah Shareholders because this Meeting Summons is already
merupakan undangan resmi. an official invitation.
2. Pemegang Saham yang berhak menghadiri dan diwakili 2. Shareholders who are entitled to attend and be
dalam Rapat secara elektronik adalah para Pemegang represented at the Meeting electronically are those
Saham yang namanya tercatat dalam Daftar Pemegang whose names are recorded in the Company's
Saham Perseroan pada hari Senin, 24 November 2025, Shareholder Register on Monday, November 24, 2025,
pukul 16:15 WIB, atau pemilik saldo rekening efek di at 16:15 WIB, or owners of securities account balances
Penitipan Kolektif KSEI pada penutupan perdagangan at KSEI Collective Custody at the close of trading on
saham pada hari Senin, 24 November 2025. Monday, November 24, 2025.
3. Perseroan menghimbau Pemegang Saham untuk 3. The Company urges Shareholders to register their
melakukan registrasi kehadiran secara elektronik melalui attendance electronically through the eASY.KSEI facility
fasilitas eASY.KSEI atau memberikan kuasa kepada Biro or to grant power of attorney to the Company's Securities
Administasi Efek (“BAE”) Perseroan yaitu PT Datindo Registrar (BAE), PT Datindo Entrycom, through the
Entrycom melalui fasilitas eASY.KSEI dengan prosedur eASY.KSEI facility with the following procedure:
sebagai berikut:
a. Pemegang Saham harus terlebih dahulu terdaftar a. Shareholders must first be registered in the KSEI
dalam fasilitas Acuan Kepemilikan Sekuritas KSEI Securities Ownership Reference facility (AKSes
(“AKSes KSEI”) pada tautan https://akses.ksei.co.id KSEI) at the https://akses.ksei.co.id link provided by
yang disediakan oleh KSEI. KSEI.
b. Bagi Pemegang Saham yang telah terdaftar, kuasa b. For registered Shareholders, the power of attorney
dapat diberikan dalam eASY.KSEI melalui situs web can be granted in eASY.KSEI through the website
https://easy.ksei.co.id. https://easy.ksei.co.id.
c. Dalam hal Pemegang Saham tidak dapat mengakses c. If Shareholders are unable to access eASY.KSEI,
eASY.KSEI, Pemegang Saham dapat mengunduh they may download the Power of Attorney form from
Surat Kuasa yang terdapat dalam situs web the Company's website, www.jasamarga.com, to
Perseroan www.jasamarga.com untuk memberikan grant power of attorney and cast their votes at the
kuasa dan suaranya dalam Rapat. Meeting.
d. Pemegang Saham dapat mendeklarasikan kuasa dan d. Shareholders may declare their proxy and vote,
suaranya, mengubah penunjukan Penerima Kuasa change the appointment of Proxy and/or voting
dan/atau pilihan suara untuk Mata Acara Rapat, choice for Meeting Agenda Items, or revoke their
maupun mencabut kuasa, sejak tanggal Pemanggilan proxy, from the date of the Meeting Invitation until
Rapat hingga selambat-lambatnya 1 (satu) hari kerja no later than 1 (one) business day before the date of
sebelum tanggal penyelenggaraan Rapat pada pukul the Meeting at 12:00 p.m. WIB.
12:00 WIB.
4. Proses registrasi bagi Pemegang Saham yang akan hadir 4. The registration process for Shareholders who will
secara elektronik dalam Rapat melalui eASY.KSEI agar attend the Meeting electronically through eASY.KSEI
memperhatikan hal-hal sebagai berikut: must pay attention to the following matters:
a. Pemegang Saham tersebut di bawah ini harus a. The following Shareholders must register their
melakukan registrasi kehadiran secara elektronik attendance electronically in eASY.KSEI on the date
dalam eASY.KSEI pada tanggal pelaksanaan Rapat of the Meeting from 08:00 to 10:00 a.m. WIB:
dari pukul 08:00 WIB s.d. 10:00 WIB:
i. Pemegang Saham tipe individu lokal yang belum i. Local individual shareholders who have not
memberikan deklarasi kehadiran atau kuasa submitted a declaration of attendance or proxy
dalam eASY.KSEI hingga batas waktu yang in eASY.KSEI by the specified deadline and wish
ditentukan dan ingin menghadiri Rapat secara to attend the Meeting electronically.
elektronik.
ii. Pemegang Saham tipe individu lokal yang telah ii. Local individual shareholders who have
memberikan deklarasi kehadiran, tetapi belum submitted their attendance declaration but
menetapkan pilihan suara minimal untuk 1 (satu) have not set a minimum voting option for 1
Mata Acara Rapat dalam eASY.KSEI hingga batas (one) Meeting Agenda Item in eASY.KSEI by
waktu yang ditentukan dan ingin menghadiri the specified deadline and wish to attend the
Rapat secara elektronik. Meeting electronically.
iii. Penerima Kuasa dari Pemegang Saham yang iii. Proxies of Shareholders who have granted power
telah memberikan kuasa kepada independent of attorney to an independent or individual
representative atau individual representative, representative, but have not yet set a minimum
tetapi belum menetapkan pilihan suara minimal voting option for 1 (one) Meeting Agenda Item in
untuk 1 (satu) Mata Acara Rapat dalam eASY.KSEI eASY.KSEI by the specified deadline.
hingga batas waktu yang ditentukan.
iv. Penerima Kuasa dari Pemegang Saham yang iv. Proxy Holders of Shareholders who have granted
telah memberikan kuasa kepada partisipan/ power of attorney to participants/intermediaries
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
intermediary (bank kustodian atau perusahaan (custodian banks or securities companies)
efek) dan telah menetapkan pilihan suara dalam and have determined their voting choices in
eASY.KSEI hingga batas waktu yang ditentukan. eASY.KSEI by the specified deadline.
b. Pemegang Saham yang telah memberikan deklarasi b. Shareholders who have submitted a declaration of
kehadiran atau kuasa kepada independent attendance or power of attorney to an independent
representative atau individual representative dan or individual representative and have set their voting
telah menetapkan pilihan suara untuk Mata Acara choice for the Meeting Agenda in eASY.KSEI by the
Rapat dalam eASY.KSEI hingga batas waktu yang specified deadline, the person concerned/their Proxy
ditentukan, maka yang bersangkutan/Penerima Holder does not need to register their attendance
Kuasanya tidak perlu melakukan registrasi kehadiran electronically in eASY.KSEI.
secara elektronik dalam eASY.KSEI.
c. Keterlambatan atau kegagalan dalam proses c. Any delay or failure in the electronic registration
registrasi secara elektronik dengan alasan apapun process for any reason will result in the Shareholder
akan mengakibatkan Pemegang Saham atau or their Proxy being unable to attend the Meeting
Penerima Kuasanya tidak dapat menghadiri Rapat electronically, and their share ownership will not be
secara elektronik, serta kepemilikan sahamnya tidak counted towards the attendance quorum.
diperhitungkan sebagai kuorum kehadiran.
5. Panduan pendaftaran, registrasi, penggunaan 5. Guidelines for registration, use, and further explanations
dan penjelasan lebih lanjut mengenai regarding eASY.KSEI and AKSes KSEI can be found on
eASY.KSEI dan AKSes KSEI dapat dilihat di situs the KSEI website at https://akses.ksei.co.id and https://
web KSEI dengan tautan https://akses.ksei.co.id dan easy.ksei.co.id, as well as the Meeting Rules on the
https://easy.ksei.co.id, serta Tata Tertib Rapat di situs Company's website at www.jasamarga.com.
web Perseroan www.jasamarga.com.
6. Notaris dibantu dengan BAE Perseroan, akan melakukan 6. The notary, assisted by the Company's BAE, will check
pengecekan dan perhitungan suara dalam pengambilan and count the votes in the Meeting's decision-making
keputusan Rapat atas Mata Acara Rapat, termasuk process on the Meeting Agenda, including those based
yang berdasarkan suara yang telah disampaikan oleh on votes submitted by Shareholders either through the
Pemegang Saham baik melalui fasilitas eASY.KSEI, eASY.KSEI facility or submitted at the Meeting.
maupun yang disampaikan dalam Rapat.
7. Bahan-bahan yang akan dibicarakan dalam Rapat telah 7. As of the date of the Summons, the materials to be
tersedia dan dapat diperoleh di situs web Perseroan discussed at the Meeting are available and can be obtained
www.jasamarga.com sejak tanggal Pemanggilan. on the Company's website, www.jasamarga.com.
8. Perseroan tidak menyediakan makanan dan minuman, 8. The Company does not provide food and beverages,
dan cindera mata/tanda terima kasih. souvenirs, or tokens of appreciation.
9. Perseroan dapat mengumumkan kembali apabila 9. The Company may make further announcements if there
terdapat perubahan dan/atau penambahan informasi are changes and/or additions to information related to
terkait tata cara penyelenggaraan Rapat dengan the procedures for holding the Meeting regarding the
mengacu pada ketentuan peraturan dan perundang- provisions of applicable laws and regulations.
undangan yang berlaku.
Kehadiran Dewan Komisaris dan Direksi Board of Commissioners and Board of Directors
Attendance
Rapat dihadiri oleh seluruh Direksi dan Dewan Komisaris All members of the company’s Board of Directors and Board
Perseroan secara luring dan daring. of Commissioners attended the meeting, both offline and
online.
Hadir secara luring
Offline attendance
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
Komisaris Utama Direktur Utama
Juri Ardiantoro Rivan A. Purwantono
President Commissioner President Director
Komisaris Independen Direktur Keuangan dan Manajemen Risiko
Nachrowi Ramli Pramitha Wulanjani
Independent Commissioner Director of Finance and Risk Management
Komisaris Direktur Operasi dan Layanan
Syamsul Bachri Yusuf Fitri Wiyanti
Commissioner Director of Operations and Services
Komisaris Direktur Pengembangan Usaha
Asrorun Ni’am Sholeh M. Agus Setiawan
Commissioner Director of Business Development
Komisaris Independen Direktur Bisnis
Rudi Antariksawan Reza Febriano
Independent Commissioner Director of Business
Direktur Human Capital dan Transformasi
Yoga Tri Anggoro
Director of Human Capital and Transformation
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Penyelenggaraan RUPS Luar Biasa didukung oleh pihak The Extraordinary GMS was supported by independent
independen dalam hal ini Konsultan Hukum, Notaris, dan parties: Legal Consultants, Notaries, and the Securities
Biro Administrasi Efek (BAE). Administration Agency (BAE).
Pemimpin Rapat Chair of the Meeting
Berdasarkan Pasal 24 ayat 1 huruf a Anggaran Dasar Based on Article 24 paragraph 1 letter a of the Company's
Perseroan juncto Pasal 37 ayat (1) POJK 15/2020, Rapat Articles of Association in conjunction with Article 37
dipimpin oleh salah seorang anggota Dewan Komisaris yang paragraph (1) of POJK 15/2020, the Meeting shall be chaired
ditunjuk oleh Dewan Komisaris sebagai Pemimpin Rapat. by one of the members of the Board of Commissioners
appointed by the Board of Commissioners as the Chair of
the Meeting.
Pemimpin Rapat bertanggung jawab atas kelancaran jalannya The Chair of the Meeting is responsible for the smooth
Rapat dan berhak memutuskan prosedur Rapat yang belum running of the Meeting and has the right to decide on Meeting
diatur atau belum cukup diatur dalam tata tertib ini. procedures that are not regulated or are insufficiently
regulated in these rules of procedure
Tata Tertib Meeting Rules
Tata Tertib Rapat tersedia di situs web Perseroan sejak tanggal The Meeting Rules are available on the Company’s website
Pemanggilan Rapat. Untuk memenuhi ketentuan Pasal 39 ayat from the date of the Summons. To comply with the provisions
(2) dan (3) POJK 15/2020, pokok-pokok Tata Tertib, yaitu of Article 39 paragraphs (2) and (3) of POJK 15/2020,
Tanya Jawab, Pemungutan Suara, dan Penayangan Siaran the main points of the Rules, i.e., Questions and Answers,
Langsung Pelaksanaan Rapat dibacakan pada saat Rapat. Voting, and Live Broadcast are read out at the Meeting.
Ketentuan Kuorum dan Kehadiran Pemegang Quorum and Shareholder Attendance
Saham Requirements
Tabel Ketentuan Kuorum
Table of uorum Requirements
Mata Acara Ketentuan Korum
Agenda Quorum Requirement
1. 1) Rapat adalah sah dan berhak mengambil keputusan yang sah dan mengikat, apabila Rapat dihadiri/diwakili oleh Pemegang
Saham Seri A Dwiwarna dan para Pemegang Saham lainnya yang bersama-sama mewakili lebih dari 2/3 (dua per tiga) bagian dari
jumlah seluruh saham dengan hak suara yang sah yang telah dikeluarkan Perseroan.
2) Secara khusus terhadap perubahan Anggaran Dasar Perseroan yang mencakup perubahan hak-hak istimewa Seri A Dwiwarna,
sesuai ketentuan Pasal 25 ayat (7) huruf a Anggaran Dasar Perseroan dan Pasal 45 POJK 15/2020, Rapat adalah sah dan berhak
mengambil keputusan yang sah dan mengikat apabila Rapat dihadiri/diwakili oleh Pemegang Saham yang mewakili lebih dari ¾
(tiga per empat) bagian dari jumlah seluruh saham pada klasifikasi saham yang terkena dampak atas perubahan hak tersebut,
dalam hal ini Pemegang Saham Seri A Dwiwarna.
1) A meeting shall be valid and entitled to adopt valid and binding resolutions if the meeting is attended/represented by the Series
A Dwiwarna Shareholder and other Shareholders who collectively represent more than two-thirds (2/3) of the total number of
shares with valid voting rights issued by the Company.
2) Specifically with respect to amendments to the Company’s Articles of Association that include changes to the special rights of
the Series A Dwiwarna, pursuant to Article 25 paragraph (7) letter a of the Company’s Articles of Association and Article 45 of
POJK 15/2020, a meeting shall be valid and entitled to adopt valid and binding resolutions if the meeting is attended/represented
by Shareholders representing more than three-quarters (3/4) of the total number of shares in the class of shares affected by
such change of rights, in this case the Series A Dwiwarna Shareholder(s).
2. Rapat adalah sah dan berhak mengambil keputusan yang sah dan mengikat, apabila Rapat dihadiri/diwakili oleh Pemegang Saham yang
mewakili lebih dari ½ (satu per dua) bagian dari jumlah seluruh saham dengan hak suara yang sah yang telah dikeluarkan Perseroan.
A meeting shall be valid and entitled to adopt valid and binding resolutions if the meeting is attended/represented by Shareholders
representing more than one-half (1/2) of the total number of shares with valid voting rights issued by the Company.
3. Rapat adalah sah dan berhak mengambil keputusan yang sah dan mengikat, apabila Rapat dihadiri/diwakili oleh Pemegang Saham
Seri A Dwiwarna dan para Pemegang Saham lainnya yang bersama-sama mewakili lebih dari ½ (satu per dua) bagian dari jumlah
seluruh saham dengan hak suara yang sah yang telah dikeluarkan Perseroan.
A meeting shall be valid and entitled to adopt valid and binding resolutions if the meeting is attended/represented by the Series A
Dwiwarna Shareholder and other Shareholders who collectively represent more than one-half (1/2) of the total number of shares with
valid voting rights issued by the Company.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Rapat dihadiri oleh para Pemegang Saham Perseroan The meeting was attended by the Company’s Shareholders
dan/atau Kuasa/Wakil Pemegang Saham yang seluruhnya and/or Proxies/Representatives of Shareholders, representing
mewakili 6.305.125.059 saham termasuk di dalamnya 1 a total of 6,305, 125,059 shares, including 1 Series A Dual
Saham Seri A Dwiwarna atau merupakan 86,87% suara dari Class Share, representing 86.87% of the total number of valid
jumlah seluruh saham dengan hak suara yang sah yang voting shares issued by the Company as of the date of the
dikeluarkan Perseroan sampai dengan hari Rapat, yaitu Meeting, namely 7,257,871,200 shares consisting of:
sejumlah 7.257.871.200 saham yang terdiri dari:
• 1 Saham Seri A Dwiwarna; dan • 1 Series A Dual Class Share; and
• 7.257.871.199 Saham Seri B • 7,257,871,199 Series B Shares
dengan memperhatikan Daftar Pemegang Saham taking into account the List of Shareholders of the
Perseroan per tanggal 24 November 2025 pukul 16:15 Company as of November 24, 2025 at 16:15 WIB, therefore
WIB, karenanya ketentuan mengenai kuorum kehadiran the provisions regarding the quorum for attendance at
dalam Rapat sebagaimana diatur dalam Anggaran Dasar the Meeting as stipulated in the Company’s Articles of
Perseroan dan Undang-Undang No. 40 tahun 2007 tentang Association and Law No. 40 of 2007 concerning Limited
Perseroan Terbatas sebagaimana terakhir diubah dengan Liability Companies as last amended by Law No. 6 of 2023
UU No. 6 Tahun 2023 tentang Penetapan Peraturan concerning the Stipulation of Government Regulation in Lieu
Pemerintah Pengganti Undang-Undang No. 2 Tahun of Law No. 2 of 2022 concerning Job Creation into Law and
2022 tentang Cipta Kerja menjadi Undang-Undang serta Regulations in the Capital Market sector, have been fulfilled.
Peraturan di bidang Pasar Modal, telah terpenuhi.
Tabel Jumlah Saham yang Hadir pada RUPS Luar Biasa 2025 tanggal 17 Desember 2025
Table of Total Shares Attending the 2025 Jasa Marga Extraordinary GMS dated December 17, 2025
Jumlah Saham Persentase (%)
Total Shares Percentage (%)
6.305.125.059 86,87
Dengan demikian ketentuan mengenai kuorum kehadiran Thus, the provisions regarding the quorum for attendance
dalam Rapat sebagaimana diatur dalam Anggaran Dasar at the Meeting as stipulated in the Company’s Articles of
Perseroan dan Undang-Undang No. 40 tahun 2007 tentang Association and Law No. 40 of 2007 on Limited Liability
Perseroan Terbatas serta Peraturan di bidang Pasar Companies and Regulations in the Capital Market have been
Modal, telah terpenuhi, dan Rapat adalah sah dan dapat fulfilled, and the Meeting is valid and can make resolutions
mengambil keputusan keputusan yang sah dan mengikat that are valid and binding on the Company’s Shareholders
para Pemegang Saham Perseroan untuk Mata Acara for the Meeting Agenda. The number of Shareholders
Rapat. Perhitungan jumlah Pemegang Saham yang hadir present or represented at the Meeting by the Notary is only
atau terwakili di dalam Rapat oleh Notaris hanya dilakukan calculated once, i.e., before the Chair of the Meeting opens
1 (satu) kali, yaitu sebelum Pemimpin Rapat membuka Rapat. the Meeting.
Tanya Jawab Q&A Session
Sebelum pengambilan keputusan Mata Acara Rapat, Pemimpin Prior to decision-making on each Agenda Item of the Meeting,
Rapat akan memberikan kesempatan kepada para Pemegang the Chairperson of the Meeting shall provide an opportunity
Saham atau Kuasa Pemegang Saham untuk mengajukan for Shareholders or their authorized proxies to raise questions
pertanyaan atau pendapatnya dalam sesi tanya Jawab. Para or express opinions during the question-and-answer session.
Pemegang Saham atau Kuasanya diberikan kesempatan Shareholders or their proxies are given the opportunity to
bertanya atau menyampaikan pendapat untuk paling banyak 3 submit questions or opinions for a maximum of three (3)
(tiga) penanya. Pertanyaan atau pendapat yang dapat diajukan questioners. Questions or opinions may only be raised on
hanya pada hal yang berkaitan dengan Mata Acara Rapat. matters related to the Agenda Item of the Meeting.
Penanya yang hadir secara elektronik dapat menyampaikan Questioners attending electronically may submit questions
pertanyaan dan/atau pendapat melalui eASY.KSEI melalui and/or opinions through eASY.KSEI via the chat feature in the
fitur chat pada kolom “Electronic Options” yang tersedia “Electronic Options” column available on the e-Meeting Hall
dalam layar e-Meeting Hall di eASY.KSEI. Setiap penanya screen in eASY.KSEI. Each questioner is required to state the
diharuskan menuliskan nama Pemegang Saham, jumlah name of the Shareholder, the number of shares held, as well as
saham yang dimiliki, serta pertanyaan dan/atau pendapatnya. the questions and/or opinions submitted. For Proxy Holders,
Bagi Penerima Kuasa, penyampaian secara tertulis harus written submissions must include the name of the Shareholder
dilengkapi dengan keterangan nama Pemegang Saham dan and the number of shares owned, followed by the relevant
besar kepemilikan sahamnya, lalu diikuti dengan pertanyaan questions and/or opinions. Questions or opinions raised by
dan/atau pendapat terkait. Pertanyaan atau pendapat Shareholders or their proxies shall be answered or responded
Pemegang Saham atau Kuasanya, dan akan dijawab atau to by the Chairperson of the Meeting or parties appointed by
ditanggapi oleh Pemimpin Rapat atau pihak yang ditunjuk the Chairperson of the Meeting.
oleh Pemimpin Rapat.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Keputusan Rapat dan Pemungutan Suara Meeting Resolution and Voting
Semua keputusan diambil berdasarkan musyawarah untuk All decisions are made based on deliberation to reach
mufakat. Dalam hal keputusan berdasarkan musyawarah untuk consensus. In the event that a decision based on deliberation
mufakat tidak tercapai, maka pengambilan Keputusan Mata to reach consensus cannot be reached, decisions on the
Acara Rapat dilakukan berdasarkan pemungutan suara. Tiap agenda items of the Meeting shall be made based on a
pemegang 1 (satu) saham berhak mengeluarkan 1 (satu) suara. vote. Each holder of 1 (one) share is entitled to 1 (one) vote.
Sesuai Pasal 48 POJK 15/2020 dan Pasal 25 ayat (11) In accordance with Article 48 of POJK 15/2020 and
Anggaran Dasar Perseroan, suara yang dikeluarkan oleh Article 25 paragraph (11) of the Company’s Articles of
Pemegang Saham berlaku untuk seluruh saham yang Association, votes cast by Shareholders apply to all
dimilikinya. Untuk itu, Pemegang Saham tidak berhak shares owned by them. For this reason, Shareholders are
memberikan kuasa kepada lebih dari seorang kuasa untuk not entitled to grant proxy to more than one proxy for a
sebagian dari jumlah saham yang dimilikinya dengan suara portion of the shares they own with different votes. This
yang berbeda. Ketentuan tersebut tidak berlaku bagi bank provision does not apply to custodian banks or securities
kustodian atau perusahaan efek yang mewakili Pemegang companies representing Shareholders in mutual funds.
Saham dalam dana bersama (mutual fund).
Pemungutan suara bagi Pemegang Saham yang hadir Voting for Shareholders who are present electronically
secara elektronik melalui eASY.KSEI (e-Voting), prosesnya through eASY.KSEI (e-Voting) takes place on
berlangsung di eASY.KSEI pada menu e-Meeting Hall, sub eASY.KSEI in the e-Meeting Hall menu, Live Broadcasting
menu Live Broadcasting. Pemegang Saham yang hadir atau sub-menu. Shareholders who are present or grant
memberikan kuasa secara elektronik dalam Rapat melalui power of attorney electronically at the Meeting through
eASY.KSEI, namun belum menetapkan pilihan suara, memiliki eASY.KSEI, but have not yet cast their vote, have the
kesempatan untuk menyampaikan pilihan suaranya selama opportunity to cast their vote during the voting period
masa pemungutan suara dibuka melalui layar e-Meeting Hall through the e-Meeting Hall screen on eASY.KSEI.
di eASY.KSEI.
Apabila Pemegang Saham tidak memberikan pilihan If a Shareholder does not cast a vote for an Agenda Item
suara untuk Mata Acara Rapat hingga berubahnya status until the status of the Meeting changes, the Shareholder
pelaksanaan Rapat, maka Pemegang Saham dianggap is considered to have abstained. The voting time during
abstain. Waktu pemungutan suara selama proses the electronic voting process is the standard time set
pemungutan suara secara elektronik merupakan waktu on the eASY.KSEI application. The Company may set a
standar yang ditetapkan pada aplikasi eASY.KSEI. Perseroan policy for the time of direct electronic voting for Meeting
dapat menetapkan kebijakan waktu pemungutan suara Agenda Items with a maximum time of 5 (five) minutes.
langsung secara elektronik untuk Mata Acara Rapat dengan
waktu maksimum adalah 5 (lima) menit.
Suara abstain dianggap mengeluarkan suara yang sama Abstaining votes are considered to be the same as the
dengan suara mayoritas Pemegang Saham dan Kuasa para majority vote of the Shareholders and Proxies of the
Pemegang Saham yang mengeluarkan suara. Shareholders who cast their votes.
Tabel Pengambilan Keputusan
Table of Decision Making
Mata Acara Pengambilan Keputusan
Agenda Decision Making
1. a. Untuk perubahan Anggaran Dasar Perseroan selain terkait penyesuaian hak-hak istimewa Seri A Dwiwarna, diambil berdasarkan
pemungutan suara yang disetujui oleh Pemegang Saham Seri A Dwiwarna dan para Pemegang Saham lainnya yang bersama-
sama mewakili lebih dari 2/3 (dua per tiga) bagian dari jumlah seluruh saham dengan hak suara yang sah yang hadir dalam Rapat.
b. Khusus untuk perubahan Pasal 5 Anggaran Dasar Perseroan mengenai penyesuaian hak-hak istimewa Seri A Dwiwarna, sesuai
Pasal 45 POJK 15/2020 dan Pasal 25 ayat (7) huruf a Anggaran Dasar Perseroan, diambil berdasarkan pemungutan suara yang
disetujui oleh Pemegang Saham yang mewakili lebih dari ¾ (tiga per empat) bagian dari jumlah seluruh saham dengan hak
suara yang sah yang hadir dalam Rapat pada klasifikasi saham yang terkena dampak atas perubahan hak tersebut, dalam hal ini
Pemegang Saham Seri A Dwiwarna.
a. Amendments to the Company’s Articles of Association other than those relating to adjustments to the special rights of the Series
A Dwiwarna shall be adopted by a vote approved by the Series A Dwiwarna Shareholder and other Shareholders who collectively
represent more than two-thirds (2/3) of the total number of shares with valid voting rights present at the Meeting.
b. Specifically, amendments to Article 5 of the Company’s Articles of Association concerning adjustments to the special rights of
the Series A Dwiwarna, pursuant to Article 45 of POJK 15/2020 and Article 25 paragraph (7) letter a of the Company’s Articles
of Association, shall be adopted by a vote approved by Shareholders representing more than three-quarters (3/4) of the total
number of shares with valid voting rights present at the Meeting within the class of shares affected by such change of rights, in
this case the Series A Dwiwarna Shareholder(s).
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pengambilan Keputusan
Table of Decision Making
Mata Acara Pengambilan Keputusan
Agenda Decision Making
2. Keputusan diambil berdasarkan pemungutan suara yang disetujui oleh Pemegang Saham yang mewakili lebih dari ½ (satu per dua)
bagian dari jumlah seluruh saham dengan hak suara yang sah yang hadir dalam Rapat.
The resolution shall be adopted by a vote approved by Shareholders representing more than one-half (1/2) of the total number of
shares with valid voting rights present at the Meeting.
3. Keputusan diambil berdasarkan pemungutan suara yang disetujui oleh Pemegang Saham Seri A Dwiwarna dan para Pemegang
Saham lainnya yang bersama-sama mewakili lebih dari ½ (satu per dua) bagian dari jumlah seluruh saham dengan hak suara yang
sah yang hadir dalam Rapat.
The resolution shall be adopted by a vote approved by the Series A Dwiwarna Shareholder and other Shareholders who collectively
represent more than one-half (1/2) of the total number of shares with valid voting rights present at the Meeting.
Setelah pemungutan suara, Notaris membacakan hasil After the vote, the Notary read the vote results for each
pemungutan suara Mata Acara Rapat. agenda item.
Penayangan Siaran Langsung Pelaksanaan Rapat Live Broadcast of Meeting Proceedings
Pemegang Saham yang telah terdaftar di eASY.KSEI Shareholders who are registered with eASY.KSEI can
paling lambat hingga batas waktu yang ditentukan dapat watch the Meeting via Zoom Webinar by accessing the
menyaksikan jalannya Rapat melalui Webinar Zoom dengan eASY.KSEI menu, GMS Broadcast sub-menu on the KSEI
mengakses menu eASY.KSEI, sub menu Tayangan RUPS AKSes facility with a capacity of up to 500 (five hundred)
yang berada pada fasilitas AKSes KSEI dengan kapasitas participants, determined based on the first-come, first-
hingga 500 (lima ratus) peserta yang ditentukan berdasarkan served mechanism.
mekanisme first come first served.
Pemegang Saham yang tidak mendapatkan kesempatan Shareholders who do not have the opportunity to watch the
menyaksikan Rapat melalui Tayangan RUPS dianggap sah Meeting through the GMS Broadcast are considered validly
hadir secara elektronik, serta kepemilikan saham dan pilihan present electronically, and their share ownership and voting
suaranya diperhitungkan dalam Rapat, sepanjang telah rights are taken into account in the Meeting, as long as they
mendeklarasikan kehadirannya dalam eASY.KSEI. have declared their presence in eASY.KSEI.
Hasil Voting Keputusan, dan Tindak Lanjut Voting Results, Resolutions, and Follow-up
Keputusan RUPS Luar Biasa Actions from the Extraordinary GMS
Rapat Perseroan dibuka pada pukul 11:35 WIB dan ditutup The Company’s Meeting was opened at 11:35 a.m. WIB and
pada pukul 16:53 WIB. Perseroan telah menunjuk Notaris closed at 4:53 p.m. WIB. The Company appointed a Notary
sebagai pihak independen untuk melakukan validasi suara as an independent party to validate the votes and to prepare
dan menyusun minuta akta Rapat. Dalam Rapat tersebut the minutes of the Meeting. At the Meeting, resolutions were
telah diambil keputusan yaitu sebagaimana dituangkan adopted as set forth in the Deed of Minutes of Meeting No.
dalam Akta Berita Acara Rapat No. 32 tanggal 17 Desember 32 dated December 17, 2025, drawn up by Notary Ir. Nanette
2025, dibuat oleh Notaris Ir. Nanette Cahyanie Handari Adi Cahyanie Handari Adi Warsito, S.H., which in essence are as
Warsito, S.H. yang pada pokoknya adalah sebagai berikut: follows:
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Mata Acara Rapat
Persetujuan Perubahan Anggaran Dasar
Pertama
Approval of the Amendment to the Company’s Article of Association
The First Meeting Agenda
Penanya/Penanggap Nihil
Questioners/Responders None
Dengan Pemungutan Suara
With Voting
Setuju Tidak Setuju Abstain Total Suara Setuju
Agree Disagree Abstain Total Agree Votes
Pengambilan Keputusan 1 Saham Seri A Dwiwarna 0 0 1 Saham Seri A Dwiwarna
Decision Making (100%) (0%) (0%) (100%)
Setuju Tidak Setuju Abstain Total Suara Setuju
Agree Disagree Abstain Total Agree Votes
5.743.802.208 521.652.499 39.670.352 5.783.472.560
(91,10%) (8,27%) (0,63%) (91,73%)
Dengan demikian, Rapat dengan Suara Terbanyak memutuskan:
1. Menyetujui perubahan Anggaran Dasar Perseroan antara lain dalam rangka penyesuaian dengan peraturan perundang-
undangan dan kebijakan, termasuk Undang-undang No. 16 Tahun 2025 tentang Perubahan Keempat atas Undang-
undang No. 19 Tahun 2003 tentang Badan Usaha Milik Negara, termasuk menyetujui perubahan Pasal 5 Anggaran Dasar
Perseroan mengenai penyesuaian hak-hak istimewa atas Saham Seri A Dwiwarna milik Negara Republik Indonesia.
2. Menyetujui untuk menyusun kembali seluruh ketentuan dalam Anggaran Dasar Perseroan dalam suatu kodifikasi utuh
sehubungan dengan perubahan sebagaimana dimaksud pada butir 1 keputusan tersebut di atas.
3. Memberikan kuasa dan wewenang kepada Direksi Perseroan dengan hak substitusi, untuk melakukan segala tindakan
yang diperlukan berkaitan dengan keputusan Mata Acara Rapat ini, termasuk menyusun dan menyatakan kembali
seluruh Anggaran Dasar Perseroan dalam suatu Akta Notaris, dan memberikan kuasa dengan hak substitusi, untuk
menyampaikan kepada instansi yang berwenang untuk mendapatkan tanda penerimaan pemberitahuan, dan persetujuan
perubahan Anggaran Dasar Perseroan, melakukan segala sesuatu yang dipandang perlu dan berguna untuk keperluan
tersebut, dengan tidak ada satu pun yang dikecualikan, termasuk untuk mengadakan penambahan dan/atau perubahan
dalam perubahan Anggaran Dasar tersebut, jika hal tersebut dipersyaratkan oleh instansi yang berwenang.
Keputusan Rapat
Thus, the Meeting with Majority Votes decided to:
Meeting Resolutions
1. Approve the amendment to the Company’s Articles of Association, among others, for the purpose of compliance with
prevailing laws and regulations and policies, including Law No. 16 of 2025 on the Fourth Amendment to Law No. 19 of
2003 on State-Owned Enterprises including the approval of the amendment to Article 5 of the Company’s Articles of
Association concerning the adjustment of the special rights attached to the Series A Dwiwarna Share owned by the
Government of the Republic of Indonesia.
2. Approve the restatement and consolidation of all provisions of the Company’s Articles of Association into a single
comprehensive codification in connection with the amendments as referred to in item 1 of the resolution above.
3. Grant power and authority to the Board of Directors of the Company, with the right of substitution, to take all actions
necessary in connection with the resolution of this Agenda Item of the Meeting, including to prepare and restate the entire
Articles of Association of the Company in a Notarial Deed, and to grant power, with the right of substitution, to submit
the same to the competent authorities in order to obtain the receipt of notification and approval of the amendments
to the Company’s Articles of Association, and to take any and all actions deemed necessary and beneficial for such
purposes, without exception, including to make any additions and/or amendments to such amendments to the Articles of
Association, if required by the competent authorities.
Akta Pernyataan Keputusan Rapat No. 04 tanggal 09 Januari 2026, dibuat di hadapan Ir. Nanette Cahyanie Handari Adi
Warsito, SH, Notaris di Jakarta, berikut Surat Penerimaan Pemberitahuan dari Direktorat Jenderal Administrasi Hukum
Umum Kementerian Hukum Republik Indonesia No. AHU-AH.01.03-0013716 tanggal 19 Januari 2026 dan telah didaftar
Tindak Lanjut/Realisasi dalam Daftar Perseroan No. AHU-0007721.AH.01.11.Tahun 2026 tanggal 19 Januari 2026.
Follow-up/Realization Deed of Statement of Meeting Resolution No. 04 dated January 9, 2026, made before Ir. Nanette Cahyanie Handari Adi
Warsito, SH, Notary in Jakarta, along with the Letter of Notification Acceptance from the Directorate General of General
Legal Administration, Ministry of Law of the Republic of Indonesia No. AHU-AH.01.03-0013716 dated January 19, 2026 and
has been registered in the Company Register No. AHU-0007721.AH.01.11.Year 2026 dated January 19, 2026.
Mata Acara Rapat Kedua Pendelegasian Kewenangan Persetujuan Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2026 Termasuk dengan
The Second Meeting Perubahannya.
Agenda Delegation of Authority for the Approval of the Company’s Work and Budget Plan (RKAP) 2026, Including Its Amendments.
Penanya/Penanggap 1 Orang
Questioners/Responders 1 Person
Dengan Pemungutan Suara
With Voting
Pengambilan Keputusan Setuju Tidak Setuju Abstain Total Suara Setuju
Decision Making Agree Disagree Abstain Total Agree Votes
6.100.639.302 164.815.405 39.670.352 6.140.309.654
(96,76%) (2,61%) (0,62%) (97,40%)
Memberikan wewenang dan kuasa kepada Dewan Komisaris Perseroan dengan terlebih dahulu mendapatkan persetujuan tertulis
dari Pemegang Saham Seri B Terbanyak untuk menyetujui Rencana Kerja dan Anggaran Perusahaan (RKAP) Perseroan Tahun 2026
Keputusan Rapat termasuk dengan perubahannya.
Meeting Resolutions Grant authority and power to the Company’s Board of Commissioners, subject to prior written approval from the Majority Series
B Shareholder, to approve the Company’s Work Plan and Budget (Rencana Kerja dan Anggaran Perusahaan/RKAP) for the 2026
financial year, including its amendments.
Persetujuan RKAP 2026 Perseroan berdasarkan Surat PT Danantara Asset Management (Persero) No. SR.012/DI-DAM/
MDONFS2/2026 tanggal 30 Januari 2026 tentang Persetujuan Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2026 PT Jasa
Marga (Persero) Tbk kepada Dewan Komisaris, dan Surat Dewan Komisaris No. DK 10/I/2026 tanggal 30 Januari 2026 tentang
Tindak Lanjut/Realisasi Persetujuan Rencana Kerja dan Anggaran Perusahaan (RKAP) Tahun 2026 PT Jasa Marga (Persero) Tbk kepada Perseroan.
Follow-up/Realization Approval of the Company’s 2026 Corporate Work Plan and Budget (RKAP) pursuant to Letter No. SR.012/DI-DAM/MDONFS2/2026
dated 30 January 2026 regarding the Approval of the 2026 Corporate Work Plan and Budget (RKAP) of PT Jasa Marga (Persero)
Tbk to the Board of Commissioners, and the Board of Commissioners’ Letter No. DK 10/I/2026 dated 30 January 2026 regarding the
Approval of the 2026 Work Plan and Budget (RKAP) of PT Jasa Marga (Persero) Tbk to the Company.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Mata Acara Rapat Ketiga
Perubahan Susunan Pengurus Perseroan.
The Third Meeting
Changes in the Management of Company.
Agenda
Penanya/Penanggap Nihil
Questioners/Responders None
Dengan Pemungutan Suara
With Voting
Pengambilan Keputusan Setuju Tidak Setuju Abstain Total Suara Setuju
Decision Making Agree Disagree Abstain Total Agree Votes
6.101.140.507 164.314.200 39.670.352 6.140.810.859
(96,76%) (2,60%) (0,62%) (97,39%)
Dengan demikian, Rapat dengan Suara Terbanyak memutuskan:
1. Mengukuhkan pemberhentian dengan hormat Sdr. Seppalga Ahmad sebagai Komisaris Independen Perseroan, yang
diangkat berdasarkan Keputusan RUPS Luar Biasa Tahun 2023 tanggal 08 Februari 2023, terhitung sejak tanggal 12
November 2025, dengan ucapan terima kasih atas sumbangan tenaga dan pikiran yang diberikan selama menjabat
sebagai Pengurus Perseroan.
2. Memberhentikan dengan hormat Sdr. Mohammad Agus Setiawan sebagai Direktur Pengembangan Usaha Perseroan,
yang diangkat berdasarkan Keputusan RUPS Tahunan Tahun Buku 2020 tanggal 27 Mei 2021 jo. RUPS Luar Biasa Tahun
2021 tanggal 22 Desember 2021, terhitung sejak ditutupnya RUPS ini, dengan ucapan terima kasih atas sumbangan
tenaga dan pikiran yang diberikan selama menjabat sebagai Pengurus Perseroan.
3. Mengubah nomenklatur jabatan Anggota-anggota Direksi Perseroan sebagai berikut:
No. Semula Menjadi
1) Direktur Operasi dan Layanan Direktur Operasi
Direktur Layanan
4. Mengalihkan penugasan Sdr. Fitri Wiyanti, yang diangkat berdasarkan Keputusan RUPS Tahunan Tahun Buku 2024
tanggal 07 Mei 2024, semula menjabat sebagai Direktur Operasi dan Layanan menjadi Direktur Operasi, dengan masa
jabatan meneruskan sisa masa jabatannya, sesuai dengan Keputusan RUPS pengangkatan yang bersangkutan.
5. Mengangkat nama-nama tersebut di bawah ini sebagai Pengurus Perseroan:
a. Direktur Pengembangan Usaha: Ari Respati
b. Direktur Layanan: Yaya Ruhiya
c. Komisaris Independen: Tedi Kurniawan
6. Masa jabatan anggota-anggota Direksi dan Dewan Komisaris yang diangkat sebagaimana dimaksud pada angka
5, paling lama sampai dengan penutupan RUPS Tahunan ke-5 (lima) sejak ditetapkannya Keputusan ini, dengan
memperhatikan peraturan perundangundangan di bidang Pasar Modal dan tanpa mengurangi hak RUPS untuk
Keputusan Rapat memberhentikan sewaktu-waktu.
Meeting Resolutions 7. Dengan adanya pengukuhan pemberhentian, pemberhentian, perubahan nomenklatur jabatan, pengalihan tugas, dan
pengangkatan Pengurus Perseroan sebagaimana dimaksud pada angka 1, angka 2, angka 3, angka 4, dan angka 5,
maka susunan Pengurus Perseroan menjadi:
a. Direksi
i. Direktur Utama: Rivan Achmad Purwantoro
ii. Direktur Bisnis: Reza Febriano
iii. Direktur Human Capital dan Transformasi: Yoga Tri Anggoro
iv. Direktur Keuangan dan Manajemen Risiko: Pramitha Wulanjani
v. Direktur Operasi: Fitri Wiyanti
vi. Direktur Layanan: Yaya Ruhiya
vii. Direktur Pengembangan Usaha: Ari Respati
b. Dewan Komisaris
i. Komisaris Utama: Juri Ardiantoro
ii. Komisaris: Syamsul Bachri Yusuf
iii. Komisaris Independen: Nachrowi Ramli
iv. Komisaris Independen: Tedi Kurniawan
v. Komisaris Independen: Rudi Antariksawan
vi. Komisaris: Asrorun Ni’am Sholeh
7. Anggota-anggota Direksi dan Dewan Komisaris yang diangkat sebagaimana dimaksud pada angka 5 yang masih
menjabat pada jabatan lain yang dilarang oleh peraturan perundang-undangan untuk dirangkap dengan jabatan
Direksi atau Dewan Komisaris Badan Usaha Milik Negara, maka yang bersangkutan harus mengundurkan diri atau
diberhentikan dari jabatan-jabatan tersebut.
8. Memberikan kuasa dengan hak substitusi kepada Direksi Perseroan untuk menyatakan yang diputuskan RUPS ini
dalam bentuk Akta Notaris serta menghadap Notaris atau pejabat yang berwenang, dan melakukan penyesuaian atau
perbaikan-perbaikan yang diperlukan apabila dipersyaratkan oleh pihak yang berwenang untuk keperluan pelaksanaan
isi keputusan Rapat.
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Thus, the Meeting with Majority Votes decided to:
1. Ratify the honorable dismissal of Mr. Seppalga Ahmad from his position as Independent Commissioner of the Company,
who was appointed pursuant to the resolution of the Extraordinary General Meeting of Shareholders of 2023, dated
February 8, 2023, effective as of November 12, 2025, with appreciation and gratitude for his dedication, services, and
contributions during his tenure as a member of the Company’s Management.
2. Honorably dismiss Mr. Mohammad Agus Setiawan from his position as Director of Business Development of the Company,
who was appointed pursuant to the resolution of the Annual General Meeting of Shareholders for the 2020 financial year
dated May 27, 2021, as amended by the resolution of the Extraordinary General Meeting of Shareholders of 2021 dated
December 22, 2021, effective as of the closing of this General Meeting of Shareholders, with appreciation and gratitude
for his dedication, services, and contributions during his tenure as a member of the Company’s Management.
3. Change the nomenclature of the positions of members of the Company’s Directors as follows:
No. Before After
1) Director of Operations and Services Director of Operations
Director of Services
4. Reassign Ms. Fitri Wiyanti, who was appointed pursuant to the resolution of the Annual General Meeting of Shareholders
for the 2024 financial year dated May 7, 2024, from her former position as Director of Operations and Services to Director
of Operations, for the remainder of her term of office, in accordance with the relevant appointment resolution of the
General Meeting of Shareholders.
5. Appoint the following individuals members of the Company’s Managemen:
a. Director of Business Development: Ari Respati
b. Director of Operations: Yaya Ruhiya
c. Independent Commissioner: Tedi Kurniawan
6. The term of office for the members of the Board of Directors and Commissioners appointed as referred to in number 5,
Keputusan Rapat must be for a maximum period until the closing of the 5th (fifth) Annual General Meeting of Shareholders following the
Meeting Resolutions adoption of this Resolution, with due observance of the laws and regulations in the Capital Market sector and without
prejudice to the right of the General Meeting of Shareholders to dismiss at any time.
7. As a result of the ratification of dismissal, dismissal, change in job nomenclature, reassignment of duties, and appointment
of the Company’s Management as referred to in numbers 1, 2, 3, 4, and 5 above, the composition of the Company’s
Management shall be as follows:
a. Board of Directors
i. President Director: Rivan Achmad Purwantoro
ii. Director of Business: Reza Febriano
iii. Director of Human Capital and Transformation: Yoga Tri Anggoro
iv. Director of Finance and Risk Management: Pramitha Wulanjani
v. Director of Operations: Fitri Wiyanti
vi. Director of Services: Yaya Ruhiya
vii.Director of Business Development: Ari Respati
b. Board of Commissioners
i. President Commissioners: Juri Ardiantoro
ii. Commissioners: Syamsul Bachri Yusuf
iii. Independent Commissioners: Nachrowi Ramli
iv. Independent Commissioners: Tedi Kurniawan
v. Independent Commissioners: Rudi Antariksawan
vi. Commissioners: Asrorun Ni’am Sholeh
7. Members of the Board of Directors and Commissioners appointed as referred to in number 5 who still hold other
positions prohibited by regulations from being concurrent with the positions of members of the Board of Directors or
Commissioners of a State-Owned Enterprise, such person must resign or be dismissed from that position.
8. Grant a power of attorney with substitution rights to the Directors of the Company to declare the resolution obtained in
this Meeting in the form of a Notary Deed and faces a Notary or authorized official and make necessary adjustments or
correction if required by the competent authorities to carry out the Meeting’s resolution.
1. Keterbukaan Informasi sesuai ketentuan Pasal 2 Peraturan Otoritas Jasa Keuangan (POJK) No. 31/POJK.04/2015 tentang
Keterbukaan Atas Informasi Atau Fakta Material oleh Emiten Atau Perusahaan Publik sebagaimana diubah melalui
ketentuan Pasal 52 POJK No. 45 Tahun 2024 tentang Pengembangan dan Penguatan Emiten dan Perusahaan Publik,
Perseroan telah menyampaikan perubahan susunan Pengurus Perseroan tersebut kepada OJK dan BEI pada tanggal 18
Desember 2025, serta diunggah di situs web Perseroan www.jasamarga.com.
2. Program Pengenalan Pengurus Baru bagi Direksi dan Dewan Komisaris pada tanggal 24 dan 30 Desember 2025.
3. Akta Pernyataan Keputusan Rapat No. 47 tanggal 24 Desember 2025, dibuat di hadapan Ir. Nanette Cahyanie Handari
Adi Warsito, SH, Notaris di Jakarta, berikut Surat Penerimaan Pemberitahuan dari Direktorat Jenderal Administrasi Hukum
Umum Kementerian Hukum Republik Indonesia No. AHU-AH.01.09-0032694 tanggal 21 Januari 2026 dan telah didaftar
dalam Daftar Perseroan No. AHU-0022569.AH.01.11.TAHUN 2026 tanggal 21 Januari 2026.
Tindak Lanjut/Realisasi 1. Disclosure of Information in accordance with the provisions of Article 2 of Financial Services Authority Regulation (POJK)
Follow-up/Realization No. 31/POJK.04/2015 concerning Disclosure of Material Information or Facts by Issuers or Public Companies as amended
by the provisions of Article 52 of POJK No. 45 of 2024 concerning the Development and Strengthening of Issuers and
Public Companies, the Company has submitted the changes to the composition of the Company's Management to the
OJK and IDX on December 18, 2025, and uploaded them on the Company's website www.jasamarga.com.
2. New Management Introduction Programme for the Board of Directors and Board of Commissioners on December 24 and
30, 2025.
3. Deed of Statement of Meeting Resolutions No. 47 dated December 24, 2025, drawn up before Ir. Nanette Cahyanie
Handari Adi Warsito, S.H., a Notary in Jakarta, together with the Letter of Receipt of Notification from the Directorate
General of General Legal Administration of the Ministry of Law of the Republic of Indonesia No. AHU-AH.01.09-0032694
dated January 21, 2026, and duly recorded in the Company Register under No. AHU-0022569.AH.01.11.TAHUN 2026
dated January 21, 2026.
Tindak Lanjut Keputusan RUPS Tahun 2024 Follow-up to the 2024 GMS Resolutions
Pada tahun 2024, Jasa Marga menyelenggarakan 1 (satu) kali In 2024, Jasa Marga held 1 (one) Annual GMS on May 8,
RUPS Tahunan tanggal 8 Mei 2024 dan 1 (satu) kali RUPS Luar 2024, and 1 (one) Extraordinary GMS on September 18,
Biasa pada tanggal 18 September 2024. Seluruh keputusan 2024. All resolutions from these meetings have been fully
dari rapat tersebut telah ditindaklanjuti seluruhnya. implemented.
524 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
RUPS Tahunan 2024 tanggal 8 Mei 2024 2024 Annual GMS on May 8, 2024
Hasil Keputusan dan Tindak Lanjut RUPS Tahunan Tahun 2024
Resolutions and Follow-up to 2024 Annual GMS
Persetujuan Laporan Tahunan dan Pengesahan Laporan Keuangan Konsolidasian Perseroan, Persetujuan Laporan Tugas
Pengawasan Dewan Komisaris serta Pengesahan Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil
(PUMK) yang Berakhir pada Tanggal 31 Desember 2023, sekaligus Pemberian Pelunasan dan Pembebasan Tanggung
Jawab Sepenuhnya (volledig acquit et de charge) kepada Direksi atas Tindakan Pengurusan Perseroan dan Dewan
Mata Acara Rapat
Komisaris atas Tindakan Pengawasan Perseroan yang Telah Dijalankan Selama Tahun Buku 2023.
Pertama
Approval of the Company’s Annual Report and Ratification of the Company’s Consolidated Financial Statements, Approval
First Meeting Agenda
of the Board of Commissioners Supervisory Report, along with Approval of the Financial Statements of Micro and Small
Businesses Funding Program for the year ended on December 31, 2023, as well as the Granting of Full Release and
Discharge of Liability (volledig acquit et de charge) to the Board of Directors for the Actions of Managing the Company and
to the Board of Commissioners for the Actions of Supervising the Company, Carried out in the 2023 Fiscal Year.
Penanya/Penanggap Nihil
Questioners/Responders None
Dengan Pemungutan Suara
With Voting
Pengambilan Keputusan Setuju Tidak Setuju Abstain Total Suara Setuju
Decision Making Agree Disagree Abstain Total Agree Votes
6.293.419.085 564.326 53.873.075 6.347.292.160
(99,14%) (0,01%) (0,85%) (99,99%)
Rapat dengan Suara Terbanyak memutuskan:
1. Menyetujui Laporan Tahunan Perseroan termasuk Laporan Tugas Pengawasan Dewan Komisaris untuk Tahun Buku
2023, Laporan Pelaksanaan Program Tanggung Jawab Sosial dan Lingkungan, serta mengesahkan Laporan Keuangan
Konsolidasian Perseroan Tahun Buku 2023, yang telah diaudit oleh Kantor Akuntan Publik (KAP) Amir Abadi Jusuf,
Aryanto, Mawar & Rekan (Anggota Jaringan Global RSM) sesuai laporannya No. 00068/2.1030/AU.1/06/0645-2/1/
II/2024 tanggal 29 Februari 2024 dengan pendapat “laporan keuangan konsolidasian terlampir menyajikan secara
wajar dalam semua hal yang material, posisi keuangan konsolidasian Kelompok Usaha tanggal 31 Desember 2023,
serta kinerja keuangan konsolidasian dan arus kas konsolidasiannya untuk tahun yang berakhir pada tanggal tersebut,
sesuai dengan Standar Akuntansi Keuangan di Indonesia”, serta memberikan pelunasan dan pembebasan tanggung
jawab (volledig acquit et de charge) kepada Direksi atas Tindakan Pengurusan Perseroan dan Dewan Komisaris atas
Tindakan Pengawasan Perseroan yang telah dijalankan dalam Tahun Buku yang berakhir pada tanggal 31 Desember
2023 sepanjang tindakan tersebut bukan merupakan tindak pidana dan/atau melanggar ketentuan perundang-
undangan dan prosedur hukum yang berlaku, tercermin dalam buku-buku laporan Perseroan, dan tidak menimbulkan
kerugian bagi Perseroan dan entitas anak.
2. Mengesahkan Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil Tahun Buku 2023 yang berakhir
pada tanggal 31 Desember 2023 yang menjadi bagian dari Laporan Tanggung Jawab Sosial dan Lingkungan
sebagaimana yang telah diaudit oleh KAP Amir Abadi Jusuf, Aryanto, Mawar & Rekan (Anggota Jaringan Global RSM)
sesuai laporannya No. 0098/2.1030/AU.2/12/0645-2/0/II/2024 tanggal 29 Februari 2024 dengan pendapat “laporan
keuangan terlampir menyajikan secara wajar, dalam semua hal yang material, posisi keuangan Program Pendanaan
Usaha Mikro dan Usaha Kecil (dahulu Program Kemitraan dan Bina Lingkungan) PT Jasa Marga (Persero) Tbk tanggal
31 Desember 2023, serta aktivitas dan arus kasnya untuk tahun yang berakhir pada tanggal tersebut, sesuai dengan
Standar Akuntansi Keuangan Entitas Tanpa Akuntabilitas Publik”, serta memberikan pelunasan dan pembebasan
tanggung jawab (volledig acquit et de charge) kepada Direksi atas Tindakan Pengurusan Program Pendanaan Usaha
Mikro dan Usaha Kecil dan Dewan Komisaris atas Tindakan Pengawasan Program Pendanaan Usaha Mikro dan Usaha
Kecil yang berakhir pada tanggal 31 Desember 2023 sepanjang tindakan tersebut bukan merupakan tindak pidana
dan/atau melanggar ketentuan perundang-undangan dan prosedur hukum yang berlaku, dan tercermin dalam buku-
Keputusan Rapat
buku laporan Perseroan.
Meeting Resolution
The Majority Votes decided to:
1. Approve the Annual Report of the Company including the Supervision Duty Implementation Report of the Board of
Commissioner for the 2023 Fiscal Year, and ratify the Consolidated Financial Statements of the Company that ended
on December 31, 2023 that has been audited by Public Accounting Firm Amir Abadi Jusuf, Aryanto, Mawar & Partners
(Member of the RSM Network) as stated in its report No. 00068/2.1030/AU.1/06/0645-2/1/II/2024 dated February 29,
2024 with the opinion that “the attached consolidated financial statements present fairly, in all material respects, the
consolidated financial position of the Group as of December 31, 2023 and their consolidated financial performance
and cash flows for the year ended on that date, in accordance with Indonesia Financial Accounting Standards”, and
grant full release and discharge of liability (volledig acquit et de charge) to the members of the Board of Directors
for the management of the Company and to all members of the Board of Commissioners for the supervision of the
Company that have been carried out during the Fiscal Year ended on December 31, 2023, to the extent that such
actions do not constitute a criminal offense and/or violates applicable statutory provisions and legal procedures,
have been reflected in the Company’s report books, and does not cause losses to the Company and its subsidiaries.
2. Accept the Annual Report on the Implementation of the Micro and Small Enterprises Funding Program, which ended
on December 31, 2023 which is part of the Social Environmental Responsibility Report and was audited by Public
Accounting Firm Amir Abadi Jusuf, Aryanto, Mawar & Partners (Member of the RSM Network) as stated in its report
No. 0098/2.1030/AU.2/12/0645-2/0/II/2024 dated February 29, 2024 with the opinion that “the attached financial
statement present fairly, in all material respect, the financial position of the Micro and Small Enterprises Funding
Program (formerly, the Partnership and Community Development Program) of PT Jasa Marga (Persero) Tbk dated
December 31, 2023, as well as all activities and cash flows for the year ended therein, in accordance with Entity’s
Financial Accounting Standard Without Public Accountability” and grant full release and discharge of liability (volledig
acquit et de charge) to the members of the Board of Directors for the management of the Micro and Small Business
Funding Program and to all members of the Board of Commissioners for the supervision of the Micro and Small
Business Funding Program that have been carried out ended on December 31, 2023, to the extent that such actions
do not constitute a criminal offense and/or violates applicable statutory provisions and legal procedures, have been
reflected in the Company’s report books.
Tindak Lanjut/Realisasi
-
Follow-up/Realization
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 525
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Hasil Keputusan dan Tindak Lanjut RUPS Tahunan Tahun 2024
Resolutions and Follow-up to 2024 Annual GMS
Mata Acara Rapat Kedua Penetapan Penggunaan Laba Bersih Perseroan Tahun Buku 2023.
Second Meeting Agenda Determination of the Use of the Company’s Net Profit for the Fiscal Year 2023.
Penanya/Penanggap Nihil
Questioners/Responders None
Dengan Pemungutan Suara
With Voting
Pengambilan Keputusan Setuju Tidak Setuju Abstain Total Suara Setuju
Decision Making Agree Disagree Abstain Total Agree Votes
6.290.357.985 841.826 56.656.675 6.347.014.660
(99,09%) (0,01%) (0,89%) (99,98%)
Rapat dengan Suara Terbanyak memutuskan:
1. Menetapkan penggunaan Laba Bersih Atribusi Pemilik Entitas Induk Perseroan Tahun Buku 2023 sebesar
Rp6.793.551.210.505,- (enam triliun, tujuh ratus sembilan puluh tiga miliar, lima ratus lima puluh satu juta,
dua ratus sepuluh ribu, lima ratus lima Rupiah) sebagai berikut:
a. Sebesar 4% atau Rp274.808.657.437,- (dua ratus tujuh puluh empat miliar, delapan ratus delapan juta,
enam ratus lima puluh tujuh ribu, empat ratus tiga puluh tujuh Rupiah) ditetapkan sebagai dividen tunai,
sehingga dividen bagian Negara RI atas kepemilikan 70% saham adalah sebesar Rp192.366.060.206,-
(seratus sembilan puluh dua miliar, tiga ratus enam puluh enam juta, enam puluh ribu, dua ratus enam
Rupiah).
b. Sebesar 96% atau Rp6.518.742.553.068,- (enam triliun, lima ratus delapan belas miliar, tujuh ratus
empat puluh dua juta, lima ratus lima puluh tiga ribu, enam puluh delapan Rupiah) sebagai cadangan.
2. Memberikan wewenang dan kuasa kepada Direksi Perseroan dengan hak substitusi untuk mengatur lebih
lanjut mengenai tata cara dan pelaksanaan pembagian dividen tunai tersebut sesuai dengan ketentuan
Keputusan Rapat yang berlaku, termasuk melakukan pembulatan ke atas untuk pembayaran dividen per saham.
Meeting Resolution The Majority Votes decided to:
1. Determining the utilization of the Net Profit Attributed to Owners of the Parent Entity for the 2023 Fiscal
Year, amounting to Rp6,793,551,210,505 (six trillion, seven hundred ninety-three billion, five hundred fifty-
one million, two hundred ten thousand, five hundred five Rupiah) as follows:
a. 4% or Rp274,808,657,437 (five hundred forty-nine billion, three hundred seventy-six million, eight
hundred fourteen thousand, four hundred sixty-six Rupiah) is determined as cash dividend; therefore,
the Republic of Indonesia's portion of dividends for the ownership of 70% of the shares amounting
to Rp192,366,060,206 (one hundred and ninety-two billion, three hundred and sixty-six million, sixty
thousand, two hundred and six Rupiah).
b. 96% or Rp6,518,742,553,068 (six trillion, five hundred eighteen billion, seven hundred forty-two million,
five hundred fifty-three thousand, sixty-eight Rupiah) as reserves.
2. Grant authority and powers to the Board of Directors with the right of substitution to further stipulate
the procedures and implementation of the distribution of cash dividends in accordance with prevailing
regulations, including rounding up for payment of dividends per share.
1. Tata Cara Pembayaran Dividen Tunai Tahun Buku 2023 dipublikasikan pada Ringkasan Risalah Keputusan
RUPS Tahunan dalam Bahasa Indonesia dan Bahasa Inggris melalui situs web Bursa Efek Indonesia dan
Otoritas Jasa Keuangan https://spe.ojk.go.id/idxnet/, situs web penyedia e-RUPS https://easy.ksei.co.id/,
dan situs web Perseroan www.jasamarga.com pada tanggal 13 Mei 2024.
Tindak Lanjut/Realisasi 2. Pembayaran dividen tahun buku 2023 pada tanggal 07 Juni 2024.
Follow-up/Realization 1. The Procedures for Payment of Cash Dividends for the 2023 Fiscal Year are published in the Annual GMS
Minutes Summary in Indonesian and English through the Indonesian Stock Exchange and Financial Services
Authority websites https://spe.ojk.go.id/idxnet/, the e-GMS provider website https://easy. ksei.co.id/, and
the Company's website www.jasamarga.com on May 13, 2024.
2. Dividend payment for the 2023 financial year was made on June 7, 2024.
526 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Hasil Keputusan dan Tindak Lanjut RUPS Tahunan Tahun 2024
Resolutions and Follow-up to 2024 Annual GMS
Penunjukan Kantor Akuntan Publik untuk Mengaudit Laporan Keuangan Konsolidasian Perseroan Tahun Buku
Mata Acara Rapat Ketiga 2024 dan Laporan Keuangan Program Pendanaan Usaha Mikro dan Usaha Kecil (PUMK) Tahun Buku 2024.
Third Meeting Agenda Appointment of Public Accounting Firm to Audit the Company’s Consolidated Financial Statements for Fiscal
Year 2024 and the Financial Statements of Micro and Small Businesses Funding Program for Fiscal Year 2024.
Penanya/Penanggap Nihil
Questioners/Responders None
Dengan Pemungutan Suara
With Voting
Pengambilan Keputusan Setuju Tidak Setuju Abstain Total Suara Setuju
Decision Making Agree Disagree Abstain Total Agree Votes
5.996.581.995 299.167.816 52.106.675 6.048.688.670
(94,46%) (4,71%) (0,82%) (95,28%)
Rapat dengan Suara Terbanyak memutuskan:
1. Menunjuk Kantor Akuntan Publik (KAP) Amir Abadi Jusuf, Aryanto, Mawar & Rekan (Anggota Jaringan
Global RSM) untuk melakukan audit atas Laporan Keuangan Konsolidasian Perseroan Tahun Buku 2024 dan
Laporan Pelaksanaan Program Tanggung Jawab Sosial dan Lingkungan, serta Laporan Keuangan Program
Pendanaan Usaha Mikro dan Usaha Kecil (PUMK) periode Tahun Buku 2024.
2. Memberikan pelimpahan kewenangan kepada Dewan Komisaris Perseroan untuk menetapkan besaran
imbalan jasa audit, penambahan/penyesuaian ruang lingkup lainnya sebagaimana keputusan tersebut
di atas, termasuk penetapan Akuntan Publik, dan persyaratan penunjukan lainnya yang wajar bagi KAP
tersebut.
3. Memberikan wewenang dan kuasa kepada Dewan Komisaris dengan terlebih dahulu mendapatkan
persetujuan tertulis Pemegang Saham Seri A Dwiwarna untuk menetapkan KAP pengganti dalam hal KAP
Amir Abadi Jusuf, Aryanto, Mawar & Rekan (Anggota Jaringan Global RSM) karena sebab apapun tidak
dapat menyelesaikan audit atas Laporan Keuangan Konsolidasian Perseroan dan Laporan Pelaksanaan
Program Tanggung Jawab Sosial dan Lingkungan, serta Laporan Keuangan Program Pendanaan Usaha
Mikro dan Usaha Kecil (PUMK) untuk Tahun Buku 2024, termasuk menetapkan besaran imbalan jasa audit
Keputusan Rapat dan persyaratan lainnya bagi KAP Pengganti tersebut.
Meeting Resolution The Majority Votes decided to:
1. Approve the appointment of the Amir Abadi Jusuf, Aryanto, Mawar & Partners (Member of the RSM
Network) Public Accounting Firm to audit the Company’s Consolidated Financial Statements and other
periods in the 2024 Fiscal Year, and the Financial Statements of the Company’s Micro and Small Business
Funding Program for the 2024 Fiscal Year.
2. Grant the delegation of authority to the Company’s Board of Commissioners in determining the amount of
compensation for audit services, additions/adjustments to other scopes of work as stated in the resolution
above, including the determination of a Public Accountant, and other reasonable requirements for such
KAP.
3. Granting authority and power to the Board of Commissioners, with prior written approval from Series A
Dwiwarna Shareholders, to appoint a replacement KAP in the event that KAP Amir Abadi Jusuf, Aryanto,
Mawar & Partners (a member of the RSM Global Network) is unable, for any reason, to complete the audit of
the Company's Consolidated Financial Statements and the Report on the Implementation of the Social and
Environmental Responsibility Program, as well as the Financial Statements of the Micro and Small Business
Funding Program (PUMK) for the 2024 Fiscal Year, including determining the amount of audit fees and
other requirements for the replacement KAP.
KAP Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia) melakukan pekerjaan dalam lingkup audit yang
Tindak Lanjut/Realisasi telah ditetapkan.
Follow-up/Realization KAP Amir Abadi Jusuf, Aryanto, Mawar & Partners (RSM Indonesia) performed work within the scope of the
audit as defined.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Hasil Keputusan dan Tindak Lanjut RUPS Tahunan Tahun 2024
Resolutions and Follow-up to 2024 Annual GMS
Penetapan Gaji/Honorarium berikut Fasilitas dan Tunjangan untuk Direksi dan Dewan Komisaris Perseroan
Tahun Buku 2024, serta Tantiem/Insentif Kinerja/Insentif Khusus untuk Direksi dan Dewan Komisaris Perseroan
Mata Acara Rapat
atas Kinerja Tahun Buku 2023.
Keempat
Determination of Salary/Honorarium along with Facilities and Benefits for Members of the Directors and Board
Fourth Meeting Agenda
of Commissioners of the Company for the 2024 Fiscal Year, and Bonus/Work Incentive/Special Incentive for the
Directors and Board of Commissioners of the Company for the Performance of the 2023 Fiscal Year.
Penanya/Penanggap Nihil
Questioners/Responders None
Dengan Pemungutan Suara
With Voting
Pengambilan Keputusan Setuju Tidak Setuju Abstain Total Suara Setuju
Decision Making Agree Disagree Abstain Total Agree Votes
6.131.315.291 159.884.520 56.656.675 6.187.971.966
(96,58%) (2,51%) (0,89%) (97,48%)
Rapat dengan Suara Terbanyak memutuskan:
1. Memberikan wewenang dan kuasa kepada Pemegang Saham Seri A Dwiwarna untuk menetapkan besarnya
tantiem/insentif kinerja/insentif khusus untuk Tahun Buku 2023, serta menetapkan honorarium, tunjangan
dan fasilitas bagi anggota Dewan Komisaris untuk tahun 2024.
2. Memberikan wewenang dan kuasa kepada Dewan Komisaris dengan terlebih dahulu mendapatkan
persetujuan tertulis dari Pemegang Saham Seri A Dwiwarna untuk menetapkan besarnya tantiem/insentif
kinerja/insentif khusus untuk Tahun Buku 2023, serta menetapkan gaji, tunjangan, dan fasilitas bagi Direksi
Keputusan Rapat untuk Tahun 2024.
Meeting Resolution The Majority Votes decided to:
1. Grant authority and powers to Series A Dwiwarna Shareholder to determine the amount of bonus/work
incentive/special incentive for the 2023 Fiscal Year and to determine honorarium, benefits, and facilities for
members of the Board of Commissioners for the year 2024.
2. Grant authority and powers to the Board of Commissioners by obtaining prior written approval from the
Series A Dwiwarna Shareholder, to determine the amount of bonus/work incentive/special incentive for the
2023 Fiscal Year, and to determine the salaries, benefits, and facilities for the Board of Directors for the
year 2024.
1. Memperhatikan Keputusan RUPS Tahunan Jasa Marga tahun buku 2023 yang dilaksanakan tanggal 08 Mei
2024 serta berdasarkan surat Kementerian Badan Usaha Milik Negara No. SR-293/Wk.MBU.10/08/2024
tanggal 23 Agustus 2024, Pemegang Saham Seri A Dwiwarna menetapkan tantiem/insentif kinerja/insentif
khusus untuk Tahun Buku 2023 bagi Direksi dan Dewan Komisaris.
2. Honorarium, tunjangan, dan fasilitas untuk tahun 2024 bagi anggota Dewan Komisaris; serta gaji, tunjangan,
dan fasilitas untuk tahun 2024 bagi Direksi.
Tindak Lanjut/Realisasi
1. Taking into account the resolution of the Annual GMS of Jasa Marga for the 2023 fiscal year held on
Follow-up/Realization
May 8, 2024, and based on the letter from the Ministry of State-Owned Enterprises No. SR-293/
Wk.MBU.10/08/2024 dated August 23, 2024, the Series A Dwiwarna Shareholders have determined
the performance-based bonuses/incentives/special incentives for the 2023 fiscal year for the Board of
Directors and Board of Commissioners.
2. honoraria, allowances, and facilities for 2024 for members of the Board of Commissioners; and salaries,
allowances, and facilities for 2024 for the Board of Directors.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Hasil Keputusan dan Tindak Lanjut RUPS Tahunan Tahun 2024
Resolutions and Follow-up to 2024 Annual GMS
Mata Acara Rapat Kelima Perubahan Susunan Pengurus Perseroan.
Fifth Meeting agenda Changes in the Company's Management.
Penanya/Penanggap Nihil
Questioners/Responders None
Dengan Pemungutan Suara
With Voting
Pengambilan Keputusan Setuju Tidak Setuju Abstain Total Suara Setuju
Decision Making Agree Disagree Abstain Total Agree Votes
5.476.115.024 819.634.787 52.106.675 5.528.221.699
(86,26%) (12,91%) (0,82%) (87,08%)
Rapat dengan Suara Terbanyak memutuskan:
Tidak ada perubahan Pengurus, sehingga susunan Pengurus Perseroan sebagai berikut:
• Dewan Komisaris
• Komisaris Utama: Mohammad Zainal Fatah
• Komisaris Independen: Chandra Wijaya
• Komisaris: Seppalga Ahmad
• Komisaris Independen: Marsetio
• Komisaris Independen: Abdul Rachman
• Komisaris: M. Roskanedi
• Komisaris: Raja Erizman
Direksi
• Direktur Utama: Subakti Syukur
• Direktur Operasi: Fitri Wiyanti
• Direktur Keuangan dan Manajemen Risiko: Pramitha Wulanjani
• Direktur Pengembangan Usaha: Mohamad Agus Setiawan
• Direktur Bisnis: Reza Febriano
• Direktur Human Capital dan Transformasi: Bagus Cahya Arinta B.
Keputusan Rapat
Meeting Resolution
The Majority Votes decided:
There are no changes to the Management, so the composition of the Company's Management is as follows:
• Board of Commissioners
• President Commissioner: Mohammad Zainal Fatah
• Independent Commissioner: Chandra Wijaya
• Independent Commissioner: Seppalga Ahmad
• Independent Commissioner: Marsetio
• Independent Commissioner: Abdul Rachman
• Commissioner: M. Roskanedi
• Commissioner: Raja Erizman
Board of Directors
• President Director: Subakti Syukur
• Director of Operations: Fitri Wiyanti
• Director of Finance and Risk Management: Pramitha Wulanjani
• Director of Business Development: Mohamad Agus Setiawan
• Director of Business: Reza Febriano
• Director of Human Capital and Transformation: Bagus Cahya Arinta B.
Tindak Lanjut/Realisasi
-
Follow-up/Realization
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
RUPS Luar Biasa 2024 tanggal 18 September 2024 2024 Extraordinary GMS on September 18, 2024
Hasil Keputusan dan Tindak Lanjut RUPS Luar Biasa Tahun 2024
Resolutions and Follow-up to 2024 Extraordinary GMS
Mata Acara Rapat Persetujuan Aksi Korporasi Pendanaan Berbasis Ekuitas (Equity Financing) di PT Jasamarga Transjawa Tol.
Meeting Agenda Approval of Corporate Action for Equity Financing at PT Jasamarga Transjawa Tol.
Penanya/Penanggap Nihil
Questioners/Responders None
Dengan Pemungutan Suara
With Voting
Pengambilan Keputusan Setuju Tidak Setuju Abstain Total Suara Setuju
Decision Making Agree Disagree Abstain Total Agree Votes
5.872.953.712 603.048.984 40.700.133 5.913.653.845
(90,75%) (9,25%) (0,62%) (90,75%)
Rapat dengan Suara Terbanyak memutuskan:
Menyetujui:
1. Pelepasan atau pengalihan kepemilikan sebagian saham eksisting milik PT Jasa Marga (Persero) Tbk pada
PT Jasamarga Transjawa Tol sebanyak 6.200.042.303 (enam miliar dua ratus juta empat puluh dua ribu tiga
ratus tiga) lembar saham.
2. Perubahan struktur permodalan pada anak perusahaan yaitu PT Jasamarga Transjawa Tol karena
penerbitan saham baru di PT Jasamarga Transjawa Tol kepada pihak ketiga sebanyak 1.208.585.244 (satu
miliar dua ratus delapan juta lima ratus delapan puluh lima ribu dua ratus empat puluh empat) lembar
saham yang mengakibatkan dilusi kepemilikan saham PT Jasa Marga (Persero) Tbk pada PT Jasamarga
Transjawa Tol, yang merupakan satu rangkaian transaksi dalam aksi korporasi pendanaan berbasis ekuitas
(equity financing) di PT Jasamarga Transjawa Tol untuk mendorong pengembangan usaha dan sekaligus
meningkatkan kinerja PT Jasa Marga (Persero) Tbk sesuai kajian yang telah disusun.
3. Pelaksanaan aksi korporasi pada butir 1 di atas agar dilakukan dengan cermat dan hati-hati, terbebas
dari tindakan yang berpotensi menimbulkan fraud, serta mampu menghasilkan kinerja imbal hasil yang
menguntungkan secara optimal untuk mendukung pencapaian kinerja PT Jasa Marga (Persero) Tbk dengan
tetap memperhatikan penerapan tata kelola Perusahaan yang baik (GCG) dan sesuai dengan ketentuan
perundang-undangan yang berlaku.
4. Direksi agar memenuhi seluruh hal-hal yang disampaikan dalam tanggapan dan rekomendasi Dewan
Komisaris, review Badan Pengawasan Keuangan dan Pembangunan (BPKP), dan Pendapat Hukum Jaksa
Agung Muda Bidang Perdata dan Tata Usaha Negara (Jamdatun) yang berkaitan dengan aksi korporasi
tersebut.
5. Dewan Komisaris dan Direksi agar tetap berhati-hati dan mengantisipasi segala risiko yang mempengaruhi
Keputusan Rapat rencana bisnis sesuai kajian yang disusun.
Meeting Resolution The Meeting with the Majority Votes decided:
To Approve:
1. The release or transfer of ownership of a portion of existing shares owned by PT Jasa Marga (Persero)
Tbk to PT Jasamarga Transjawa Tol, amounting to 6,200,042,303 (six billion two hundred million forty-two
thousand three hundred three) shares.
2. Changes to the capital structure of the subsidiary, PT Jasamarga Transjawa Tol, due to the issuance of new
shares in PT Jasamarga Transjawa Tol to third parties, amounting to 1,208,585,244 (one billion two hundred
eight million five hundred eighty-five thousand two hundred forty-four) shares, resulting in the dilution
of of PT Jasa Marga (Persero) Tbk share ownership in PT Jasamarga Transjawa Tol, which is a series of
transactions in an equity financing corporate action at PT Jasamarga Transjawa Tol to encourage business
development and at the same time improve the performance of PT Jasa Marga (Persero) Tbk in accordance
with the review that has been prepared.
3. The implementation of the corporate action in point 1 above shall be carried out carefully and cautiously,
free from actions that have the potential to cause fraud, and is capable of producing optimal profitable
returns to support the achievement of PT Jasa Marga (Persero) Tbk performance while still paying attention
to the implementation of good corporate governance (GCG) and in accordance with applicable laws and
regulations.
4. The Board of Directors shall comply with all matters conveyed in the responses and recommendations
of the Board of Commissioners, the review of the Development Finance Comptroller (BPKP), and the
Legal Opinion of the Deputy Attorney General for Civil and State Administration (Jamdatun) related to the
corporate action.
5. The Board of Commissioners and the Board of Directors shall remain cautious and anticipate all risks that
affect the business plan in accordance with the prepared assessment.
Perseroan melaksanakan aksi korporasi pendanaan berbasis ekuitas (equity financing) di PT Jasamarga
Tindak Lanjut/Realisasi Transjawa Tol sesuai ketentuan peraturan perundang-undangan yang berlaku.
Follow-up/Realization The Company carried out an equity financing corporate action at PT Jasamarga Transjawa Tol in accordance
with applicable laws and regulations.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Dewan Komisaris
Board of Commissioners
Dewan Komisaris merupakan organ Perseroan yang The Board of Commissioners is the Company's organ that
melakukan pengawasan dan memberikan arahan kepada supervises and provides guidance to the Board of Directors
Direksi dalam menjalankan kepengurusan Perseroan. in managing the Company. In addition to performing its
Di samping melaksanakan fungsi pengawasan, Dewan supervisory function, the Board of Commissioners also
Komisaris juga turut melakukan pemantauan terhadap monitors the effectiveness of the Company's implementation
efektivitas implementasi GCG yang dilakukan Perseroan of GCG in accordance with the Company's Articles of
sesuai dengan Anggaran Dasar Perseroan. Association.
Pedoman Kerja/Piagam Dewan Komisaris Board of Commissioners Work Guideline/
Charter
Dalam melaksanakan tugas dan fungsinya, Dewan Komisaris In carrying out its duties and functions, the Board of
memiliki acuan kerja yang termuat dalam Pedoman Commissioners has a work reference contained in the Board
Kerja Dewan Komisaris dan Direksi (Board Manual) yang of Commissioners and Board of Directors Work Guidelines
ditandatangani oleh Dewan Komisaris dan Direksi. Board (Board Manual) signed by the Board of Commissioners and
Manual menjadi acuan Dewan Komisaris dalam melakukan Board of Directors. The Board Manual serves as a reference
pengambilan keputusan dan pelaksanaan tugas serta for the Board of Commissioners in making decisions and
tanggung jawabnya. carrying out its duties and responsibilities.
Board Manual berisi petunjuk tata laksana kerja Dewan The Board Manual provides instructions on the work
Komisaris dan Direksi dan menjelaskan tahapan aktivitas procedures of the Board of Commissioners and the Board of
secara terstruktur, sistematis, dan mudah dipahami serta Directors, explaining the stages of activities in a structured,
dijalankan dengan konsisten. Substansi Board Manual systematic, and easy-to-understand manner that can be
tersusun atas prinsip-prinsip hukum korporasi, ketentuan implemented consistently. The substance of the Board
Anggaran Dasar, Peraturan perundang-undangan yang Manual comprises corporate law principles, provisions of
berlaku, arahan Pemegang Saham serta praktik-praktik the Articles of Association, applicable laws and regulations,
terbaik (best practices) tata kelola perusahaan. shareholder directives, and best practices in corporate
governance.
Pedoman kerja terkait Dewan Komisaris di dalam buku The work guidelines related to the Board of Commissioners
Board Manual terdapat pada Bab II yang secara garis besar in the Board Manual are contained in Chapter II, which
mengatur sebagai berikut: broadly regulates the following:
1. Tugas Dewan Komisaris; 1. Duties of the Board of Commissioners;
2. Hak dan Kewenangan Dewan Komisaris; 2. Rights and Authorities of the Board of Commissioners;
3. Kewajiban Dewan Komisaris; 3. Obligations of the Board of Commissioners;
4. Persyaratan Dewan Komisaris; 4. Requirements of the Board of Commissioners;
5. Keanggotaan Dewan Komisaris; 5. Membership of the Board of Commissioners;
6. Komisaris Independen; 6. Independent Commissioners;
7. Komite-Komite Dewan Komisaris; 7. Committees of the Board of Commissioners;
8. Sekretaris Dewan Komisaris; 8. Secretary of the Board of Commissioners;
9. Program Pengenalan dan Peningkatan Kapabilitas; 9. Introduction and Capability Improvement Program;
10. Etika Jabatan Dewan Komisaris; 10. Code of Conduct for the Board of Commissioners;
11. Rapat Dewan Komisaris; 11. Meetings of the Board of Commissioners;
12. Fungsi Pengawasan Dewan Komisaris; dan 12. Supervisory Function of the Board of Commissioners; and
13. Kinerja dan Pelaporan Dewan Komisaris. 13. Performance and Reporting of the Board of
Commissioners.
Kriteria dan Penunjukan Dewan Komisaris Board of Commissioners Criteria and
Appointment
Berdasarkan Pasal 11 ayat 10 dan Pasal 14 ayat 12 Based on Article 11, paragraph 10, and Article 14, paragraph
Anggaran Dasar Perseroan, anggota Direksi dan Dewan 12 of the Articles of Association, members of the Board of
Komisaris diangkat dan diberhentikan oleh Rapat Umum Directors and Board of Commissioners are appointed and
Pemegang Saham (RUPS) dari calon-calon yang diusulkan dismissed by the General Meeting of Shareholders (GMS) from
oleh Pemegang Saham Seri A Dwiwarna. Pengangkatan candidates proposed by Series A Dwiwarna Shareholders.
dan pemberhentian anggota Direksi dan Dewan Komisaris The appointment and dismissal of members of the Board
dilakukan oleh RUPS yang dihadiri oleh Pemegang Saham of Directors and Board of Commissioners is carried out by
Seri A Dwiwarna dan keputusan RUPS harus disetujui oleh the GMS attended by Series A Dwiwarna Shareholders,
Pemegang Saham Seri A Dwiwarna. Berdasarkan ketentuan- and they must approve the GMS resolution. Based on the
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ketentuan di atas, pengangkatan/pemberhentian anggota above provisions, the appointment/dismissal of members
Direksi dan Dewan Komisaris diajukan oleh Pemegang of the Board of Directors and Board of Commissioners is
Saham Seri A Dwiwarna. Anggota Dewan Komisaris yang proposed by Series A Dwiwarna Shareholders. Appointed
diangkat, harus Memenuhi ketentuan persyaratan formal, members of the Board of Commissioners must meet the
materiil dan persyaratan lain yang ditetapkan dalam formal and material requirements and other requirements
Undang-Undang Perseroan Terbatas, Anggaran Dasar stipulated in the Limited Liability Company Law, the Articles
Perseroan tersebut pada Pasal 14 ayat 4, Peraturan Menteri of Association of the Company in Article 14, paragraph 4,
BUMN No. PER-3/MBU/03/2023 tanggal 24 Maret 2023 dan Minister of SOE Regulation No. PER-3/MBU/03/2023 dated
Peraturan Otoritas Jasa Keuangan No. 33/POJK.04/2014, March 24, 2023, and Financial Services Authority Regulation
peraturan perundangan lain, serta tertuang dalam Board No. 33/POJK.04/2014, other laws and regulations, as well
Manual Dewan Komisaris PT Jasa Marga (Persero) Tbk yang as those contained in the Board Manual of the Board of
mencakup antara lain: Commissioners of PT Jasa Marga (Persero) Tbk, which
include, among others:
1. Wajib dan memiliki komitmen mengikuti ketentuan 1. Must commit to comply with the provisions of the Limited
Undang-Undang tentang Perseroan Terbatas (UUPT), Liability Company Law (UUPT), regulations in the Capital
peraturan perundangan di Pasar Modal dan peraturan Market and other regulations, including regulations
perundangan lain termasuk peraturan yang terkait related to the Company’s business activities.
dengan kegiatan usaha Perseroan.
2. Orang perseorangan yang memenuhi persyaratan 2. Individuals who meet the requirements at the time of
pada saat diangkat dan selama menjabat: mempunyai appointment and during their term of office: have good
akhlak, moral, integritas, dan dedikasi yang baik, cakap character, morals, integrity, and dedication, be capable
melakukan perbuatan hukum, memahami masalah- of performing legal actions, understand the Company’s
masalah manajemen Perseroan yang berkaitan dengan management issues related to one of the functions of
salah satu fungsi manajemen dan tata kelola perusahaan management and good corporate governance, have
yang baik, memiliki pengetahuan dan/atau keahlian yang adequate knowledge and/or expertise in the Company’s
memadai di bidang usaha Perseroan/yang dibutuhkan business/required by the Company concerned, and be
Perseroan yang bersangkutan dicalonkan, serta dapat able to provide sufficient time to carry out their duties.
menyediakan waktu yang cukup untuk melaksanakan
tugasnya.
3. Dalam 5 (lima) tahun sebelum pengangkatan dan selama 3. Within 5 (five) years prior to appointment and during
menjabat: their term of office:
a. Tidak pernah dinyatakan pailit. a. Never have been declared bankrupt.
b. Tidak pernah menjadi anggota Direksi dan/atau b. Never have been a member of the Board of Directors
anggota Dewan Komisaris yang dinyatakan bersalah and/or Board of Commissioners who has been found
menyebabkan suatu perusahaan dinyatakan pailit. guilty of causing a company to be declared bankrupt.
c. Tidak pernah dihukum karena melakukan tindak c. Never been convicted of a criminal offence that
pidana yang merugikan keuangan negara dan/atau harms state finances and/or is related to the financial
yang berkaitan dengan sektor keuangan. sector.
d. Tidak pernah menjadi anggota Direksi dan/atau d. Never been a member of the Board of Directors and/
anggota Dewan Komisaris yang selama menjabat: or Board of Commissioners who, during their tenure:
i. Pernah tidak menyelenggarakan RUPS tahunan. i. Failed to hold an annual GMS.
ii. Pertanggungjawabannya sebagai anggota ii. Their accountability as members of the Board
Direksi dan/atau anggota Dewan Komisaris of Directors and/or Board of Commissioners
pernah tidak diterima oleh RUPS atau pernah was never accepted by the GMS, nor were they
tidak memberikan pertanggungjawaban sebagai provided accountability as members of the Board
anggota Direksi dan/atau anggota Dewan of Directors and/or Board of Commissioners to
Komisaris kepada RUPS. the GMS.
iii. Pernah menyebabkan perusahaan yang iii. Caused a company that obtained a license,
memperoleh izin, persetujuan, atau pendaftaran approval, or registration from the Financial
dari Otoritas Jasa Keuangan tidak memenuhi Services Authority to fail to fulfill its obligation
kewajiban menyampaikan laporan tahunan dan/ to submit annual reports and/or financial
atau laporan keuangan kepada Otoritas Jasa statements to the Financial Services Authority.
Keuangan.
4. Memenuhi persyaratan-persyaratan lainnya sebagaimana 4. Meets the other requirements as specified in points 1
ditentukan dalam butir 1 sampai dengan 3 di atas dan/atau to 3 above and/or is prohibited from holding concurrent
dilarang memangku jabatan rangkap, sebagai berikut: positions, as follows:
a. Bukan Anggota Direksi pada Badan Usaha Milik a. Not a member of the Board of Directors of a State-
Negara, Badan Usaha Milik Daerah dan Badan Usaha Owned Enterprise, Regional-Owned Enterprise, or
Milik Swasta. Private-Owned Enterprise.
b. Pengurus partai politik dan/atau calon anggota dan/ b. An administrator of a political party and/or candidate
atau anggota DPR, DPD, DPRD Tingkat I dan DPRD and/or member of the DPR, DPD, DPRD Level I, and
Tingkat II. DPRD Level II.
c. Calon Kepala/Wakil Kepala Daerah dan/atau Kepala/ c. A candidate for Regional Head/Deputy Regional
Wakil Kepala Daerah. Head and/or Regional Head/Deputy Regional Head.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
d. Tidak menjabat sebagai Anggota Dewan Komisaris d. Not serving as a member of the Board of
pada Perseroan selama 2 (dua) periode berturut- Commissioners of a company for 2 (two) consecutive
turut. terms.
e. Sehat jasmani dan rohani (tidak sedang menderita e. Physically and mentally healthy (not suffering from
suatu penyakit yang dapat menghambat pelaksanaan any illness that could hinder the performance of
tugas sebagai anggota Dewan Komisaris yang duties as a member of the Board of Commissioners,
dibuktikan dengan surat keterangan dari Dokter). as evidenced by a letter from a doctor).
f. Bagi bakal calon dari Kementerian Teknis atau f. For prospective candidates from Technical Ministries
Instansi Pemerintah lain, harus berdasarkan usulan or other Government Agencies, they must be based
dari instansi yang bersangkutan. on recommendations from the relevant agencies.
g. Tidak memiliki rangkap jabatan sesuai dengan g. Not holding any concurrent positions in accordance
ketentuan peraturan perundang-undangan yang with the provisions of laws and regulations that have
berpotensi menimbulkan benturan kepentingan the potential to cause a conflict of interest with the
dengan Perseroan dan bersedia mengundurkan diri Company, and are willing to resign if elected as a
jika terpilih sebagai Anggota Dewan Komisaris. Member of the Board of Commissioners.
h. Antar para Anggota Dewan Komisaris dengan h. There are no familial relations up to the third degree
Anggota Direksi tidak memiliki hubungan keluarga between members of the Board of Commissioners or
sedarah sampai dengan derajat ketiga, baik menurut between members of the Board of Commissioners
garis lurus maupun garis ke samping, termasuk and members of the Board of Directors, either in a
hubungan yang timbul karena perkawinan. direct line or collateral line, including relations arising
from marriage.
5. Selain memenuhi ketentuan sebagaimana dimaksud 5. In addition to fulfilling the provisions referred to in
pada butir 1 sampai dengan 5 di atas, khusus bagi points 1 to 5 above, Independent Commissioners must
Komisaris Independen wajib memenuhi persyaratan specifically meet the following requirements:
sebagai berikut:
a. Bukan merupakan orang yang bekerja atau a. Not a person who works for or has the authority and
mempunyai wewenang dan tanggung jawab untuk responsibility to plan, lead, control, or supervise the
merencanakan, memimpin, mengendalikan, atau Company’s activities within the last 6 (six) months,
mengawasi kegiatan Perseroan dalam waktu 6 except for reappointment as an Independent
(enam) bulan terakhir, kecuali untuk pengangkatan Commissioner of the Company for the next term.
kembali sebagai Komisaris Independen Perseroan Does not own shares, either directly or indirectly, in
pada periode berikutnya. Tidak mempunyai saham the Company.
baik langsung maupun tidak langsung pada
Perseroan.
b. Tidak mempunyai hubungan afiliasi dengan b. Not affiliated with the Company, members of the
Perseroan, anggota Dewan Komisaris, anggota Board of Commissioners, members of the Board of
Direksi atau pemegang saham utama Perseroan. Directors, or major shareholders of the Company.
c. Tidak mempunyai hubungan usaha baik langsung c. Not having any direct or indirect business relationship
maupun tidak langsung yang berkaitan dengan related to the Company’s business activities.
kegiatan usaha Perseroan.
Pemenuhan persyaratan sebagaimana tersebut di atas Compliance with the above requirements shall be evidenced
dibuktikan dengan surat pernyataan yang ditandatangani by a signed statement letter from the candidate member of
oleh calon anggota Dewan Komisaris dan surat tersebut the Board of Commissioners, submitted to the Company.
disampaikan kepada Perseroan.
Ketentuan Masa Jabatan dan Proses Term of Office and Post-Appointment
Setelah Pengangkatan Process
Masa jabatan anggota Dewan Komisaris efektif sejak The term of office of members of the Board of Commissioners
tanggal yang ditetapkan oleh RUPS yang mengangkatnya, shall be effective from the date determined by the GMS that
dan berakhir pada penutupan RUPS Tahunan yang ke-5 appointed them, and shall end at the closing of the fifth
(lima) setelah tanggal pengangkatannya, dengan syarat Annual GMS after the date of their appointment, provided
tidak boleh melebihi jangka waktu 5 (lima) tahun, dengan that it shall not exceed a period of 5 (five) years, with due
memperhatikan peraturan perundangan di bidang Pasar regard to the laws and regulations in the field of Capital
Modal, dengan 1 (satu) periode masa jabatan anggota Markets, with a maximum term of office for members of
Dewan Komisaris paling lama 5 (lima) tahun atau sampai the Board of Commissioners of 5 (five) years or until the
dengan penutupan RUPS Tahunan pada akhir 1 (satu) closing of the Annual GMS at the end of the 1 (one) term
periode masa jabatan dimaksud. Namun demikian, hal of office. However, this does not diminish the GMS’s right
tersebut tidak mengurangi hak RUPS untuk sewaktu-waktu to dismiss members of the Board of Commissioners at any
dapat memberhentikan para anggota Dewan Komisaris time before the end of their term of office. After their term
sebelum masa jabatannya berakhir. Setelah masa jabatannya of office ends, members of the Board of Commissioners may
berakhir, para anggota Dewan Komisaris dapat diangkat be reappointed by the GMS for a one-term appointment.
kembali oleh RUPS untuk 1 (satu) kali masa jabatan.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Perseroan wajib menyelenggarakan RUPS untuk melakukan The Company is required to hold a GMS to replace members
penggantian anggota Dewan Komisaris yang tidak of the Board of Commissioners who do not meet the
Memenuhi persyaratan. Dalam jangka waktu paling lambat requirements. Within a maximum period of 2 (two) working
2 (dua) hari kerja terhitung sejak diketahui pengangkatan days from the date of discovery that the appointment of
anggota Dewan Komisaris tidak memenuhi persyaratan, a member of the Board of Commissioners does not meet
anggota Dewan Komisaris lainnya harus mengumumkan the requirements, the other members of the Board of
batalnya pengangkatan anggota Dewan Komisaris yang Commissioners must announce the cancellation of the
bersangkutan dalam media pengumuman dan paling lambat appointment of the member of the Board of Commissioners
7 (tujuh) hari memberitahukannya kepada Menteri Hukum concerned in the announcement media and notify the Minister
dan Hak Asasi Manusia. Perseroan wajib menyelenggarakan of Law and Human Rights within a maximum of 7 (seven)
RUPS untuk melakukan penggantian anggota Dewan days. The Company is required to hold a GMS to replace
Komisaris yang tidak memenuhi persyaratan. Anggota members of the Board of Commissioners who do not meet
Dewan Komisaris sewaktu-waktu dapat diberhentikan the requirements. Members of the Board of Commissioners
berdasarkan keputusan RUPS dengan menyebutkan alasan- may be dismissed at any time based on a GMS resolution
alasannya Alasan pemberhentian anggota Dewan Komisaris stating the reasons for dismissal. The reasons for dismissal
antara lain: of members of the Board of Commissioners include:
1. Tidak dapat menjalankan tugasnya dengan baik; 1. Inability to perform their duties properly;
2. Melanggar ketentuan Anggaran Dasar Perseroan dan/ 2. Violation of the Company’s Articles of Association and/
atau Peraturan Perundangan; or laws and regulations;
3. Terlibat dalam tindakan yang merugikan Perseroan dan/ 3. Involvement in actions that are detrimental to the
atau negara; Company and/or the state;
4. Melakukan tindakan yang melanggar etika dan/atau 4. Actions that violate ethics and/or decisions that
keputusan yang seharusnya dihormati sebagai anggota should be respected as a member of the Board of
Dewan Komisaris; Commissioners;
5. Dinyatakan bersalah dengan putusan pengadilan yang 5. Being found guilty by a court decision that has permanent
telah mempunyai kekuatan hukum yang tetap; dan legal force; and
6. Mengundurkan diri. 6. Resignation.
Setelah pengangkatan Dewan Komisaris baru, berdasarkan After the appointment of the new Board of Commissioners,
ketentuan Bab II. I. 1 Board Manual Perseroan, wajib based on the provisions of Chapter II. I. 1 of the Company’s
dilaksanakan Program Pengenalan bagi Pengurus Baru yang Board Manual, an Induction Program for New Management
dilaksanakan dalam waktu selambat-lambatnya 3 (tiga) must be implemented no later than 3 (three) months after
bulan sejak pengangkatannya. Informasi mengenai realisasi their appointment. Information regarding the implementation
program ini pada tahun 2024 dapat dilihat pada bagian of this program in 2025 can be found in the section on
Program Pengenalan Perseroan Bagi Anggota Dewan the Company’s Induction Program for New Board of
Komisaris Baru. Commissioners Members.
Susunan, Jumlah, Komposisi, dan Dasar Structure, Number, Composition,
Pengangkatan Anggota Dewan Komisaris and Appointment Basis of Board of
pada Tahun 2025 Commissioners Members in 2025
Selama tahun 2025, Perseroan telah melakukan perubahan During 2025, the Company implemented changes to its
susunan pengurus melalui dua kali mekanisme pengambilan management composition through two Shareholders’
keputusan Pemegang Saham. Pertama, Perseroan decision-making mechanisms. First, the Company held its
melaksanakan RUPS Tahunan pada tanggal 7 Mei 2025 Annual General Meeting of Shareholders (AGMS) on May 7,
yang salah satu agendanya adalah Perubahan Susunan 2025, one of the agenda items of which was the Change in the
Pengurus Perseroan. Selanjutnya, Perseroan kembali Composition of the Company’s Management. Subsequently,
menyelenggarakan RUPS Luar Biasa pada tanggal 17 the Company convened an Extraordinary General Meeting of
Desember 2025 dengan agenda serupa, yakni Perubahan Shareholders (EGMS) on December 17, 2025 with a similar
Susunan Pengurus Perseroan. agenda, namely the Change in the Composition of the
Company’s Management.
Berdasarkan keputusan-keputusan rapat tersebut, Based on the resolutions of these meetings, the Shareholders
Pemegang Saham menyetujui perubahan susunan Pengurus approved the changes in the composition of the Company’s
Perseroan, sehingga komposisi Dewan Komisaris kini Management, resulting in the Board of Commissioners now
berjumlah 6 (enam) orang, terdiri dari 1 (satu) orang comprising 6 (six) members, consisting of 1 (one) President
Komisaris Utama, 3 (tiga) orang Komisaris Independen, dan Commissioner, 3 (three) Independent Commissioners, and 2
2 (dua) orang Komisaris. (two) Commissioners.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Susunan Dewan Komisaris berdasarkan rangkaian The composition of the Board of Commissioners based on
keputusan-keputusan tersebut disajikan pada tabel sebagai these resolutions is presented in the following table:
berikut:
Tabel Susunan Anggota Dewan Komisaris Tahun 2025
Table of Board of Commissioners Member Composition in 2025
Nama Jabatan Dasar Pengangkatan
Name Position Appointment Basis
Komisaris Utama Keputusan RUPS Tahunan tanggal 7 Mei 2025
Juri Ardiantoro*
President Commissioner Annual General Meeting resolution on May 7, 2025
Komisaris Keputusan RUPS Tahunan tanggal 7 Mei 2025
Syamsul Bachri Yusuf *
Commissioner Annual General Meeting resolution on May 7, 2025
Komisaris Independen Keputusan RUPS Tahunan tanggal 7 Mei 2025
Nachrowi Ramli*
Independent Commissioner Annual General Meeting resolution on May 7, 2025
Komisaris Independen Keputusan RUPS Luar Biasa tanggal 17 Desember 2025
Tedi Kurniawan***
Independent Commissioner Extraordinary General Meeting resolution on December 17, 2025
Komisaris Independen Keputusan RUPS Tahunan tanggal 7 Mei 2025
Rudi Antariksawan*
Independent Commissioner Annual General Meeting resolution on May 7, 2025
Komisaris Keputusan RUPS Tahunan tanggal 7 Mei 2025
Asrorun Ni’am Sholeh*
Commissioner Annual General Meeting resolution on May 7, 2025
Komisaris Utama Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Mohammad Zainal Fatah**
President Commissioner Extraordinary General Meeting resolution on February 8, 2023
Komisaris Keputusan RUPS Tahunan tanggal 27 Mei 2021
M. Roskanedi**
Commissioner Annual General Meeting resolution on May 27, 2021
Komisaris Keputusan RUPS Tahunan tanggal 27 Mei 2021
Raja Erizman**
Commissioner Annual General Meeting resolution on May 27, 2021
Komisaris Independen Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Chandra Wijaya**
Independent Commissioner Extraordinary General Meeting resolution on February 8, 2023
Komisaris Independen Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Marsetio**
Independent Commissioner Extraordinary General Meeting resolution on February 8, 2023
Komisaris Independen Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Seppalga Ahmad****
Independent Commissioner Extraordinary General Meeting resolution on February 8, 2023
Komisaris Independen Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Abdul Rachman**
Independent Commissioner Extraordinary General Meeting resolution on February 8, 2023
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
Penilaian Kemampuan dan Kepatutan Aptitude and Suitability Assessment
Seluruh anggota Dewan Komisaris Jasa Marga yang All members of the Board of Commissioners of Jasa
diangkat, telah memenuhi kriteria dan ketentuan yang Marga who have been appointed have met the criteria
dipersyaratkan dalam uji kepatutan dan kelayakan (fit and requirements in the fit and proper test based on the
and proper test) berdasarkan Undang-Undang Perseroan Limited Liability Company Law, the Company’s Articles
Terbatas, Anggaran Dasar Perseroan, peraturan terkait Tata of Association, regulations related to Good Corporate
Kelola Perusahaan yang Baik, serta peraturan dan ketentuan Governance, and other related regulations and provisions,
lain yang terkait, termasuk ketentuan tentang Komisaris including provisions regarding Independent Commissioners.
Independen. Seluruh anggota Dewan Komisaris memiliki All members of the Board of Commissioners possess
integritas, kompetensi, dan reputasi yang memadai. Hal adequate integrity, competence, and reputation. This is
tersebut dibuktikan dengan telah dilaksanakannya fit and evidenced by the implementation of the following fit and
proper test sebagai berikut: proper tests:
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pelaksanaan Fit and Proper Test Dewan Komisaris
Table of Fit and Proper Test Implementation for the Board of Commissioners
Nama Jabatan Pelaksana
Name Position Executor
Komisaris Utama
Juri Ardiantoro*
President Commissioner
Komisaris
Syamsul Bachri Yusuf *
Commissioner
Badan Pengatur BUMN (d/h Kementerian BUMN)
Komisaris Independen
Nachrowi Ramli* State-Owned Enterprises Regulatory Agency (formerly the Ministry
Independent Commissioner
of State-Owned Enterprises)
Komisaris Independen
Tedi Kurniawan***
Independent Commissioner
Komisaris Independen
Rudi Antariksawan*
Independent Commissioner
Komisaris
Asrorun Ni’am Sholeh*
Commissioner
Komisaris Utama
Mohammad Zainal Fatah**
President Commissioner
Komisaris
M. Roskanedi**
Commissioner
Komisaris
Raja Erizman** Badan Pengatur BUMN (d/h Kementerian BUMN)
Commissioner
State-Owned Enterprises Regulatory Agency (formerly the Ministry
Komisaris Independen of State-Owned Enterprises)
Chandra Wijaya**
Independent Commissioner
Komisaris Independen
Marsetio**
Independent Commissioner
Komisaris Independen
Seppalga Ahmad****
Independent Commissioner
Komisaris Independen
Abdul Rachman**
Independent Commissioner
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
Tugas dan Tanggung Jawab Duties and Responsibilities
Tugas dan tanggung jawab Dewan Komisaris sebagaimana The duties and responsibilities of the Board of
diatur dalam Anggaran Dasar dan tercantum dalam Board Commissioners, as stipulated in the Articles of Association
Manual, sebagai berikut: and listed in the Board Manual, are as follows:
1. Melakukan pengawasan terhadap kebijakan pengurusan, 1. Supervising management policies, the general course
jalannya pengurusan pada umumnya, baik mengenai of management, both in relation to the Company and
Perseroan maupun usaha Perseroan yang dilakukan the Company’s business conducted by the Board of
oleh Direksi, serta memberikan nasihat kepada Direksi, Directors, and providing advice to the Board of Directors
dalam melaksanakan pengurusan Perseroan, termasuk in carrying out the management of the Company,
memberikan pendapat dan persetujuan Rencana Jangka including providing opinions and approval of the
Panjang Perusahaan dan Rencana Kerja dan Anggaran Company’s Long-Term Plan and the Company’s Annual
Tahunan Perseroan serta rencana lainnya yang Work Plan and Budget, as well as other plans prepared
disiapkan Direksi sesuai dengan ketentuan Anggaran by the Board of Directors in accordance with the
Dasar Perseroan. Selain itu melakukan pengawasan, provisions of the Company’s Articles of Association. In
penelaahan terhadap pelaksanaan Rencana Jangka addition, supervising and reviewing the implementation
Panjang Perusahaan dan Rencana Kerja dan Anggaran of the Company’s Long-Term Plan and Annual Work
Tahunan Perseroan, serta rencana lainnya, serta Plan and Budget, as well as other plans, and approving
memberikan persetujuan atas revisi Rencana Jangka revisions to the Company’s Long-Term Plan and other
Panjang Perusahaan dan rencana lainnya yang plans submitted by the Board of Directors, including
disampaikan Direksi, termasuk pengawasan atas supervising the implementation of the provisions of
pelaksanaan ketentuan-ketentuan Anggaran Dasar the Articles of Association and GMS Resolutions, as
dan Keputusan RUPS, serta peraturan perundangan well as applicable laws and regulations, for the benefit
yang berlaku, untuk kepentingan Perseroan dan sesuai of the Company and in accordance with the aims and
dengan maksud dan tujuan Perseroan. objectives of the Company.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
2. Mengikuti perkembangan kegiatan Perseroan, 2. Follow the development of the Company’s activities,
memberikan pendapat dan saran kepada RUPS provide opinions and advice to the GMS on any issues
mengenai setiap masalah yang dianggap penting bagi deemed important for the management of the Company.
kepengurusan Perseroan.
3. Melaporkan kepada Pemegang Saham Seri A Dwiwarna 3. Report to the Series A Dwiwarna Shareholders if there
apabila terjadi gejala menurun kinerja Perseroan. are signs of a decline in the Company’s performance.
4. Mengusulkan kepada RUPS penunjukan Akuntan Publik 4. Proposing to the GMS the appointment of a Public
yang akan melakukan pemeriksaan atas buku-buku Accountant to audit the Company’s books.
Perseroan.
5. Meneliti dan menelaah laporan berkala dan Laporan 5. Examining and reviewing periodic reports and Annual
Tahunan yang disiapkan Direksi serta menandatangani Reports prepared by the Board of Directors and signing
Laporan Tahunan. the Annual Report.
6. Memberikan penjelasan, pendapat, dan saran kepada 6. Providing explanations, opinions, and advice to the GMS
RUPS mengenai Laporan Tahunan, apabila diminta. regarding the Annual Report, if requested.
7. Membuat risalah rapat Dewan Komisaris dan menyimpan 7. Prepare minutes of the Board of Commissioners’
salinannya. meetings and keep copies thereof.
8. Melaporkan kepada Perseroan mengenai kepemilikan 8. Report to the Company regarding their and/or their
Sahamnya dan/atau keluarganya pada Perseroan family’s share ownership in the Company and other
tesebut dan Perseroan lain. companies.
9. Memberikan laporan tentang tugas pengawasan yang 9. Provide a report on the supervisory duties performed
telah dilakukan selama tahun buku yang baru lampau during the past fiscal year to the GMS.
kepada RUPS.
10. Memberikan penjelasan tentang segala hal yang ditanyakan 10. Provide explanations on all matters inquired or requested
atau yang diminta Pemegang Saham Seri A Dwiwarna by Series A Dwiwarna Shareholders with due regard to
dengan memperhatikan peraturan perundangan laws and regulations, particularly those applicable in the
khususnya yang berlaku di bidang Pasar Modal. Capital Market.
11. Melaksanakan kewajiban lainnya dalam rangka tugas 11. Perform other duties in the context of supervisory and
pengawasan dan pemberian nasihat, sepanjang tidak advisory tasks, as long as they do not conflict with laws
bertentangan dengan dengan peraturan perundangan, and regulations, the Articles of Association and/or GMS
Anggaran Dasar dan/atau keputusan RUPS. resolutions.
12. Menyampaikan laporan triwulanan mengenai kinerja 12. Submitting quarterly reports on the Company’s
Perseroan, termasuk realisasi Indikator Kinerja Utama performance, including the realization of Key Performance
kepada Pemegang Saham Seri A Dwiwarna. Indicators, to Series A Dwiwarna Shareholders.
13. Menyusun Piagam/Pedoman dan tata tertib Kerja Dewan 13. Prepare the Charter/Guidelines and Rules of Procedure
Komisaris (BOC Charter). of the Board of Commissioners (BOC Charter).
14. Memastikan dan memberi dorongan kepada Direksi dan 14. Ensure and encourage the Board of Directors and all its
seluruh jajarannya dalam menjalankan Perseroan untuk members in running the Company to consistently and
menerapkan prinsip-prinsip tata kelola perusahaan yang continuously apply the principles of good corporate
baik atau Good Corporate Governance (GCG) secara governance (GCG) and to have high moral standards in
konsisten dan berkesinambungan, serta memiliki moral their business activities; and
tinggi dalam berusaha; dan
15. Dalam kondisi tertentu, Dewan Komisaris wajib 15. Under certain conditions, the Board of Commissioners
menyelenggarakan RUPS Tahunan dan RUPS Lainnya is required to hold Annual GMS and Other GMS in
sesuai dengan kewenangannya sebagaimana diatur accordance with its authority as stipulated in the laws
dalam peraturan perundangan dan Anggaran Dasar. and regulations and the Articles of Association.
Selain tugas-tugas pokok tersebut, dalam board manual In addition to these main duties, the Board of Commissioners’
Dewan Komisaris juga ditetapkan tugas dan tanggung jawab board manual also stipulates the duties and responsibilities
Dewan Komisaris yang terkait dengan: of the Board of Commissioners related to:
1. Tugas Umum; 1. General Duties;
2. Tugas dan Kewajiban Terkait RUPS; 2. Duties and Obligations related to GMS;
3. Tugas terkait Strategi dan Rencana Kerja; 3. Duties related to Strategy and Work Plans;
4. Tugas terkait Fungsi Pengawasan; 4. Duties related to Supervisory Functions;
5. Tugas terkait Nominasi dan Remunerasi; 5. Duties related to Nomination and Remuneration;
6. Tugas terkait Evaluasi Kinerja Dewan Komisaris dan 6. Duties related to the Performance Evaluation of the
Kinerja Direksi; Board of Commissioners and the Board of Directors;
7. Tugas terkait Penerapan Good Corporate Governance 7. Duties related to the Implementation of Good Corporate
(GCG); Governance (GCG);
8. Tugas terkait Penerapan Manajemen Risiko; 8. Duties related to the Implementation of Risk
Management;
9. Tugas terkait Sistem Pengendalian Internal; 9. Tasks related to Internal Control Systems;
10. Tugas terkait Keterbukaan dan Kerahasiaan Informasi; 10. Tasks related to Information Disclosure and
Confidentiality;
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11. Tugas terkait Teknologi Informasi; 11. Tasks related to Information Technology;
12. Tugas terkait Pelaporan; dan 12. Tasks related to Reporting; and
13. Tugas lainnya. 13. Other tasks.
Dalam melaksanakan tugasnya, setiap anggota Dewan In carrying out their duties, each member of the Board of
Komisaris harus: Commissioners must:
1. Mematuhi Anggaran Dasar Perseroan, Peraturan 1. Comply with the Company’s Articles of Association,
Perundangan serta keputusan RUPS dan bertindak Laws and Regulations, and GMS resolutions, and act
dan bersikap profesional, efisien, transparan, menjaga and behave professionally, efficiently, transparently,
kemandirian, akuntabel, bertanggung jawab dan independently, accountably, responsibly, and
kewajaran. reasonably.
2. Bertindak untuk kepentingan Perseroan dan sesuai dengan 2. Act in the interests of the Company and in accordance
maksud dan tujuan Perusahaan, serta tidak dimaksudkan with the Company’s objectives and purposes, and not
untuk kepentingan pihak dan golongan tertentu. for the interests of certain parties or groups.
3. Beritikad baik, penuh kehati-hatian, bertanggung jawab 3. Act in good faith, with prudence, and be responsible in
dalam menjalankan tugas pengawasan dan pemberian performing supervisory duties and providing advice to the
nasihat kepada Direksi untuk kepentingan Perseroan Board of Directors for the benefit of the Company and in
dan sesuai dengan maksud dan tujuan Perseroan. accordance with the Company’s objectives and purposes.
4. Menjaga kerahasiaan data dan/atau informasi Perseroan. 4. Maintain the confidentiality of the Company’s data and/
or information.
Hak dan Wewenang Rights and Authorities
Dalam melaksanakan tugas pokoknya, Dewan Komisaris In carrying out its main duties, the Board of Commissioners
berwenang untuk: has the authority to:
1. Memeriksa buku-buku, surat-surat, serta dokumen- 1. Examine books, letters, and other documents, examine
dokumen lainnya, memeriksa kas untuk keperluan cash for verification purposes and other securities, and
verifikasi dan lain-lain surat berharga dan memeriksa examine the Company’s assets.
kekayaan Perseroan.
2. Memasuki pekarangan, gedung dan kantor yang 2. Enter the grounds, buildings, and offices used by the
dipergunakan oleh Perseroan. Company.
3. Meminta penjelasan dari Direksi dan/atau pejabat 3. Request explanations from the Board of Directors and/
lainnya mengenai segala persoalan yang menyangkut or other officials regarding all matters relating to the
pengelolaan Perseroan. management of the Company.
4. Mengetahui segala kebijakan dan tindakan yang telah 4. Be informed of all policies and actions that have been
dan akan dijalankan oleh Direksi. and will be carried out by the Board of Directors.
5. Meminta Direksi dan/atau pejabat lainnya di bawah 5. Request the Board of Directors and/or other officials
Direksi dengan sepengetahuan Direksi untuk menghadiri under the Board of Directors, with the knowledge of the
rapat Dewan Komisaris. Board of Directors, to attend Board of Commissioners
meetings.
6. Mengangkat dan memberhentikan seorang Sekretaris 6. Appoint and dismiss a Secretary to the Board of
Dewan Komisaris. Commissioners.
7. Memberhentikan sementara anggota Direksi sesuai 7. Temporarily dismiss members of the Board of Directors
dengan ketentuan Anggaran Dasar. in accordance with the provisions of the Articles of
Association.
8. Membentuk Komite Audit, Komite Remunerasi dan 8. Form an Audit Committee, Remuneration and Nomination
Nominasi, Komite Pemantau Risiko dan komite-komite Committee, Risk Monitoring Committee and other
lain, jika dianggap perlu dengan memperhatikan committees, if deemed necessary, taking into account
kemampuan Perseroan. the Company’s capabilities.
9. Menggunakan tenaga ahli untuk hal tertentu dan dalam 9. Use experts for specific matters and for a specific period
jangka waktu tertentu atas beban Perseroan, jika of time at the expense of the Company, if deemed
dianggap perlu. necessary.
10. Melakukan tindakan pengurusan Perseroan dalam 10. Performing management actions for the Company in
keadaan tertentu untuk jangka waktu tertentu sesuai certain circumstances for a certain period of time per
dengan ketentuan Anggaran Dasar. the provisions of the Articles of Association.
11. Menyetujui pengangkatan dan pemberhentian Sekretaris 11. Approving the appointment and dismissal of the
Perusahaan (Corporate Secretary & Chief Administration Corporate Secretary & Chief Administration Officer and/
Office) dan/atau Kepala Satuan Pengawas Intern or the Internal Audit Senior Group Head.
(Internal Audit Senior Group Head).
12. Menghadiri rapat Direksi dan memberikan 12. Attending Board of Directors meetings and providing
pandanganpandangan terhadap hal-hal yang dibicarakan. opinions on matters discussed.
13. Melaksanakan kewenangan pengawasan lainnya 13. Exercising other supervisory powers as long as they
sepanjang tidak bertentangan dengan Peraturan do not conflict with laws and regulations, as well as
Perundangan, serta peraturan yang berlaku di bidang regulations applicable in the Capital Market, the Articles
Pasar Modal, Anggaran Dasar dan/atau keputusan RUPS. of Association and/or GMS resolutions.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pembagian Tugas antar Dewan Komisaris Division of Duties among the Board of
Commissioners
Setiap anggota Dewan Komisaris memiliki tugas masing- Each member of the Board of Commissioners has their
masing yang pembagiannya telah ditetapkan berdasarkan own duties, which are assigned based on the role of each
peran masing-masing anggota Dewan Komisaris, yang member, in accordance with their competencies and
menyesuaikan dengan kompetensi dan pengalamannya. experience. The division of duties among members of
Pembagian tugas anggota Dewan Komisaris dilakukan the Board of Commissioners is carried out to ensure the
dengan tujuan untuk menjamin efektivitas tugas dan effectiveness of tasks and functions so that they are carried
fungsi agar terlaksana secara efektif dan bertanggung out effectively and responsibly, while remaining transparent
jawab, dengan tetap dilaksanakan secara transparan dan and accountable, not affiliated with the interests of the
akuntabel, tidak terafiliasi dengan kepentingan Direksi dan Board of Directors and controlling shareholders, and not
pemegang saham pengendali, serta tidak mengabaikan neglecting the interests of public shareholders, minority
kepentingan pemegang saham publik, pemegang saham shareholders and other stakeholders, while still paying
minoritas dan pemangku kepentingan lainnya, serta dengan attention to the respective duties of each member of the
tetap memperhatikan bidang tugas masing-masing anggota Board of Directors. Specifically, 3 (three) members of the
Direksi. Khusus untuk 3 (tiga) orang anggota Komisaris, Board of Commissioners are assigned as Chairman of the
masing-masing mendapat tugas sebagai Ketua Komite Nomination and Remuneration Committee, Chairman of
Nominasi dan Remunerasi, Ketua Komite Pemantau Risiko the Risk Monitoring and Legal Committee, and Chairman
dan Hukum, dan Ketua Komite Audit. 3 (tiga) orang Anggota of the Audit Committee. The other 3 (three) members of
Dewan Komisaris lainnya, masing-masing masuk menjadi the Board of Commissioners serve on the Nomination and
anggota Komite Nominasi dan Remunerasi, anggota Komite Remuneration Committee, the Risk Monitoring and Legal
Pemantau Risiko dan Hukum dan anggota Komite Audit. Selain Committee, and the Audit Committee, respectively. In
melaksanakan tiga fungsi Komite tersebut, Dewan Komisaris addition to carrying out the three functions of the Committee,
juga melaksanakan fungsi pengawasan terhadap Tata Kelola the Board of Commissioners performs a supervisory
terintegrasi melalui Komite Tata Kelola Terintegrasi. Fungsi function over integrated governance through the Integrated
ini diketuai oleh Komisaris Utama dan seluruh Komisaris Governance Committee. This function is chaired by the
sebagai anggota ditambah dengan Komisaris Utama President Commissioner and all Commissioners, as well
pada seluruh entitas anak Perusahaan. Berdasarkan Surat as the President Commissioners of all subsidiaries. Based
Keputusan Dewan Komisaris No. KEP-079/VI/2025 tanggal on the Board of Commissioners Decree No. KEP-079/
4 Juni 2025, bidang tugas anggota Dewan Komisaris dibagi VI/2025 dated June 4, 2025, the duties of the Board of
dalam 6 (enam) bidang tugas pengawasan dan pemberian Commissioners are divided into 6 (six) areas of supervision
nasihat kepada Direksi, meliputi: and advisory services to the Board of Directors, including:
1. Bidang Kebijakan dan Strategi Pengelolaan Pengusahaan 1. Toll Road Management Policy and Strategy with
Jalan Tol dengan Sarana Penunjangnya; Supporting Facilities;
2. Bidang Pengelolaan Human Capital dan Transformasi; 2. Human Capital Management and Transformation;
3. Bidang Pengelolaan Pengembangan Usaha; 3. Business Development Management;
4. Bidang Pengelolaan Operasi & Pemeliharaan; 4. Operations & Maintenance Management;
5. BIdang Pengelolaan Bisnis; dan 5. Business Management; and
6. Bidang Pengelolaan Keuangan dan Manajemen Risiko. 6. Financial Management and Risk Management.
Juri Ardiantoro, Komisaris Utama, menangani tugas Juri Ardiantoro, President Commissioner, handles the
pengawasan dan pemberian nasihat kepada Direksi dalam supervision and advisory duties to the Board of Directors
bidang kebijakan dan strategi pengelolaan pengusahaan in the area of policy and strategy for toll road management
Jalan Tol dengan Sarana Penunjangnya serta merangkap with supporting facilities and also serves as a member of
sebagai anggota Komite Nominasi dan Remunerasi, dengan the Nomination and Remuneration Committee, with the
uraian tugasnya meliputi hal-hal sebagai berikut: following duties:
1. Mengkoordinasikan serta mengintegrasikan masukan, 1. Coordinating and integrating input, directives, and
arahan dan rekomendasi dari anggota Komisaris recommendations from other members of the Board of
lainnya dalam rangka: penyiapan dan penyusunan visi Commissioners to prepare and formulate the Company’s
dan misi Perusahaan, penyusunan kebijakan & strategi vision and mission, formulating the Company’s Medium-
Rencana Jangka Menengah dan/atau Jangka Panjang Term and/or Long-Term policy and strategy, including
Perusahaan, termasuk dalam penyiapan dan penyusunan preparing and formulating the Company’s Annual Work
Rencana Kerja dan Anggaran Perusahaan Tahunan, serta Plan and Budget, as well as chair the General Meeting of
memimpin RUPS (Rapat Umum Pemegang Saham) dan Shareholders (GMS) and supervising the implementation
pengawasan terhadap pelaksanaan keputusan Rapat of GMS resolutions.
Umum Pemegang Saham.
2. Mengkoordinasi anggota Komisaris lainnya dalam 2. Coordinating other members of the Board of
rangka pelaksanaan wewenang dan kewajiban Dewan Commissioners in the exercise of the powers and
Komisaris sebagaimana diatur dalam Anggaran Dasar duties of the Board of Commissioners as stipulated
Perseroan Pasal 15 ayat 1 dan ayat 2 huruf a dan b, serta in Article 15 paragraphs 1 and 2 letters a and b of the
kewajiban lain yang diatur dalam ayat 4, yang meliputi Company’s Articles of Association, as well as other
antara lain: (a) menyampaikan saran dan pendapat duties stipulated in paragraph 4, which include, among
kepada RUPS mengenai rencana pengembangan others: (a) submitting suggestions and opinions to the
Perseroan, laporan tahunan dan laporan berkala lainnya GMS regarding the Company’s development plans,
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
yang disampaikan Direksi; (b) memberikan pelaporan annual reports and other periodic reports submitted by
tentang tugas pengawasan yang telah dilaksanakan the Board of Directors; (b) reporting to the GMS on the
selama tahun buku yang baru lampau kepada RUPS, supervisory duties that have been carried out during
disertai saran dan langkah perbaikan yang harus the past fiscal year, accompanied by suggestions and
ditempuh apabila Perseroan menunjukan gejala corrective measures that must be taken if the Company
kemunduran; (c) memberikan persetujuan atas Rencana shows signs of decline; (c) approving the Company’s
Kerja dan Anggaran Perseroan Tahunan (RKAP) yang Annual Work Plan and Budget (RKAP) submitted by
disampaikan Direksi dalam waktu selambat-lambatnya the Board of Directors no later than 30 days before the
30 (tiga puluh) hari sebelum tahun buku baru dimulai; start of the new fiscal year; (d) leading and ensuring the
(d) memimpin dan menjamin tercapainya efektivitas effectiveness of Board of Commissioners meetings and
rapat-rapat Dewan Komisaris dan rapat koordinasi Board of Commissioners-Board of Directors coordination
Dewan Komisaris-Direksi dan dalam pengambilan meetings and in the decision-making process, the
keputusan rapat, penyusunan kesimpulan rapat dan preparation of meeting conclusions and minutes, and
risalah rapat, serta menandatanganinya bersama signing them together with other Commissioners and/
anggota Komisaris lainnya dan atau bersama Direksi; or the Board of Directors; (e) chairing the GMS based on
(e) memimpin RUPS berdasarkan surat keputusan a Board of Commissioners’ decree; (f) proposing to the
Dewan Komisaris; (f) mengusulkan kepada RUPS GMS through the Board of Directors the appointment of
melalui Direksi, penunjukan KAP (Kantor Akuntan Publik) a Public Accounting Firm (KAP) to audit the Company’s
yang akan melakukan audit atas Laporan Keuangan Financial Statements; (g) together with the Board of
Perseroan; (g) bersama Direksi menyusun dan/atau Directors, compiling and/or updating guidelines (Board
memperbarui pedoman (Board Manual) yang mengikat Manual) that are binding on every member of the Board of
setiap anggota Direksi dan anggota Dewan Komisaris; Directors and the Board of Commissioners; (h) together
(h) bersama Direksi menyusun dan/atau memperbarui with the Board of Directors, prepare and/or update a
kode etik yang berlaku bagi seluruh anggota Direksi, code of conduct applicable to all members of the Board
anggota Dewan Komisaris dan karyawan serta organ of Directors, members of the Board of Commissioners
yang dimiliki Perseroan; (i) dalam kondisi tertentu and employees as well as organs owned by the Company;
wajib menyelenggarakan RUPS Tahunan dan RUPS (i) under certain conditions, be obliged to hold an Annual
Lainnya, sesuai dengan kewenangan Dewan Komisaris GMS and Other GMS, per the authority of the Board of
sebagaimana diatur dalam peraturan perundang- Commissioners as stipulated in the laws and regulations
undangan dan Anggaran Dasar Perseroan; (j) Mendorong and the Company’s Articles of Association; (j) Encourage
dan memastikan pengelolaan Perseroan baik di and ensure that the management of the Company, both
lingkungan Dewan Komisaris maupun di jajaran Direksi within the Board of Commissioners and the Board of
mematuhi Anggaran Dasar dan Peraturan Perundangan, Directors, complies with the Articles of Association
memenuhi prinsip-prinsip tata kelola perusahaan yang and laws and regulations, and fulfills the principles
baik, profesional, efisien, transparan dan kewajaran; of good, professional, efficient, transparent, and fair
(k) mengkoordinir anggota Dewan Komisaris dalam corporate governance; (k) Coordinating members of the
melakukan penilaian kinerja Direksi secara individual Board of Commissioners in assessing the performance
dan kolegial dan melakukan pembahasan akhir of the Board of Directors individually and collectively
untuk menetapkan hasil penilaian untuk memberikan and conducting final discussions to determine the
rekomendasi Dewan Komisaris kepada Pemegang Saham assessment results to provide recommendations
dalam pengusulan calon Direksi dan/atau remunerasi from the Board of Commissioners to Shareholders in
& tantiem Direksi; (I) Menyampaikan laporan kepada proposing candidates for the Board of Directors and/
RUPS dan/atau Pemegang Saham apabila terjadi gejala or remuneration & bonuses for the Board of Directors;
menurunnya kinerja perusahaan serta saran-saran yang (I) Submitting reports to the GMS and/or Shareholders
telah disampaikan kepada Direksi untuk memperbaiki in the event of a decline in company performance and
permasalahan yang dihadapi. recommendations that have been submitted to the
Board of Directors to improve the problems faced.
3. Selaku Komisaris Utama, menandatangani laporan- 3. As President Commissioner, signing monthly reports
laporan bulanan dan/atau laporan Triwulanan dan/atau and/or quarterly reports and/or annual reports of the
laporan tahunan Komite-Komite Dewan Komisaris. Board of Commissioners’ Committees.
4. Selaku Anggota Komite Nominasi dan Remunerasi, 4. As a member of the Nomination and Remuneration
menghadiri dan/atau memimpin rapat internal Komite Committee, attend and/or chair internal meetings of
Nominasi dan Remunerasi dan/atau rapat Komite the Nomination and Remuneration Committee and/or
dengan pihak lain, dalam hal Ketua Komite Nominasi Committee meetings with other parties, if the Chairman
dan Remunerasi berhalangan hadir. Selain itu melakukan of the Nomination and Remuneration Committee is unable
pengawasan agar piagam (charter) Komite Nominasi dan to attend. In addition, supervising that the charter of the
Remunerasi telah terpenuhi dan dilakukan dengan baik, Nomination and Remuneration Committee is fulfilled
antara lain: (a) menyusun program kerja tahunan dan and carried out properly, including: (a) preparing the
indikator kinerja kunci Komite Nominasi dan Remunerasi, annual work program and key performance indicators
untuk ditetapkan oleh Ketua Nominasi dan Remunerasi, of the Nomination and Remuneration Committee, to
(b) menyusun kajian Komite Nominasi dan Remunerasi be determined by the Chairman of the Nomination and
tepat dan tajam, serta dapat dipergunakan sebagai Remuneration Committee, (b) preparing accurate and
rekomendasi dan masukan bagi Dewan Komisaris insightful reviews of the Nomination and Remuneration
dalam mengambil keputusan-keputusan, (c) menyusun Committee, that can be used as recommendations and
Laporan Triwulan dan Laporan Tahunan Komite input for the Board of Commissioners in making decisions,
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Nominasi dan Remunerasi, serta laporan capaian kinerja (c) preparing Quarterly Reports and Annual Reports of
Komite Nominasi dan Remunerasi yang dilakukan secara the Nomination and Remuneration Committee, as well
self assessment yang disusun dan diserahkan kepada as reports on the performance achievements of the
pihak yang berkenaan tepat pada waktunya. Laporan- Nomination and Remuneration Committee conducted
laporan tersebut akan disampaikan kepada Direksi through self assessment, which are prepared and
untuk bahan penyusunan Laporan Tahunan Perseroan, submitted to the relevant parties on time. These reports
(d) memberikan masukan, arahan, rekomendasi kepada will be submitted to the Board of Directors for use in
Dewan Komisaris terkait fungsi nominasi mengenai: preparing the Company’s Annual Report, (d) provide
(1) komposisi jabatan anggota Direksi dan/atau anggota input, directive, and recommendations to the Board of
Dewan Komisaris (kebijakan dan kriteria yang dibutuhkan Commissioners regarding the nomination function on: (1)
dalam proses nominasi) dan (2) kebijakan evaluasi the composition of the Board of Directors and/or Board
kinerja bagi anggota Direksi (3) membantu Dewan of Commissioners (policies and criteria required in the
Komisaris melakukan penilaian kinerja anggota Direksi, nomination process) and (2) performance evaluation
program pengembangan kemampuan Dewan Komisaris, policies for members of the Board of Directors (3)
serta usulan calon yang memenuhi syarat sebagai assisting the Board of Commissioners in assessing the
anggota Direksi dan/atau anggota Dewan Komisaris performance of members of the Board of Directors,
untuk diusulkan kepada Pemegang Saham dan/atau the competency development program, and proposals
RUPS, (e) memberikan masukan, arahan, rekomendasi for qualified candidates as members of the Board of
kepada Dewan Komisaris terkait fungsi remunerasi bagi Directors and/or the Board of Commissioners to be
Direksi. proposed to the Shareholders and/or the GMS, (e)
providing input, directive, and recommendations to the
Board of Commissioners on the remuneration function
for the Board of Directors.
5. Memberikan masukan, arahan, kesimpulan, tanggapan 5. Providing input, direction, conclusions, responses, and
dan persetujuan Dewan Komisaris, terkait dengan approval of the Board of Commissioners regarding
permohonan Direksi untuk perbuatan-perbuatan Direksi requests from the Board of Directors for actions of
dalam hal sebagaimana yang diatur dalam Anggaran the Board of Directors as stipulated in the Articles of
Dasar PT Jasa Marga (Persero) Tbk. Pasal 12 ayat 7 Association of PT Jasa Marga (Persero) Tbk. Article 12,
huruf i, ii, iii, iv, v dan ayat 10 a. paragraph 7, letters i, ii, iii, iv, v, and paragraph 10 a.
Nachrowi Ramli, Komisaris lndependen, menangani tugas Nachrowi Ramli, Independent Commissioner, is responsible
pengawasan dan pemberian nasihat kepada Direksi dalam for supervising and advising the Board of Directors in the
Bidang Pengelolaan Human Capital dan Transformasi areas of Human Capital Management and Organizational
Organisasi dan Program Kemitraan dan Bina Lingkungan Transformation, the Partnership and Community
(PKBL), serta merangkap sebagai Ketua Komite Nominasi Development Program (PKBL), as well as serving as
dan Remunerasi. Uraian tugasnya meliputi hal-hal sebagai Chairman of the Nomination and Remuneration Committee.
berikut: His duties include the following:
1. Menyampaikan kepada RUPS laporan tentang 1. Submitting a report to the GMS on the implementation of
pelaksanaan tugas pengawasan Dewan Komisaris the Board of Commissioners’ supervisory duties during
selama tahun buku yang lampau kepada RUPS. the past fiscal year.
2. Menangani tugas pengawasan dan pemberian nasihat 2. Overseeing and advising the Board of Directors on
kepada Direksi terkait pelaksanaan pembinaan the implementation of human capital development
dan pengembangan bidang human capital dan and transformation, Partnership and Community
transformasi, program Kemitraan & Bina Lingkungan Development (PKBL) programs, which includes
(PKBL), yang meliputi tugas memberikan masukan, providing input, directive, and recommendations in the
arahan, rekomendasi dalam rangka: (a) Penetapan arah context of: (a) Determining the direction of policies and
kebijakan dan strategi Human Capital Development, strategies for human capital development, human capital
Human Capital Services, Jasa Marga Learning Institute services, Jasa Marga Learning Institute and Strategic
dan Strategic Transformation, Innovation Center, dan Transformation, Innovation Center, and Strategic
Strategic Transformation Office, termasuk penyusunan Transformation Office, including the preparation and
dan penetapan struktur organisasi Perseroan yang efektif determination of an effective and efficient organizational
dan efisien, uraian fungsi dan tugas pokok pejabat 1 (satu) structure for the Company, the description of the
tingkat di bawah jabatan Direksi, sistem tata kelola dan functions and main duties of officials one level below
pengembangannya; (b) Pengawasan atas pelaksanaan the Board of Directors, and the governance system and
manajemen pengelolaan dan pengembangan sistem its development; (b) Supervision of the implementation
human capital yang tepat, akuntabel, efisien dan of appropriate, accountable, efficient, and responsible
dapat dipertanggung jawabkan; (c) Pengawasan human capital management and development
atas pelaksanaaan manajemen pengelolaan dan systems; (c) Supervision of the implementation of
pengembangan sistem logistik, pengamanan aset milik logistics management and development systems,
Perusanaan dan/atau milik Negara, serta aktivitas umum security of Company and/or State assets, and other
lainnya, berdasarkan ketentuan peraturan perundang- general activities, based on the provisions of laws
undangan dan prinsip-prinsip tata kelola perusahaan and regulations and the principles of good corporate
yang baik; (d) Pengawasan atas pelaksanaan manajemen governance; (d) Overseeing the implementation of
pengelolaan dan pengembangan Pusat Pembelajaran management and development of the Learning Center
yang menyelenggarakan pendidikan, pelatihan dan that provides education, training, and management
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
manajemen yang terkait pengembangan human related to human capital development for the Company
capital bagi Perusahaan dan Anak Perusahaan serta and its Subsidiaries as well as other companies; (e)
Perusahaan lain; (e) Pengelolaan aktivitas Perusahaan Management of Company activities per applicable laws
sesuai dengan peraturan perundang-undangan dan and regulations and Company regulations, as well as
peraturan Perusahaan yang berlaku, serta pengelolaan management of services and resolution of legal issues;
pelayanan dan penyelesaian permasalahan bidang (f) Preparation of requirements and procedures for the
hukum; (f) penyusunan persyaratan dan tata cara nomination of candidates for the Board of Directors and
nominasi calon Direksi dan Komisaris Anak Perusahaan, Board of Commissioners of Subsidiaries, determination
penetapan komposisi jabatan dan pengangkatannya, of the composition of positions and their appointment,
termasuk untuk jabatan Sekretaris Perusahaan & including for the positions of Corporate Secretary
Internal Audit Group Head; (g) Pelaksanaan pengadaan & Internal Audit Group Head; (g) Implementing the
lembaga profesional yang melakukan uji kelayakan procurement of professional institutions that conduct fit
dan kepatutan terhadap calon-calon Direksi dan/atau and proper tests for candidates for the Board of Directors
Dewan Komisaris; (h) Menyusun usulan besaran, jenis and/or Board of Commissioners; (h) Preparing proposals
dan fasilitas remunerasi dan besaran alokasi tantiem, on the amount, type, and facilities of remuneration
untuk dibahas dan diputuskan Direksi dalam RKAP dan and the amount of bonus allocation, to be discussed
untuk kemudian diusulkan kepada Dewan Komisaris; (i) and decided by the Board of Directors in the RKAP
Melaksanakan pelaksanaan Peraturan Menteri Badan and then proposed to the Board of Commissioners; (i)
Usaha Milik Negara tentang Pedoman Penetapan Implementing the Minister of State-Owned Enterprises
Penghasilan Direksi, Dewan Komisaris Badan Usaha Milik Regulation on Guidelines for Determining the Income
Negara, khususnya dalam mengusulkan gaji/honorarium, of the Board of Directors, Board of Commissioners of
tunjangan fasilitas dan tantiem/insentif kinerja anggota State-Owned Enterprises, particularly in proposing
Direksi dan Dewan Komisaris, kepada Menteri Badan salaries/honoraria, facility allowances and bonuses/
Usaha Milik Negara, selaku Pemegang Saham Seri A performance incentives for members of the Board of
Dwiwarna PT Jasa Marga (Persero) Tbk yakni sebagai Directors and Board of Commissioners, to the Minister
tindak lanjut keputusan RUPS Tahunan Perseroan. of State-Owned Enterprises, as the holder of Series A
Dwiwarna shares of PT Jasa Marga (Persero) Tbk, as a
follow-up to the Company’s Annual GMS resolution.
3. Melakukan penilaian kinerja Direksi secara individual dan 3. Conducting individual and collegial performance
kolegial untuk kemudian dibahas dalam rapat Dewan assessments of the Board of Directors, which are then
Komisaris untuk menetapkan hasil penilaian sebagai discussed in Board of Commissioners meetings to
rekomendasi Dewan Komisaris kepada Pemegang determine the assessment results as recommendations
Saham dalam pengusulan calon Direksi dan/atau from the Board of Commissioners to the Shareholders
remunerasi & tantiem Direksi. in proposing candidates for the Board of Directors and/
or remuneration and bonuses for the Board of Directors.
4. Selaku Komite Nominasi dan Remunerasi (KNR), 4. As the Nomination and Remuneration Committee (KNR),
memastikan bahwa piagam (charter) KNR telah terpenuhi ensuring that the KNR charter has been fulfilled and
dan dilakukan dengan baik antara lain: (a) menetapkan implemented properly, including: (a) establishing the
program kerja tahunan dan indikator kinerja kunci Komite annual work program and key performance indicators
Nominasi dan Remunerasi, (b) mengarahkan agar hasil of the Nomination and Remuneration Committee, (b)
kajian Komite Nominasi dan Remunerasi tepat dan directing the results of the Nomination and Remuneration
tajam, serta dapat dipergunakan sebagai rekomendasi Committee’s review to be accurate and precise, and can
dan masukan bagi Dewan Komisaris dalam mengambil be used as recommendations and input for the Board
keputusan-keputusan, (c) menandatangani risalah rapat of Commissioners in making decisions, (c) signing the
Komite Nominasi dan Remunerasi, (d) menerbitkan dan minutes of the Nomination and Remuneration Committee
menandatangani laporan Triwulan dan Laporan Tahunan meetings, (d) publishing and signing the Nomination
Komite Nominasi dan Remunerasi, serta laporan capaian and Remuneration Committee’s Quarterly and Annual
kinerja Komite Nominasi dan Remunerasi yang dilakukan Reports, as well as the Nomination and Remuneration
secara self assessment selesai pada waktunya, yang Committee’s performance achievement report, which is
nantinya akan disampaikan kepada Direksi untuk bahan conducted through a timely self assessment, which will
penyusunan laporan tahunan Perseroan. later be submitted to the Board of Directors for use in
preparing the Company’s annual report.
5. Memberikan rekomendasi masukan, arahan, kesimpulan, 5. Provide recommendations, input, directives, conclusions,
tanggapan dan persetujuan Dewan Komisaris sesuai responses, and approvals of the Board of Commissioners
dan terkait bidang tugas dan kewajibannya sehubungan in accordance with and related to their duties and
dengan permohonan Direksi untuk perbuatan-perbuatan obligations in connection with the Board of Directors’
Direksi dalam hal sebagaimana yang diatur dalam requests for actions of the Board of Directors as
Anggaran Dasar PT Jasa Marga (Persero) Tbk. Pasal 12 stipulated in the Articles of Association of PT Jasa Marga
ayat 7 huruf i, ii, iii,iv,v, dan ayat 10 a. (Persero) Tbk. Article 12, paragraph 7, letters i, ii, iii, iv, v,
and paragraph 10 a.
Rudi Antariksawan, Komisaris lndependen, menangani Rudi Antariksawan, Independent Commissioner, handles
tugas pengawasan dan pemberian nasihat kepada Direksi di supervisory duties and provides advice to the Board of
bidang pengembangan usaha, merangkap sebagai anggota Directors in the area of business development. He also
542 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Komite Audit, yang meliputi tugas untuk memberikan serves as a member of the Audit Committee, which includes
masukan, arahan dan rekomendasi persetujuan tertulis the task of providing input, directive, and recommendations
Dewan Komisaris kepada Direksi terutama dalam rangka: for written approval by the Board of Commissioners to the
Board of Directors, particularly in the context of:
1. Penyusunan dan penetapan arah kebijakan dan strategi 1. Formulating and determining policy directions and
dalam pengembangan usaha bisnis jalan tol dan bisnis strategies for the development of toll road businesses
lain jangka panjang, menengah dan pendek, sesuai and other long-term, medium-term, and short-term
dengan kebijakan dan strategi Perseroan. businesses, in accordance with the Company’s policies
and strategies.
2. Penyusunan dan penetapan arah kebijakan dan strategi 2. Formulating and determining policy directions and
dalam pengembangan teknik dan rekayasa teknik strategies for the development of toll road construction
pembangunan jalan tol maupun pembangunan bisnis engineering and non-toll road construction (such
non tol (seperti properti, rest area, pengoperasian dan as property, rest areas, toll road operation and
pemeliharaan jalan tol), dalam rangka menghasilkan jalan- maintenance), to produce toll roads, property buildings,
jalan tol dan bangunan properti dan usaha non properti and non-property businesses built and operated by the
yang dibangun dan dioperasikan oleh Perseroan adalah Company that are of high quality, modern, effective,
jalan tol, properti dan non properti yang bermutu tinggi, efficient, environmentally friendly, reliable in operation,
modern, efektif dan efisien serta ramah lingkungan dan and generate profitable business income for the
handal dioperasikan serta mendatangkan pendapatan Company.
usaha yang menguntungkan Perseroan.
3. Pengelolaan pengembangan Project Management Office 3. Management of the development of the Project
dan penambahan konsesi ruas jalan tol baru, baik melalui Management Office and the addition of new toll road
cara solicited dan unsolicited project maupun akuisisi, concessions, either through solicited and unsolicited
serta proyek properti dan non properti, yang meliputi projects or acquisitions, as well as property and non-
tahap perencanaan investasi, pengajuan permohonan property projects, which include the investment
persetujuan investasi dan persetujuan investasi dari planning stage, submission of investment approval
Dewan Komisaris dan atau Pemegang Saham, dan applications and investment approvals from the Board of
kemudian dilanjutkan tahap eksekusi investasi yang Commissioners and/or Shareholders, and then continuing
berupa penyusunan proposal tender investasi dan to the investment execution stage in the form of preparing
keikutsertaan dalam tahap prakualifikasi dan pemasukan investment tender proposals and participating in the pre-
surat penawaran tender. qualification stage and submitting tender bids.
4. Pengelolaan persiapan pembangunan proyek jalan 4. Management of the preparation for the construction
tol baru termasuk proyek peningkatan kapasitas jalan of new toll road projects, including toll road capacity
tol yang meliputi penetapan lay-out/lokasi proyek, expansion projects, which includes determining the
pembebasan lahan, pengadaan kontraktor dan project layout/location, land acquisition, procurement
pengawasan atas mobilisasi sumber dayanya dan of contractors, and supervision of the mobilization
pelaksanaan pekerjaan fisik proyek. Tahapan-tahapan of resources and implementation of physical project
tersebut menjadi wewenang pengawasan sehingga work. These stages are subject to supervision to
proyek jalan tol dapat diselesaikan sesuai dengan ensure the toll road project is completed according to
jadwal waktu, pemenuhan spesifikasi teknis, legal dan schedule, fulfilling technical, legal, and environmental
lingkungan serta manfaatnya dan siap dioperasikan. specifications and benefits, and is ready for operation.
Pengelolaan pengembangan bisnis jalan tol baru dan The management of new toll road business development
bisnis non tol dapat dilakukan dengan cara lain yaitu and non-toll road business can be carried out in other
sebagai berikut: ways, as follows:
a. Dalam hal tertentu, pengelolaan pengembangan a. In certain cases, the management of new toll road
jalan tol baru dan bisnis lain menggunakan hasil development and other businesses uses the results
kajian investasi dari Pemerintah atau pihak lain, of investment studies from the Government or other
yang pengadaannya dilakukan secara pelelangan, parties, which are procured through a tender process,
sehingga keterlibatan Perseroan dimulai dari so that the Company’s involvement begins at the
tahapan prakualifikasi. Dengan demikian sebelum pre-qualification stage. Thus, before entering the
masuk dalam tahap pemasukan surat keikut-sertaan stage of submitting a pre-qualification participation
prakualifikasi, Direksi menyampaikan terlebih dahulu letter, the Board of Directors first submits project
data kelayakan proyek, manfaat dan risiko investasi feasibility data, investment benefits and risks, and
dan mitigasinya kepada Dewan Komisaris untuk their mitigation to the Board of Commissioners for
dievaluasi dan dikaji, yang hasilnya dipakai oleh evaluation and review, the results of which are used
Dewan Komisaris untuk memberikan rekomendasinya by the Board of Commissioners to provide their
yaitu apakah Direksi dapat meneruskan ke tahap- recommendation on whether the Board of Directors
tahap pelelangan berikutnya atau tidak. can proceed to the next stages of the tender or not.
b. Pengelolaan pengembangan bisnis jalan tol baru b. Management of new toll road business development
melalui akuisisi ruas-ruas jalan tol, yaitu meliputi through the acquisition of toll road sections, which
tahap perencanaan akuisisi ruas jalan tol dalam RKAP includes the stage of planning the acquisition of
Perseroan, pengajuan permohonan persetujuan toll road sections in the RKAP, submitting a request
akuisisi kepada Dewan Komisaris dengan for approval of the acquisition to the Board of
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
melampirkan data kelayakan ruas jalan tol yang Commissioners by attaching feasibility data on the
akan diakusisi, meliputi kelayakan teknis, finansial, toll road sections to be acquired, including technical,
legal ekonomis, manfaat, bankable, kemampuan financial, legal, economic, benefits, bankability, the
pendanaan Perseroan, rencana bisnis dan profil risiko Company’s funding capabilities, business plans and
investasi, untuk dievaluasi dan dikaji oleh Dewan investment risk profiles, to be evaluated and reviewed
Komisaris, yang hasilnya dipakai Dewan Komisaris by the Board of Commissioners, the results of which
untuk memberikan rekomendasinya apakah Direksi are used by the Board of Commissioners to provide
dapat meneruskan ke tahap pelaksanaan akuisisi recommendations on whether the Board of Directors
atau tidak. can proceed to the acquisition implementation stage
or not.
c. Pengelolaan pengembangan bisnis jalan tol baru c. Management of new toll road business development
melalui akuisisi sebagian saham atau seluruh saham through the acquisition of partial or total shares of toll
ruas-ruas jalan tol, yaitu meliputi tahap perencanaan road sections, which includes the toll road section
akuisisi ruas jalan tol dalam RKAP Perseroan, acquisition planning stage in the Company’s RKAP,
pengajuan permohonan persetujuan akuisisi kepada submission of an acquisition approval request to
Dewan Komisaris dengan melampirkan data kelayakan the Board of Commissioners with attached feasibility
ruas jalan tol yang akan diakusisi, meliputi kelayakan data on the toll road section to be acquired, including
teknis, finansial, legal, ekonomis, manfaat, bankable, technical, financial, legal, economic, benefits,
kemampuan pendanaan Perseroan dan rencana bankability, the Company’s funding capabilities,
bisnis dan profil risiko investasi, untuk dievaluasi and the business plan and investment risk profile,
dan dikaji oleh Dewan Komisaris, yang hasilnya to be evaluated and reviewed by the Board of
dipakai oleh Dewan Komisaris untuk memberikan Commissioners, the results of which are used by the
rekomendasinya apakah Direksi dapat meneruskan Board of Commissioners to provide its recommendation
ke tahap pelaksanaan akuisisi atau tidak. on whether the Board of Directors can proceed to the
acquisition implementation stage or not.
5. Melakukan pengawasan atas pelaksanaan manajemen 5. Supervise the implementation of risk management and
risiko beserta mitigasinya terkait dengan pembangunan mitigation related to the construction of new toll roads
jalan tol baru dan akuisisi ruas-ruas jalan tol serta and the acquisition of toll road sections, as well as the
pembangunan sarana dan prasarana jalan tol. construction of toll road facilities and infrastructure.
6. Pengelolaan dan pengembangan inisiasi bisnis 6. Manage and develop the Company’s business initiatives,
Perusahaan, khususnya pengembangan bisnis yang particularly the development of businesses related
terkait dengan bidang sistem informasi dan teknologi to information systems and information technology,
informasi, bidang pemeliharaan, bidang rest area dan maintenance, rest areas and related businesses, in terms
related business, dalam hal melakukan eksekusi dan of executing and increasing business opportunities
meningkatkan peluang bisnis baik di dalam maupun di both within and outside the company’s business
luar wilayah operasi kelompok usaha Perusahaan untuk group’s operating area to increase and/or maximize
meningkatkan dan/atau memaksimalkan pendapatan the Company’s revenue and added value through the
dan nilai tambah Perusahaan melalui pengembangan development of the toll road operations of Subsidiaries
operasi jalan tol Anak Perusahaan dan Usaha Lain lnduk and Other Businesses of the Parent Company and
dan Anak Perusahaan yang telah beroperasi. Subsidiaries that are already in operation.
7. Melakukan pengawasan atas pelaksanaan pembinaan 7. Supervising the implementation of guidance and
dan pengelolaan dalam pengembangan usaha di bidang management in business development in the toll road
jalan tol, usaha lain (rest area, iklan dan utilitas) serta toll sector, other businesses (rest areas, advertising, and
corridor development. utilities), and toll corridor development.
8. Selaku Anggota Komite Audit, menghadiri dan/atau 8. As a member of the Audit Committee, attending and/
memimpin rapat internal Komite Audit dan/atau rapat or chairing internal Audit Committee meetings and/or
Komite dengan pihak lain, dalam hal Ketua Komite Audit Committee meetings with other parties, if the Chairman
berhalangan hadir. Selain itu melakukan pengawasan of the Audit Committee is unable to attend. In addition,
agar piagam (charter) Komite Audit telah terpenuhi supervising to ensure that the Audit Committee charter
dan dilakukan dengan baik, antara lain: (a) menyusun is fulfilled and implemented properly, including: (a)
program kerja tahunan dan indikator kinerja kunci preparing the Audit Committee’s annual work program
Komite Audit, untuk ditetapkan oleh Ketua Komite and key performance indicators, to be determined by
Audit, (b) menyusun kajian Komite Audit tepat dan the Chairman of the Audit Committee, (b) preparing
tajam, serta dapat dipergunakan sebagai rekomendasi accurate and insightful Audit Committee reviews, which
dan masukan bagi Dewan Komisaris dalam mengambil can be used as recommendations and input for the Board
keputusan-keputusan, (c) menyusun Laporan Triwulan of Commissioners in making decisions, (c) preparing
dan Laporan Tahunan Komite Audit, serta laporan Quarterly and Annual Reports of the Audit Committee,
capaian kinerja Komite Audit yang dilakukan secara self as well as reports on the performance of the Audit
assessment yang disusun dan diserahkan kepada pihak Committee conducted through self-assessment, which
yang berkenaan tepat pada waktunya. Laporan-laporan are prepared and submitted to the relevant parties on
tersebut akan disampaikan kepada Direksi untuk bahan time. These reports will be submitted to the Board of
penyusunan Laporan Tahunan Perseroan. Directors for use in preparing the Annual Report.
9. Memberikan rekomendasi masukan, arahan, kesimpulan, 9. Providing recommendations, input, directives,
tanggapan dan persetujuan Dewan Komisaris sesuai conclusions, responses, and approvals of the Board of
544 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 545
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
dan terkait bidang tugas dan kewajibannya sehubungan Commissioners in accordance with and related to their
dengan permohonan Direksi untuk perbuatan-perbuatan duties and obligations in connection with the Board of
Direksi dalam hal sebagaimana yang diatur dalam Directors’ requests for actions to be taken by the Board
Anggaran Dasar PT Jasa Marga (Persero) Tbk. Pasal 12 of Directors as stipulated in the Articles of Association
ayat 7 huruf i, ii, iii,iv,v, dan ayat 10 a. of PT Jasa Marga (Persero) Tbk. Article 12, paragraph 7,
letters i, ii, iii, iv, v, and paragraph 10 a.
Tedi Kurniawan, Komisaris lndependen, menangani tugas Tedi Kurniawan, Independent Commissioner, handles
pengawasan dan pemberian nasihat kepada Direksi di supervisory duties and provides advice to the Board of
Bidang Operasi dan Pemeliharaan, dan merangkap sebagai Directors in the areas of Operations and Maintenance,
Ketua Komite Audit, yang meliputi tugas untuk memberikan and also serves as Chairman of the Audit Committee,
masukan, arahan, rekomendasi dalam rangka: which includes the duties of providing input, directive, and
recommendations in the context of:
1. Penetapan arah kebijakan dan strategi dalam Operation 1. Determining policy and strategy directions in
Business Planning & Performance serta managemen Operation Business Planning & Performance, as well
pengoperasian dan pemeliharaan serta peningkatan as the management of operation, maintenance, and
jalan tol beserta seluruh kelengkapannya. improvement of toll roads and all their facilities.
2. Pengelolaan manajemen pengoperasian jalan tol yang 2. Management of toll road operations, including toll
meliputi pengumpulan tol dan manajemen lalu lintas jalan collection and effective, safe, and reliable toll road
tol yang efektif, aman dan handal oleh PT Jasamarga traffic management by PT Jasamarga Tollroad Operator
Tollroad Operator (PT JMTO), PT Jasamarga Toll Road (PT JMTO), PT Jasamarga Toll Road Maintenance
Maintenance (PT JMTM) dan PT Jakarta Lingkarluar (PT JMTM), and PT Jakarta Lingkarluar Jakarta (PT JLJ),
Jakarta (PT JLJ) dimana: whereby:
a. Transaksi pembayaran tol lancar, aman dari a. Smooth toll payment transactions, secure from
manipulasi/kerusakan, serta memenuhi standar manipulation/damage, and meeting minimum
pelayanan minimum, dan pengumpulan pendapatan service standards, as well as transparent, secure,
tol transparan, aman, akuntabel dan cepat. accountable, and fast toll revenue collection.
b. Kelancaran lalu lintas di gardu tol dan antrian b. Smooth traffic flow at toll booths and vehicle queues
kendaraan di gerbang tol sesuai dengan standar at toll gates in accordance with minimum service
pelayanan minimum. standards.
c. Manajemen pengoperasian jalan tol yang modern, c. Modern, effective, safe, and reliable toll road operation
efektif, aman dan handal, dengan memanfaatkan management, utilizing advanced information
teknologi informasi yang canggih, penggunaan technology, the use of advanced, compatible, and
peralatan tehnis gardu tol yang canggih, compatible reliable toll gate technical equipment that enables
dan handal yang memungkinkan dilaksanakan the integration of toll payment transactions between
pengintegrasian transaksi pembayaran tol antar operators, and supported by adequate toll road
operator, serta didukung dengan sarana dan facilities and infrastructure to provide toll road
prasarana penunjang jalan tol yang cukup, dalam traffic services that meet safety standards, travel
rangka pemberian pelayanan lalu lintas jalan tol yang speed, and improved response time for handling
memenuhi standar keamanan, kecepatan tempuh travel disruptions, which meet the Minimum Service
serta peningkatan response time penanganan Standards (SPM).
gangguan perjalanan, yang memenuhi Standar
Pelayanan Minimal (SPM).
3. Pengelolaan manajemen pemeliharaan dan peningkatan 3. The management of maintenance and capacity
kapasitas jalan tol beserta seluruh sarana dan prasarana improvement of toll roads and all supporting facilities and
penunjang jalan tol oleh PT Jasamarga Tollroad infrastructure by PT Jasamarga Tollroad Maintenance
Maintenance (PT JMTM) dan PT Jakarta Lingkarluar (PT JMTM) and PT Jakarta Lingkarluar Jakarta (PT JLJ)
Jakarta (PT JLJ) dilakukan secera efektif dan efisien,serta is carried out effectively, efficiently, and on time, so
tepat pada waktunya, sehingga kondisi jalan tol yang that the toll road is in reliable condition to support the
handal untuk mendukung tercapainya kecepatan tempuh achievement of average travel speed, safety, comfort,
rata-rata, keamanan, kenyamanan dan mobilitas, serta and mobility, and is operated in a condition that always
dioperasikan dalam kondisi yang selalu memenuhi meets minimum service standards and ensures that
standar pelayanan minimum dan menjamin kenaikan tarif tariff increases are achieved according to schedule.
dicapai tepat sesuai dengan jadwalnya.
4. Selaku Ketua Komite Audit (KA), memastikan bahwa 4. As Chairman of the Audit Committee (KA), ensure that
piagam (charter) KA telah terpenuhi dan dilakukan the KA charter is fulfilled and implemented properly,
dengan baik antara lain: (a) menetapkan program including: (a) establishing the annual work program and
kerja tahunan dan indicator kinerja kunci Komite Audit, key performance indicators of the Audit Committee,
(b) mengarahkan agar hasil kajian Komite Audit tepat dan (b) directing the Audit Committee to produce accurate and
tajam, serta dapat dipergunakan sebagai rekomendasi incisive reviews that can be used as recommendations
dan masukan bagi Dewan Komisaris dalam mengambil and input for the Board of Commissioners in making
keputusan-keputusan, (c) menandatangani risalah rapat decisions, (c) signing the minutes of the Audit Committee
Komite Audit, (d) menerbitkan dan menandatangani meetings, (d) publishing and signing the Audit
laporan Triwulan dan Laporan Tahunan Komite Audit, Committee’s Quarterly and Annual Reports, as well as
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 545
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
serta laporan capaian kinerja Komite Audit yang dilakukan the Audit Committee’s performance achievement report,
secara self assessment selesai pada waktunya, yang which is conducted through a timely self assessment,
nantinya akan disampaikan kepada Direksi untuk bahan which will later be submitted to the Board of Directors for
penyusunan laporan tahunan Perseroan. use in preparing the annual report.
5. Selaku Ketua Komite Audit (KA) melakukan evaluasi atas 5. As Chairman of the Audit Committee (KA), evaluate
kinerja auditor eksternal dalam rangka pengadaan KAP the performance of external auditors in the context
yang akan melakukan audit umum Perusahaan yang of procuring a KAP to conduct a general audit of the
akan diusulkan Dewan Komisaris (melalui Direksi) untuk Company, which will be proposed by the Board of
disetujui dan ditetapkan oleh RUPS. Commissioners (through the Board of Directors) for
approval and determination by the GMS.
6. Memberikan rekomendasi masukan, arahan, kesimpulan, 6. Providing recommendations, input, directives,
tanggapan dan persetujuan Dewan Komisaris sesuai conclusions, responses, and approvals to the Board of
dan terkait bidang tugas dan kewajibannya sehubungan Commissioners in accordance with and related to their
dengan permohonan Direksi untuk perbuatan-perbuatan duties and obligations in connection with the Board of
Direksi dalam hal sebagaimana yang diatur dalam Directors’ requests for actions as stipulated in the Articles
Anggaran Dasar PT Jasa Marga (Persero) Tbk. Pasal 12 of Association of PT Jasa Marga (Persero) Tbk. Article 12,
ayat 7 huruf i, ii,iii,iv,v dan ayat 10 a. paragraph 7, letters i, ii, iii, iv, v, and paragraph 10 a.
Syamsul Bachri Yusuf, Komisaris, menangani tugas Syamsul Bachri Yusuf, Commissioner, handles supervisory
pengawasan dan pemberian nasihat kepada Direksi di duties and provides advice to the Board of Directors in
Bidang Pengelolaan Bisnis, merangkap sebagai Ketua the area of Business Management, concurrently serving
Komite Pemantau Risiko dan Hukum yang meliputi tugas as Chairman of the Risk Monitoring and Legal Committee,
untuk memberikan masukan, arahan, rekomendasi dalam which includes the duties of providing input, directive, and
rangka: recommendations in the context of:
1. Penetapan arah kebijakan dan strategi dalam 1. Determining the direction of policies and strategies in
pengelolaan manajemen bisnis Perusahaan dan sistem the management of the Company’s business and the
teknologi informasi Perseroan dan pengembangannya. Company’s information technology systems and their
development.
2. Penetapan arah kebijakan dan strategi dalam 2. Establishing policy and strategy directions in business
pengelolaan manajemen bisnis di tingkat Regional management at the Company’s regional level, and
Perusahaan dan sistem teknologi informasi Regional dan regional information technology systems and their
pengembangannya. development.
3. Penetapan arah kebijakan dan strategi dalam 3. Determining the direction of policies and strategies
pengelolaan manajemen bisnis Perusahaan dan sistem in the management of the Company’s business and
teknologi informasi dan pengembangannya di tingkat information technology systems and their development
APJT - APJT yang telah operasional di masing-masing at the APJTs levels that are already operational in each
Regional, Metropolitan, Nusantara dan Transjawa, serta Regional, Metropolitan, Nusantara, and Transjawa
dalam mengeksekusi dan meningkatkan peluang bisnis areas, as well as in executing and increasing business
baik di dalam maupun di luar wilayah operasi kelompok opportunities both within and outside the company’s
usaha Perseroan. business group’s operating areas.
4. Pengelolaan manajemen dalam sistem informasi dan 4. Management of the Company’s information and
teknologi informasi Perseroan, termasuk teknologi information technology systems, including toll road
operasi jalan tol, dalam hal perencanaan, pembangunan, operation technology, in terms of planning, development,
operasional dan pengendalian teknologi informasi. operation, and control of information technology.
5. Pengelolaan manajemen pemantauan, evaluasi, 5. Management of monitoring, evaluation, coordination,
koordinasi dan pengendalian APJT-APJT operasional and control of operational APJTs to achieve strategic
dalam rangka untuk mencapai sasaran strategis, standar objectives, operating system standards, and
sistem operasi dan tolok ukur kinerja. performance benchmarks.
6. Pengelolaan dan pengendalian kinerja pengoperasian 6. Management and control of regional operational
Regional dalam manajemen pengumpulan tol, performance in toll collection management, its
keefektivitasnya dan pengamanannya, serta effectiveness and security, as well as the development
pengembangan sistem teknologi operasional. of operational technology systems.
7. Selaku Komite Pemantau Risiko dan Hukum, memastikan 7. As the Risk Monitoring and Legal Committee
bahwa piagam (charter) KRH telah terpenuhi dan (KRH), ensuring that the KRH charter is fulfilled and
dilakukan dengan baik antara lain: (a) menetapkan implemented properly, including: (a) establishing the
program kerja tahunan dan indikator kinerja kunci Komite annual work program and key performance indicators
Pemantau Risiko dan Hukum, (b) mengarahkan agar hasil of the Risk Monitoring and Legal Committee, (b)
kajian Komite Pemantau Risiko dan Hukum tepat dan directing the Risk Monitoring and Legal Committee to
tajam, serta dapat dipergunakan sebagai rekomendasi produce accurate and incisive review results that can
dan masukan bagi Dewan Komisaris dalam mengambil be used as recommendations and input for the Board
keputusan-keputusan, (c) menandatangani risalah rapat of Commissioners in making decisions, (c) signing the
Komite Pemantau Risiko dan Hukum, (d) menerbitkan minutes of the Risk Monitoring and Legal Committee
dan menandatangani laporan Triwulan dan Laporan meetings, (d) publishing and signing the Risk Monitoring
Tahunan Komite Pemantau Risiko dan Hukum, serta and Legal Committee’s Quarterly and Annual Reports,
laporan capaian kinerja Komite Pemantau Risiko dan as well as the Risk Monitoring and Legal Committee’s
546 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Hukum yang dilakukan secara self assessment selesai performance achievement report, which is conducted
pada waktunya, yang nantinya akan disampaikan kepada through a timely self assessment, which will later be
Direksi untuk bahan penyusunan laporan tahunan submitted to the Board of Directors as material for the
Perseroan. preparation of the annual report.
8. Memberikan rekomendasi masukan, arahan, kesimpulan, 8. Provide recommendations, input, directives,
tanggapan dan persetujuan Dewan Komisaris sesuai conclusions, responses, and approvals to the Board of
dan terkait bidang tugas dan kewajibannya sehubungan Commissioners in accordance with and related to their
dengan permohonan Direksi untuk perbuatan-perbuatan duties and obligations in connection with the Board of
Direksi dalam hal sebagaimana yang diatur dalam Directors’ requests for actions to be taken by the Board
Anggaran Dasar PT Jasa Marga (Persero) Tbk. Pasal 12 of Directors as stipulated in the Articles of Association
ayat 7 huruf i, ii,iii,iv,v dan ayat 10 a. of PT Jasa Marga (Persero) Tbk. Article 12, paragraph 7,
letters i, ii, iii, iv, v, and paragraph 10 a.
Asrorun Ni’am Sholeh, Komisaris, menangani tugas Asrorun Ni’am Sholeh, Commissioner, oversees supervisory
pengawasan dan pemberian nasihat kepada Direksi duties and provides guidance to the Board of Directors,
khususnya dalam bidang pengelolaan Keuangan dan particularly in areas such as financial management and
Manajemen Risiko, serta merangkap sebagai Anggota risk management, and also serves as a member of the
Komite Pemantau Risiko dan Hukum. Bidang tugasnya Risk Monitoring and Legal Committee. His duties include
meliputi tugas untuk memberikan masukan, arahan. providing input, direction, and recommendations to:
rekomendasi dalam rangka:
1. Bekerja sama dengan Komite Nominasi dan Remunerasi 1. Cooperating with the Nomination and Remuneration
dan Komite Audit dalam memberikan rekomendasi Committee and the Audit Committee in providing
dan/atau masukan dalam menetapkan arah kebijakan recommendations and/or input in determining policy
dan strategi dalam rangka penyusunan rencana and strategy directions in the context of preparing the
strategis Perusahaan Jangka Panjang (RJPP) dan Company’s Long-Term Strategic Plan (RJPP) and Annual
Rencana Kegiatan dan Anggaran Perusahaan Tahunan Company Activity and Budget Plan (RKAP), as well as
(RKAP),serta evaluasi dan review pelaksanaannya evaluating and reviewing their implementation each year
setiap tahun serta realisasi Program Kemitraan dan Bina and the realization of the Partnership and Community
Lingkungan. Development Program.
2. Melakukan pengawasan dan pemantauan atas 2. Supervising and monitoring the Board of Directors’
kepatuhan Direksi dalam menjalankan Perusahaan compliance in running the Company per the RKAP and/
sesuai RKAP dan/atau RJPP, serta memberikan hal-hal or RJPP, as well as providing important information on
penting mengenai perubahan lingkungan bisnis yang changes in the business environment that are expected
diperkirakan akan berdampak besar pada usaha dan to have a significant impact on the Company’s business
kinerja Perseroan secara tepat waktu dan relevan. and performance in a timely and relevant manner.
3. Memastikan audit eksternal dan audit internal 3. Ensuring that external and internal audits are carried out
dilaksanakan secara efektif serta memberikan arahan effectively and providing guidance for strengthening the
untuk penguatan sistem pengendalian intern Perseroan. company’s internal control system.
4. Penetapan arah kebijakan dan strategi untuk 4. Determining the direction of policies and strategies
pengelolaan manajemen keuangan dan akuntansi for sound, accountable, and transparent financial and
Perseroan yang sehat, akuntabel, transparan, serta accounting management of the Company, as well as
dalam rangka perkuatan struktur keuangan Perseroan strengthening the Company’s financial structure and
dan peningkatan efisiensi dan efektivitas pengelolaan increasing the efficiency and effectiveness of the
keuangan Perseroan, sehingga diperoleh dana yang Company’s financial management, so as to obtain
murah yang diperlukan untuk investasi pembangunan the low-cost funds needed for investment in new
jalan tol baru, peningkatan kapasitas, perbaikan dan toll road construction, capacity expansion, repair
pemeliharaan jalan tol yang ada, serta untuk investasi and maintenance of existing toll roads, as well as for
di bidang bisnis lain dan/atau non tol dalam rangka investment in other business areas and/or non-toll road
menambah pendapatan Perseroan. areas to increase the Company’s revenue.
5. Memberikan arahan tentang kebijakan akuntansi dan 5. Guiding accounting policies and the preparation of
penyusunan laporan keuangan sesuai dengan standar financial statements in accordance with generally
akuntansi yang berlaku umum di Indonesia (SAK), serta accepted accounting standards in Indonesia (SAK), as
pengelolaan sistem perpajakan. well as tax system management.
6. Peningkatan kemampuan dalam pemantauan dan 6. Improving capabilities in monitoring and evaluating the
evaluasi pelaksanaan program kerja Perseroan dan implementation of the Company’s and Subsidiaries’ work
Anak Perusahaan serta dalam pengendalian portofolio programs and in controlling the Company’s financial
investasi keuangan Perseroan, agar tercapai keselarasan investment portfolio, to achieve alignment with the
dengan arah, sasaran dan rencana strategis Perseroan. Company’s direction, objectives, and strategic plans.
7. Pengembangan, peningkatan efisiensi dan efektivitas 7. Developing, improving the efficiency and effectiveness
pengelolaan administrasi keuangan, pengendalian of financial administration management, controlling the
likuiditas keuangan Perseroan serta pemanfaatan Company’s financial liquidity, and utilizing information
teknologi informasi dalam penyusunan laporan keuangan technology in the preparation of financial statements
dan dalam rangka pengamanan transaksi keuangan and in the context of securing financial transactions,
termasuk pendapatan tol dan non tol, yang sesuai dan including toll and non-toll revenues, in accordance
memenuhi ketentuan peraturan perundang-undangan with and complying with the provisions of laws and
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
dan standar administrasi keuangan. regulations and financial administration standards.
8. Menyampaikan laporan kepada Dewan Komisaris 8. Submitting reports to the Board of Commissioners in
apabila terjadi gejala menurunnya kinerja Perusahaan the event of a decline in the Company’s performance,
untuk memberikan saran-saran kepada Direksi untuk to provide advice to the Board of Directors on how to
memperbaiki permasalahan yang dihadapi. address the problems faced.
9. Memberikan masukan, arahan, rekomendasi atas 9. Providing input, directive, and recommendations on the
pelaksanaan pengawasan manajemen risiko, penyelesaian implementation of risk management supervision and the
permasalahan di bidang hukum yang dihadapi Perseroan resolution of legal issues faced by the Company per the
sesuai dengan ketentuan peraturan perundang undangan. provisions of laws and regulations.
10. Memberikan masukan, arahan, rekomendasi dalam 10. Providing input, directive, and recommendations in the
rangka pengawasan dan pengendalian manajemen mutu context of quality management supervision and control
agar produk-produk Perseroan dibidang keuangan, so that the Company’s products in the fields of finance,
investasi dan operasi & pemeliharaan tercapai sesuai investment, and operations & maintenance achieve their
sasaran target mutu, waktu dan manfaat, sehingga quality, time, and benefit targets, thereby achieving
tercapai efisiensi dan efektivitas usaha. business efficiency and effectiveness.
11. Memberikan masukan, arahan, rekomendasi 11. Providing input, directive, and recommendations
kepada Dewan Komisaris terkait fungsi pemantauan to the Board of Commissioners regarding the Risk
Manajemen Risiko mengenai: (1) telaahan atas aktivitas Management monitoring function on: (1) review of
pelaksanaan manajemen risiko yang dilakukan Direksi, risk management activities carried out by the Board
(2) penyempurnaan sistem manajemen risiko dan of Directors, (2) improvement of the risk management
pelaksanaannya, (3) memberikan saran risk indicator system and its implementation, (3) providing advice on
atas perkembangan lingkungan eksternal dan organisasi risk indicators regarding developments in the external
Perseroan yang akan mempengaruhi bisnis Perseroan, environment and the Company’s organization that will
dan (4) dalam rangka penyempurnaan sistem manajemen affect the Company’s business, and (4) improving the
risiko dan pelaksanaannya. risk management system and its implementation.
12. Melakukan penelaahan atas informasi keuangan yang 12. Reviewing financial information to be released
akan dikeluarkan Perseroan kepada publik dan/atau by the company to the public and/or authorities,
pihak otoritas, antara lain laporan keuangan (Triwulanan including financial reports (quarterly and annual) and
dan Tahunan) dan informasi lain yang terkait dengan other information related to the company’s financial
informasi keuangan Perseroan. information.
13. Selaku Anggota Komite Pemantau Risiko dan Hukum, 13. As a member of the Risk Monitoring and Legal
menghadiri dan/atau memimpin rapat internal Komite Committee, attending and/or chairing internal meetings
Pemantau Risiko dan Hukum dan/atau rapat Komite of the Risk Monitoring and Legal Committee and/or
dengan pihak lain, dalam hal Ketua Komite Pemantau committee meetings with other parties, if the Chairman
Risiko dan Hukum berhalangan hadir. Selain itu melakukan of the Risk Monitoring and Legal Committee is unable
pengawasan agar piagam (charter) Komite Pemantau to attend. In addition, supervising the fulfillment and
Risiko dan Hukum telah terpenuhi dan dilakukan dengan proper implementation of the Risk Monitoring and
baik, antara lain: (a) menyusun program kerja tahunan Legal Committee charter, including: (a) preparing the
dan indikator kinerja kunci Komite Pemantau Risiko dan annual work program and key performance indicators
Hukum, untuk ditetapkan oleh Ketua Komite Pemantau of the Risk Monitoring and Legal Committee, to be
Risiko dan Hukum, (b) menyusun kajian Komite determined by the Chairman of the Risk Monitoring and
Pemantau Risiko dan Hukum tepat dan tajam, serta Legal Committee, (b) preparing accurate and insightful
dapat dipergunakan sebagai rekomendasi dan masukan Risk Monitoring and Legal Committee reviews that can
bagi Dewan Komisaris dalam mengambil keputusan- be used as recommendations and input for the Board
keputusan, (c) menyusun Laporan Triwulan dan Laporan of Commissioners in making decisions, (c) compiling
Tahunan Komite Pemantau Risiko dan Hukum, serta Quarterly Reports and Annual Reports of the Risk
laporan capaian kinerja Komite Pemantau Risiko dan Monitoring and Legal Committee, as well as reports on
Hukum yang dilakukan secara self assessment yang the performance achievements of the Risk Monitoring and
disusun dan diserahkan kepada pihak yang berkenaan Legal Committee conducted through self assessment,
tepat pada waktunya. Laporan-laporan tersebut akan which are compiled and submitted to the relevant parties
disampaikan kepada Direksi untuk bahan penyusunan on time. These reports will be submitted to the Board of
Laporan Tahunan Perseroan. Directors for preparing the Annual Report.
14. Memberikan rekomendasi masukan, arahan, kesimpulan, 14. Provide recommendations, input, directives, conclusions,
tanggapan dan persetujuan Dewan Komisaris sesuai responses, and approvals to the Board of Commissioners
dan terkait bidang tugas dan kewajibannya sehubungan in accordance with and related to their duties and
dengan permohonan Direksi untuk perbuatan-perbuatan obligations in connection with the Board of Directors’
Direksi dalam hal sebagaimana yang diatur dalam requests for actions as stipulated in the Articles of
Anggaran Dasar PT Jasa Marga (Persero) Tbk. Pasal 12 Association of PT Jasa Marga (Persero) Tbk. Article 12,
ayat 7 huruf i, ii, iii,iv,v dan ayat 10 a. paragraph 7, letters i, ii, iii, iv, v, and paragraph 10 a.
548 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Rapat-Rapat yang Dihadiri oleh Dewan Meetings Attended by the Board of
Komisaris Commissioners
Uraian mengenai kebijakan dan pelaksanaan frekuensi rapat A description of the policy and implementation of the
Dewan Komisaris, rapat Dewan Komisaris bersama Direksi frequency of Board of Commissioners meetings, joint Board
dan tingkat kehadiran anggota Dewan Komisaris dalam of Commissioners and Board of Directors meetings, and the
rapat tersebut termasuk kehadiran dalam RUPS, dapat attendance rate of Board of Commissioners members at
dilihat pada Sub Bab mengenai Rapat Dewan Komisaris dan these meetings, including attendance at GMS, is available
Direksi dalam buku Laporan Tahunan ini. in the Board of Commissioners and Board of Directors
Meetings sub-chapter of this Annual Report.
Program Pengenalan Perseroan bagi Company Induction Program for New
Anggota Dewan Komisaris Baru Board of Commissioners Members
Proses yang dilakukan setelah pengangkatan pengurus The process carried out after the appointment of new
baru melalui RUPS adalah diselenggarakannya Program management through the GMS is the implementation of
Pengenalan bagi Pengurus yang baru diangkat. Program an Induction Program for newly appointed management.
Pengenalan bagi anggota Dewan Komisaris yang baru The Induction Program for newly appointed members
diangkat untuk pertama kali, wajib dilakukan oleh Perseroan of the Board of Commissioners must be carried out by
dalam waktu selambat-lambatnya 3 (tiga) bulan sejak the Company no later than 3 (three) months after their
pengangkatannya, sebagaimana tercantum dalam Bab II. I. 1. appointment, as stated in Chapter II. I. 1. Board Manual. This
Board Manual. Kegiatan ini bertujuan untuk memperkenalkan activity aims to introduce the Company to the members
Perseroan kepada anggota Dewan Komisaris, sebelum of the Board of Commissioners, providing them with a
memahami Perseroan secara lebih detail. Di samping itu, more detailed understanding of the Company. In addition,
kegiatan ini juga bertujuan agar para anggota Dewan this activity aims to enable members of the Board of
Komisaris dapat saling mengenal dan menjalin kerja sama Commissioners to get to know one another and establish
sebagai satu tim yang solid, komprehensif, dan efektif. cooperation as a solid, comprehensive, and effective team.
Materi Program Pengenalan bagi Pengurus baru di antaranya The material for the Induction Program for new management
mencakup profil Perseroan, pengenalan tentang proses includes the Company profile, an introduction to Jasa
bisnis Jasa Marga, pencapaian Perseroan, penerapan sistem Marga’s business processes, the Company’s achievements,
manajemen dan tata kelola Perusahaan. and the implementation of the company’s management and
governance systems.
Sehubungan dengan perubahan susunan pengurus, In connection with changes in the composition of the
Perseroan telah melaksanakan program pengenalan bagi management, the Company has conducted an orientation
Dewan Komisaris sebanyak 3 (tiga) kali pada tahun 2025. programme for the Board of Commissioners 3 (three) times
Program tersebut dilaksanakan pada tanggal: in 2025. The programme was held on the following dates:
• 28 Mei 2025, dihadiri oleh Bapak Nachrowi Ramli dan • May 28, 2025, attended by Mr Nachrowi Ramli and Mr
Bapak Rudi Antariksawan selaku anggota Dewan Rudi Antariksawan as newly appointed members of the
Komisaris yang baru diangkat; Board of Commissioners;
• 4 Juni 2025, dihadiri oleh Bapak Juri Ardiantoro, Bapak • June 4, 2025, attended by Mr Juri Ardiantoro, Mr Syamsul
Syamsul Bachri Yusuf, dan Bapak Asrorun Ni’am Sholeh Bachri Yusuf, and Mr Asrorun Ni'am Sholeh as newly
selaku anggota Dewan Komisaris yang baru diangkat, appointed members of the Board of Commissioners, as
serta Bapak Rivan A. Purwantono, dan Bapak Yoga Tri well as Mr Rivan A. Purwantono and Mr Yoga Tri Anggoro
Anggoro selaku anggota Direksi yang baru diangkat; dan as newly appointed members of the Board of Directors;
and
• 30 Desember 2025, dihadiri oleh Bapak Tedi Kurniawan • December 30 2025, attended by Mr Tedi Kurniawan as a
selaku anggota Dewan Komisaris yang baru diangkat. newly appointed member of the Board of Commissioners.
Pengembangan Kompetensi Competency Development
Dalam rangka meningkatkan pengetahuan dan kompetensi To enhance the knowledge and competence of the Board
para anggota Dewan Komisaris, dan memastikan wawasan of Commissioners members, and to ensure that their
profesional, kompetensi serta kemampuan kepemimpinan professional insight, competence, and leadership skills
para anggota Dewan Komisaris dapat berkembang evolve in line with the latest industry developments, the
selaras dengan perkembangan industri terkini, Perseroan Company provides training to each member of the Board
memberikan pelatihan kepada setiap anggota Dewan of Commissioners. The training/education programs
Komisaris. Program pelatihan/pendidikan yang diikuti oleh attended by the Board of Commissioners throughout 2025
para Dewan Komisaris sepanjang tahun 2025 dapat dilihat are available in the Board of Commissioners Competency
pada bagian Pengembangan Kompetensi Dewan Komisaris Development section of the Company Profile chapter in this
di Bab Profil Perusahaan di dalam buku Laporan Tahunan ini. Annual Report.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kebijakan Rangkap Jabatan Policy on Concurrent Positions
Rangkap Jabatan Dewan Komisaris diatur secara tegas The concurrent positions of the Board of Commissioners are
dalam Anggaran Dasar Perseroan, sebagai berikut: clearly regulated in the Company’s Articles of Association,
as follows:
1. Anggota Direksi pada BUMN, BUMD, dan badan usaha 1. Members of the Board of Directors of SOE, ROE, and
milik swasta. private enterprises.
2. Pengurus partai politik dan/atau calon/anggota Dewan 2. Political party officials and/or candidates/members
Perwakilan Rakyat (DPR), Dewan Perwakilan Daerah of the House of Representatives (DPR), Regional
(DPD), Dewan Perwakilan Rakyat Daerah (DPRD) Tingkat Representatives Council (DPD), Provincial Legislative
I dan DPRD Tingkat II dan/atau calon Kepala Daerah/ Council (DPRD) Level I and DPRD Level II, and/or
Wakil Kepala Daerah. candidates for Regional Head/Deputy Regional Head.
3. Jabatan lain sesuai dengan ketentuan dalam Peraturan 3. Other positions in accordance with the provisions of the
Perundangan. Law.
4. Jabatan lainnya yang dapat menimbulkan benturan 4. Other positions that may cause a conflict of interest.
kepentingan.
Informasi berikut mengenai rangkap jabatan pada The following information shows concurrent positions on the
keanggotaan Dewan Komisaris tahun 2025: Board of Commissioners in 2025:
Tabel Rangkap Jabatan Dewan Komisaris
Table of Concurrent Positions of the Board of Commissioners
Nama Jabatan Jabatan Pada Perusahaan/Instansi Lain Nama Perusahaan/Instansi Lain
Name Position Position in Other Companies/Institutions Name of Company/Institution
Komisaris Utama Wakil Menteri Sekretaris Negara Kementerian Sekretariat Negara
Juri Ardiantoro*
President Commissioner Deputy Minister of State Secretary Ministry of State Secretariat
Staf Khusus Bidan Teknologi, Tata Kelola, dan Kepatuhan
Syamsul Bachri Komisaris Kementerian Pekerjaan Umum Kementerian Pekerjaan Umum
Yusuf * Commissioner Special Staff for Technology, Governance, and Compliance, Ministry of Public Works
Ministry of Public Works
Komisaris Independen
Nachrowi Ramli* - -
Independent Commissioner
Komisaris Independen
Tedi Kurniawan*** - -
Independent Commissioner
Komisaris Independen
Rudi Antariksawan* - -
Independent Commissioner
Staf Ahli Bidang Inovasi Kepemudaan dan Keolahragaan
Asrorun Ni’am Komisaris Kementerian Pemuda dan Olahraga Kementerian Pemuda dan Olahraga
Sholeh* Commissioner Expert Staff for Youth Innovation and Sports at the Ministry of Ministry of Youth and Sports
Youth and Sports
Kementerian Pekerjaan Umum dan
Mohammad Zainal Komisaris Utama Sekretaris Jenderal
Perumahan Rakyat
Fatah** President Commissioner Secretary General
Ministry of Public Works and Housing
Komisaris
M. Roskanedi** - -
Commissioner
Komisaris Perwira Tinggi (Pati) Police Education and Training
Raja Erizman**
Commissioner High-ranking Officer (Pati) Institute (Lemdiklat)
• Dekan Fakultas Ilmu Administrasi
• Ketua Klaster Riset Tata Kelola dan Daya Saing Badan Usaha
Komisaris Independen Universitas Indonesia
Chandra Wijaya** • Dean of Faculty of Administrative Sciences
Independent Commissioner Universitas Indonesia
• Head of the Enterprise Governance and Competitiveness
Research Cluster
Komisaris Independen
Marsetio** - -
Independent Commissioner
Komisaris Independen Komisaris Independen
Seppalga Ahmad**** PT Pelindo Solusi Logistik
Independent Commissioner Independent Commissioner
Komisaris Independen
Abdul Rachman** - -
Independent Commissioner
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
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Keputusan, Rekomendasi, dan Decisions, Recommendations, and
Pelaksanaan Tugas Dewan Komisaris Implementation of the Board of
Commissioners’ Duties
Sepanjang tahun 2025, Dewan Komisaris telah melaksanakan Throughout 2025, the Board of Commissioners has carried
fungsi, tugas, dan tanggung jawabnya, beberapa di out its functions, duties, and responsibilities, some of which
antaranya dituangkan dalam bentuk surat keputusan dan are outlined in the form of decrees and other letters of
surat lainnya yang bersifat pengawasan dan persetujuan, supervision and approval, including:
antara lain:
1. Keputusan-Keputusan Dewan Komisaris Tahun 2025 1. Decisions of the Board of Commissioners in 2025
Selama tahun 2025, Dewan Komisaris telah membuat In 2025, the Board of Commissioners made decisions
Keputusan-keputusan di antaranya terkait hal-hal related to the following matters:
sebagai berikut:
• Perubahan Piagam (Charter) Komite Audit PT Jasa • Amendments to the Audit Committee Charter of
Marga (Persero) Tbk. PT Jasa Marga (Persero) Tbk.
• Persetujuan dan Pengesahan Rencana Jangka • Approval and Ratification of the 2025–2029 Long-
Panjang 2025-2029. Term Plan.
• Persetujuan dan Pengesahan Rencana Kerja dan • Approval and ratification of the 2025 Corporate
Anggaran Perusahaan 2025. Work Plan and Budget.
• Keanggotaan Komite Nominasi dan Remunerasi. • Nomination and Remuneration Committee
Membership.
• Keanggotaan Komite Audit. • Audit Committee Membership.
• Audit Laporan Keuangan Konsolidasian Tahun Buku • Audit of the Consolidated Financial Statements for
2025 dan Laporan Program Pendanaan Usaha Mikro Fiscal Year 2025 and the Micro and Small Business
dan Usaha Kecil (PUMK) Tahun Buku 2025. Financing Program (PUMK) Report for Fiscal Year
2025.
• Pemimpin Rapat Umum Pemegang Saham Tahunan • Chair of the 2024 Fiscal Year Annual General Meeting
Tahun Buku 2024. of Shareholders.
• Keanggotaan Komte Pemantau Risiko dan Hukum. • Risk Monitoring and Legal Committee Membership.
• Revisi Pembagian Tugas Anggota Dewan Komisaris. • Revision of the Division of Duties Among Members
of the Board of Commissioners.
• Keanggotaan Komite Pemantau Risiko dan Hukum • Membership of the Risk and Legal Monitoring
PT Jasa Marga (Persero) Tbk. Committee of PT Jasa Marga (Persero) Tbk.
• Kebijakan Anti Penyuapan PT Jasa Marga (Persero) • Anti-Bribery Policy of PT Jasa Marga (Persero) Tbk
Tbk
2. Surat lainnya terkait pengawasan dan persetujuan, 2. Other letters related to supervision and approval,
antara lain surat Dewan Komisaris di antaranya terkait including letters from the Board of Commissioners
hal-hal sebagai berikut: related to the following matters:
• Pemenuhan Ketentuan Peraturan Menteri BUMN • Compliance with the Provisions of the Minister
No. PER-2/MBU/03/2023 tentang Pedoman Tata of SOE Regulation No. PER-2/MBU/03/2023 on
Kelola dan Transaksi Signifikan BUMN yang Terkait Guidelines for Corporate Governance and Significant
dengan Fungsi Internal Audit 2025. Transactions of SOEs Related to the Internal Audit
Function 2025.
• Key Performance Indicators (KPI) Direksi Kolegial • Collegial Key Performance Indicators (KPI) of the
dan Glossary KPI Jasa Marga. Board of Directors and Jasa Marga KPI Glossary.
• Corporate Secretary and Chief Administration • Corporate Secretary and Chief Administration
Officer Jasa Marga. Officer of Jasa Marga.
• Rencana Kerja dan Anggaran Perusahaan (RKAP) • Company Work Plan and Budget (RKAP) 2025.
2025.
• Program Kerja Tahunan Dewan Komisaris Tahun • Annual Work Program of the Board of Commissioners
2025. for 2025.
• Buku Putih Equity Financing PT Jasamarga • White Paper on Equity Financing of PT Jasamarga
Transjawa Tol. Transjawa Tol.
• Kontrak Manajemen Tahunan. • Annual Management Contract.
• KPI Direksi Kolegial. • Collegial KPI of the Board of Directors.
• Dana Pensiun Jasa Marga. • Jasa Marga Pension Fund.
• Pemenuhan Organ Pengelola Risiko Anak Perusahaan. • Compliance with Subsidiary Risk Management
Bodies.
• Rapat Koordinasi Direksi-Dewan Komisaris. • Board of Directors-Board of Commissioners
Coordination Meeting.
• Evaluasi Direksi dan Nominated Talent BUMN. • Evaluation of the Board of Directors and Nominated
SOE Talent.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
• Implementasi dan Hasil Survey Akhlak. • Implementation and Results of the Akhlak Survey.
• Pengungkapan Hal Audit Utama Laporan Keuangan. • Disclosure of Key Audit Matters in the Financial
Statements.
• Laporan Audit Intern Tahun 2024. • 2024 Internal Audit Report.
• Pengusahaan Jalan Tol. • Toll Road Operations.
• Evaluasi atas Pelaksanaan Pemberian Jasa Audit • Evaluation of the Performance of Audit Services on
atas Laporan Keuangan Konsolidasian. the Consolidated Financial Statements.
• Laporan Tugas Pengawasan Dewan Komisaris Tahun • Board of Commissioners Supervisory Report for
Buku 2024. Fiscal Year 2024.
• Usulan Tantiem Tahun Buku 2024 dan Remunerasi • Proposed Bonuses for Fiscal Year 2024 and
Direksi dan Dewan Komisaris Tahun Buku 2025. Remuneration for the Board of Directors and
Supervisory Board for Fiscal Year 2025.
• Laporan Tahunan dan Laporan Keuangan • Annual Report and Consolidated Financial
Konsolidasian Tahun 2024 (audited). Statements for 2024 (audited).
• Usulan Perubahan Susunan Pengurus. • Proposal for Changes to the Management Structure.
• Kantor Akuntan Publik dalam Rangka Audit Laporan • Public Accounting Firm for the Audit of the
Keuangan Konsolidasian Tahun Buku 2025 dan Consolidated Financial Statements for Fiscal Year
Laporan Keuangan Program Pendanaan Usaha Mikro 2025 and the Financial Statements of the Micro and
dan Usaha Kecil (PUMK) Tahun Buku 2025. Small Business Financing Program (PUMK) for Fiscal
Year 2025.
• Usulan Keputusan RUPS Tahunan Tahun Buku 2024. • Proposed Annual GMS Resolutions for the 2024
Fiscal Year.
• Pengurus Anak Perusahaan. • Management of Subsidiary Companies.
• Kinerja Triwulanan Tahun 2025. • Quarterly Performance for 2025.
• Pedoman Rencana Darurat (Contingency Plan) • Guidelines for the 2025 Contingency Plan.
Tahun 2025.
• Pemenuhan Organ Pengelola Risiko Anak Perusahaan • Establishment of the Subsidiary’s Risk Management
Berdasarkan Peraturan Menteri BUMN No. PER-2/ Body in accordance with the Ministry of SOE
MBU/03/2023 tentang Pedoman Tata Kelola dan Regulation No. PER-2/MBU/03/2023 on Guidelines
Kegiatan Korporasi Signifikan BUMN. for Corporate Governance and Significant Corporate
Activities of SOEs.
• Perubahan Logo Perusahaan. • Change of Company Logo.
• Tindak Lanjut Laporan Program Kerja Internal Audit. • Follow-up on the Internal Audit Work Program
Report.
• Transaksi Afiliasi. • Transactions of Affiliated Parties.
• Penyelenggaraan RUPS dalam Rangka Persetujuan • Convening of the GMS to Ratify the 2025 RKAP.
RKAP.
• Permasalahan Hukum. • Legal Issues.
• Tingkat Kesehatan Tahun Buku 2025. • Financial Soundness Status for the 2025 Fiscal Year.
• Rancangan RKAP 2026. • 2026 RKAP Draft.
• Penerbitan Obligasi. • Bond Issuance.
Pengelolaan Benturan Kepentingan Conflict of Interest Management
Untuk menjaga independensi dan profesionalisme, setiap To maintain independence and professionalism, each
anggota Dewan Komisaris harus memiliki etika sebagai member of the Board of Commissioners must adhere to the
berikut: following code of conduct:
1. Mengambil sikap, pendapat dan tindakan harus 1. All decisions, opinions, and actions must be based on
didasarkan atas unsur objektivitas, profesional dan objectivity, professionalism, and independence in the
independen demi kepentingan Perseroan yang seimbang interests of the Company, balanced with the interests
dengan kepentingan para pemangku kepentingan. of stakeholders.
2. Menjalankan tugas dan kewajiban dengan menempatkan 2. Perform duties and obligations by placing the interests
kepentingan Dewan Komisaris secara keseluruhan, di of the Board of Commissioners as a whole above
atas kepentingan pribadi. personal interests.
3. Selama menjabat, anggota Dewan Komisaris tidak 3. During their term of office, members of the Board of
diperkenankan untuk: Commissioners are not permitted to:
a. Mengambil peluang bisnis Perseroan untuk a. Take advantage of the Company’s business
kepentingan dirinya sendiri, keluarga, kelompok opportunities for their own interests, those of their
usahanya dan/atau pihak lain. family, business group, and/or other parties.
b. Menggunakan aset Perseroan, informasi Perseroan b. Use the Company’s assets, information, or their
atau jabatannya selaku anggota Dewan Komisaris position as a member of the Board of Commissioners
untuk kepentingan pribadi ataupun orang lain, yang for personal gain or the gain of others, which is
bertentangan dengan ketentuan peraturan perundang- contrary to the provisions of laws and regulations
undangan serta kebijakan Perseroan yang berlaku. and the Company’s applicable policies.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
c. Berkompetisi dengan Perseroan yaitu menggunakan c. Compete with the Company, i.e., by using inside
pengetahuan/informasi dari dalam (inside information) information to gain benefits for interests other than
untuk mendapatkan keuntungan bagi kepentingan those of the Company.
selain kepentingan Perseroan.
d. Mengambil keuntungan pribadi dari kegiatan d. Taking personal advantage of the Company’s
Perseroan, selain gaji dan fasilitas yang diterimanya activities, other than the salary and facilities
sebagai anggota Dewan Komisaris, yang ditentukan received as a Board of Commissioners member, as
oleh RUPS. determined by the GMS.
4. Menjaga kerahasiaan informasi-informasi Perseroan 4. Maintaining the confidentiality of the Company’s
yang pribadi atau bagi kepentingan orang atau pihak lain information that is private or for the benefit of other
yang bertentangan dengan kepentingan Perseroan. persons or parties contrary to the interests of the
Company.
5. Menghindari setiap aktivitas yang dapat mempengaruhi 5. Avoiding any activities that may affect their independence
independensinya dalam melaksanakan tugas. in carrying out their duties.
6. Melakukan pengungkapan dalam hal terjadi benturan 6. Disclose any conflicts of interest, and the relevant
kepentingan dan anggota Dewan Komisaris yang member of the Board of Commissioners shall not be
bersangkutan tidak boleh melibatkan diri dalam proses involved in the Company’s decision-making process
pengambilan keputusan Perseroan yang berkaitan related to such matters.
dengan hal tersebut.
7. Tidak merangkap jabatan lain yang dapat menimbulkan 7. Not hold other positions that may cause a direct conflict
benturan kepentingan secara langsung dengan of interest with the Company and/or that are contrary to
Perseroan dan/atau yang bertentangan dengan the provisions of applicable laws and regulations.
ketentuan peraturan perundang-undangan yang berlaku.
8. Menandatangani pernyataan tidak memiliki benturan 8. Sign a statement of no conflict of interest (Integrity Pact)
kepentingan (Pakta Integritas) dan menyatakan secara and declare in writing any matters that could potentially
tertulis hal-hal yang berpotensi menimbulkan benturan cause a conflict of interest for themselves and submit it
kepentingan terhadap dirinya dan menyampaikannya to the GMS and/or OJK.
kepada RUPS dan/atau OJK.
9. Mematuhi peraturan perundang-undangan yang 9. Comply with applicable laws and regulations, including
berlaku, termasuk dengan tidak melibatkan diri pada not engaging in insider trading for personal gain.
perdagangan orang dalam (insider trading) untuk
memperoleh keuntungan pribadi.
10. Dilarang untuk memberikan atau menawarkan, atau 10. It is prohibited to give or offer, or accept, either directly
menerima baik langsung ataupun tidak langsung or indirectly, rewards and/or gifts, and/or grants and/or
imbalan dan/atau hadiah, dan/atau hibah dan/atau donations and/or entertainment in any form from parties
sumbangan dan/atau entertainment dalam bentuk that have a business relationship with or are competitors
apapun dari pihak yang memiliki hubungan bisnis atau of the Company, to obtain information, or anything that
pesaing Perseroan, yang bertujuan untuk mendapatkan is not permitted by applicable laws and regulations, or to
informasi, atau sesuatu hal yang tidak dibenarkan oleh influence them to do and/or not do something related to
ketentuan perundang-undangan yang berlaku, atau their position/office.
untuk memengaruhinya untuk melakukan dan/atau tidak
melakukan suatu hal berkaitan dengan kedudukan/
jabatannya.
11. Tidak diperkenankan memberikan dan menerima 11. It is prohibited to give and receive gifts, packages,
hadiah, bingkisan, parsel, karangan bunga dan bentuk parcels, flower bouquets, and other forms of gifts on
pemberian lainnya pada hari raya keagamaan maupun religious holidays or other important/special days to
hari-hari besar/tertentu lainnya kepada pejabat/ officials/employees within government agencies and/or
karyawan di lingkungan instansi Pemerintah dan/atau parties that have a business relationship.
pihak yang memiliki hubungan bisnis.
Kepemilikan Saham Dewan Komisaris Share Ownership of the Board of
Commissioners
Informasi mengenai kepemilikan saham anggota Dewan Information regarding the share ownership of members of
Komisaris dapat dilihat di bagian Komposisi Pemegang the Board of Commissioners is available in the Shareholder
Saham di Bab Profil Perusahaan dalam buku Laporan Composition section of the Company Profile chapter in this
Tahunan ini. Annual Report.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Penilaian Kinerja Dewan Komisaris Performance Assessment of the Board of
Commissioners
Uraian mengenai penilaian kinerja Dewan Komisaris, A description of the performance assessment of the Board
mencakup prosedur pelaksanaan penilaian kinerja, kriteria of Commissioners, including the procedures for conducting
yang digunakan, dan pihak yang melakukan penilaian, dapat the assessment, the criteria used, and the assessor, is
dilihat pada Sub Bab mengenai Penilaian Kinerja Dewan available in the Performance Assessment of the Board of
Komisaris dan Direksi. Commissioners and Board of Directors sub-chapter.
Penilaian Kinerja Komite-Komite yang Performance Assessment of Committees
Berada di bawah Dewan Komisaris under the Board of Commissioners
Dewan Komisaris membawahi komite-komite yang akan The Board of Commissioners oversees committees that
membantu pelaksanaan tugasnya. Setiap tahun Dewan assist in the execution of its duties. Each year, the Board
Komisaris memberikan penilaian terhadap kinerja masing- of Commissioners assesses the performance of each
masing Komite sesuai dengan tugas dan tanggung jawab committee in accordance with its duties and responsibilities
yang diembannya berdasarkan piagam/charter masing- as outlined in each committee’s charter.
masing Komite.
Prosedur Penilaian Kinerja Komite di bawah Performance Assessment Procedure for
Dewan Komisaris Committees under the Board of Commissioners
Prosedur penilaian kinerja Komite di bawah Dewan The performance assessment procedure for Committees
Komisaris dilakukan dengan mengevaluasi rencana program under the Board of Commissioners is carried out by
kerja tahunan serta KPI masing-masing Komite yang telah evaluating the annual work program plan and the KPIs of
disepakati bersama dengan Dewan Komisaris beserta each Committee that have been agreed upon with the Board
realisasinya. of Commissioners, along with their realization.
Kriteria Penilaian Kinerja Komite di bawah Dewan Performance Assessment Criteria for
Komisaris Committees under the Board of Commissioners
Kriteria penilaian kinerja Komite di bawah Dewan Komisaris The performance assessment criteria for committees under
didasari oleh perbandingan pencapaian kinerja masing- the Board of Commissioners are based on a comparison
masing Komite dengan target KPI sesuai rencana program of each committee’s performance achievements with the
kerja tahunan yang telah ditetapkan pada tahun buku KPI targets set out in the annual work program plan for the
berjalan. current fiscal year.
Tabel Penilaian Kinerja Komite di bawah Dewan Komisaris
Table of Performance Assessment of Committees under the Board of Commissioners
Komite di Bawah Dewan Komisaris Pencapaian KPI Tahun 2025 Penilaian Kinerja pada Tahun 2025
Committee under the Board of Commissioners KPI Achievement in 2025 Performance Assessment in 2025
Komite Audit Sangat Baik
100%
Audit Committee Excellent
Komite Nominasi dan Remunerasi Sangat Baik
100%
Nomination and Remuneration Committee Excellent
Komite Pemantau Risiko dan Hukum Sangat Baik
100%
Risk Monitoring and Legal Committee Excellent
Komite Tata Kelola Terintegrasi Sangat Baik
100%
Integrated Governance Committee Excellent
Mekanisme Pengunduran Diri dan Board of Commissioners Resignation and
Pemberhentian Dewan Komisaris Dismissal Mechanism
Seorang anggota Dewan Komisaris dapat mengundurkan diri A member of the Board of Commissioners may resign before
sebelum masa jabatannya berakhir dengan memberitahukan the end of their term of office by notifying the Company
secara tertulis mengenai maksudnya tersebut kepada in writing of their intention to do so, with copies to the
Perseroan, dengan tembusan kepada Pemegang Saham, Shareholders, the Board of Directors, and other members of
Direksi dan anggota Dewan Komisaris lainnya sekurang- the Board of Commissioners at least 30 (thirty) days before
kurangnya 30 (tiga puluh) hari sebelum tanggal pengunduran the date of resignation. In following up on the submission,
dirinya. Dalam menindaklanjuti pengajuan tersebut, the Company is required to hold a GMS within the same
Perseroan wajib menyelenggarakan RUPS dalam jangka period after receiving the Letter of Resignation, with an
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waktu yang sama setelah diterimanya Surat Pengunduran agenda to follow up on the matter. If not, the resignation will
Diri, dengan agenda untuk menindaklanjuti masalah tersebut be deemed valid without requiring GMS approval.
atau bila tidak, pengunduran diri akan dianggap sah tanpa
memerlukan persetujuan RUPS.
Sebelum pengunduran diri berlaku efekif, Dewan Komisaris Before the resignation takes effect, the Board of
yang bersangkutan tetap berkewajiban untuk menyelesaikan Commissioners concerned remains obliged to complete their
tugas dan tanggung jawabnya sesuai dengan Anggaran duties and responsibilities in accordance with the Articles
Dasar. Anggota Dewan Komisaris juga dapat diberhentikan of Association. Members of the Board of Commissioners
berdasarkan keputusan RUPS dengan menyebutkan alasan- may also be dismissed based on a GMS decision stating the
alasannya, antara lain: reasons, including:
1. Tidak dapat menjalankan tugasnya dengan baik. 1. Unable to perform their duties properly.
2. Melanggar ketentuan Anggaran Dasar Perseroan dan/ 2. Violating the provisions of the Company’s Articles of
atau peraturan perundangan. Association and/or laws and regulations.
3. Terlibat dalam tindakan yang merugikan Perseroan dan/ 3. Involvement in actions that are detrimental to the
atau Negara. Company and/or the State.
4. Melakukan tindakan yang melanggar etika dan/atau 4. Actions that violate ethics and/or decisions that
keputusan yang seharusnya dihormati sebagai anggota should be respected as a member of the Board of
Dewan Komisaris. Commissioners.
5. Dinyatakan bersalah dengan putusan pengadilan yang 5. Being found guilty by a court decision that has permanent
telah mempunyai kekuatan hukum yang tetap. legal force.
6. Mengundurkan diri. 6. Resigning.
7. Restrukturisasi Perseroan. 7. Restructuring of the Company.
8. Memasuki masa usia pensiun (bagi Aparatur Sipil Negara 8. Reaching retirement age (for Civil Servants who
yang menerima penugasan dari Kementerian Teknis atau receive assignments from Technical Ministries or other
Instansi Pemerintah lainnya). Government Agencies).
Tata Cara Pemberhentian Dismissal Procedure
1. Pemegang Saham Seri A Dwiwarna selaku pemegang 1. The holder of Series A Dwiwarna shares, as the majority
saham mayoritas Perseroan melalui Deputi yang terkait shareholder of the Company, through the relevant
berkoordinasi dengan Sekretaris BP BUMN melakukan Deputy, coordinates with the Secretary to the Ministry
evaluasi terhadap anggota Dewan Komisaris yang akan of SOE to evaluate the members of the Board of
diberhentikan. Commissioners who will be dismissed.
2. Hasil evaluasi disampaikan kepada Kepala BP BUMN 2. The results of the evaluation are submitted to the
untuk mendapatkan penetapan. Minister of SOE for approval.
3. Jika ditetapkan untuk diberhentikan, Deputi yang 3. If the decision to dismiss is made, the Deputy appointed
ditunjuk untuk mewakili Kepala BP BUMN menyiapkan to represent the Minister of SOE prepares a letter of
surat usulan pemberhentian kepada RUPS Perseroan recommendation for dismissal to the Company’s GMS to
untuk mendapatkan keputusan penetapannya. obtain a decision on the dismissal.
4. Kepala BP BUMN dapat memberhentikan anggota 4. The Minister of SOE may dismiss members of the Board
Dewan Komisaris berdasarkan hasil evaluasi Kepala BP of Commissioners based on the results of the Minister’s
BUMN sendiri dan dapat meminta pertimbangan Deputi own evaluation and may request the consideration of the
yang terkait dan Sekretaris Utama BP BUMN. relevant Deputy and the Secretary to the Ministry of SOE.
5. Kepala BP BUMN secara lisan atau tertulis 5. The Minister of SOE shall notify the members of
memberitahukan terlebih dahulu kepada anggota Dewan the Board of Commissioners who are planned to be
Komisaris yang rencananya akan diberhentikan sebelum dismissed verbally or in writing before the end of their
berakhirnya masa jabatannya. term of office.
6. Dalam hal Kepala BP BUMN tidak melakukan sendiri, 6. If the Minister of SOE does not do so himself, the
maka pemberitahuan rencana pemberhentian tersebut notification of the planned dismissal may be delegated
dapat dikuasakan kepada Deputi terkait dan/atau to the relevant Deputy and/or assigned to the Secretary
menugasi Sekretaris Utama dan/atau Deputi yang and/or the relevant Deputy.
terkait.
7. Keputusan pemberhentian karena alasan sebagaimana 7. The decision to dismiss for the reasons referred to in
tersebut pada butir A. huruf a, b, c, d diambil setelah point A. letters a, b, c, d shall be taken after the member
anggota Dewan Komisaris yang bersangkutan diberi of the Board of Commissioners concerned has been
kesempatan membela diri. allowed to defend himself.
8. Pembelaan diri dilakukan dalam forum RUPS, dan 8. The defense shall be conducted in the GMS forum and
mengikuti ketentuan Pasal 114 Undang-Undang No. 40 shall comply with the provisions of Article 114 of Law
Tahun 2007 tentang Perseroan Terbatas. No. 40 of 2007 on Limited Liability Companies.
9. Dalam hal pemberitahuan pemberhentian anggota 9. If the notification of dismissal of a member of the Board
Dewan Komisaris dilakukan di luar forum RUPS, maka of Commissioners is made outside the GMS forum, the
pembelaan diri dapat diberikan langsung pada saat defense may be given directly at the time of notification
pemberitahuan oleh Kepala BP BUMN. by the Minister of SOE.
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10. Dalam hal anggota Dewan Komisaris yang diberhentikan 10. If the dismissed member of the Board of Commissioners
telah melakukan pembelaan diri, atau menyatakan has defended themselves, or expressed their objection
keberatan atau tidak berkeberatan atas rencana or non-objection to the dismissal plan at the time of
pemberhentiannya pada saat diberitahukan, maka notification, then their rights in accordance with the
haknya sesuai ketentuan perundangan telah terpenuhi. provisions of the law have been fulfilled.
11. Di samping alasan pemberhentian anggota Dewan 11. In addition to the reasons for dismissal of a member of
Komisaris, anggota Dewan Komisaris dapat diberhentikan the Board of Commissioners, a member of the Board of
oleh RUPS berdasarkan alasan lainnya yang dinilai tepat Commissioners may be dismissed by the GMS based on
oleh RUPS demi kepentingan dan tujuan Perseroan. other reasons deemed appropriate by the GMS in the
interests of the Company.
12. Penetapan pemberhentian anggota Dewan Komisaris 12. The dismissal of a member of the Board of Commissioners
dilakukan dengan Keputusan RUPS. shall be determined by a GMS Resolution.
13. Selama proses pemberhentian berlangsung, maka 13. During the dismissal process, the member of the Board
anggota Dewan Komisaris yang bersangkutan wajib of Commissioners concerned shall continue to perform
tetap melaksanakan tugasnya sebagaimana mestinya. their duties as usual.
14. Perseroan wajib menyelenggarakan RUPS untuk 14. The Company shall be obliged to hold a GMS to replace
melakukan penggantian anggota Dewan Komisaris members of the Board of Commissioners who do not
yang tidak memenuhi persyaratan. Dalam jangka meet the requirements. This must be done within a
waktu paling lambat 2 (dua) hari kerja terhitung sejak maximum period of 2 (two) working days from the
diketahui pengangkatan anggota Dewan Komisaris date on which it is known that the appointment of the
tidak memenuhi persyaratan. Anggota Dewan Komisaris member of the Board of Commissioners does not meet
lainnya, harus mengumumkan batalnya pengangkatan the requirements. The other members of the Board of
anggota Dewan Komisaris yang bersangkutan dalam Commissioners must announce the cancellation of the
media pengumuman, dan paling lambat dalam 7 (tujuh) appointment of the concerned Board of Commissioners
hari memberitahukan kepada Menteri Hukum dan Hak member in the media and notify the Minister of Law and
Asasi Manusia. Sebagai tindak lanjut terkait penggantian Human Rights within 7 (seven) days at the latest. As a
anggota Dewan Komisaris yang tidak Memenuhi follow-up to the replacement of Board of Commissioners
persyaratan, Perseroan wajib menyelenggarakan RUPS members who do not meet the requirements, the
untuk melakukan penggantian anggota Dewan Komisaris Company is required to hold a GMS to replace the
yang tidak memenuhi persyaratan tersebut. Board of Commissioners members who do not meet the
requirements.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Komisaris Independen
Independent Commissioner
Komisaris Independen diatur dalam Peraturan Otoritas Jasa Independent Commissioners are regulated in Financial
Keuangan No. 33/POJK.04/2014 bahwa setiap perusahaan Services Authority Regulation No. 33/POJK.04/2014, which
publik harus memiliki Komisaris Independen sekurang- stipulates that every public company must have Independent
kurangnya 30% dari jumlah seluruh anggota Dewan Commissioners comprising at least 30% of the total number
Komisaris. Keberadaan Komisaris Independen dimaksudkan of members of the Board of Commissioners. The existence
untuk menciptakan iklim yang lebih objektif dan mandiri of Independent Commissioners is intended to create a more
menjaga “fairness” serta mampu memberikan keseimbangan objective and independent environment that maintains
antara kepentingan pemegang saham mayoritas dengan fairness and provides a balance between the interests of
pemegang saham minoritas serta memberikan perlindungan majority shareholders and minority shareholders, as well as
terhadap kepentingan pemegang saham minoritas dan protecting the interests of minority shareholders and other
pemangku kepentingan lainnya. stakeholders.
Kriteria Penentuan Komisaris Independen Criteria for Determining Independent
Commissioners
Berdasarkan pasal 21 Peraturan OJK No. 33/POJK.04/2014 Based on Article 21 of OJK Regulation No. 33/POJK.04/2014
tanggal 8 Desember 2014, selain harus memenuhi dated December 8, 2014, in addition to meeting the
persyaratan yang berlaku bagi Direksi dan Dewan Komisaris, requirements applicable to the Board of Directors and Board
Komisaris Independen harus memenuhi persyaratan sebagai of Commissioners, Independent Commissioners must meet
berikut: the following criteria:
1. Bukan merupakan orang yang bekerja atau mempunyai 1. Not a person who works for or has the authority and
wewenang dan tanggung jawab untuk merencanakan, responsibility to plan, lead, control, or supervise the
memimpin, mengendalikan, atau mengawasi Kegiatan Company’s activities within the last 6 (six) months, except
Perseroan dalam waktu 6 (enam) bulan terakhir, for reappointment as an Independent Commissioner of
kecuali untuk pengangkatan kembali sebagai Komisaris the Company for the next term.
Independen Perseroan pada periode berikutnya.
2. Tidak mempunyai saham baik langsung maupun tidak 2. Not owning shares, either directly or indirectly, in the
langsung pada Perseroan. Company.
3. Tidak memiliki hubungan afiliasi dengan Perseroan, 3. Not affiliated with the Company, members of the Board
anggota Dewan Komisaris, anggota Direksi atau of Commissioners, members of the Board of Directors,
pemegang saham utama Perseroan. or major shareholders of the Company.
4. Tidak mempunyai hubungan usaha baik langsung 4. Not having any business relationship, either directly or
maupun tidak langsung yang berkaitan dengan kegiatan indirectly, related to the Company’s business activities.
usaha Perseroan.
Komposisi Komisaris Independen Composition of Independent
Commissioners
Komposisi Komisaris Independen yang dimiliki Perseroan The composition of the Independent Commissioners in
di tahun 2025 ialah sebanyak 3 (tiga) orang dari total 6 the Company in 2025 consists of 3 (three) people out of a
(enam) orang anggota Dewan Komisaris. Dengan demikian, total of 6 (six) Board of Commissioners members. Thus, the
Perseroan telah memenuhi regulasi yang ditetapkan. Company has complied with the regulations set forth. The
Susunan Komisaris Independen Perseroan adalah sebagai composition of the Company’s Independent Commissioners
berikut: is as follows:
Tabel Komposisi Komisaris Independen Tahun 2025
Table of Independent Commissioner Composition in 2025
Nama Jabatan Dasar Pengangkatan
Name Position Appointment Basis
Komisaris Independen Keputusan RUPS Tahunan tanggal 7 Mei 2025
Nachrowi Ramli*
Independent Commissioner Annual GMS Resolution dated May 7, 2025
Komisaris Independen Keputusan RUPS Tahunan tanggal 7 Mei 2025
Rudi Antariksawan*
Independent Commissioner Annual GMS Resolution dated May 7, 2025
Komisaris Independen Keputusan RUPS Luar Biasa tanggal 17 Desember 2025
Tedi Kurniawan***
Independent Commissioner Extraordinary GMS Resolution dated December 17, 2025
Komisaris Independen Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Marsetio**
Independent Commissioner Extraordinary GMS Resolution dated February 8, 2023
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 557
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Komposisi Komisaris Independen Tahun 2025
Table of Independent Commissioner Composition in 2025
Nama Jabatan Dasar Pengangkatan
Name Position Appointment Basis
Komisaris Independen Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Abdul Rachman**
Independent Commissioner Extraordinary GMS Resolution dated February 8, 2023
Komisaris Independen Keputusan RUPS Luar Biasa tanggal 8 Februari 2023
Seppalga Ahmad****
Independent Commissioner Extraordinary GMS Resolution dated February 8, 2023
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
Pernyataan Tentang Independensi Komisaris Statement of Independence from Independent
Independen Commissioners
Kriteria Nachrowi Rudi Tedi Abdul Seppalga
Criteria Marsetio**
Ramli* Antariksawan* Kurniawan*** Rachman** Ahmad****
Bukan merupakan orang yang bekerja
atau mempunyai wewenang dan tanggung
jawab untuk merencanakan, memimpin,
mengendalikan, atau mengawasi kegiatan
Emiten atau Perusahaan Publik tersebut
dalam waktu 6 (enam) bulan terakhir,
kecuali untuk pengangkatan kembali
sebagai Komisaris Independen Emiten atau
Perusahaan Publik pada periode berikutnya.
Not a person who works or has the authority
and responsibility to plan, lead, control, or
supervise the activities of the Issuer or Public
Company within the last 6 (six) months,
except for reappointment as an Independent
Commissioner of the Issuer or Public
Company in the following period.
Tidak mempunyai saham baik langsung
maupun tidak langsung pada Emiten atau
Perusahaan Publik tersebut.
Do not have any direct or indirect shares in
the Issuer or Public Company.
Tidak mempunyai hubungan Afiliasi dengan
Emiten atau Perusahaan Publik, anggota
Dewan Komisaris, anggota Direksi, atau
Pemegang Saham Utama Emiten atau
Perusahaan Publik tersebut.
Do not have any affiliate relationship with the
Issuer or Public Company, members of the
Board of Commissioners, members of the
Board of Directors, or the Issuer’s or Public
Company’s major shareholders.
Tidak mempunyai hubungan usaha baik
langsung maupun tidak langsung yang
berkaitan dengan kegiatan usaha Emiten
atau Perusahaan Publik tersebut.
Do not have any direct or indirect business
relationships related to the business activities
of the Issuer or Public Company
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
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Direksi
Board of Directors
Sebagai organ Perseroan, Direksi bertanggung jawab As an organ of the Company, the Board of Directors is
penuh atas pengurusan dan pengelolaan Perseroan. Direksi fully responsible for the administration and management
bertugas dan bertanggung jawab secara kolektif kolegial of the Company. The Board of Directors has the duty and
dalam mengelola Perseroan demi tercapainya tujuan responsibility to collectively and collegially manage the
Perseroan dengan tetap tunduk dan patuh terhadap setiap Company, achieving its objectives while remaining subject to
ketentuan yang berlaku. Masing-masing anggota Direksi and complying with all applicable provisions. Each member
melaksanakan tugas dan mengambil keputusan sesuai performs their duties and makes decisions in accordance
dengan pembagian tugas, wewenang, dan hal-hal lain yang with the division of tasks, authority, and other matters
terkait dengan jabatannya sesuai dengan Anggaran Dasar related to their position per the Articles of Association and
dan peraturan perundang-undangan yang berlaku. applicable laws and regulations.
Pedoman Kerja/Piagam Direksi Board of Director Work Guideline/Charter
Dalam melaksanakan tugas dan fungsinya, Direksi memiliki In carrying out its duties and functions, the Board of
acuan kerja yang termuat dalam Pedoman Kerja Dewan Directors has a work reference contained in the Board of
Komisaris dan Direksi (Board Manual) yang ditandatangani Commissioners and Board of Directors Work Guidelines
oleh Dewan Komisaris dan Direksi. Board Manual menjadi (Board Manual) signed by the Board of Commissioners and
acuan Direksi dalam melakukan pengambilan keputusan dan Board of Directors. The Board Manual serves as a reference
pelaksanaan tugas serta tanggung jawabnya. for the Board of Directors in making decisions and carrying
out its duties and responsibilities.
Board Manual berisi petunjuk tata laksana kerja Dewan The Board Manual provides guidelines for the work
Komisaris dan DIreksi dan menjelaskan tahapan aktivitas procedures of the Board of Commissioners and the
secara terstruktur, sistematis dan mudah dipahami serta Board of Directors, explaining the stages of activities in a
dijalankan dengan konsisten. Substansi Board Manual structured, systematic, and straightforward manner that can
tersusun atas prinsip-prinsip hukum korporasi, ketentuan be implemented consistently. The substance of the Board
Anggaran Dasar, Peraturan perundang-undangan yang Manual comprises corporate law principles, provisions of
berlaku, arahan Pemegang Saham serta praktik-praktik the Articles of Association, applicable laws and regulations,
terbaik (best practices) tata kelola perusahaan. Selain shareholder directives, and best practices in corporate
berpedoman pada Board Manual, Direksi juga dalam governance. In addition to the Board Manual, the Board of
melaksanakan tugas dan tanggung jawabnya dengan Directors performs its duties and responsibilities per the
berpedoman pada Code of Corporate Governance dan Code of Corporate Governance and the Code of Conduct.
Code of Conduct. Baik Code of Corporate Governance Both the Code of Corporate Governance and the Code of
maupun Code of Conduct, keduanya ditandatangani oleh Conduct have been signed by the Board of Commissioners
Dewan Komisaris dan Direksi sebagai wujud komitmen and the Board of Directors as a manifestation of their
dalam mengimplementasikan prinsip-prinsip Tata Kelola commitment to consistently implementing the principles of
Perusahaan yang Baik secara konsisten. Good Corporate Governance.
Pedoman kerja terkait Direksi di dalam buku pedoman kerja The work guidelines related to the Board of Directors in
(Board Manual) terdapat pada Bab III tentang Direksi yang the work manual (Board Manual) are contained in Chapter
secara garis besar mengatur hal-hal sebagai berikut: III on the Board of Directors, which broadly regulates the
following matters:
1. Tugas Direksi; 1. Duties of the Board of Directors;
2. Hak dan Wewenang Direksi; 2. Rights and Authorities of the Board of Directors;
3. Kewajiban Direksi; 3. Obligations of the Board of Directors;
4. Persyaratan Direksi; 4. Requirements for the Board of Directors;
5. Keanggotaan Direksi; 5. Membership of the Board of Directors;
6. Program Pengenalan dan Peningkatan Kapabilitas; 6. Induction and Capability Improvement Program;
7. Etika Jabatan Direksi; 7. Ethics of the Board of Directors;
8. Rapat Direksi; 8. Board of Directors Meetings;
9. Penilaian Kinerja Direksi; 9. Board of Directors Performance Appraisal;
10. Corporate Secretary; dan 10. Corporate Secretary; and
11. Internal Audit. 11. Internal Audit.
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kriteria dan Penunjukan Direksi Board of Directors Criteria and Appointment
Berdasarkan Pasal 11 ayat 10 dan Pasal 14 ayat 12 Based on Article 11, paragraph 10, and Article 14, paragraph
Anggaran Dasar Perseroan, anggota Direksi dan Dewan 12 of the Articles of Association, members of the Board
Komisaris diangkat dan diberhentikan oleh Rapat Umum of Directors and Board of Commissioners are appointed
Pemegang Saham (RUPS) dari calon-calon yang diusulkan and dismissed by the General Meeting of Shareholders
oleh Pemegang Saham Seri A Dwiwarna. Pengangkatan (GMS) from candidates proposed by Series A Dwiwarna
dan pemberhentian anggota Direksi dan Dewan Komisaris Shareholders. The appointment and dismissal of members
dilakukan oleh RUPS yang dihadiri oleh Pemegang Saham of the Board of Directors and Board of Commissioners is
Seri A Dwiwarna dan keputusan RUPS harus disetujui oleh carried out by the GMS attended by Series A Dwiwarna
Pemegang Saham Seri A Dwiwarna. Berdasarkan ketentuan- Shareholders, and Series A Dwiwarna Shareholders must
ketentuan di atas, pengangkatan/pemberhentian anggota approve the GMS resolution. Based on the above provisions,
Direksi dan Dewan Komisaris diajukan oleh Pemegang the appointment/dismissal of members of the Board of
Saham Seri A Dwiwarna. Jasa Marga memiliki top talent Directors and Board of Commissioners is proposed by
yang disaring dari talent pool yang dimiliki BP BUMN. Series A Dwiwarna Shareholders. Jasa Marga has top talent
Top talent yang diusulkan oleh Direksi dan disetujui oleh that is screened from the talent pool owned by the State-
Dewan Komisaris kemudian disampaikan untuk mengikuti Owned Enterprises Regulatory Agency. The top talent
serangkaian validasi dan kalibrasi Cluster Talent Committe proposed by the Board of Directors and approved by the
dan selanjutnya akan dilakukan validasi dan assessment Board of Commissioners is then submitted to undergo a
oleh BP BUMN untuk dapat dicalonkan dan diusulkan series of validations and calibrations by the Cluster Talent
dalam RUPS Perseroan. Para top talent mendapatkan Committee, followed by validation and assessment by
pengembangan yang khusus diberikan baik oleh Perseroan the State-Owned Enterprises Regulatory Agency to be
maupun oleh BP BUMN. nominated and proposed at the GMS. The top talent receives
special development provided by both the Company and the
State-Owned Enterprises Regulatory Agency.
Setiap anggota Direksi yang diangkat, yang diangkat, harus Each member of the Board of Directors who is appointed
memenuhi persyaratan formal, materiil dan persyaratan lain must meet the formal, material, and other requirements
yang ditetapkan oleh Peraturan Menteri BUMN No. PER-3/ stipulated by the Minister of SOE Regulation No. PER-3/
MBU/03/2023 tanggal 24 Maret 2023 Organ dan Sumber MBU/03/2023 dated March 24, 2023, on State-Owned
Daya Manusia Badan Usaha Milik Negara, serta persyaratan Enterprises’ Organs and Human Resources, as well as the
sebagaimana tertuang dalam Anggaran Dasar. Dalam Articles of Association. The requirements stipulate that
persyaratannya dijelaskan bahwa anggota Direksi adalah members of the Board of Directors are individuals who meet
orang perseorangan yang memenuhi persyaratan pada saat the following requirements at the time of appointment and
diangkat dan selama menjabat: during their term of office:
1. Mempunyai akhlak, moral, dan integritas yang baik. 1. Have good character, morals, and integrity.
2. Cakap melakukan perbuatan hukum. 2. Be competent to perform legal actions.
3. Dalam 5 (lima) tahun sebelum pengangkatan dan selama 3. Within 5 (five) years before appointment and during their
menjabat: term of office:
a. Tidak pernah dinyatakan pailit; a. Never have been declared bankrupt;
b. Tidak pernah menjadi anggota Direksi dan/atau b. Never been a member of the Board of Directors and/
anggota Dewan Komisaris yang dinyatakan bersalah or Board of Commissioners who has been found
menyebabkan suatu Perseroan dinyatakan pailit; guilty of causing a company to be declared bankrupt;
c. Tidak pernah dihukum karena melakukan tindak c. Never been convicted of a criminal offense that
pidana yang merugikan keuangan negara dan/atau harms state finances and/or is related to the financial
yang berkaitan dengan sektor keuangan; sector;
d. Tidak pernah menjadi anggota Direksi dan/atau d. Never been a member of the Board of Directors and/
anggota Dewan Komisaris yang selama menjabat: or Board of Commissioners who, during their tenure:
i. Pernah tidak menyelenggarakan RUPS Tahunan. i. Failed to hold an annual GMS.
ii. Pertanggungjawabannya sebagai anggota ii. Their accountability as a member of the Board
Direksi dan/atau anggota Dewan Komisaris of Directors and/or Board of Commissioners was
pernah tidak diterima oleh RUPS atau pernah never accepted by the GMS or never provided
tidak memberikan pertanggungjawaban sebagai accountability as a member of the Board of
anggota Direksi dan/atau anggota Dewan Directors and/or Board of Commissioners to the
Komisaris kepada RUPS. GMS.
4. Pernah menyebabkan Perseroan yang memperoleh 4. Have caused the Company that obtained a license,
izin, persetujuan, atau pendaftaran dari Otoritas Jasa approval, or registration from the Financial Services
Keuangan tidak memenuhi kewajiban menyampaikan Authority to fail to fulfill its obligation to submit annual
laporan tahunan dan/atau laporan keuangan kepada reports and/or financial reports to the Financial Services
Otoritas Jasa Keuangan. Authority.
5. Memiliki komitmen untuk mematuhi Peraturan 5. Commit to comply with laws and regulations.
Perundangan.
6. Memiliki pengetahuan dan/atau keahlian di bidang yang 6. Have knowledge and/or expertise in the fields required
dibutuhkan Perseroan. by the Company.
560 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
7. Memenuhi persyaratan-persyaratan lainnya, mengikuti 7. Fulfill other requirements, in accordance with the
ketentuan: provisions of:
a. Undang-Undang No. 40 Tahun 2007 tentang a. Law No. 40 of 2007 on Limited Liability Companies;
Perseroan Terbatas;
b. Peraturan perundangan di bidang Pasar Modal; dan b. Laws and regulations on Capital Markets; and
c. Peraturan perundangan yang berlaku bagi Perseroan c. Laws and regulations applicable to the Company
yang terkait dengan kegiatan usaha Perseroan. related to the Company’s business activities.
Ketentuan Masa Jabatan dan Proses Term of Office and Post-Appointment
Setelah Pengangkatan Process
Anggota Direksi menjabat untuk jangka waktu yang telah Members of the Board of Directors shall serve for a
ditentukan, yaitu terhitung sejak penutupan RUPS pada specified term, starting from the closing of the GMS at the
saat pengangkatan dan berakhir pada penutupan RUPS time of appointment and ending at the closing of the fifth
yang ke-5 (lima) setelah pengangkatannya dengan tidak GMS after their appointment, without prejudice to the GMS’s
mengurangi hak RUPS untuk memberhentikan anggota right to dismiss members of the Board of Directors at any
Direksi sewaktu-waktu. Setelah pengangkatan Direksi baru, time. Following the appointment of new directors, based
berdasakan ketentuan Bab III. F. 1 Board Manual Perseroan, on the provisions of Chapter III. F. 1 Board Manual of the
wajib dilaksanakan Program Pengenalan bagi Pengurus Baru Company, an Induction Program for New Management must
yang dilaksanakan dalam waktu selambat-lambatnya 3 (tiga) be implemented no later than 3 (three) months after their
bulan sejak pengangkatannya. Informasi mengenai realisasi appointment. Information regarding the implementation of
program ini pada tahun 2025 dapat dilihat pada bagian this program in 2025 can be found in the section on the
Program Pengenalan Perseroan Bagi Anggota Direksi Baru. Company’s Induction Program for New Board Members.
Susunan, Jumlah, Komposisi dan Dasar Structure, Number, Composition, and
Pengangkatan Anggota Direksi pada Appointment Basis of Board of Directors
Tahun 2025 Members in 2025
Perseroan melaksanakan RUPS Tahunan tanggal 7 Mei 2025, The Company held its Annual GMS on May 7, 2025, with
dengan salah satu agenda Perubahan Susunan Pengurus one of the agenda items being changes to the Company’s
Perseroan. Berdasarkan Keputusan RUPS Tahunan tersebut, Management composition. Based on the Annual GMS
diputuskan adanya perubahan Pengurus, sehingga susunan resolution, it was decided that there would be changes to
Pengurus Perseroan mengalami perubahan. the Management, resulting in changes to the composition of
the Company’s Management.
Adapun susunan Direksi masih tetap berjumlah 6 (enam) The composition of the Board of Directors remains at 6 (six)
orang, terdiri dari Direktur Utama, Direktur Operasi dan members, consisting of the President Director, Director of
Pelayanan, Direktur Pengembangan Usaha, Direktur Operations and Services, Director of Business Development,
Keuangan dan Manajemen Risiko, Direktur Bisnis, serta Director of Finance and Risk Management, Director of
Direktur Human Capital dan Transformasi, sebagaimana Business, and Director of Human Capital and Transformation,
disampaikan pada tabel berikut: as shown in the following table:
Tabel Susunan Anggota Direksi Tahun 2025
Table of Board of Directors Member Composition in 2025
Nama Jabatan Dasar Pengangkatan
Name Position Appointment Basis
Direktur Utama Keputusan RUPS Tahunan tanggal 7 Mei 2025
Rivan A. Purwantono*
President Director Annual GMS Resolution dated May 7, 2025
Direktur Bisnis Keputusan RUPS Luar Biasa tanggal 22 Desember 2021
Reza Febriano
Director of Business Extraordinary GMS Resolution dated December 22, 2021
Direktur Human Capital dan Transformasi Keputusan RUPS Luar Biasa tanggal 08 Februari 2023
Yoga Tri Anggoro*
Director of Human Capital and Transformation Resolution of the Extraordinary GMS dated 8 February 2023
Direktur Keuangan dan Manajemen Risiko Keputusan RUPS Tahunan tanggal 7 Mei 2025
Pramitha Wulanjani
Director of Finance and Risk Management Annual GMS Resolution dated May 7, 2025
• Keputusan RUPS Tahunan tanggal 11 Juni 2020
• Keputusan RUPS Tahunan tanggal 7 Mei 2025
Direktur Operasi ***** • Keputusan RUPS Luar Biasa tanggal 17 Desember 2025
Fitri Wiyanti
Director of Operations • Annual GMS Resolution dated June 11, 2020
• Annual GMS Resolution dated May 7, 2025
• Extraordinary GMS Resolution dated December 17, 2025
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Susunan Anggota Direksi Tahun 2025
Table of Board of Directors Member Composition in 2025
Nama Jabatan Dasar Pengangkatan
Name Position Appointment Basis
Direktur Layanan Keputusan RUPS Luar Biasa tanggal 17 Desember 2025
Yaya Ruhiya***
Director of Services Extraordinary GMS Resolution dated December 17, 2025
Direktur Pengembangan Usaha Keputusan RUPS Luar Biasa tanggal 17 Desember 2025
Ari Respati***
Director of Business Development Extraordinary GMS Resolution dated December 17, 2025
• Keputusan RUPS Luar Biasa tanggal 29 Agustus 2016
(Periode Pertama)
• Keputusan RUPS Tahunan tanggal 27 Mei 2021 juncto
Keputusan RUPS Luar Biasa tanggal 27 Agustus 2021
Direktur Utama (Periode Kedua)
Subakti Syukur**
President Director • Extraordinary GMS Resolution dated August 29, 2016
(First Term)
• Annual GMS Resolution dated May 27, 2021, in
conjunction with Extraordinary GMS resolution dated
August 27, 2021 (Second Term)
Direktur Human Capital dan Transformasi Keputusan RUPS Luar Biasa tanggal 22 Desember 2021
Bagus Cahya Arinta B.**
Director of Human Capital and Transformation Extraordinary GMS Resolution dated December 22, 2021
Mohamad Agus Direktur Pengembangan Usaha Keputusan RUPS Tahunan tanggal 27 Mei 2021
Setiawan **** Director of Business Development Annual GMS Resolution dated May 27, 2021
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
***** Per 7 Mei 2025, nomenklatur berubah menjadi Direktur Operasi dan Layanan, kemudian ditetapkan kembali menjadi Direktur Operasi melalui RUPSLB 17
Desember 2025/As of May 7, 2025, the nomenclature changed to Director of Operations and Services, then reverted to Director of Operations through the
Extraordinary General Meeting of Shareholders on December 17, 2025.
Penilaian Kemampuan dan Kepatutan Aptitude and Suitability Assessment
Seluruh anggota Direksi Jasa Marga yang diangkat, telah All members of the Board of Directors of Jasa Marga who
memenuhi kriteria dan ketentuan yang dipersyaratkan dalam have been appointed have met the criteria and requirements
uji kepatutan dan kelayakan (fit and proper test) berdasarkan in the fit and proper test based on the Limited Liability
Undang-Undang Perseroan Terbatas, Anggaran Dasar Company Law, the Company’s Articles of Association,
Perseroan, peraturan terkait Tata Kelola Perusahaan yang regulations related to Good Corporate Governance, and
Baik, serta peraturan dan ketentuan lain yang terkait. other relevant regulations and provisions. All members of
Seluruh anggota Direksi memiliki integritas, kompetensi, the Board of Directors have sufficient integrity, competence,
dan reputasi yang memadai. Hal tersebut dibuktikan dengan and reputation. This is evidenced by the implementation of
telah dilaksanakannya fit and proper test sebagai berikut: the following fit and proper tests:
Tabel Pelaksanaan Fit and Proper Test Direksi
Table of Fit and Proper Test Implementation for the Board of Directors
Nama Jabatan Dasar Pengangkatan
Name Position Appointment Basis
Direktur Utama Badan Pengatur BUMN (d/h Kementerian BUMN)
Rivan A. Purwantono*
President Director State-Owned Enterprises Regulatory Agency (formerly the Ministry of State-Owned Enterprises)
Direktur Bisnis Badan Pengatur BUMN (d/h Kementerian BUMN)
Reza Febriano
Director of Business State-Owned Enterprises Regulatory Agency (formerly the Ministry of State-Owned Enterprises)
Direktur Human Capital dan Badan Pengatur BUMN (d/h Kementerian BUMN)
Transformasi State-Owned Enterprises Regulatory Agency (formerly the Ministry of State-Owned Enterprises)
Yoga Tri Anggoro*
Director of Human Capital
and Transformation
Direktur Operasi ***** Badan Pengatur BUMN (d/h Kementerian BUMN)
Fitri Wiyanti
Director of Operations State-Owned Enterprises Regulatory Agency (formerly the Ministry of State-Owned Enterprises)
Direktur Layanan Badan Pengatur BUMN (d/h Kementerian BUMN)
Yaya Ruhiya***
Director of Services State-Owned Enterprises Regulatory Agency (formerly the Ministry of State-Owned Enterprises)
Direktur Pengembangan Badan Pengatur BUMN (d/h Kementerian BUMN)
Usaha State-Owned Enterprises Regulatory Agency (formerly the Ministry of State-Owned Enterprises)
Ari Respati***
Director of Business
Development
562 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pelaksanaan Fit and Proper Test Direksi
Table of Fit and Proper Test Implementation for the Board of Directors
Nama Jabatan Dasar Pengangkatan
Name Position Appointment Basis
Direktur Utama Badan Pengatur BUMN (d/h Kementerian BUMN)
Subakti Syukur**
President Director State-Owned Enterprises Regulatory Agency (formerly the Ministry of State-Owned Enterprises)
Direktur Human Capital dan Badan Pengatur BUMN (d/h Kementerian BUMN)
Bagus Cahya Transformasi State-Owned Enterprises Regulatory Agency (formerly the Ministry of State-Owned Enterprises)
Arinta B.** Director of Human Capital
and Transformation
Direktur Pengembangan Badan Pengatur BUMN (d/h Kementerian BUMN)
Mohamad Agus Usaha State-Owned Enterprises Regulatory Agency (formerly the Ministry of State-Owned Enterprises)
Setiawan**** Director of Business
Development
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
***** Per 7 Mei 2025, nomenklatur berubah menjadi Direktur Operasi dan Layanan, kemudian ditetapkan kembali menjadi Direktur Operasi melalui RUPSLB 17
Desember 2025/As of May 7, 2025, the nomenclature changed to Director of Operations and Services, then reverted to Director of Operations through the
Extraordinary General Meeting of Shareholders on December 17, 2025.
Tugas dan Tanggung Jawab Duties and Responsibilities
Direksi bertugas dan bertanggung jawab melakukan The Board of Directors is tasked with and responsible for
pengurusan Perseroan, dan berwenang untuk mewakili managing the Company, and is authorized to represent
Perseroan baik di dalam maupun di luar pengadilan sebagai the Company both in and out of court as mandated by
amanat dari Pemegang Saham yang ditetapkan dalam RUPS. the Shareholders as stipulated in the GMS. The Board
Direksi mempertanggungjawabkan pelaksanaan tugasnya of Directors is accountable to the shareholders for the
kepada pemegang saham melalui RUPS. Dalam menjalankan performance of its duties through the GMS. In carrying out
jabatannya, Direksi memiliki tugas untuk menindaklanjuti its duties, the Board of Directors is responsible for following
temuan audit dan rekomendasi hasil pemeriksaan auditor up on audit findings and recommendations from internal
internal, yang dilakukan oleh Unit Internal Audit maupun audits conducted by the Internal Audit Unit and external
auditor eksternal. Tindak lanjut yang dilakukan oleh Direksi, auditors. The follow-up actions taken by the Board of
bertujuan untuk perbaikan Perseroan agar kedepannya Directors are aimed at improving the Company so that in the
pengelolaan Perseroan menjadi lebih baik dan tujuan future, the management of the Company will be better and
Perseroan dapat tercapai dengan tetap mematuhi ketentuan the Company’s objectives can be achieved while complying
yang berlaku. with applicable regulations.
Sebagaimana diatur dalam ketentuan yang berlaku, Direksi As stipulated in the applicable provisions, the Board of
memiliki tugas pokok untuk memimpin dan mengurus Directors has the main duty to lead and manage the Company
Perseroan sesuai dengan maksud dan tujuan Perseroan, dan in accordance with the Company’s aims and objectives, and
senantiasa berusaha meningkatkan efisiensi dan efektivitas to constantly strive to improve the Company’s efficiency
Perseroan. Direksi juga diberikan kuasa untuk menguasai, and effectiveness. The Board of Directors is also given the
memelihara, dan mengurus kekayaan Perseroan. Dalam authority to control, maintain, and manage the Company’s
melaksanakan tugas pokoknya, Direksi: assets. In carrying out its main duties, the Board of Directors:
1. Tunduk pada ketentuan peraturan perundang-undangan 1. Complies with applicable laws and regulations, the
yang berlaku, Anggaran Dasar Perseroan dan keputusan Company’s Articles of Association, and GMS resolutions.
RUPS.
2. Memperhatikan kepentingan Perseroan sesuai dengan 2. Considers the interests of the Company in accordance
maksud dan tujuan Perseroan serta tidak dimaksudkan with the Company’s objectives and purposes and not for
untuk kepentingan pihak dan golongan tertentu. the interests of certain parties and groups.
3. Beritikad baik, berintegritas, profesional, penuh 3. Act in good faith, with integrity, professionalism,
kehatihatian, dan bertanggung jawab serta menerapkan prudence, and responsibility, and consistently apply the
prinsip-prinsip GCG secara konsisten. principles of GCG.
4. Menjaga kerahasiaan data dan/atau informasi Perseroan. 4. Maintain the confidentiality of the Company’s data and/
or information.
Selain tugas-tugas pokok tersebut, dalam Board Manual In addition to these main duties, the Board Manual also lists
juga mencantumkan tugas lain dari Direksi berkaitan dengan: other duties of the Board of Directors related to:
1. Tugas terkait Pemegang Saham/RUPS. 1. Duties related to Shareholders/GMS.
2. Tugas terkait Strategi dan Rencana Kerja. 2. Tasks related to Strategy and Work Plans.
3. Tugas terkait Manajemen Risiko. 3. Tasks related to Risk Management.
4. Tugas terkait Pengendalian Internal. 4. Tasks related to Internal Control.
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5. Tugas terkait Sistem Akuntansi dan Pembukuan. 5. Tasks related to Accounting and Bookkeeping Systems.
6. Tugas terkait Sumber Daya Manusia. 6. Duties related to Human Resources.
7. Tugas terkait Teknologi Informasi. 7. Duties related to Information Technology.
8. Tugas terkait Pengadaan Barang dan Jasa Serta 8. Duties related to the Procurement of Goods and
Peningkatan Mutu dan Pelayanan. Services, as well as Quality and Service Improvement.
9. Tugas terkait Penerapan Good Corporate Governance. 9. Duties related to the Implementation of Good Corporate
Governance.
10. Tugas terkait Penyampaian Informasi, Dokumen 10. Duties related to the Information Submission, Company
Perseroan dan Pelaporan. Documents, and Reporting.
11. Tugas terkait Anak Perusahaan. 11. Duties related to Subsidiaries.
12. Tugas terkait Hubungan Masyarakat dan Stakeholders 12. Duties related to Public Relations and other Stakeholders.
lainnya.
13. Tugas lainnya. 13. Other duties.
Adapun prinsip dasar dalam melaksanakan tugas Direksi The basic principles in carrying out the duties of the Board
adalah sebagai berikut: of Directors are as follows:
1. Bertanggung jawab penuh dalam melaksanakan 1. Fully responsible for carrying out their duties for the
tugasnya untuk kepentingan dan usaha Perseroan dalam benefit and business of the Company in achieving its
mencapai maksud dan tujuannya. aims and objectives.
2. Dalam setiap pengambilan keputusan/tindakan harus 2. In every decision/action, business risks must be
mempertimbangkan risiko usaha. considered.
3. Setiap anggota Direksi bertanggung jawab penuh 3. Each member of the Board of Directors is fully and jointly
secara tanggung renteng atas kerugian Perseroan yang liable for losses incurred by the Company due to errors
disebabkan oleh kesalahan atau kelalaian anggota or negligence of Board members in performing their
Direksi dalam menjalankan tugasnya. duties.
4. Anggota Direksi tidak dapat mempertanggungjawabkan 4. Members of the Board of Directors cannot be held liable
atas kerugian Perseroan, apabila yang bersangkutan for losses incurred by the Company if they can prove
dapat membuktikan bahwa: that:
a. Kerugian tersebut bukan karena kesalahan atau a. The losses were not due to their errors or negligence;
kelalaiannya;
b. Telah melakukan pengurusan dengan itikad baik dan b. They have acted in good faith and with prudence for
kehati-hatian untuk kepentingan dan sesuai dengan the interests and in accordance with the aims and
maksud dan tujuan Perseroan; objectives of the Company;
c. Tidak mempunyai benturan kepentingan baik c. They have no direct or indirect conflict of interest
langsung maupun tidak langsung atas Tindakan in the management actions that resulted in the loss;
pengurusan yang mengakibatkan kerugian; dan and
d. Telah mengambil tindakan untuk mencegah d. They have taken action to prevent the continuation
berlanjutnya kerugian tersebut. of such losses.
Hak dan Wewenang Rights and Authorities
Hak dan wewenang Direksi di Perseroan adalah sebagai The rights and authorities of the Board of Directors in the
berikut: Company are as follows:
1. Mewakili Perseroan di dalam dan di luar pengadilan 1. Representing the Company in and out of court and
serta melakukan segala tindakan dan perbuatan baik performing all actions and deeds related to management
mengenai pengurusan maupun mengenai pemilikan and ownership, binding the Company to other parties
serta mengikat Perseroan dengan pihak lain dan/atau and/or other parties to the Company, and carrying out
pihak lain dengan Perseroan, serta menjalankan segala all actions related to management and ownership, with
tindakan, baik yang mengenai kepengurusan maupun the restrictions stipulated in the Company’s Articles of
kepemilikan, dengan pembatasan yang ditetapkan dalam Association and with due regard to the applicable laws
Anggaran Dasar Perseroan dan dengan memperhatikan and regulations in the capital market in Indonesia.
peraturan perundang-undangan yang berlaku di bidang
pasar modal di Indonesia.
2. Untuk melakukan tindakan tertentu, Direksi terlebih 2. To perform certain actions, the Board of Directors
dahulu harus mendapat persetujuan tertulis dari Dewan must first obtain written approval from the Board of
Komisaris dan Pemegang Saham Seri A Dwiwarna. Commissioners and Series A Dwiwarna Shareholders.
3. Kecuali ditentukan lain oleh peraturan dan ketentuan 3. Unless otherwise specified by applicable rules and
yang berlaku, beberapa hal yang membutuhkan regulations, several matters that require the approval
persetujuan dari Dewan Komisaris dan Pemegang of the Board of Commissioners and Series A Dwiwarna
Saham Seri A Dwiwarna adalah: Shareholders are:
a. Melepasakan/memindahtangankan dan/atau a. Disposing of/transferring and/or pledging Company
mengagunkan aset Perseroan dengan nilai melebihi assets with a value exceeding a certain amount
jumlah tertentu yang ditetapkan oleh Dewan determined by the Board of Commissioners, which
Komisaris, yaitu sebesar lebih kecil dari Rp100 is less than Rp100 billion, except for assets recorded
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
miliar, kecuali aset yang dicatat sebagai persediaan, as inventory, with due regard to capital market
dengan memperhatikan ketentuan di bidang pasar regulations;
modal;
b. Mengadakan kerja sama dengan badan usaha atau b. Entering into cooperation with business entities or
pihak lain, dalam bentuk Kerja Sama Operasi (KSO), other parties, in the form of Joint Operations (KSO),
Kerja Sama Usaha (KSU), Kerja Sama Lisensi, Bangun Business Cooperation (KSU), License Cooperation,
Guna Serah (Build, Operate and Transfer/BOT), Build, Operate and Transfer (BOT), Build, Transfer
Bangun Serah Guna (Build, Transfer and Operate/ and Operate (BTO), Build, Operate and Own (BOO)
BTO), Bangun Guna Milik (Build, Operate and Own/ and other agreements of a similar nature whose term
BOO) dan perjanjian lain yang mempunyai sifat or value exceeds that determined by the Board of
yang sama yang jangka waktunya ataupun nilainya Commissioners, which is less than Rp100 billion and
melebihi dari yang ditetapkan oleh Dewan Komisaris, a term of less than 5 (five) years;
yaitu sebesar lebih kecil dari Rp100 miliar dan jangka
waktu kurang dari 5 (lima) tahun;
c. Menetapkan dan mengubah logo Perseroan; c. Establishing and changing the Company’s logo;
d. Menetapkan struktur organisasi 1 tingkat di bawah d. Establishing an organizational structure one level
Direksi; below the Board of Directors;
e. Melakukan penyertaan modal dengan nilai tertentu e. Making capital investments of a certain value
yang ditetapkan Dewan Komisaris pada Perusahaan determined by the Board of Commissioners in other
lain, Anak Perusahaan, dan Perusahaan Patungan Companies, Subsidiaries, and Joint Ventures that
yang tidak dalam rangka penyelamatan piutang are not for debt recovery, with due regard to capital
dengan memperhatikan ketentuan di bidang pasar market regulations, with a value of <Rp75 billion;
modal dengan nilai <Rp75 miliar;
f. Mendirikan Anak Perusahaan dan/atau Perusahaan f. Establishing Subsidiaries and/or Joint Ventures
Patungan dengan nilai tertentu yang ditetapkan with a certain value determined by the Board of
Dewan Komisaris pada perusahaan lain, anak Commissioners in other companies, subsidiaries,
perusahaan, dan perusahaan patungan dengan and joint ventures with due regard to capital market
memperhatikan ketentuan di bidang pasar modal, regulations, with a value of <Rp75 billion;
dengan nilai <Rp75 miliar;
g. Mengusulkan wakil Perseroan untuk menjadi calon g. Proposing representatives of the Company to
anggota Direksi dan Dewan Komisaris pada Anak become candidates for the Board of Directors and
Perusahaan yang memberikan kontribusi signifikan Board of Commissioners of Subsidiaries that make
kepada Perseroan dan/atau bernilai strategis yang a significant contribution to the Company and/or
ditetapkan oleh Dewan Komisaris; are of strategic value as determined by the Board of
Commissioners;
h. Melepaskan penyertaan modal dengan nilai tertentu h. Releasing capital participation with a certain
yang ditetapkan Dewan Komisaris, Anak Perusahaan, value determined by the Board of Commissioners,
dan Perusahaan Patungan dengan memperhatikan Subsidiaries, and Joint Ventures, with due regard to
ketentuan di bidang pasar modal kurang dari Rp75 capital market regulations of less than Rp75 billion;
miliar;
i. Melakukan penggabungan, peleburan, i. Carrying out mergers, consolidations, acquisitions,
pengambilalihan, pemisahan, dan pembubaran Anak separations, and dissolutions of Subsidiaries and
Perusahaan dan Perusahaan Patungan dengan nilai Joint Ventures with a certain value determined by
tertentu yang ditetapkan Dewan Komisaris dengan the Board of Commissioners, with due regard to
memperhatikan ketentuan di bidang pasar modal capital market regulations, with a value of <Rp75
dengan nilai <Rp75 miliar; billion;
j. Mengikat Perusahaan sebagai penjamin (borg atau j. Binding the Company as a guarantor (borg or avalist)
avalist) dengan nilai tertentu yang ditetapkan Dewan with a certain value determined by the Board of
Komisaris dengan memperhatikan ketentuan di Commissioners, with due regard to capital market
bidang pasar modal dengan nilai <Rp300 miliar; regulations, with a value of <Rp300 billion;
k. Menerima pinjaman jangka menengah/panjang dan k. Receiving medium/long-term loans and providing
memberikan pinjaman jangka menengah/panjang medium/long-term loans with a certain value
dengan nilai tertentu yang ditetapkan Dewan determined by the Board of Commissioners, with
Komisaris dengan memperhatikan ketentuan di due regard to capital market regulations, with a
bidang pasar modal dengan nilai <Rp1 triliun; value of <Rp1 trillion;
l. Memberikan pinjaman jangka pendek/menengah/ l. Granting short-term/medium-term/long-term loans
panjang yang tidak bersifat operasional, kecuali that are not operational in nature, except for loans
pinjaman kepada Anak Perusahaan cukup dilaporkan to Subsidiaries, which only need to be reported to
kepada Dewan Komisaris dengan nilai <Rp300 miliar; the Board of Commissioners with a value of <Rp300
billion;
m. Menghapuskan terhadap piutang macet dan m. Writing off bad debts and obsolete inventories in
persediaan barang mati dalam nilai yang melebihi excess of the limit set by the Board of Commissioners,
batas yang ditetapkan oleh Dewan Komisaris dengan with a value of <Rp100 billion;
nilai <Rp100 miliar;
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n. Melakukan tindakan-tindakan yang termasuk dalam n. Taking actions that are included in material
transaksi material sebagaimana ditetapkan oleh transactions as stipulated by the Regulations in the
Peraturan Perundangan di bidang pasar modal capital market with a certain value determined by the
dengan nilai tertentu yang ditetapkan Dewan Board of Commissioners, except for actions that are
Komisaris, kecuali tindakan tersebut termasuk dalam included in material transactions that are exempted
transaksi material yang dikecualikan oleh Peraturan by the applicable Regulations in the capital market;
Perundangan yang berlaku di bidang pasar modal; and
dan
o. Tindakan-tindakan yang belum ditetapkan dalam o. Actions that have not been stipulated in the RKAP.
RKAP.
4. Direksi wajib meminta persetujuan RUPS untuk: 4. The Board of Directors is required to seek the approval
a. Mengalihkan kekayaan Perseroan; atau of the GMS for:
b. Menjadikan jaminan utang kekayaan Perseroan, yang a. Transferring the Company’s assets; or
merupakan lebih dari 50% (lima puluh persen) jumlah b. Using the Company’s assets as collateral for debt,
kekayaan bersih Perseroan dalam 1 (satu) transaksi which constitutes more than 50% (fifty percent)
atau lebih, baik yang berkaitan satu sama lain of the Company’s net assets in 1 (one) or more
maupun tidak, kecuali sebagai pelaksana kegiatan transactions, whether related to each other or not,
usaha Perseroan. except as part of the Company’s business activities.
5. Perbuatan-perbuatan di bawah ini hanya dapat 5. The following actions may only be taken by the Board
dilakukan oleh Direksi setelah mendapatkan tanggapan of Directors after obtaining a written response from the
tertulis dari Dewan Komisaris dan mendapat persetujuan Board of Commissioners and obtaining approval from
dari RUPS untuk: the GMS for:
a. Melakukan tindakan-tindakan yang termasuk dalam a. Performing actions that are included in material
transaksi material sebagaimana ditetapkan oleh transactions as stipulated by the Regulations in the
Peraturan Perundangan di bidang pasar modal capital market with a value of more than 50% of the
dengan nilai di atas 50% (lima puluh persen) dari Company’s equity, except if the Action is included
ekuitas Perseroan, kecuali Tindakan tersebut in material transactions that are exempted by the
termasuk dalam transaksi material yang dikecualikan applicable Regulations in the capital market;
oleh Peraturan Perundangan yang berlaku di bidang
pasar modal;
b. Melakukan transaksi yang mengandung benturan b. Conducting transactions that contain conflicts of
kepentingan sebagaimana ditentukan dalam interest as determined in the applicable laws and
Peraturan Perundangan yang berlaku di pasar regulations in the capital market; and
modal; dan
c. Melakukan transaksi lain guna memenuhi Peraturan c. Conducting other transactions to comply with the
Perundangan yang berlaku di pasar modal. applicable laws and regulations in the capital market.
6. Perbuatan hukum untuk mengalihkan, melepaskan 6. Legal actions to transfer, release rights or make debt
hak atau menjadikan jaminan hutang lebih dari 50% collateral of more than 50% of the Company’s net assets,
jumlah kekayaan bersih Perseroan baik dalam satu whether in a single transaction or several independent
transaksi atau beberapa transaksi yang berdiri sendiri or related transactions, must obtain the approval of the
ataupun yang berkaitan satu sama lain harus mendapat GMS attended or represented by Shareholders who own
persetujuan RUPS yang dihadiri atau diwakili para at least ¾ of the total number of shares issued by the
Pemegang Saham yang memiliki sekurang-kurangnya ¾ Company with valid voting rights and approved by more
bagian dari jumlah seluruh saham yang telah dikeluarkan than ¾ of the total number of votes validly cast at the
Perseroan dengan hak suara yang sah dan disetujui oleh GMS.
lebih dari ¾ dari jumlah seluruh suara yang dikeluarkan
secara sah dalam RUPS.
Pembagian Tugas Antar Direksi Division of Duties among the Board of
Directors
Setiap anggota Direksi, memiliki tugas dan wewenang Each member of the Board of Directors has their own
masing-masing sesuai dengan jabatannya, sebagaimana duties and authorities in accordance with their positions,
telah dilakukan pembagian tugas berdasarkan Keputusan as stipulated in the division of duties based on Board of
Direksi No. 201/KPTS/2025 tanggal 31 Desember 2025 Directors Decree No. 201/KPTS/2025 dated December 31,
tentang Pembagian Tugas dan Wewenang Direksi PT Jasa 2025, on the Division of Duties and Authorities of the Board
Marga (Persero) Tbk, pembagian lingkup tugas Direksi of Directors of PT Jasa Marga (Persero) Tbk. The division
Perseroan diuraikan sebagai berikut: of duties of the Company’s Board of Directors is outlined as
follows:
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pembagian Tugas Antar Direksi
Table of Division of Duties among the Board of Directors
Nama Jabatan Bidang Tugas
Name Position Scope of Work
Rivan Direktur Utama 1. Mengarahkan perumusan penetapan kebijakan Perusahaan berikut kewajiban lainnya sesuai dengan
Achmad President kebijakan dalam pencapaian sasaran Perusahaan;
Purwantoro* Director 2. Mengarahkan penyusunan visi, misi, dan tata nilai Perusahaan;
Subakti Direktur Utama 3. Mengarahkan penyusunan RJPP, RKAP, Laporan Manajemen Perusahaan, Laporan Tahunan Perusahaan
Syukur** President dan Laporan Keuangan Konsolidasian;
Director 4. Mengarahkan penyusunan rencana dan anggaran serta penyampaian laporan pertanggungjawaban dan
perhitungan hasil usaha Perusahaan menurut cara dan waktu yang telah ditetapkan oleh Rapat Umum
Pemegang Saham (RUPS);
5. Mengarahkan pengusahaan jalan tol serta pengembangan bisnis usaha jalan tol dan usaha pendukung
jalan tol;
6. Mengarahkan penyelenggaraan aktivitas Perusahaan sesuai dengan peraturan perundangan dan
Peraturan Perusahaan yang berlaku;
7. Mengarahkan pelaksanaan kegiatan audit internal dan audit eksternal serta audit khusus Perusahaan;
8. Mengoordinasikan pelaksanaan kebijakan Direksi yang dilakukan oleh para Direktur serta mengendalikan
tugas pengawasan intern dan para Pimpinan Unit Kerja;
9. Mengarahkan pengelolaan manajemen risiko korporat dalam memenuhi prinsip tata kelola perusahaan
yang baik;
10. Melalui Corporate Secretary & Chief Administration Officer, mengarahkan penyusunan rencana dan
kebijakan yang bersifat strategis di tingkat Perusahaan, meliputi pengelolaan hubungan dengan
stakeholder, administrasi eksekutif, komunikasi internal dan eksternal Perusahaan, corporate branding,
serta tanggung jawab sosial dan lingkungan;
11. Melalui Corporate Secretary & Chief Administration Officer, mengarahkan pengelolaan pelayanan dan
penyelesaian permasalahan di bidang hukum agar dapat berjalan sesuai dengan ketentuan perundang-
undangan;
12. Melalui Corporate Secretary & Chief Administration Officer, mengarahkan pengendalian hukum dan
kepatuhan Anak Perusahaan agar sesuai dengan ketentuan serta mekanisme yang berlaku dalam pola
hubungan Induk dan Anak Perusahaan;
13. Melalui Corporate Secretary & Chief Administration Officer, mengarahkan perumusan kebijakan, tata
kelola, ketentuan, perencanaan dan pelaksanaan atas proses pengadaan barang/jasa dan manajemen
aset di lingkungan Jasa Marga Group;
14. Memimpin dan mengarahkan pengembangan dan implementasi budaya Perusahaan;
15. Memimpin dan memastikan pelaksanaan transformasi Perusahaan; dan
16. Mengoordinasikan tugas-tugas lain atas nama Direksi.
1. Directing the formulation of Company policies and other obligations in accordance with policies for
achieving Company objectives;
2. Directing the formulation of the Company's vision, mission, and values;
3. Directing the preparation of the RJPP, RKAP, Company Management Report, Company Annual Report,
and Consolidated Financial Statements;
4. Directing the preparation of plans and budgets as well as the submission of accountability reports and
calculation of the Company's business results in accordance with the methods and timing determined by
the General Meeting of Shareholders (GMS);
5. Directing the operation of toll roads as well as the development of the toll road business and toll road
support businesses;
6. Directing the implementation of Company activities in accordance with applicable laws and regulations
and Company Regulations;
7. Directing the implementation of internal and external audits, as well as special audits of the Company;
8. Coordinating the implementation of Board of Directors' policies carried out by the Directors and controlling
internal supervision tasks and Work Unit Leaders;
9. Directing corporate risk management in accordance with good corporate governance principles;
10. Through the Corporate Secretary & Chief Administration Officer, directing the formulation of strategic
plans and policies at the Company level, including stakeholder relations, executive administration, internal
and external corporate communications, corporate branding, and social and environmental responsibility;
11. Through the Corporate Secretary & Chief Administration Officer, directing the management of services
and resolution of legal issues to ensure they are in accordance with the provisions of the law;
12. Through the Corporate Secretary & Chief Administration Officer, directing the legal control and compliance
of Subsidiaries to ensure they are in accordance with the provisions and mechanisms applicable in the
relationship between the Parent Company and Subsidiaries;
13. Through the Corporate Secretary & Chief Administration Officer, directing the formulation of policies,
governance, provisions, planning, and implementation of the procurement of goods/services and asset
management within the Jasa Marga Group;
14. Leading and directing the development and implementation of the Company's culture;
15. Leading and ensuring the implementation of the Company's transformation; and
16. Coordinating other tasks on behalf of the Board of Directors.
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Tabel Pembagian Tugas Antar Direksi
Table of Division of Duties among the Board of Directors
Nama Jabatan Bidang Tugas
Name Position Scope of Work
Pramitha Direktur 1. Mengarahkan pengendalian teknis untuk seluruh fungsi keuangan, yang dilaksanakan oleh Unit Kerja
Wulanjani Keuangan dan yang membidangi fungsi penyusunan rencana strategis Perusahaan dan Unit Kerja yang mengelola
Manajemen pelaporan keuangan;
Risiko 2. Memimpin dan memastikan penyusunan dan reviu Rencana Jangka Panjang Perusahaan (RJPP)
Director
serta penyusunan Rencana Kerja dan Anggaran Perusahaan (RKAP) sesuai dengan rencana strategis
of Finance
Perusahaan;
and Risk
Management 3. Memimpin pemantauan dan evaluasi pelaksanaan program kerja Perusahaan dan Anak Perusahaan agar
terintegrasi dan selaras dengan rencana strategis Perusahaan melalui Kontrak Manajemen, Laporan
Manajemen Korporat dan Rapat Kinerja Korporat;
4. Memimpin dan memastikan kegiatan penyusunan dan pengendalian portofolio investasi keuangan
Perusahaan;
5. Memimpin kebijakan dan strategi pengelolaan keuangan serta pendanaan Perusahaan dan optimalisasi
aset, investasi, kredit serta terkait pasar modal dan perbankan untuk mendukung pertumbuhan dan
perkembangan Perusahaan;
6. Memimpin dan mengendalikan kegiatan Rapat Umum Pemegang Saham (RUPS), penyampaian pesan-
pesan investasi dan kinerja Perusahaan secara konsisten kepada investor (pemegang saham publik
Perusahaan), potensial investor, analis, regulator pasar modal dan para pelaku pasar modal atas nama
Perusahaan;
7. Memimpin kebijakan dan strategi yang berkaitan dengan kewajiban perpajakan untuk memastikan
efisiensi dan efektivitas pemenuhan kewajiban perpajakan sesuai peraturan dan perundang-undangan
yang berlaku;
8. Memimpin kegiatan pengelolaan keuangan Perusahaan serta penyusunan Laporan Keuangan
Konsolidasian Perusahaan terlaksana sesuai dengan standar akuntansi yang berlaku;
9. Mengelola manajemen mutu, kesehatan, keselamatan, dan lingkungan (MK3L) guna meningkatkan
produktivitas Perusahaan;
10. Memimpin dan memastikan kegiatan pengelolaan manajemen risiko terkait bidang keuangan dan
pendanaan Perusahaan;
11. Menetapkan kebijakan strategis bidang manajemen risiko dan memimpin pengendalian risiko Perusahaan;
12. Memimpin dan memastikan implementasi kegiatan Sistem Pengendalian Internal atas Pelaporan
Keuangan (Internal Control over Financial Reporting/ICOFR) di lingkungan Perusahaan dan konsolidasi;
13. Memimpin dan mengarahkan koordinasi strategis bidang manajemen risiko kepada stakeholder terkait;
14. Memberikan arahan strategis terhadap pengelolaan keuangan Anak Perusahaan agar sesuai dengan
ketentuan dan mekanisme yang berlaku dalam pola hubungan Induk dan Anak Perusahaan; dan
15. Memastikan pengendalian pengelolaan Dana Pensiun Perusahaan berjalan dengan baik.
1. Directing technical control for all financial functions, carried out by the Work Unit in charge of the
Company's strategic planning and the Work Unit that manages financial reporting;
2. Leading and ensuring the preparation and review of the Company's Long-Term Plan (RJPP) and the
preparation of the Company's Work Plan and Budget (RKAP) in accordance with the Company's strategic
plan;
3. Leading the monitoring and evaluation of the implementation of the Company's and Subsidiaries'
work programs to ensure they are integrated and aligned with the Company's strategic plan through
Management Contracts, Corporate Management Reports, and Corporate Performance Meetings;
4. Leading and ensuring the preparation and control of the Company's financial investment portfolio;
5. Leading the Company's financial management and funding policies and strategies as well as the
optimization of assets, investments, credit, and related capital markets and banking to support the
Company's growth and development;
6. Leading and controlling the activities of the General Meeting of Shareholders (GMS), consistently
delivering messages regarding the Company's investments and performance to investors (public
shareholders of the Company), potential investors, analysts, capital market regulators, and capital market
players on behalf of the Company;
7. Leading policies and strategies related to tax obligations to ensure the efficiency and effectiveness of
fulfilling tax obligations in accordance with applicable laws and regulations;
8. Leading the Company's financial management activities and the preparation of the Company's
Consolidated Financial Statements in accordance with applicable accounting standards;
9. Managing quality, health, safety, and environment (MK3L) to improve the Company's productivity;
10. Leading and ensuring risk management activities related to the Company's finance and funding;
11. Establishing strategic policies in the field of risk management and leading the Company's risk control;
12. Leading and ensuring the implementation of the Internal Control over Financial Reporting (ICOFR) system
within the Company and its consolidation;
13. Leading and directing strategic coordination in the field of risk management to relevant stakeholders;
14. Providing strategic direction for the financial management of Subsidiaries in accordance with the applicable
provisions and mechanisms in the relationship between the Parent Company and its Subsidiaries; and
15. Ensuring the proper control of the Company's Pension Fund management.
568 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 569
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pembagian Tugas Antar Direksi
Table of Division of Duties among the Board of Directors
Nama Jabatan Bidang Tugas
Name Position Scope of Work
Reza Direktur Bisnis 1. Memimpin dan memastikan pengendalian kinerja bisnis untuk seluruh ruas jalan tol yang dikelola oleh
Febriano Director of AP Subholding serta BUJT Subholding, Regional termasuk APJT Operasi-Konstruksi, APJT Operasi, dan
Business APJT Operasi-Persiapan di bidang bisnis konsesi jalan tol untuk ruas jalan tol yang sudah beroperasi
(brownfield);
2. Memimpin dan memastikan pengendalian kinerja Regional dalam peningkatan peluang bisnis untuk
memaksimalkan pendapatan Perusahaan melalui aksi korporasi yang selaras dengan strategi
Perusahaan;
3. Memimpin dan memastikan pembinaan korporasi serta pengawasan aksi korporasi meliputi investasi
dan divestasi pada AP Subholding, APJT Operasi-Konstruksi, APJT Operasi dan APJT Operasi-Persiapan
di bidang bisnis konsesi jalan tol untuk ruas jalan tol yang sudah beroperasi (brownfield);
4. Memimpin dan mengendalikan arah strategi portofolio investasi bisnis konsesi ruas jalan tol yang
sudah beroperasi (brownfield), termasuk arah akuisisi, peningkatan kepemilikan, restrukturisasi yang
berkaitan dengan strategi, portofolio, dan model bisnis, dan/atau divestasi aset investasi;
5. Mengarahkan penyusunan kerangka pengambilan keputusan investasi (investment decision framework)
termasuk parameter finansial, operasional, risiko dan strategis untuk investasi ruas jalan tol yang sudah
beroperasi (brownfield);
6. Memimpin dan memastikan pengendalian pelaksanaan kontrak manajemen dengan Service Provider di
bidang transaksi, lalu lintas, preservasi dan usaha lain untuk menjamin pemenuhan SPM dan efisiensi
operasional pada ruas tol yang sudah beroperasi (brownfield);
7. Memimpin dan memastikan kegiatan pengelolaan manajemen risiko terkait kegiatan aksi korporasi dan
bisnis jalan tol yang sudah beroperasi (brownfield); dan
8. Memastikan dan mengendalikan pencapaian pendapatan tol di masing-masing Regional, dan APJT
Operasi-Konstruksi, APJT Operasi, dan APJT Operasi-Persiapan agar sesuai dengan realisasi volume
lalu lintas.
1. Leading and ensuring business performance control for all toll roads managed by Subholding Subsidiaries
and BUJT Subholding, Regional, including APJT Operations-Construction, APJT Operations, and APJT
Operations-Preparation in the toll road concession business for toll roads that are already in operation
(brownfield);
2. Leading and ensuring Regional performance control in increasing business opportunities to maximize
the Company's revenue through corporate actions that are in line with the Company's strategy;
3. Leading and ensuring corporate development and supervision of corporate actions, including investment
and divestment in Subholding Subsidiaries, APJT Operations-Construction, APJT Operations, and APJT
Operations-Preparation in the toll road concession business for toll road sections that are already in
operation (brownfield);
4. Leading and controlling the strategic direction of the investment portfolio for toll road concession
businesses that are already operating (brownfield), including the direction of acquisitions, increases
in ownership, restructuring related to strategy, portfolio, and business models, and/or divestment of
investment assets;
5. Directing the preparation of an investment decision framework, including financial, operational, risk,
and strategic parameters for investments in existing toll road sections (brownfield);
6. Leading and ensuring the control of management contracts with service providers in the areas of
transactions, traffic, preservation, and other businesses to ensure the fulfillment of SPM and operational
efficiency on toll road sections that are already in operation (brownfield);
7. Leading and ensuring risk management activities related to corporate actions and toll road business
activities that are already operational (brownfield); and
8. Ensuring and controlling toll revenue achievement in each Region, and APJT Operations-Construction,
APJT Operations, and APJT Operations-Preparation to match traffic volume realization.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 569
Page 570
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pembagian Tugas Antar Direksi
Table of Division of Duties among the Board of Directors
Nama Jabatan Bidang Tugas
Name Position Scope of Work
Ari Direktur 1. Memimpin, mengarahkan, dan memastikan kegiatan pengembangan bisnis jalan tol terkait rencana
Respati*** Pengembangan bisnis, kelayakan awal dan studi kelayakan (finansial, teknik, dan lingkungan) dalam investasi ruas-ruas
Usaha baru jalan tol baik prakarsa (unsolicited) maupun penugasan Pemerintah (solicited) dan persiapan akuisisi
Director of ruas jalan tol dalam tahap konstruksi;
Business
2. Memimpin dan memastikan kegiatan penyusunan desain, arsitektur, dan kajian teknik jalan tol, serta kajian
Development
mengenai dampak lingkungan, dan Keselamatan Konstruksi guna mendukung ketersediaan rekomendasi
Mohamad Direktur strategis Perusahaan;
Agus Pengembangan 3. Memimpin dan memastikan terlaksananya kegiatan pengendalian eksekusi investasi jalan tol melalui
Setiawan Usaha pembentukan konsorsium perolehan Perjanjian Pengusahaan Jalan Tol (PPJT) dan pembentukan APJT,
Director of
serta pengendalian pembangunan jalan tol pada APJT Persiapan, APJT Konstruksi, APJT Operasi-
Business
Persiapan, dan APJT Operasi-Konstruksi (terkait bidang persiapan dan/atau konstruksi termasuk
Development
pengadaan tanah dan konstruksi);
4. Memimpin dan memastikan kegiatan pengelolaan aksi korporasi, investasi, dan divestasi pada APJT
Persiapan, APJT Konstruksi, AP2JT Bidang Operasi, AP2JT Bidang Preservasi, dan AP Bidang Related
Business, dan APJT Operasi-Persiapan dan APJT Operasi-Konstruksi terkait bidang persiapan dan/atau
konstruksi;
5. Memimpin dan memastikan kegiatan penyusunan kebijakan, standar dan strategi serta pengelolaan
pengembangan usaha Perusahaan di bidang tempat istirahat dan pelayanan (rest area), usaha lainnya
(related business) termasuk pengembangan kawasan/toll corridor development untuk memastikan
pemenuhan SPM layanan rest area serta optimalisasi aset jalan tol dan sekitar jalan tol;
6. Memimpin, memastikan, dan mengendalikan kinerja AP2JT Bidang Operasi, AP2JT Bidang Preservasi,
dan AP Bidang Related Business dalam peningkatan peluang bisnis bidang pengoperasian dan preservasi
jalan tol serta bisnis Related untuk memaksimalkan pendapatan Perusahaan sesuai tata kelola dan
strategi Perusahaan;
7. Memberikan pembinaan korporasi serta arahan atas isu-isu strategis kepada AP2JT Bidang Operasi,
AP2JT Bidang Preservasi, dan AP Bidang Related Business dalam rangka memastikan keselarasan
strategi, tata kelola dan kebijakan Perusahaan; dan
8. Memastikan terlaksananya kegiatan pengelolaan manajemen risiko terkait dengan kebijakan di bidang
pembangunan jalan tol, pengembangan usaha jalan tol, pengembangan usaha bidang related business
(termasuk pengembangan kawasan/toll corridor development).
1. Leading, directing, and ensuring toll road business development activities related to business plans,
preliminary feasibility and feasibility studies (financial, technical, and environmental) in new toll road
section investments, both unsolicited and government-assigned (solicited), and prepare for the
acquisition of toll road sections under construction;
2. Leading and ensuring the preparation of designs, architecture, and technical studies for toll roads,
as well as studies on environmental impact and construction safety to support the availability of the
Company's strategic recommendations;
3. Leading and ensuring the implementation of toll road investment control activities through the
formation of a consortium to obtain a Toll Road Concession Agreement (PPJT) and the formation of an
APJT, as well as controlling toll road construction in the APJT Preparation, APJT Construction, and APJT
Operation -Preparation, and APJT Operation-Construction (related to the fields of preparation and/or
construction, including land acquisition and construction);
4. Leading and ensuring corporate action, investment, and divestment management activities in the
Preparation APJT, Construction APJT, Operations AP2JT, Preservation AP2JT, and Related Business
Subsidiaries, as well as the Operations-Preparation APJT and Operations-Construction APJT related to
preparation and/or construction;
5. Leading and ensuring the preparation of policies, standards, and strategies as well as the management
of the Company's business development in the areas of rest areas and services (rest area), other
businesses (related business), including area development/toll corridor development to ensure the
fulfillment of SPM rest area services and the optimization of toll road assets and surrounding toll roads;
6. Leading, ensuring, and controlling the performance of AP2JT Operations, AP2JT Preservation,
and AP Related Business in increasing business opportunities in the field of toll road operation and
preservation, as well as Related Business to maximize the Company's revenue in accordance with the
Company's governance and strategy;
7. Providing corporate guidance and direction on strategic issues to AP2JT Operations, AP2JT
Preservation, and AP Related Business to ensure alignment with the Company's strategy, governance,
and policies; and
8. Ensuring the implementation of risk management activities related to policies in the field of toll road
construction, toll road business development, and related business development (including area
development/toll corridor development).
570 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 571
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pembagian Tugas Antar Direksi
Table of Division of Duties among the Board of Directors
Nama Jabatan Bidang Tugas
Name Position Scope of Work
Yoga Tri Direktur Human 1. Memimpin dan mengarahkan penyusunan dan pengembangan kebijakan pengelolaan human capital
Anggoro* Capital dan Perusahaan;
Transformasi 2. Memimpin dan memastikan implementasi sistem dan prosedur pengelolaan human capital Perusahaan
Director berjalan dengan baik;
of Human
3. Memimpin dan memastikan kegiatan pengelolaan manajemen risiko terkait kebijakan di bidang
Capital and
pengelolaan human capital;
Transformation
4. Memimpin dan mengarahkan pengembangan sistem human capital di Anak Perusahaan sesuai dengan
Bagus Direktur Human ketentuan dan mekanisme yang berlaku dalam pola hubungan Induk dan Anak Perusahaan;
Cahya Arinta Capital dan 5. Memastikan pengelolaan hubungan industrial yang harmonis antara Perusahaan dan Karyawan dengan
B.** Transformasi
memperhatikan peraturan dan perundang-undangan yang berlaku;
Director
6. Mengarahkan pengelolaan kerumahtanggaan, sarana kerja dan fasilitas kantor, transportasi kendaraan
of Human
Capital and dinas dan kendaraan pool, serta penyediaan fasilitas rapat dinas, untuk memberikan dukungan terhadap
Transformation aktivitas Perusahaan; dan
7. Memastikan pengelolaan human capital untuk meningkatkan kapabilitas Perusahaan melalui
pembelajaran berbasis teknologi informasi.
1. Leading and directing the formulation and development of the Company's human capital management
policies;
2. Leading and ensuring the proper implementation of the Company's human capital management systems
and procedures;
3. Leading and ensuring risk management activities related to policies in the field of human capital
management;
4. Leading and directing the development of the human capital system in Subsidiaries in accordance
with the provisions and mechanisms applicable in the relationship between the Parent Company and
Subsidiaries;
5. Ensuring harmonious industrial relations between the Company and Employees by complying with
applicable laws and regulations;
6. Directing the management of housekeeping, work facilities and office facilities, official vehicle
transportation and pool vehicles, as well as the provision of official meeting facilities, to support the
Company's activities; and
7. Ensuring the management of human capital to improve the Company's capabilities through information
technology-based learning.
Fitri Wiyanti Direktur 1. Memimpin dan mengarahkan pengembangan kebijakan strategis di bidang operasional dan preservasi
Operasi ***** jalan tol di seluruh lingkungan Perusahaan;
Director of 2. Memimpin dan mengarahkan kegiatan pengoperasian jalan tol meliputi manajemen layanan transaksi
Operations tol dan manajemen lalu lintas agar dapat terlaksana sesuai dengan pencapaian SLA untuk memberikan
pelayanan terhadap pengguna jalan tol sesuai dengan Standar Pelayanan Minimum (SPM), perundang-
undangan, serta kebijakan dan pedoman operasional yang ditetapkan Perusahaan;
3. Mengarahkan dan mengendalikan perumusan serta pemanfaatan kebijakan dan arahan strategis
pemanfaatan data dan pemodelan lalu lintas sebagai acuan Perusahaan dalam pengambilan keputusan
operasional, perencanaan layanan, dan pengembangan jalan tol;
4. Mengarahkan dan mengendalikan integrasi analisis eksternal, termasuk perubahan kebijakan transportasi,
Rencana Tata Ruang Wilayah (RTRW), kondisi sosial-ekonomi, serta interaksi dengan moda transportasi
lain, ke dalam kerangka perencanaan dan proyeksi lalu lintas Perusahaan, serta memastikan penyediaan
analisis ekonomi transportasi sebagai data dukung strategis bagi pengembangan bisnis jalan tol, kebijakan
penyesuaian tarif dan pengembangan layanan jalan tol;
5. Memimpin dan mengarahkan kegiatan pengamanan layanan transaksi tol;
6. Memimpin dan memastikan kegiatan pengelolaan manajemen risiko terkait dengan pengoperasian dan
preservasi jalan tol,manajemen lalu lintas jalan tol dan sistem teknologi informasi Perusahaan;
7. Memimpin dan mengarahkan sistem pengamanan jalan tol yang dapat dilaksanakan sesuai dengan
kebutuhan pengoperasian jalan tol;
8. Mengarahkan dan mengendalikan perencanaan dan penyusunan perkiraan lalu lintas dalam rangka
pencapaian rencana pendapatan perusahaan;
9. Memimpin dan mengarahkan pengembangan teknologi informasi di bidang pengoperasian dan preservasi
jalan tol (IT Operation) guna meningkatkan efisiensi beban operasi dan kapabilitas Perusahaan;
10. Memimpin dan mengarahkan riset dan pengembangan pengetahuan baru berbasis teknologi informasi
guna menciptakan teknologi, sistem maupun layanan baru untuk meningkatkan kapabilitas Perusahaan;
dan
11. Memimpin dan memastikan pengelolaan teknologi informasi Perusahaan sebagai tindak lanjut pelaksanaan
rencana strategis dan masterplan teknologi informasi yang mencakup IT Enterprise dan IT Operation.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 571
Page 572
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Pembagian Tugas Antar Direksi
Table of Division of Duties among the Board of Directors
Nama Jabatan Bidang Tugas
Name Position Scope of Work
Fitri Wiyanti Direktur 1. Leading and directing the development of strategic policies in the areas of toll road operations and
Operasi ***** maintenance throughout the Company;
Director of 2. Leading and directing toll road operations, including toll transaction service management and traffic
Operations management, to ensure that they are carried out in accordance with SLAs to provide services to toll
road users in accordance with Minimum Service Standards (SPM), laws and regulations, and operational
policies and guidelines established by the Company;
3. Directing and controlling the formulation and utilization of strategic policies and directives on data
utilization and traffic modeling as a reference for the Company in operational decision-making, service
planning, and toll road development;
4. Directing and controlling the integration of external analysis, including changes in transportation policy,
Regional Spatial Planning (RTRW), socio-economic conditions, and interactions with other modes
of transportation, into the Company's traffic planning and projection framework, as well as ensuring
the provision of transportation economic analysis as strategic supporting data for toll road business
development, tariff adjustment policies, and toll road service development;
5. Leading and directing toll transaction security activities;
6. Leading and ensuring risk management activities related to toll road operation and preservation, toll
road traffic management, and the Company's information technology systems;
7. Leading and directing toll road security systems that can be implemented in accordance with toll road
operational needs;
8. Directing and controlling traffic estimation planning and preparation to achieve the Company's revenue
plan;
9. Leading and directing information technology development in the field of toll road operation and
preservation (IT Operation) to improve the Company's operational efficiency and capabilities;
10. Leading and directing research and development of new knowledge-based on information technology to
create new technologies, systems, and services to enhance the Company's capabilities; and
11. Leading and ensuring the management of the Company's information technology as a follow-up to the
implementation of strategic plans and information technology master plans covering IT Enterprise and
IT Operations.
Yaya Direktur 1. Memimpin dan mengarahkan pengembangan kebijakan strategis layanan pelanggan berbasis customer
Ruhiya*** Layanan experience management, termasuk penetapan SLA layanan pelanggan melampaui Standar Pelayanan
Director of Minimum (SPM), pengelolaan kualitas layanan secara end-to-end, serta kebijakan yang mengatur
Services tentang layanan call center Perusahaan sebagai kanal layanan pelanggan;
2. Mengarahkan pengembangan dan pemanfaatan customer database sebagai dasar perumusan kebijakan
layanan, inovasi, komersialisasi dan pengambilan keputusan berbasis data;
3. Memimpin dan mengendalikan pengumpulan Voice of Customer (VoC), pelaksanaan temu pelanggan,
survei kepuasan pelanggan, serta pengukuran Customer Experience sebagai dasar perbaikan
berkelanjutan;
4. Mengarahkan strategi pengembangan dan optimalisasi kanal layanan digital guna memperkuat
aksesibilitas layanan serta memperkaya database pelanggan secara terintegrasi;
5. Memimpin dan memastikan pengendalian standar dan kinerja layanan pelanggan berdasarkan SLA
terkait Customer Experience, termasuk pengelolaan terkait penanganan keluhan pelanggan di seluruh
Unit Kerja terkait;
6. Memimpin dan mengarahkan pengelolaan Kontrak Manajemen dengan Service Provider pada bidang
layanan call center baik secara langsung untuk lingkup Induk maupun pengawasan terhadap lingkup
Anak Perusahaan;
7. Mengarahkan dan mengendalikan pemberian arahan kebijakan, masukan dan rekomendasi kepada
Direktorat terkait agar kebijakan, standar, dan roadmap layanan Perusahaan diterapkan secara konsisten;
8. Memimpin dan mengarahkan manajemen inovasi Perusahaan secara end-to-end melalui meliputi
perencanaan inovasi, pengembangan prototipe, kajian kelayakan, kolaborasi lintas direktorat, inkubasi
inovasi baik organik maupun inorganik, implementasi serta pengukuran kinerja dan dampak inovasi,
termasuk penyelenggaraan acara kompetisi inovasi Perusahaan;
9. Mengarahkan dan mengendalikan pembinaan kepada Unit Kerja dan Anak Perusahaan terkait
pengembangan inovasi agar selaras dengan strategi Customer Experience dan kebutuhan bisnis
Perusahaan, dengan membedakan pendekatan inovasi organik dan inorganik sesuai ketentuan
Perusahaan;
10. Memimpin dan mengarahkan validasi strategis terhadap penyusunan serta implementasi strategi
komersialisasi bisnis non tarif/non konsesi, termasuk kajian segmenting, targeting, dan positioning
(STP), kerja sama, promosi, dan aktivasi komersialisasi;
11. Mengarahkan dan mengendalikan penyusunan kajian, kebijakan, dan rekomendasi bidang komersialisasi
kepada Direktorat terkait sebagai acuan dalam pencapaian target pendapatan dan kinerja komersialisasi
yang terukur;
12. Memimpin dan mengarahkan penyusunan kajian dan rekomendasi strategi branding Perusahaan
berdasarkan evaluasi dari Voice of Customer (VoC) dan evaluasi layanan lainnya dari perspektif
pelanggan (customer); dan
13. Memimpin dan memastikan kegiatan pengelolaan manajemen risiko terkait kebijakan di bidang
pengelolaan customer experience management, inovasi, dan komersialisasi.
572 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 573
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pembagian Tugas Antar Direksi
Table of Division of Duties among the Board of Directors
Nama Jabatan Bidang Tugas
Name Position Scope of Work
Yaya Direktur 1. Leading and directing the development of strategic customer service policies based on customer
Ruhiya*** Layanan experience management, including establishing customer service SLAs that exceed Minimum Service
Director of Standards (SPM), end-to-end service quality management, and policies governing the Company's call
Services center services as a customer service channel;
2. Directing the development and utilization of the customer database as the basis for formulating service
policies, innovation, commercialization, and data-driven decision making;
3. Leading and controlling the collection of Voice of Customer (VoC), conducting customer meetings,
customer satisfaction surveys, and measuring Customer Experience as the basis for continuous
improvement;
4. Directing the development and optimization strategy for digital service channels to strengthen service
accessibility and enrich the customer database in an integrated manner;
5. Leading and ensuring the control of customer service standards and performance based on SLAs
related to Customer Experience, including management related to handling customer complaints across
all relevant Work Units;
6. Leading and directing the management of Management Contracts with Service Providers in the field
of call center services, both directly for the Parent Company and through supervision of Subsidiaries;
7. Directing and controlling the provision of policy guidance, input, and recommendations to relevant
Directorates so that the Company's policies, standards, and service roadmaps are implemented
consistently;
8. Leading and directing the Company's end-to-end innovation management through innovation planning,
prototype development, feasibility studies, cross-directorate collaboration, organic and inorganic
innovation incubation, implementation, and measurement of innovation performance and impact,
including organizing Company innovation competitions;
9. Directing and controlling guidance to Work Units and Subsidiaries regarding innovation development to
ensure alignment with the Company's Customer Experience strategy and business needs, differentiating
between organic and inorganic innovation approaches in accordance with Company regulations;
10. Leading and directing strategic validation of the preparation and implementation of non-tariff/non-
concession business commercialization strategies, including segmenting, targeting, and positioning
(STP) studies, cooperation, promotion, and commercialization activation;
11. Directing and controlling the preparation of studies, policies, and recommendations in the field of
commercialization to the relevant Directorates as a reference in achieving measurable commercialization
revenue and performance targets;
12. Leading and directing the preparation of studies and recommendations for the Company's branding
strategy based on evaluations from the Voice of Customer (VoC) and other service evaluations from the
customer's perspective; and
13. Leading and ensuring risk management activities related to policies in the areas of customer experience
management, innovation, and commercialization.
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
***** Per 7 Mei 2025, nomenklatur berubah menjadi Direktur Operasi dan Layanan, kemudian ditetapkan kembali menjadi Direktur Operasi melalui RUPSLB 17
Desember 2025/As of May 7, 2025, the nomenclature changed to Director of Operations and Services, then reverted to Director of Operations through the
Extraordinary General Meeting of Shareholders on December 17, 2025
Rapat-Rapat yang Dihadiri oleh Direksi Meetings Attended by the Board of
Directors
Uraian mengenai kebijakan dan pelaksanaan frekuensi A description of the policy and implementation of the frequency
rapat Direksi, rapat Dewan Komisaris bersama Direksi dan of Board of Directors meetings, joint Board of Commissioners
tingkat kehadiran anggota Direksi dalam rapat tersebut and Board of Directors meetings, and the attendance rate
termasuk kehadiran dalam RUPS, dapat dilihat pada Sub of Board of Directors members at these meetings, including
Bab mengenai Rapat Dewan Komisaris dan Direksi. attendance at GMS, is available in the Board of Commissioners
and Board of Directors Meetings sub-chapter.
Program Pengenalan Perseroan bagi Company Induction Program for New
Anggota Direksi Baru Board of Directors Members
Proses yang dilakukan setelah pengangkatan pengurus The process carried out after the appointment of new
baru melalui RUPS adalah diselenggarakannya Program management through the GMS is the implementation of
Pengenalan bagi Pengurus yang baru diangkat. Hal an Induction Program for newly appointed management.
ini sebagaimana tercantum dalam Bab III. F. 1. Board As stated in Chapter III. F. 1. of the Board Manual, the
Manual, Perseroan wajib melaksanakan kegiatan program Company is required to carry out a Company induction
pengenalan Perseroan, setiap kali terjadi pengangkatan program whenever new members of the Board of Directors
anggota Direksi baru dalam waktu selambat-lambatnya are appointed, no later than 3 (three) months after their
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
3 (tiga) bulan sejak pengangkatannya. Program Pengenalan appointment. The Induction Program is carried out with
dilaksanakan dengan tujuan memperkenalkan Perseroan the aim of comprehensively introducing the Company to
secara komprehensif kepada anggota Direksi yang baru newly appointed members of the Board of Directors, so that
diangkat, sehingga didapatkan pemahaman awal yang they gain a sufficient initial understanding of the Company.
cukup terkait Perseroan. Pengetahuan yang didapatkan oleh The knowledge gained by new members of the Board of
anggota Direksi baru dalam program pengenalan berperan Directors in the induction program plays an important role
penting demi kelancaran dan efektivitas pelaksanaan in the smooth and effective performance of their duties and
tugas dan kewajibannya. Materi Program Pengenalan bagi obligations. The material for the Induction Program for new
Pengurus baru di antaranya mencakup profil Perseroan, Management includes the Company’s profile, an introduction
pengenalan tentang proses bisnis Jasa Marga, pencapaian to Jasa Marga’s business processes, the Company’s
Perseroan, penerapan sistem manajemen dan tata kelola achievements, and the implementation of management and
perusahaan. corporate governance systems.
Sehubungan dengan perubahan susunan pengurus, In connection with changes in the management structure,
Perseroan telah melaksanakan program pengenalan bagi the Company has conducted an orientation programme for
Direksi sebanyak 2 (dua) kali pada tahun 2025. Program the Board of Directors twice in 2025. The programme was
tersebut dilaksanakan pada tanggal: held on the following dates:
• 4 Juni 2025: Dihadiri oleh Bapak Rivan A. Purwantono, • June 4, 2025: Attended by Mr Rivan A. Purwantono and
dan Bapak Yoga Tri Anggoro selaku anggota Direksi Mr Yoga Tri Anggoro as newly appointed members of
yang baru diangkat, serta Bapak Juri Ardiantoro, Bapak the Board of Directors, as well as Mr Juri Ardiantoro,
Syamsul Bachri Yusuf, dan Bapak Asrorun Ni’am Sholeh Mr Syamsul Bachri Yusuf, and Mr Asrorun Ni'am
selaku anggota Dewan Komisaris yang baru diangkat; Sholeh as newly appointed members of the Board of
dan Commissioners; and
• 24 Desember 2025: Dihadiri oleh Bapak Ari Respati dan • December 24, 2025: Attended by Mr Ari Respati and Mr
Bapak Yaya Ruhiya, selaku anggota Direksi yang baru Yaya Ruhiya, as newly appointed members of the Board
diangkat. of Directors.
Pengembangan Kompetensi Competency Development
Dalam rangka meningkatkan pengetahuan dan kompetensi To enhance the knowledge and competence of the
para anggota Direksi, dan memastikan wawasan profesional, members of the Board of Directors, and to ensure that their
kompetensi serta kemampuan kepemimpinan para anggota professional insight, competence, and leadership skills
Direksi dapat berkembang selaras dengan perkembangan develop in line with the latest industry developments, the
industri terkini, Perseroan memberikan pelatihan kepada Company provides training to each member of the Board
setiap anggota Direksi. Program pelatihan/pendidikan yang of Directors. The training/education programs attended by
diikuti oleh para Direksi sepanjang tahun 2025 dapat dilihat the Board of Directors throughout 2025 are available in the
pada bagian Pengembangan Kompetensi Direksi di Bab Board of Directors Competency Development section of the
Profil Perusahaan di dalam buku Laporan Tahunan ini. Company Profile chapter in this Annual Report.
Kebijakan Rangkap Jabatan Policy on Concurrent Positions
Setiap anggota Direksi dilarang untuk merangkap jabatan, Each member of the Board of Directors is prohibited from
hal ini sebagaimana diatur dalam Anggaran Dasar Perseroan holding concurrent positions, as stipulated in Article
Pasal 11 ayat (28), yang mengatur sebagai berikut: 11 paragraph (28) of the Articles of Association, which
regulates as follows:
1. Anggota Direksi pada Badan Usaha Milik Negara, Badan 1. Members of the Board of Directors of State-Owned
Usaha Milik Daerah, Badan Usaha Milik Swasta; Enterprises, Regional-Owned Enterprises, and Private-
Owned Enterprises;
2. Anggota Dewan Komisaris dan/atau Dewan Pengawas 2. Members of the Board of Commissioners and/or
pada Badan Usaha Milik Negara; Supervisory Board of State-Owned Enterprises;
3. Jabatan struktural dan fungsional lainnya pada instansi/ 3. Other structural and functional positions in Central and
lembaga Pemerintah Pusat dan Daerah; Regional Government agencies/institutions;
4. Pengurus partai politik, anggota Dewan Perwakilan 4. Political party officials, members of the House of
Rakyat (DPR), Dewan Perwakilan Daerah (DPD), Dewan Representatives (DPR), Regional Representatives
Perwakilan Rakyat Daerah (DPRD) Tingkat I, dan DPRD Council (DPD), Provincial Legislative Council (DPRD)
Tingkat II dan/atau kepala daerah/wakil kepala daerah; Level I, and DPRD Level II, and/or regional heads/deputy
regional heads;
5. Menjadi calon/anggota DPR, DPD, DPRD Tingkat I, dan 5. Being a candidate/member of the DPR, DPD, DPRD Level
DPRD Tingkat II atau calon kepada daerah/wakil kepala I, and DPRD Level II, or a candidate for regional head/
daerah; deputy regional head;
6. Jabatan lain yang dapat menimbulkan benturan 6. Other positions that may cause a conflict of interest;
kepentingan; dan/atau and/or
7. Jabatan lainnya sesuai dengan ketentuan dalam 7. Other positions in accordance with the provisions of
peraturan perundangan. laws and regulations.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Rangkap Jabatan Direksi Tahun 2025
Table of Concurrent Positions of the Board of Directors in 2025
Nama Jabatan Jabatan Pada Perusahaan/Instansi Lain Nama Perusahaan/Instansi Lain
Name Position Position in Other Companies/Institutions Name of Company/Institution
Rivan A. Direktur Utama • Ketua Umum Asosiasi Jalan Tol Indonesia • Asosiasi Jalan Tol Indonesia
Purwantono President Director • Wakil Ketua Masyarakat Transportasi • Masyarakat Transportasi Indonesia
Indonesia • Universitas Gadjah Mada
• Komite Audit Universitas Gadjah Mada • Universitas Gadjah Mada
• Dosen Universitas Gadjah Mada • Universitas Islam Sultan Agung
• Dosen Kehormatan Universitas Islam Sultan Semarang
Agung Semarang
• Ketua Bidang Hukum & Advokasi Certified • Certified Wealth Manager’s
Wealth Manager’s Association Association
• Chairman of the Indonesian Toll Road
Association • Indonesian Toll Road Association
• Vice Chairman of the Indonesian Transportation • Indonesian Transportation Society
Society • Gadjah Mada University
• Audit Committee of Gadjah Mada University • Gadjah Mada University
• Lecturer at Gadjah Mada University
Reza Febriano Direktur Bisnis - -
Director of Business
Yoga Tri Direktur Human Capital dan - -
Anggoro Transformasi
Director of Human Capital
and Transformation
Pramitha Direktur Keuangan dan - -
Wulanjani Manajemen Risiko
Director of Finance and Risk
Management
Fitri Wiyanti Direktur Operasi ***** - -
Director of Operations
Yaya Ruhiya*** Direktur Layanan - -
Director of Services
Ari Respati*** Direktur Pengembangan - -
Usaha
Director of Business
Development
Subakti Direktur Utama • Ketua Umum Asosiasi Jalan Tol Indonesia • Asosiasi Jalan Tol Indonesia
Syukur** President Director • Staf Khusus Ketua Umum Persatuan Olahraga • Persatuan Olahraga Dayung
Dayung Seluruh Indonesia Seluruh Indonesia
• Ketua Bidang Investasi II Himpunan • Himpunan Pengembangan Jalan
Pengembangan Jalan Indonesia Indonesia
• Chairman Indonesian Toll Road Association • Indonesian Toll Road Association
• Special Staff of the General Chairman All • All Indonesia Rowing Sports
Indonesia Rowing Sports Association Association
• Chairman of Investment II Indonesian Road
Development Association • Indonesian Road Development
Association
Bagus Cahya Direktur Human Capital dan - -
Arinta B.** Transformasi
Director of Human Capital
and Transformation
Mohamad Agus Direktur Pengembangan - -
Setiawan**** Usaha
Director of Business
Development
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
***** Per 7 Mei 2025, nomenklatur berubah menjadi Direktur Operasi dan Layanan, kemudian ditetapkan kembali menjadi Direktur Operasi melalui RUPSLB
17 Desember 2025/As of May 7, 2025, the nomenclature changed to Director of Operations and Services, then reverted to Director of Operations through
the Extraordinary General Meeting of Shareholders on December 17, 2025.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Keputusan dan Pelaksanaan Tugas Direksi Decisions and Implementation of the
Board of Directors’ Duties
Sepanjang tahun 2025, Direksi telah membuat sejumlah Throughout 2025, the Board of Directors has made important
keputusan, rekomendasi dan pelaksanaan penting, antara decisions, recommendations, and implementations, including
lain sebagai berikut: the following:
1. Tunjangan Hari raya Keagamaan. 1. Religious Holiday Allowance.
2. Kesetaraan Stratifikasi Kelompok Jabatan. 2. Job Group Stratification Equality.
3. Pemberian Penghargaan kepada Pensiunan Karyawan. 3. Awarding Recognition to Retired Employees.
4. Pemberian Penghargaan Pengabdian Karyawan. 4. Awarding Recognition for Employee Service.
5. Arsitektur Sumber Daya Manusia (Human Capital 5. Jasa Marga Human Capital Architecture.
Architecture) Jasa Marga.
6. Organisasi dan Uraian Jabatan. 6. Organization and Job Descriptions.
7. Penetapan Daftar Hitam Penyedia Barang dan Jasa. 7. Establishment of the Vendor Blacklist for Goods and
Services.
8. Perancangan Desain Internal Control over Financial 8. Designing Internal Control over Financial Reporting
Reporting (ICoFR). (ICoFR).
9. Kelompok dan Stratifikasi Jabatan. 9. Job Groups and Stratification.
10. Penetapan Tim Inovasi Terbaik Jasa Marga Innovation 10. Selection of the Best Innovation Team for Jasa Marga
Competition 2024. Innovation Competition 2024.
11. Pedoman Pengelolaan Keterikatan Karyawan (Employee 11. Guidelines for Managing Employee Engagement in Jasa
Engagement) Jasa Marga Group. Marga Group.
12. Pembentukan Tim Satuan Tugas Jasa Marga Siaga 12. Formation of the Jasa Marga Operational Readiness
Operasional Hari Raya. Task Force for Holidays.
13. Pemberian Motivational Reward Tahunan Karyawan 13. Granting Annual Employee Motivational Reward for
Tahun Buku 2024. Fiscal Year 2024.
14. Standar Prosedur Transaksi Keuangan Jasa Marga. 14. Jasa Marga Financial Transaction Standard Procedures.
15. Penetapan Fine Tuning untuk Rumusan Kenaikan Gaji 15. Establishment of Fine Tuning for the 2025 Basic Salary
Pokok Tahun 2025. Increase Formula.
16. Pembagian Tugas dan Wewenang Direksi Jasa Marga. 16. Division of Duties and Authorities of Jasa Marga
Directors.
17. Pakaian Dinas Karyawan. 17. Employee Uniforms.
18. Pembagian Dividen Tunai Tahun Buku 2024. 18. Distribution of Cash Dividends for Fiscal Year 2024.
19. Struktur Organisasi Sistem Manajemen Keamanan 19. Jasa Marga Information Security Management System
Informasi Jasa Marga. Organizational Structure.
20. Key Performance Indicators Direksi dan Kontrak 20. Key Performance Indicators for Directors and Annual
Manajemen Tahunan Direksi Jasa Marga. Management Contracts for Jasa Marga Directors.
21. Pembentukan Tim Audit Internal Atas Penerapan Sistem 21. Formation of an Internal Audit Team for the Implementation
Manajemen Anti Penyuapan (SMAP) Jasa Marga. of Jasa Marga's Anti-Bribery Management System
(SMAP).
22. Standar Persyaratan Personil Sistem Manajemen 22. Jasa Marga Information Security Management System
Keamanan Infomasi (SMKI) Jasa Marga. (SMKI) Personnel Requirements Standard.
23. Penilaian Risk Maturity Index (RMI) Tahun Buku 2024 23. Jasa Marga Risk Maturity Index (RMI) Assessment for
Jasa Marga. Fiscal Year 2024.
24. Matriks Pemetaan Kewenangan Jasa Marga. 24. Jasa Marga Authority Mapping Matrix.
25. Jasa Marga Impactful Akhlak Program (JM ImAp) 25. Jasa Marga Impactful Akhlak Program (JM ImAp)
Competition 2025. Competition 2025.
26. Kebijakan dan Pedoman Sistem Manajemen Kelangsungan 26. Jasa Marga Business Continuity Management System
Usaha Jasa Marga. Policy and Guidelines.
27. Sistem Manajemen Pemberhentian Karyawan (Exit 27. Employee Termination Management System (Exit
System). System).
28. Kontrak Manajemen Pengoperasian Jalan Tol. 28. Toll Road Operation Management Contract.
29. Dana Pensiun Jasa Marga. 29. Jasa Marga Pension Fund.
30. Kebijakan Hak Asasi manusia (HAM). 30. Human Rights (HAM) Policy.
31. Pedoman dan Prosedur Pemasangan Iklan di Wilayah 31. Guidelines and Procedures for Advertising Placement in
Jalan Tol. Toll Road Areas.
32. Penyesuaian Logo Perusahaan. 32. Company Logo Adjustment.
33. Penetapan Lagu Mars Jasa Marga. 33. Establishment of the Jasa Marga March Song.
34. Penetapan Peserta Program Beasiswa 2025. 34. Selection of Scholarship Program 2025 Participants.
35. Kebijakan Anti Penyuapan. 35. Anti-Bribery Policy.
36. Petugas Polisi Patroli Jalan Raya di Lingkungan Jasa 36. Highway Patrol Officers within Jasa Marga.
Marga.
37. Pedoman Kompetisi Inovasi Jasa Marga Group. 37. Jasa Marga Group Innovation Competition Guidelines.
38. Pembentukan Komite Sustainability Jasa Marga. 38. Formation of Jasa Marga Sustainability Committee.
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39. Standarisasi Proses Bisnis Jasa Marga. 39. Standardization of Jasa Marga Business Processes.
40. Pelaksanaan Penghapusan dan Pelelangan Aktiva tetap 40. Implementation of Fixed Asset Disposal and Auction for
Barang/Peralatan dan Kendaraan. Goods/Equipment and Vehicles.
41. Pedoman Tindak Lanjut Hasil Audit di Lingkungan Jasa 41. Guidelines for Follow-up on Audit Results within Jasa
Marga. Marga.
42. Penetapan Tim Inovasi dan Peninjau untuk Temu Karya 42. Selection of Innovation and Review Teams for the 2025
Mutu dan Produktivitas Nasional 2025. National Quality and Productivity Meeting.
43. Penetapan Budaya Kerja Perusahaan “JSMR MOVE”. 43. Establishment of the Company Work Culture "JSMR
MOVE".
44. Peraturan Kerja Lembur Karyawan. 44. Employee Overtime Regulations.
45. Manual Sistem Manajemen Anti Penyuapan. 45. Anti-Bribery Management System Manual.
46. Peraturan Perjalanan Dinas. 46. Business Travel Regulations.
47. Pembentukan Tim Penyusunan dan Perundingan 47. Formation of the Team for Drafting and Negotiating the
Perjanjian Kerja Bersama (PKB) 2026-2028. Collective Labor Agreement (PKB) 2026-2028.
48. Dashboard Proyeksi Lalu Lintas. 48. Traffic Projection Dashboard.
Pengelolaan Benturan Kepentingan Conflict of Interest Management
Dalam melaksanakan tugas dan tanggung jawabnya, In carrying out their duties and responsibilities, the Board of
dapat terjadi Direksi berhadapan dengan kondisi Directors may encounter conflicts of interest. To maintain
benturan kepentingan. Demi menjaga independensi dan independence and professionalism, each member of the
profesionalisme, maka setiap anggota Direksi harus Board of Directors must adhere to the following code of
menganut etika sebagai berikut: conduct:
1. Mematuhi peraturan perundang-undangan yang berlaku, 1. Comply with applicable laws and regulations, the
Anggaran Dasar, dan Pedoman GCG serta kebijakan- Articles of Association, and GCG Guidelines as well as
kebijakan Perseroan yang telah ditetapkan. the Company’s established policies.
2. Mengambil sikap, pendapat dan tindakan harus 2. Take stances, opinions, and actions based on objectivity,
didasarkan atas unsur objektivitas, profesional dan professionalism, and independence for the benefit of the
independen demi kepentingan Perseroan yang seimbang Company, balanced with the interests of stakeholders.
dengan kepentingan para pemangku kepentingan.
3. Menjalankan tugas dan kewajibannya dengan 3. Perform duties and obligations by placing the interests
menempatkan kepentingan Direksi secara keseluruhan, of the Board of Directors as a whole above personal
di atas kepentingan pribadi. interests.
4. Selama menjabat, Anggota Direksi tidak diperkenankan 4. During their term of office, Members of the Board of
untuk: Directors are not permitted to:
a. Mengambil peluang bisnis Perseroan, selain gaji dan a. Take advantage of the Company’s business
fasilitas yang diterimanya sebagai Anggota Direksi opportunities, other than the salary and facilities
yang ditentukan oleh RUPS, untuk kepentingan received as a Member of the Board of Directors, as
dirinya sendiri, keluarga, kelompok usahanya dan/ determined by the GMS, for their own interests, those
atau pihak lain. of their family, business group, and/or other parties.
b. Memanfaatkan jabatan bagi kepentingan pribadi b. Use their position for personal interests or for the
atau bagi kepentingan orang atau pihak lain yang interests of other persons or parties that conflict
bertentangan dengan kepentingan Perseroan. with the interests of the Company.
c. Menggunakan aset Perseroan, informasi Perseroan c. Use the Company’s assets, information, or their
atau jabatannya selaku Anggota Direksi untuk position as a Member of the Board of Directors for
kepentingan pribadi ataupun orang lain, yang personal gain or for the benefit of others, which is
bertentangan dengan ketentuan peraturan contrary to the provisions of laws and regulations
perundang-undangan serta kebijakan Perseroan and the applicable policies of the Company.
yang berlaku.
d. Berkompetisi dengan Perseroan yaitu menggunakan d. Compete with the Company, i.e., by using inside
pengetahuan/informasi dari dalam (inside information to obtain benefits for interests other
information) untuk mendapatkan keuntungan bagi than those of the Company.
kepentingan selain kepentingan Perseroan.
e. Merangkap jabatan lain yang dapat menimbulkan e. Holding other positions that may cause a direct
benturan kepentingan secara langsung dengan conflict of interest with the Company and/or that are
Perseroan dan/atau yang bertentangan dengan contrary to applicable laws and regulations.
ketentuan peraturan perundang-undangan yang
berlaku.
f. Memberikan atau menawarkan, atau menerima f. Giving or offering, or receiving, either directly or
baik langsung ataupun tidak langsung imbalan dan/ indirectly, rewards and/or gifts, and/or grants and/
atau hadiah, dan/atau hibah dan/atau sumbangan or donations and/or entertainment in any form from
dan/atau entertainment dalam bentuk apapun dari parties that have a business relationship with or are
pihak yang memiliki hubungan bisnis atau pesaing competitors of the Company, to obtain information
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Perseroan, yang bertujuan untuk mendapatkan or something that is not permitted by applicable
informasi, atau sesuatu hal yang tidak dibenarkan laws and regulations, or to influence them to do and/
oleh ketentuan perundang-undangan yang berlaku, or not do something related to their position/office.
atau untuk memengaruhinya untuk melakukan dan/
atau tidak melakukan suatu hal berkaitan dengan
kedudukan/jabatannya.
g. Memberikan dan menerima hadiah, bingkisan, g. Giving and receiving gifts, presents, parcels, flower
parsel, karangan bunga dan bentuk pemberian bouquets, and other forms of gifts on religious
lainnya pada hari raya keagamaan maupun hari-hari holidays and/or other special days to officials/
besar/tertentu lainnya kepada pejabat/pegawai di employees within government agencies and/or
lingkungan instansi Pemerintah dan/atau pihak yang parties that have a business relationship.
memiliki hubungan bisnis.
5. Menjaga kerahasiaan informasi-informasi Perseroan yang 5. Maintain the confidentiality of confidential Company
bersifat rahasia yang dipercayakan kepadanya sesuai information entrusted to them in accordance with
ketentuan peraturan perundang-undangan yang berlaku. applicable laws and regulations.
6. Menghindari setiap aktivitas yang dapat memengaruhi 6. Avoid any activities that may affect their independence
independensinya dalam melaksanakan tugas. in carrying out their duties.
7. Melakukan pengungkapan dalam hal terjadi benturan 7. Disclose any conflicts of interest, and the relevant
kepentingan, dan Anggota Direksi yang bersangkutan Board of Directors member shall not be involved in the
tidak boleh melibatkan diri dalam proses pengambilan Company’s decision-making process related to such
keputusan Perseroan yang berkaitan dengan hal tersebut. matters.
8. Mematuhi peraturan perundang-undangan yang 8. Comply with applicable laws and regulations, including
berlaku, termasuk dengan tidak melibatkan diri pada not engaging in insider trading for personal gain.
perdagangan orang dalam (insider trading) untuk
memperoleh keuntungan pribadi.
Kepemilikan Saham Direksi Share Ownership of the Board of Directors
Informasi mengenai kepemilikan saham oleh anggota Direksi Information regarding the share ownership of members of
dapat dilihat pada Bab Profil Perusahaan dalam Laporan the Board of Directors is available in the Company Profile
Tahunan ini. chapter of this Annual Report.
Penilaian Kinerja Komite di Bawah Direksi Performance Assessment of Committees
dan Dasar Penilaiannya under the Board of Directors and the
Assessment Basis
Direksi Jasa Marga memiliki 3 (tiga) Komite di bawah Direksi, The Board of Directors of Jasa Marga has 3 (three) committees
yaitu: Komite Manajemen Risiko, Komite Pengarah Teknologi under its authority: the Risk Management Committee,
Informasi, dan Komite Sustainability yang membantu the Information Technology Steering Committee, and the
pelaksanaan tugas Direksi. Atas kinerja Komite Manajemen Sustainability Committee, which assist the Board of Directors
Risiko, Komite Pengarah Teknologi Informasi, dan Komite in carrying out its duties. Based on the performance of the Risk
Sustainability di tahun 2025, Direksi menilai bahwa ketiga Management Committee, the Information Technology Steering
Komite tersebut telah menjalankan tugas dan tanggung Committee, and the TJSL Committee in 2025, the Board of
jawabnya dengan baik dan telah memberikan sejumlah Directors assessed that the three Committees had performed
rekomendasi dan saran kepada Direksi terkait impelementasi their duties and responsibilities well and had provided several
manajemen risiko, pengembangan TI, dan pelaksanaan TJSL recommendations and suggestions to the Board of Directors
di Perseroan. regarding the implementation of risk management, IT
development, and the implementation of TJSL in the Company.
Di tahun 2025, Komite Manajemen Risiko telah membantu In 2025, the Risk Management Committee assisted the
Direksi dalam memastikan kelangsungan usaha melalui Board of Directors in ensuring business continuity through
penetapan rencana kontinjensi, strategi risiko, klasifikasi the establishment of contingency plans, risk strategies,
risiko anak perusahaan, serta pengukuran maturitas risiko risk classification for subsidiaries, and risk maturity
yang terintegrasi dengan pengawasan tim sekretariat. assessments, integrated with oversight by the secretariat
Selain itu Komite Manajemen Risiko juga telah melakukan team. In addition, the Risk Management Committee reviewed
review terhadap risiko-risiko strategis beserta kriterianya the strategic risks and criteria that the Company may face,
yang mungkin dihadapi oleh Perseroan beserta dengan monitored their realization, and reviewed the results of the
pemantauan realisasinya dan melakukan review terhadap Risk Maturity Index measurement within the Company.
hasil pengukuran indeks kematangan risiko Risk Maturity
Index) di lingkungan Perseroan.
Komite Pengarah Teknologi Informasi di tahun 2025 telah In 2025, the Information Technology Steering Committee
melakukan beberapa arahan terkait program kerja yaitu provided several directives related to the work program,
pencapaian RSTI, progres kajian MLFF, implementasi SAP namely RSTI achievements, progress on the MLFF review,
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
PSAK 118, IT Maturity Assessment, pengembangan aplikasi implementation of SAP PSAK 118, IT Maturity Assessment,
TCM dan BPO, serta penguatan struktur melalui penambahan development of the TCM and BPO applications, and
Tim Teknis IT Steering Committee. strengthening of the structure through the addition of the IT
Steering Committee Technical Team.
Sedangkan Komite Sustainability pada tahun 2025 telah Sedangkan Komite Sustainability pada tahun 2025 telah
membantu Direksi dalam melakukan pemetaan isu-isu membantu Direksi dalam melakukan pemetaan isu-isu
keberlanjutan serta penyusunan dan penyelarasan program keberlanjutan serta penyusunan dan penyelarasan program
keberlanjutan Perseroan, termasuk program Tanggung keberlanjutan Perseroan, termasuk program Tanggung
Jawab Sosial dan Lingkungan (TJSL), agar sejalan dengan Jawab Sosial dan Lingkungan (TJSL), agar sejalan dengan
Kebijakan Keberlanjutan dan Road Map ESG Perseroan. Kebijakan Keberlanjutan dan Road Map ESG Perseroan.
Selain itu, Komite Sustainability juga melakukan monitoring Selain itu, Komite Sustainability juga melakukan monitoring
dan evaluasi atas pelaksanaan program keberlanjutan dan evaluasi atas pelaksanaan program keberlanjutan
dan TJSL di Perseroan guna memastikan efektivitas, dan TJSL di Perseroan guna memastikan efektivitas,
ketercapaian target, serta akuntabilitas pelaksanaannya. ketercapaian target, serta akuntabilitas pelaksanaannya.
Prosedur Penilaian Kinerja Komite di Bawah Performance Assessment Procedure for
Direksi Committees under the Board of Directors
Prosedur penilaian kinerja Komite di bawah Direksi dilakukan The performance appraisal procedure for committees
dengan mengevaluasi pelaksanaan tugas dan tanggung under the Board of Directors is carried out by evaluating the
jawabnya berdasarkan tujuan pembentukan masing-masing implementation of their duties and responsibilities based on
Komite. Dalam hal prosedur penilaian kinerja Komite di Bawah the objectives of each committee’s establishment. In the case
Direksi, Direksi akan menilai kinerja dari Komite tersebut of the performance appraisal procedure for committees under
sesuai dengan tugas pokok dan fungsi serta pertimbangan the Board of Directors, the Board will assess the performance
atas sejumlah rekomendasi pengambilan keputusan yang of these committees per their main duties and functions, and
diberikan kepada Direksi sesuai ketentuan yang berlaku. consider several decision-making recommendations given to
the Board of Directors per applicable regulations.
Kriteria Penilaian Kinerja Komite di Bawah Direksi Performance Assessment Criteria for
Committees under the Board of Directors
Adapun kriteria penilaian kinerja Komite di bawah Direksi The criteria for assessing the performance of the Committees
didasari oleh pemenuhan tugas dan tanggung jawab dari under the Board of Directors are based on the fulfillment
setiap Komite di bawah Direksi sesuai dengan maksud dan of the duties and responsibilities of each Committee under
tujuan pembentukannya. the Board of Directors in accordance with the purpose and
objectives of its establishment.
Mekanisme Pemberhentian dan Board of Directors Dismissal and
Pengunduran Diri Direksi Resignation Mechanism
Anggota Direksi dapat diberhentikan sementara waktu oleh Members of the Board of Directors may be temporarily
Dewan Komisaris dengan menyebutkan alasannya, apabila dismissed by the Board of Commissioners with stated
anggota Direksi tersebut bertindak bertentangan dengan reasons if they act contrary to the Articles of Association
Anggaran Dasar atau terdapat indikasi melakukan tindakan or there are indications that they have committed acts that
yang merugikan Perseroan atau melalaikan kewajibannya are detrimental to the Company, or have neglected their
atau terdapat alasan yang mendesak bagi Perseroan, dengan duties, or there are urgent reasons for the Company, with
memperhatikan ketentuan-ketentuan sebagai berikut: due regard to the following provisions:
1. Anggota Direksi sewaktu-waktu dapat diberhentikan 1. Members of the Board of Directors may be dismissed
berdasarkan keputusan RUPS dengan menyebutkan at any time based on a decision of the GMS, stating the
alasannya. reasons.
2. Alasan pemberhentian Anggota Direksi sebagaimana 2. The reasons for dismissal of a member of the Board of
dimaksud dilakukan apabila berdasarkan kenyataan, Directors as referred to above shall be based on the fact
Anggota Direksi yang bersangkutan antara lain: that the member of the Board of Directors in question,
among other things:
a. Tidak/kurang dapat memenuhi kewajibannya yang a. Fails/is unable to fulfill their obligations as agreed in
telah disepakati dalam kontrak manajemen. the management contract.
b. Tidak dapat menjalankan tugasnya dengan baik. b. Is unable to perform their duties properly.
c. Melanggar ketentuan Anggaran Dasar dan/atau c. Violates the provisions of the Articles of Association
peraturan perundangan. and/or laws and regulations.
d. Terlibat dalam tindakan yang merugikan Perseroan d. Is involved in actions that are detrimental to the
dan/atau negara. Company and/or the state.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
e. Melakukan tindakan yang melanggar etika dan/ e. Commits actions that violate the ethics and/or
atau kepatutan yang seharusnya dihormati sebagai propriety that should be respected as a member of
Direksi. the Board of Directors.
f. Dinyatakan bersalah dengan keputusan Pengadilan f. Is found guilty by a court decision that has permanent
yang mempunyai kekuatan hukum yang tetap. legal force.
g. Mengundurkan diri. g. Resigns.
h. Alasan lainnya yang dinilai tepat oleh RUPS demi h. Other reasons deemed appropriate by the GMS for
kepentingan dan tujuan Perseroan. the benefit and objectives of the Company.
3. Keputusan pemberhentian karena alasan sebagaimana 3. The decision to dismiss for the reasons referred to
dimaksud diambil setelah yang bersangkutan diberi above shall be taken after the person concerned has
kesempatan untuk membela diri, kecuali nomor 2 huruf been allowed to defend themselves, except for numbers
f dan g. 2 letters f and g.
4. Pemberhentian karena alasan sebagaimana dimaksud 4. Dismissal for the reasons referred to in number 2, letters
pada nomor 2 huruf d dan f merupakan pemberhentian d and f, shall be a dishonorable dismissal.
dengan tidak hormat.
5. Antara para anggota Direksi dan antara Anggota Direksi 5. There shall be no familial relationship up to the third
dengan anggota Dewan Komisaris tidak boleh ada degree, either in the direct line or in the collateral line,
hubungan keluarga sedarah sampai dengan derajat or any relationship by marriage (son-in-law or brother-
ketiga, baik menurut garis lurus maupun garis ke in-law) between Members of the Board of Directors
samping atau hubungan semenda (menantu atau ipar). or between a Member of the Board of Directors and a
Member of the Board of Commissioners.
6. Dalam hal terjadi keadaan sebagaimana dimaksud pada 6. In the event of a situation as referred to in point 5, the
nomor 5, RUPS berwenang memberhentikan salah GMS shall have the authority to dismiss one of them.
seorang di antara mereka.
Pengunduran Diri Anggota Direksi Resignation of Board of Directors Members
1. Seorang Anggota Direksi dapat mengundurkan diri dari 1. A Board Member may resign from their position before
jabatannya sebelum masa jabatannya berakhir. Dalam hal the end of their term of office. If a Board Member
terdapat Anggota Direksi yang mengundurkan diri, maka resigns, the Board Member concerned shall submit a
Anggota Direksi yang bersangkutan wajib menyampaikan written resignation letter to the Company stating his/her
permohonan pengunduran diri secara tertulis mengenai intention to resign.
maksudnya tersebut kepada Perseroan.
2. Perseroan wajib menyelenggarakan RUPS untuk 2. The Company must hold a GMS to decide on the
memutuskan permohonan pengunduran diri Anggota resignation request of a Board Member no later than 90
Direksi paling lambat 90 (sembilan puluh) hari setelah (ninety) days after receiving the resignation letter.
diterimanya surat pengunduran diri tersebut.
3. Perseroan wajib melakukan keterbukaan informasi 3. The Company shall disclose this information to the
kepada masyarakat dan menyampaikan kepada OJK public and submit it to the OJK no later than 2 (two)
paling lambat 2 (dua) hari kerja setelah: working days after:
a. Diterimanya permohonan pengunduran diri Direksi a. Receipt of the resignation request of the Board of
sebagaimana dimaksud dalam huruf a, dan; Directors as referred to in letter a, and;
b. Hasil penyelenggaraan RUPS sebagaimana b. The results of the GMS as referred to in letter a.
dimaksud dalam huruf a.
4. Sebelum pengunduran diri berlaku efektif, Anggota 4. Before the resignation takes effect, the relevant Board
Direksi yang bersangkutan tetap berkewajiban of Directors member remains obligated to complete their
menyelesaikan tugas dan tanggung jawabnya sesuai duties and responsibilities in accordance with the Articles
dengan Anggaran Dasar dan peraturan perundangan. of Association and applicable laws and regulations.
5. Direksi yang mengundurkan diri baru bebas dari 5. The resigning Board of Directors member is only released
tanggung jawab setelah memperoleh pembebasan from their responsibilities after obtaining a release of
tanggung jawab dari RUPS Tahunan. liability from the Annual GMS.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Penilaian Kinerja Dewan Komisaris dan Direksi
Performance Assessment of the Board of Commissioners
and Board of Directors
Perseroan telah menetapkan mekanisme penilaian kinerja The Company has established a performance assessment
Dewan Komisaris termasuk Komisaris Utama dan Direksi mechanism for the Board of Commissioners, including the
termasuk Direktur Utama, yang penilaiannya didasarkan President Commissioner, and the Board of Directors, including
pada Key Performance Indicator (KPI) dan GCG Assessment. the President Director, which is based on Key Performance
Penilaian terhadap Dewan Komisaris dan Direksi merupakan Indicators (KPIs) and GCG Assessment. The assessment of
tahap evaluasi atas kinerja Dewan Komisaris dan Direksi the Board of Commissioners and Board of Directors is an
untuk periode tahun penilaian. evaluation of their performance for the assessment period.
Penilaian Kinerja Dewan Komisaris Performance Assessment of the Board of
Berdasarkan KPI Commissioners Based on KPIs
Setiap tahun, Dewan Komisaris menetapkan program Each year, the Board of Commissioners establishes the
kerja tahunan Dewan Komisaris, dan juga menetapkan Board of Commissioners’ annual work program and also sets
Key Performance Indicators (KPI) sebagai tolak ukur Key Performance Indicators (KPIs) as a benchmark for the
pencapaian kinerja Dewan Komisaris termasuk Komisaris performance of the Board of Commissioners, including the
Utama. Capaian atas KPI merupakan objek penilaian yang President Commissioner. The KPI achievement is the object
menentukan pencapaian kinerja Dewan Komisaris selama of assessment that determines the performance of the
1 (satu) tahun. Board of Commissioners for 1 (one) year.
Berdasarkan program kerja tahunan yang disusun oleh Dewan Based on the annual work program prepared by the Board
Komisaris tersebut, dijadwalkan penyelenggaraan rapat-rapat of Commissioners, meetings are scheduled, i.e., Board of
yaitu Rapat Dewan Komisaris dan Rapat Koordinasi Dewan Commissioners Meetings and Board of Commissioners
Komisaris dengan Direksi, kunjungan-kunjungan kerja yaitu Coordination Meetings with the Board of Directors, as
kunjungan kerja ke Kantor Regional dan Anak Perusahaan well as working visits to Regional Offices and Subsidiaries,
baik pada proyek-proyek jalan tol baru, maupun yang sedang both for new toll road projects and those currently under
dalam tahap konstruksi. KPI Dewan Komisaris terdiri dari 8 construction. The Board of Commissioners’ KPIs consist
(delapan) perspektif dan 15 (lima belas) indikator/parameter of 8 (eight) perspectives and 15 indicators/parameters for
penilaian kinerja Dewan Komisaris. assessing the performance of the Board of Commissioners.
Prosedur Pelaksanaan dan Pihak yang Melakukan Implementation Procedures and Assessor
Penilaian
Penilaian kinerja Dewan Komisaris dilakukan berdasarkan The performance assessment of the Board of Commissioners
pedoman self-assessment kinerja Dewan Komisaris is conducted based on the guidelines for the self-assessment
yang ditetapkan dalam Keputusan Dewan Komisaris of the Board of Commissioners’ performance as stipulated
No. 125/X/2019 tanggal 18 Oktober 2019 tentang Penetapan in Board of Commissioners Decree No. 125/X/2019 dated
Revisi Sistem self-assessment Kinerja Dewan Komisaris October 18, 2019, on the Determination of Revisions to the
PT Jasa Marga (Persero) Tbk. Penilaian kinerja dimaksud Self-Assessment System for the Performance of the Board
dilaksanakan setiap akhir Triwulan, termasuk setiap akhir of Commissioners of PT Jasa Marga (Persero) Tbk. The
Triwulan IV menjelang akhir tahun buku untuk penilaian performance assessment is conducted at the end of each
1 (satu) tahun buku secara keseluruhan. Hasil penilaian quarter, including at the end of the fourth quarter, before the
dimaksud disampaikan kepada Pemegang Saham Seri A end of the fiscal year, for the assessment of the entire fiscal
Dwiwarna. year. The evaluation results are submitted to the holders of
Series A Dwiwarna shares.
Kriteria Penilaian Kinerja Dewan Komisaris Criteria for Assessing the Board of
Commissioners Performance
KPI Dewan Komisaris mencakup perspektif penilaian kinerja The KPIs of the Board of Commissioners include the
sebagai berikut: following performance assessment perspectives:
1. Rapat Umum Pemegang Saham (RUPS). 1. General Meeting of Shareholders (GMS).
2. Pengawasan terhadap Direksi atas Implementasi 2. Supervision of the Board of Directors over the
Rencana dan Kebijakan Perseroan. Implementation of the Company’s Plans and Policies.
3. Pengawasan terhadap pelaksanaan kebijakan 3. Supervision of the implementation of subsidiary
pengelolaan Anak Perusahaan. management policies.
4. Persetujuan atas Rancangan RJPP dan RKAP yang 4. Approval of the RJPP and RKAP drafts submitted by the
disampaikan Direksi. Board of Directors.
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5. Penetapan faktor-faktor yang dibutuhkan untuk 5. Determination of the factors needed to support the
mendukung pelaksanaan tugasnya. performance of its duties.
6. Penyelenggaraan Rapat Dewan Komisaris yang efektif 6. Holding effective Board of Commissioners meetings and
dan menghadirinya. attending them.
7. Pemberian arahan kepada Direksi atas implementasi 7. Providing direction to the Board of Directors on the
rencana dan kebijakan Perseroan. implementation of the Company’s plans and policies.
8. Pemantauan untuk memastikan bahwa Prinsip GCG 8. Monitoring to ensure that GCG principles are
telah diterapkan dengan efektif dan berkelanjutan. implemented effectively and sustainably.
Hasil Penilaian KPI Dewan Komisaris Board of Commissioners KPI Assessment Results
Tabel Hasil Penilaian KPI Dewan Komisaris Tahun 2025
Table of Board of Commissioners KPI Assessment Results for 2025
Nilai KPI
Perspektif dan Indikator Kinerja Bobot KPI Score
No.
Perspective and Performance Indicator Weight Target Realisasi
Target Realization
Rapat Umum Pemegang Saham (RUPS).
1. 18,5% 0,925 0,925
General Meeting of Shareholders (GMS).
Pengawasan terhadap Direksi atas Implementasi Rencana dan Kebijakan Perseroan.
2. Supervision of the Board of Directors over the Implementation of the Company's Plans 17,0% 0,850 0,850
and Policies.
Pengawasan terhadap pelaksanaan kebijakan pengelolaan Anak Perusahaan.
3. 3,0% 0,150 0,150
Supervision of the implementation of subsidiary management policies.
Persetujuan atas Rancangan RJPP dan RKAP yang disampaikan Direksi.
4. 17,5% 0,875 0,875
Approval of the RJPP and RKAP drafts submitted by the Board of Directors.
Penetapan faktor-faktor yang dibutuhkan untuk mendukung pelaksanaan tugasnya.
5. 2,5% 0,125 0,125
Determination of the factors needed to support the performance of its duties.
Penyelenggaraan Rapat Dewan Komisaris yang efektif dan menghadirinya.
6. 5,0% 0,250 0,250
Holding effective Board of Commissioners meetings and attending them.
Pemberian arahan kepada Direksi atas implementasi rencana dan kebijakan Perseroan.
7. Providing direction to the Board of Directors on the implementation of the Company's 20,0% 1,000 1,000
plans and policies.
Pemantauan untuk memastikan bahwa Prinsip GCG telah diterapkan dengan efektif
8. dan berkelanjutan. 16,5% 0,825 0,825
Monitoring to ensure that GCG principles are implemented effectively and sustainably.
Jumlah
100% 5,000 5,000
Total
Berdasarkan hasil self-assessment dapat disimpulkan Based on the results of the self-assessment, it can be
bahwa kinerja pengawasan dan pemberian nasihat concluded that the Board of Commissioners’ performance in
Dewan Komisaris kepada Direksi dalam mengelola dan supervising and advising the Board of Directors in managing
mengembangkan Perseroan pada tahun buku 2025 telah and developing the Company in the 2025 fiscal year has
dilaksanakan dengan sangat baik. been carried out very well.
Sesuai dengan pedoman self-assessment kinerja Dewan In accordance with the Board of Commissioners’
Komisaris, hasil penilaian kinerja Dewan Komisaris tahun performance self-assessment guidelines, the result of the
2025 secara self-assessment adalah sebesar 5,0 atau Board of Commissioners’ performance self-assessment for
100% sesuai dengan target yang ditetapkan untuk tahun 2025 is 5.0, or 100%, in line with the target set for 2025 of
2025 yaitu 5,0. Skor tersebut dipertahankan dari tahun 5.0. This score is unchanged from the previous year, when
sebelumnya, dimana skor tahun lalu untuk aspek Dewan the score for the Board of Commissioners was 5.0, or 100%.
Komisaris adalah 5,0 atau 100%.
Penilaian Kinerja Direksi Berdasarkan KPI Performance Assessment of the Board of
Directors Based on KPIs
Penilaian atas kinerja Direksi termasuk Direktur Utama The assessment of the Board of Directors’ performance,
dilakukan dengan menggunakan metode self-assessment, including the President Director, is conducted using a self-
yang dilakukan setiap akhir tahun, dan hasil penilaian assessment method at the end of each year, and the results
disampaikan kepada Pemegang Saham dalam RUPS. of the assessment are submitted to the Shareholders at the
GMS.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Prosedur Pelaksanaan Penilaian Kinerja Direksi Board of Directors’ Performance Assessment
dan Pihak yang Melakukan Penilaian Implementation Procedures and Assessor
Prosedur Pelaksanaan Penilaian Direksi termasuk Direktur The procedure for assessing the Board of Directors,
Utama melalui KPI dilakukan berdasarkan Kontrak including the President Director, through KPIs, is carried out
Manajemen yang telah disahkan oleh Dewan Komisaris. based on the Management Contract that has been approved
by the Board of Commissioners.
Kriteria Penilaian KPI Direksi Criteria for Assessing the Board of Directors’
KPIs
Kriteria evaluasi kinerja Direksi termasuk Direktur Utama The criteria for evaluating the performance of the Board of
berdasarkan KPI dibagi ke dalam beberapa perspektif, yaitu: Directors, including the President Director, based on KPIs,
are divided into several perspectives, namely:
1. Nilai Ekonomi dan Sosial untuk Indonesia; 1. Economic and Social Value for Indonesia;
2. Inovasi Model Bisnis; 2. Business Model Innovation;
3. Kepemimpinan Teknologi; 3. Technological Leadership;
4. Peningkatan Investasi; dan 4. Investment Growth; and
5. Pengembangan Talenta. 5. Talent Development.
Hasil Penilaian KPI Direksi Tahun 2025 Board of Directors KPI Assessment Results in 2025
Penilaian kinerja Direksi termasuk Direktur Utama untuk The performance appraisal of the Board of Directors,
tahun 2025 telah dilakukan berdasarkan kriteria penilaian including the President Director, for the year 2025 has been
dan proses sebagaimana diuraikan di atas dengan hasil conducted based on the appraisal criteria and process as
sebagai berikut: described above, with the following results:
Hasil Penilaian KPI Direksi (Termasuk Direktur Utama) Tahun 2025
Board of Directors (Including the President Director) KPI Assessment Results in 2025
Perspektif dan Indikator Kinerja Bobot
No. Target Audited 2025
Perspective and Performance Indicator Weight
1. Nilai Ekonomi dan Sosial untuk Indonesia
55 55 57,55
Economic and Social Value for Indonesia
2. Inovasi Model Bisnis
15 15 16,50
Business Model Innovation
3. Kepemimpinan Teknologi
7 7 7,47
Technology Leadership
4. Peningkatan Investasi
15 15 14,75
Increase in Investment
5. Pengembangan Talenta
8 8 8,80
Talent Development
Jumlah
100 100 105,07
Total
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Rapat Dewan Komisaris dan Direksi
Board of Commissioners and Board of Directors Meetings
Rapat Dewan Komisaris Board of Commissioners Meetings
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 on the Board of Directors and Board
atau Perusahaan Publik dan sesuai dengan Anggaran Dasar of Commissioners of Issuers or Public Companies and in
PT Jasa Marga (Persero) Tbk pasal 16, bahwa Dewan accordance with Article 16 of the Articles of Association of
Komisaris wajib mengadakan rapat paling kurang 1 (satu) PT Jasa Marga (Persero) Tbk, the Board of Commissioners
kali dalam 2 (dua) bulan, serta mengadakan rapat koordinasi is required to hold meetings at least once every 2 (two)
Dewan Komisaris dengan Direksi secara berkala, paling months and hold coordination meetings between the Board
kurang 1 (satu) kali dalam 4 (empat) bulan. of Commissioners and the Board of Directors periodically, at
least once every 4 (four) months.
Rencana Rapat Dewan Komisaris Tahun 2025 Board of Commissioners Meeting Plan in 2025
Dewan Komisaris telah menyusun jadwal rencana Rapat The Board of Commissioners has prepared a schedule
Dewan Komisaris, untuk rapat yang wajib dilaksanakan for Board of Commissioners meetings that must be held
sepanjang tahun 2025. Ada pun jadwal rencana rapat Dewan throughout 2025. The schedule for Board of Commissioners
Komisaris tahun 2025 adalah sebagai berikut: meetings in 2025 is as follows:
Tabel Rencana Jadwal Rapat Dewan Komisaris Tahun 2025
Table of Board of Commissioners Meeting Schedule Plan in 2025
Bulan Tanggal Rapat Bulan Tanggal Rapat
Month Meeting Date Month Meeting Date
Januari Juli
21/01/2025 15/07/2025
January July
Februari Agustus
18/02/2025 19/08/2025
February August
Maret September
18/03/2025 16/09/2025
March September
April Oktober
22/04/2025 21/10/2025
April October
Mei November
20/05/2025 18/11/2025
May November
Juni Desember
17/06/2025 16/12/2025
June December
Sedangkan untuk Rencana Agenda Rapat Dewan Komisaris As for the 2025 Board of Commissioners Meeting Agenda
Tahun 2025, sebagai berikut: Plan, it is as follows:
1. Laporan Pelaksanaan Tugas Pengawasan Dewan 1. Report on the Implementation of the Supervisory Board's
Komisaris. Duties.
2. Program Kerja Dewan Komisaris 2. Supervisory Board Work Program.
3. Usulan dan Realisasi RKAP. 3. Proposed and Realized RKAP.
4. Usulan dan Realisasi Key Performance Indicators (KPI). 4. Proposed and Realized Key Performance Indicators (KPI).
5. Struktur Organisasi. 5. Organizational Structure.
6. Laporan Komite. 6. Committee Report.
7. Aksi Korporasi. 7. Corporate Actions.
8. Pengawasan Atas Talent Management. 8. Supervision of Talent Management.
9. Rencana Jangka Panjang Perusahaan (RJPP). 9. Company Long-Term Plan (RJPP).
10. Laporan Bulanan Progres Fisik Investasi. 10. Monthly Report on Physical Investment Progress.
11. Laporan Manajemen. 11. Management Report.
12. Review Atas Governance Soft Structure. 12. Review of Governance Soft Structure.
13. Pengawasan Atas Kepatuhan Terhadap Peraturan 13. Supervision of Compliance with Applicable Laws and
Perundang-undangan yang Berlaku Regulations
14. Proses Bisnis Saat Ini dan ke Depan. 14. Current and Future Business Processes.
15. Audit Internal dan Eksternal. 15. Internal and External Audits.
584 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Realisasi Rapat Dewan Komisaris Tahun 2025 Board of Commissioners Meeting Realization in
2025
Sepanjang tahun 2025, Dewan Komisaris Jasa Marga Throughout 2025, the Board of Commissioners of Jasa
melakukan rapat sebanyak 17 (tujuh belas) kali dengan Marga held 17 meetings with the following agendas:
berbagai agenda sebagai berikut:
1. Strategi dan Implementasi Organ Pengelola Manajemen 1. Strategi dan Implementasi Organ Pengelola Manajemen
Risiko di Anak Perusahaan. Risiko di Anak Perusahaan.
2. Calon Direktur dan Komisaris Anak Perusahaan. 2. Calon Direktur dan Komisaris Anak Perusahaan.
3. KPI Kolegial 2025. 3. KPI Kolegial 2025.
4. Hasil Audit Intern 2024. 4. Hasil Audit Intern 2024.
5. Hasil Reviu Pengendalian Internal 2024. 5. Hasil Reviu Pengendalian Internal 2024.
6. Self-Assessment Perubahan Change of Control dan 6. Self-Assessment Perubahan Change of Control dan
Valuasi Nilai Wajar. Valuasi Nilai Wajar.
7. Pengusahaan Jalan Tol. 7. Pengusahaan Jalan Tol.
8. Penunjukan Kantor Akuntan Publik Tahun Buku 2025. 8. Penunjukan Kantor Akuntan Publik Tahun Buku 2025.
9. Laporan Tugas Pengawasan Dewan Komisaris 2024. 9. Laporan Tugas Pengawasan Dewan Komisaris 2024.
10. Struktur Organisasi. 10. Struktur Organisasi.
11. Pembagian Tugas Dewan Komisaris. 11. Pembagian Tugas Dewan Komisaris.
12. Penerbitan Obligasi. 12. Penerbitan Obligasi.
13. Internal Audit Charter. 13. Internal Audit Charter.
14. Program Kerja Internal Audit 2025 14. Program Kerja Internal Audit 2025
15. Laporan Komite Nominasi dan Remunerasi. 15. Laporan Komite Nominasi dan Remunerasi.
16. Laporan Komite Pemantau Risiko dan Hukum. 16. Laporan Komite Pemantau Risiko dan Hukum.
17. Board Manual. 17. Board Manual.
18. Review Kinerja Triwulanan. 18. Review Kinerja Triwulanan.
19. Rapat Umum Pemegang Saham. 19. Rapat Umum Pemegang Saham.
20. RKAP 2026. 20. RKAP 2026.
21. Perubahan Struktur Organisasi sebagai Tindak Lanjut 21. Perubahan Struktur Organisasi sebagai Tindak Lanjut
RUPS Luar Biasa. RUPS Luar Biasa.
Adapun tingkat kehadiran anggota Dewan Komisaris dalam The attendance rate of Board of Commissioners members at
Rapat Dewan Komisaris, termuat dalam tabel berikut: Board of Commissioners meetings is shown in the following
table:
Tabel Kehadiran Anggota Dewan Komisaris pada Rapat Dewan Komisaris Tahun 2025
Table of Board of Commissioners Members’ Attendance at the 2025 Board of Commissioners Meetings
Jumlah Rapat Jumlah Rapat Jumlah Rapat Persentase
Dalam Setahun yang Wajib Dihadiri yang Dihadiri Kehadiran Rata-Rata
Total Meetings Total Mandatory Total Attended Attendance Average
in One Year Meetings Meetings Percentage
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%
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
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Rapat Direksi Board of Commissioners Meetings
Sebagaimana diatur dalam Anggaran Dasar Perseroan, As stipulated in the Company’s Articles of Association, the
Direksi wajib mengadakan Rapat Direksi secara berkala Board of Directors is required to hold Board of Directors
paling kurang 1 (satu) kali dalam setiap bulan. Rapat Direksi Meetings at least once a month. Board of Directors
juga dapat diadakan setiap waktu apabila dipandang Meetings may also be held at any time if deemed necessary
perlu oleh seorang atau lebih anggota Direksi atau atas by one or more members of the Board of Directors or upon
permintaan tertulis dari seorang atau lebih anggota Dewan written request from one or more members of the Board of
Komisaris. Aturan mengenai pelaksanaan Rapat Direksi juga Commissioners. The rules regarding the implementation of
diatur dalam Peraturan Otoritas Jasa Keuangan No. 33/ Board of Directors Meetings are also regulated in Financial
POJK.04/2014 tentang Direksi dan Dewan Komisaris Emiten Services Authority Regulation No. 33/POJK.04/2014 on the
atau Perusahaan Publik yang mengatur bahwa Direksi Board of Directors and Board of Commissioners of Issuers
diwajibkan melakukan rapat sekurang-kurangnya 1 (satu) or Public Companies, which stipulates that the Board of
kali dalam 1 (satu) bulan. Directors is required to hold meetings at least once a month.
Rencana Rapat Direksi Tahun 2025 Board of Directors Meeting Plan in 2025
Direksi telah menyusun jadwal rencana Rapat Direksi, untuk The Board of Directors has prepared a schedule for Board
rapat yang wajib dilaksanakan sepanjang tahun 2025. Rapat of Directors meetings that must be held throughout 2025.
Direksi terdiri dari Rapat Mingguan yang dilaksanakan sekali Board meetings consist of Weekly Meetings held once a
dalam sepekan, Rapat Triwulanan yang dilaksanakan sekali week, Quarterly Meetings held once every 3 (three) months,
dalam 3 (tiga) bulan, Rapat Semesteran yang dilaksanakan Semi-Annual Meetings held once every 6 (six) months, and
sekali dalam 6 bulan dan Rapat Tahunan yang dilaksanakan Annual Meetings held once a year. The schedule and agenda
sekali dalam setahun. Ada pun jadwal rencana rapat dan for the 2025 Board meetings are as follows:
agenda rapat Direksi tahun 2025 adalah sebagai berikut:
Tabel Rencana Jadwal Rapat Direksi Tahun 2025
Table of Board of Directors Meeting Schedule Plan in 2025
Bulan Tanggal Rapat (tgl/bln/thn) Bulan Tanggal Rapat (tgl/bln/thn)
Month Meeting Date (date/month/year Month Meeting Date (date/month/year
Januari 06/01/2025 Agustus 04/08/2025
January August
13/01/2025 11/08/2025
20/01/2025 18/08/2025
Februari 03/02/2025 25/08/2025
February
10/02/2025 September 01/09/2025
September
17/02/2025 08/09/2025
24/02/2025 15/09/2025
Maret 03/03/2025 22/09/2025
March
10/03/2025 29/09/2025
17/03/2025 Oktober 06/10/2025
October
24/03/2025 13/10/2025
April 14/04/2025 20/10/2025
April
21/04/2025 27/10/2025
28/04/2025 November 03/11/2025
November
Mei 05/05/2025 10/11/2025
May
19/05/2025 17/11/2025
26/05/2025 24/11/2025
Juni 02/06/2025 Desember 01/12/2025
June December
16/06/2025 08/12/2025
23/06/2025 15/12/2025
30/06/2025 22/12/2025
Juli 07/07/2025 29/12/2025
July
14/07/2025
21/07/2025
28/07/2025
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Rencana Agenda Rapat Direksi Tahun 2025
Table of Proposed Board of Directors Meeting Agenda in 2025
Rapat Materi Waktu Pelaksanaan Keterangan
Meeting Material Implementation Time Description
Rapat Hal-hal aktual yang berkaitan Setiap 1 minggu sekali (sesuai 1. Penyampaian materi Rapat disampaikan
Mingguan dengan pekerjaan rutin Unit Kerja Keputusan Direksi No. 197/ oleh unit kerja terkait kepada Corporate
Weekly Kantor Pusat, Cabang, Proyek, Anak KPTS/2011 tentang Pedoman Secretary and CAO.
Meeting Perusahaan. Pelaksanaan Rapat Direksi PT Jasa 2. Kompilasi materi Rapat tersebut
Current matters related to Marga (Persero) Tbk). disampaikan oleh Corporate Secretary
the routine work of the Head Once a week (per Board of Directors and CAO kepada Direksi.
Office, Branches, Projects, and Decree No. 197/KPTS/2011 on 1. The meeting materials are submitted by
Subsidiaries. Guidelines for Conducting Board the relevant work unit to the Corporate
Meetings of PT Jasa Marga Secretary and CAO.
(Persero) Tbk). 2. The compilation of the meeting materials
is submitted by the Corporate Secretary
and CAO to the Board of Directors.
Rapat • Realisasi RKAP. Setiap 3 bulan sekali pada Rapat Penyampaian materi Rapat disampaikan oleh
Triwulanan • Evaluasi Kerja. Mingguan pertama bulan yang unit kerja terkait kepada Corporate Secretary
Quarterly • Laporan Manajemen bersangkutan. & CAO.
Meeting (Triwulanan). Every three months, on the first The presentation of materials for the meeting
• RKAP Implementation. Weekly Meeting of the respective is delivered by the relevant work units to the
• Work Evaluation. month. Corporate Secretary & CAO.
• Management Report (Quarterly).
Rapat • Realisasi RKAP pada Semester Setiap 6 bulan sekali pada Rapat Penyampaian materi Rapat disampaikan oleh
Semesteran yang bersangkutan. Mingguan pertama bulan yang unit kerja terkait kepada Corporate Secretary
Biannual • Evaluasi Kerja. bersangkutan. & CAO.
Meeting • Evaluasi KPI. Every six months, on the first Weekly The presentation of materials for the meeting
• Laporan Manajemen Meeting of the respective month. is delivered by the relevant work units to the
(Semesteran). Corporate Secretary & CAO.
• RKAP Implementation for the
respective semester.
• Work Evaluation.
• KPI Evaluation.
• Management Report (Semi-
Annual).
Rapat • Laporan Realisasi RKAP pada Setiap 1 tahun pada Rapat Mingguan Penyampaian materi Rapat disampaikan oleh
Tahunan Tahun tersebut. pertama bulan Desember. unit kerja terkait kepada Corporate Secretary
Annual • Laporan Evaluasi Tahunan KPI. Once a year, at the first Weekly & CAO.
Meeting • Laporan Manajemen (Tahunan). Meeting of December. The presentation of materials for the meeting
• Evaluasi Kerja. is delivered by the relevant work units to the
• RKAP Implementation for the Corporate Secretary & CAO.
year.
• Annual KPI Evaluation Report.
• Annual Management Report.
• Work Evaluation.
Adapun daftar agenda rapat Direksi tahun 2025, di antaranya The list of the Board of Directors’ meeting agenda for 2025
sebagai berikut: includes the following:
1. Perjanjian Pengusahaan Jalan Tol. 1. Toll Road Concession Agreement.
2. Risk Awareness Survey 2025. 2. Risk Awareness Survey 2025.
3. Program Budaya Manajemen Risiko 2025. 3. Risk Management Culture Programme 2025.
4. Pengusahaan Jalan Tol. 4. Toll Road Concession.
5. Pemeringkatan Tahun 2025. 5. 2025 Rating.
6. Divestasi Saham di Anak Perusahaan. 6. Divestment of Shares in Subsidiaries.
7. Penyesuaian Kriteria Klasifikasi Risiko serta Penetapan 7. Adjustment of Risk Classification Criteria and
Kategori dan Klasifikasi Anak Perusahaan berdasarkan Determination of Categories and Classification of
Self-Assessment Terhadap Peraturan Menteri (Permen) Subsidiaries based on Self-Assessment of Ministerial
BUMN No. PER-2/MBU/03/2023 Tentang Pedoman Tata Regulation (Permen) BUMN No. PER-2/MBU/03/2023
Kelola dan Kegiatan Korporasi Signifikan BUMN concerning Guidelines for Governance and Significant
Corporate Activities of BUMN
8. Sistem Manajemen Kelangsungan Usaha. 8. Business Continuity Management System.
9. Rekrutmen Tahun 2025 (Talent Acquisition). 9. Recruitment in 2025 (Talent Acquisition).
10. Perancangan Desain Internal Control over Financial 10. Design of Internal Control over Financial Reporting
Reporting (ICOFR). (ICOFR).
11. Motivational Reward (Insentif Kinerja) Tahun 2024. 11. Motivational Reward (Performance Incentive) for 2024.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 587
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
12. Refinancing Kredit Investasi. 12. Refinancing of Investment Loans.
13. Jasa Marga Performance Management (JMPM) dan 13. Jasa Marga Performance Management (JMPM) and
Jasa Marga Performance Development (JMPD) Tahun Jasa Marga Performance Development (JMPD) for 2024.
Buku 2024.
14. Usulan Remunerasi Anak Perusahaan/Cucu Perusahaan/ 14. Proposed Remuneration for Subsidiaries/Grand
Entitas Asosiasi. Subsidiaries/Associated Entities.
15. Usulan Kenaikan Berkala (Fine Tuning) 2025. 15. Proposed Periodic Increase (Fine Tuning) 2025.
16. Pemberian Potongan Tarif Tol. 16. Granting of Toll Discounts.
17. Pengendalian Anggaran. 17. Budget Control.
18. Bridging Loan untuk Anak Perusahaan. 18. Bridging Loan for Subsidiaries.
19. Kajian Penerbitan Obligasi. 19. Bond Issuance Review.
20. Kajian Potensi Refinancing. 20. Refinancing Potential Review.
21. Rencana Proyek Pengembangan Akses Tol. 21. Toll Access Development Project Plan.
22. Benchmark Terkait Teknologi Konstruksi, Operasi, 22. Benchmarks Related to Construction Technology,
Preservasi dan Intelligent Transportation System (ITS). Operations, Preservation and Intelligent Transportation
System (ITS).
23. Rencana Aksi Korporasi. 23. Corporate Action Plan.
24. Stress Test Contingency Plan Tahun 2025. 24. Stress Test Contingency Plan for 2025.
25. Rencana Konsolidasi Laporan Keuangan Jasa Marga. 25. Plan for Consolidation of Jasa Marga Financial
Statements.
26. Usulan Penggunaan Laba Bersih Tahun Buku 2024 26. Proposed Use of Net Profit for Fiscal Year 2024
PT Jasamarga Kualanamu Tol (JMKT). PT Jasamarga Kualanamu Toll (JMKT).
27. Penyelenggaraan dan Pengelolaan Daycare di 27. Operation and Management of Daycare at Jasa Marga
Lingkungan Kantor Pusat Jasa Marga. Headquarters.
28. Penyesuaian Brand Guidelines PT Jasa Marga (Persero) 28. Adjustment of Brand Guidelines for PT Jasa Marga
Tbk. (Persero) Tbk.
29. Prognosa 2025. 29. 2025 Forecast.
30. Rapat Kinerja pada Tahun 2025. 30. Performance Meeting in 2025.
31. Revisi RKAP 2025. 31. Revision of the 2025 RKAP.
32. Dana Pensiun Jasa Marga. 32. Jasa Marga Pension Fund.
33. Pengembangan Jasa Marga Tollroad Command Center 33. Development of the Jasa Marga Tollroad Command
(JMTC). Centre (JMTC).
34. Sistem Transaksi Tol Nontunai Nirsentuh Berbasis Multi- 34. Multi-Lane Free Flow (MLFF) Non-Cash Contactless Toll
Lane Free Flow (MLFF). Transaction System.
35. Rencana Integrasi WIM – RFID. 35. WIM – RFID Integration Plan.
36. Partisipasi dalam Konferensi dan Kompetisi Inovasi 36. Participation in International Innovation Conferences
Internasional. and Competitions.
37. Laporan Kinerja 2025. 37. 2025 Performance Report.
38. Pemenuhan Standar Pelayanan Minimal (“SPM”) Jalan 38. Fulfilment of Minimum Service Standards (‘SPM’) for Toll
Tol. Roads.
39. Strategi Risiko 2026. 39. 2026 Risk Strategy.
40. Usulan RKAP 2026. 40. 2026 RKAP Proposal.
41. Profil Risiko RKAP 2026. 41. 2026 RKAP Risk Profile.
42. Tinjauan Manajemen atas Laporan Fungsi Kepatuhan 42. Management Review of the 2025 Anti-Bribery
Anti Penyuapan (FKAP) 2025. Compliance Function Report (FKAP).
43. Risk Maturity Index (RMI) Tahun Buku 2024 dan 43. Risk Maturity Index (RMI) for the 2024 Financial Year and
Roadmap Manajemen Risiko 2025-2029. Risk Management Roadmap for 2025-2029.
44. Rapat Umum Pemegang Saham. 44. General Meeting of Shareholders.
45. Laporan Tahunan Tahun Buku 2025. 45. Annual Report for the 2025 Financial Year.
46. Budaya Kerja Perusahaan. 46. Corporate Work Culture.
47. Whistleblowing System (WBS). 47. Whistleblowing System (WBS).
48. Tata Kelola Terintegrasi. 48. Integrated Governance.
49. Aplikasi Travoy. 49. Travoy Application.
50. Perkara Penting yang Dihadapi Jasa Marga. 50. Important Issues Faced by Jasa Marga.
51. Proses Bisnis Investasi Jalan Tol. 51. Toll Road Investment Business Process.
52. Immersive Learning Experience Program. 52. Immersive Learning Experience Programme.
53. Partisipasi Sumbangan Bantuan Bencana Alam Banjir 53. Participation in Donations for Natural Disaster Relief for
dan Longsor Wilayah Sumatera. Floods and Landslides in the Sumatra Region.
54. Apel Terpadu Jasa Marga Siaga Operasional. 54. Jasa Marga Integrated Operational Readiness Roll Call.
55. Penataan Organisasi dalam Rangka Penyesuaian 55. Organisational Restructuring in the Context of Post-
Direktorat Pasca RUPS Luar Biasa. Extraordinary GMS Directorate Adjustments.
56. Contingency Plan 2026. 56. Contingency Plan 2026.
57. IT Steering Committee. 57. IT Steering Committee.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Realisasi Rapat Direksi Tahun 2025 Board of Directors Meeting Realization in 2025
Sepanjang tahun 2025, Direksi Jasa Marga telah Throughout 2025, the Board of Directors of Jasa Marga held
menyelenggarakan rapat sebanyak 48 (empat puluh 48 (forty eight) meetings, with the following attendance
delapan) kali, dengan tingkat kehadiran sebagai berikut: rates:
Tabel Kehadiran Anggota Direksi Pada Rapat Direksi Tahun 2025
Table of Board of Directors Members’ Attendance at the 2025 Board of Directors Meetings
Jumlah Rapat Dalam Jumlah Rapat yang Jumlah Rapat yang Persentase
Setahun Wajib Dihadiri Dihadiri Kehadiran Rata-Rata
Total Meetings in Total Mandatory Total Attended Attendance Average
One Year Meetings Meetings Percentage
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
Rapat Gabungan Dewan Komisaris dan Joint Board of Commissioners and Board
Direksi of Directors Meetings
Sebagaimana diatur dalam Anggaran Dasar Perseroan, As stipulated in the Company’s Articles of Association, the
Dewan Komisaris dan Direksi wajib melaksanakan Rapat Board of Commissioners and the Board of Directors are
Gabungan atau Rapat Koordinasi. Rapat Dewan Komisaris required to hold Joint Meetings or Coordination Meetings.
dan Direksi wajib dilaksanakan oleh Dewan Komisaris secara Meetings of the Board of Commissioners and the Board of
berkala paling kurang 1 (satu) kali dalam 4 (empat) bulan. Directors must be held by the Board of Commissioners at
least once every 4 (four) months.
Dalam dinamikanya, Rapat Koordinasi juga dapat dilakukan In practice, Coordination Meetings may also be held at
atas usulan Direksi dengan menyampaikan agenda the suggestion of the Board of Directors, with the agenda
yang akan dibahas. Terkait Rapat Gabungan atau Rapat to be discussed submitted in advance. Joint Meetings or
Koordinasi diatur dalam Peraturan Otoritas Jasa Keuangan Coordination Meetings are regulated in the Financial Services
No. 33/POJK.04/2014 Tentang Direksi dan Dewan Komisaris Authority Regulation No. 33/POJK.04/2014 on the Board of
Emiten atau Perusahaan Publik menjelaskan mengenai rapat Directors and Board of Commissioners of Issuers or Public
gabungan antara Dewan Komisaris dan Direksi, di mana rapat Companies, which explains joint meetings between the Board
gabungan wajib dilakukan sekurang-kurangnya 1 (satu) kali of Commissioners and the Board of Directors, whereby joint
dalam 4 (empat) bulan. meetings must be held at least once every 4 (four) months.
Sepanjang tahun 2025, Dewan Komisaris dan Direksi Throughout 2025, the Board of Commissioners and Board
Perseroan mengadakan rapat bersama sebanyak 11 of Directors of the Company held joint meetings 11 (eleven)
(sebelas) kali dengan agenda sebagai berikut: times with the following agenda:
1. Audit Laporan Keuangan Konsolidasian oleh Kantor 1. Audit of Consolidated Financial Statements by Public
Akuntan Publik. Accounting Firm.
2. Laporan Manajemen 2024. 2. 2024 Management Report.
3. Pengusahaan Jalan Tol. 3. Toll Road Operations.
4. Tindak Lanjut Hasil Audit Intern 2024. 4. Follow-up on 2024 Internal Audit Results.
5. Kesiapan Jasa Marga Menghadapi Idulfitri 2025. 5. Jasa Marga's Readiness for Eid al-Fitr 2025.
6. Diskon Tarif Tol. 6. Toll Rate Discounts.
7. Kinerja Bulanan. 7. Monthly Performance.
8. Kinerja Triwulanan. 8. Quarterly Performance.
9. Kinerja Semesteran. 9. Semi-annual Performance.
10. Rapat Umum Pemegang Saham. 10. General Meeting of Shareholders.
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
11. Diagnostic ICOFR. 11. ICOFR Diagnostic.
12. Peringkat Komposit Risiko 2024. 12. 2024 Composite Risk Rating.
13. Revisi RKAP 2025. 13. Revision of the 2025 RKAP.
14. Penerbitan Obligasi. 14. Bond Issuance.
15. Hasil Self-Assessment Tata Kelola Terintegrasi. 15. Integrated Governance Self-Assessment Results.
16. RKAP 2026. 16. 2026 Business Plan.
17. Kesiapan Jasa Marga Menghadapi Natal 2025 dan Tahun 17. Jasa Marga's Readiness for Christmas 2025 and New
Baru 2026. Year 2026.
18. Key Performance Indicator (KPI) RKAP 2026. 18. 2026 Business Plan Key Performance Indicators (KPIs).
Adapun tingkat kehadiran masing-masing anggota Dewan The attendance rate of each member of the Board of
Komisaris dan anggota Direksi dalam Rapat Gabungan, Commissioners and Board of Directors in Joint Meetings are
dapat dilihat pada tabel berikut: available in the following table:
Tabel Kehadiran Anggota Dewan Komisaris dan Anggota Direksi pada Rapat Gabungan Tahun 2025
Table of Board of Commissioners and Board of Directors Members’ Attendance at the 2025 Joint Meetings
Jumlah Rapat
Jumlah Rapat Jumlah Rapat Persentase
yang Wajib
Dalam Setahun yang Dihadiri Kehadiran Rata-Rata
Dihadiri
Total Meetings Total Attended Attendance Average
Total Mandatory
in One Year Meetings Percentage
Meetings
Dewan Juri Ardiantoro* 8 8 100%
Komisaris
Syamsul Bachri Yusuf* 8 8 100%
Board of
Commissioners Asrorun Ni’am Sholeh* 8 7 88%
Nachrowi Ramli* 8 8 100%
Rudi Antariksawan * 8 7 88%
Tedi Kurniawan*** 1 1 100%
Mohammad Zainal
3 3 100%
Fatah**
Marsetio** 3 3 100%
Chandra Wijaya** 3 3 100%
Abdul Rachman** 3 3 100%
M. Roskanedi** 3 3 100%
11 98%
Raja Erizman** 3 3 100%
Seppalga Ahmad***** 10 9 90%
Direksi Rivan A. Purwantono* 8 7 88%
Board of
Pramitha Wulanjani 11 11 100%
Directors
Fitri Wiyanti 11 11 100%
Reza Febriano 11 10 91%
Yoga Tri Anggoro* 8 8 100%
Ari Respati*** 1 1 100%
Yaya Ruhiya*** 1 1 100%
Subakti Syukur** 3 3 100%
Bagus Cahya Arinta B.** 3 3 100%
M. Agus Setiawan**** 10 10 100%
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
***** Menjabat sampai 12 November 2025/Serving until November 12, 2025
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Nominasi dan Remunerasi
bagi Dewan Komisaris dan Direksi
Nomination and Remuneration for the Board of Commissioners
and Board of Directors
Nominasi Dewan Komisaris dan Direksi Perseroan, mengacu The nomination of the Board of Commissioners and Board of
pada Peraturan Menteri BUMN No. PER-3/MBU/03/2023 Directors refers to the Minister of SOE Regulation No. PER-
tanggal 3 Maret 2023 tentang Organ dan Sumber Daya 3/MBU/03/2023 dated March 3, 2023, on the Organization
Manusia Badan Usaha Milik Negara. Nominasi Dewan and Human Resources of State-Owned Enterprises. The
Komisaris dan Direksi, dilaksanakan melalui proses nomination of the Board of Commissioners and Directors
penetapan bakal calon Dewan Komisaris dan Direksi, yang is carried out through a process of determining candidates
diusulkan melalui Dewan Komisaris yang dibantu oleh Komite for the Board of Commissioners and Directors, which the
Nominasi dan Remunerasi. Setiap bakal calon merupakan Board of Commissioners proposes with the assistance
seorang yang telah dinyatakan memenuhi persyaratan of the Nomination and Remuneration Committee. Each
formal, persyaratan materiil, maupun persyaratan lainnya, candidate is a person who has been declared to meet the
termasuk telah lulus Uji Kelayakan dan Kepatutan (UKK). formal requirements, material requirements, and other
Penetapan Dewan Komisaris dan Direksi dilakukan oleh requirements, including passing the Fit and Proper Test
Pemegang Saham melalui Keputusan RUPS. (UKK). The Board of Commissioners and Directors are
appointed by the Shareholders through a GMS Resolution.
Dalam menentukan remunerasi bagi Dewan Komisaris dan In determining the remuneration for the Board of
Direksi, Perseroan mengacu pada Peraturan Menteri BUMN Commissioners and Board of Directors, the Company refers
No. PER-3/MBU/03/2023 tanggal 3 Maret 2023 tentang to the Minister of SOE Regulation No. PER-3/MBU/03/2023
Organ dan Sumber Daya Manusia Badan Usaha Milik Negara. dated March 3, 2023, on Organs and Human Resources of
State-Owned Enterprises.
Prosedur Penetapan Remunerasi Procedures for Determining Remuneration
Komisaris dan Direksi for Board of Commissioners and Board of
Directors
Penetapan remunerasi Dewan Komisaris dan Direksi The determination of remuneration for the Board of
Perseroan telah mengikuti aturan yang berlaku, dengan Commissioners and Directors of the Company has
memperhatikan dan mempertimbangkan hasil kajian yang followed the applicable regulations, taking into account
dilakukan oleh Komite Nominasi, Remunerasi dan Risiko, and considering the results of the review conducted by
kemudian diusulkan kepada Kepala BP BUMN selaku the Nomination, Remuneration and Risk Committee, then
Pemegang Saham Seri A Dwiwarna, untuk selanjutnya proposed to the Head of BP BUMN as the Dual Class A
disetujui dan diusulkan untuk mendapatkan penetapan dan/ Shareholder, to be further approved and proposed for
atau persetujuan RUPS Tahunan. Sedangkan untuk besaran determination and/or approval by the Annual General
gaji dan honorarium serta tunjangan lainnya untuk anggota Meeting of Shareholders. As for the amount of salaries,
Direksi dan Dewan Komisaris pada tahun 2025, Dewan honoraria and other allowances for members of the Board of
Komisaris mengusulkan agar Dewan Komisaris diberikan Directors and Board of Commissioners in 2025, the Board of
wewenang dan kuasa RUPS dengan terlebih dahulu Commissioners proposes that the Board of Commissioners
mendapatkan persetujuan dari Pemegang Saham Seri A be given the authority and power of the GMS, after first
Dwiwarna. obtaining approval from the Series A Dwiwarna Shareholder.
Dewan Komisaris menyampaikan surat kepada Menteri The Board of Commissioners submitted a letter to the
BUMN selaku Pemegang Saham Seri A Dwiwarna melalui Minister of State-Owned Enterprises as the holder of the
Surat Dewan Komisaris PT Jasa Marga (Persero) Tbk Nomor Series A Dwiwarna shares through Letter of the Board of
056/IV/2025 tanggal 22 April 2025. Selanjutnya Pemegang Commissioners of PT Jasa Marga (Persero) Tbk Number
Saham Seri A Dwiwarna memberikan surat jawaban atas 056/IV/2025 dated April 22, 2025. Subsequently, the holder
usulan Dewan Komisaris. of the Series A Dwiwarna shares provided a response letter
to the proposal of the Board of Commissioners.
Dewan Komisaris, sebagaimana surat dari Pemegang The Board of Commissioners, as stated in the letter from
Saham Seri A Dwiwarna, menetapkan Keputusan Dewan the holder of the Series A Dwiwarna shares, stipulated the
Komisaris PT Jasa Marga (Persero) Tbk tentang Penetapan Resolution of the Board of Commissioners of PT Jasa Marga
Gaji/Honorarium, Tunjangan dan Fasilitas Tahun 2025 serta (Persero) Tbk regarding the Determination of Salaries/
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 591
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tantiem/Insentif Kinerja Tahun Buku 2024 Bagi Direksi dan Honoraria, Allowances, and Facilities for 2025, as well as
Dewan Komisaris PT Jasa Marga (Persero) Tbk. Tantiem/Performance Incentives for the 2024 Financial Year
for the Board of Directors and the Board of Commissioners
of PT Jasa Marga (Persero) Tbk.
Bagan Prosedur Penetapan Remunerasi Dewan Komisaris dan Direksi
Remuneration Determination Procedure for the Board of Commissioners and Board of Directors
Menteri BUMN sebagai Pemegang
Dewan Komisaris Rapat Umum Pemegang Saham (RUPS) Saham SERI A Dwiwarna
Board of Commissioners General Meeting of Shareholders (GMS) Minister of SOEs as Dwiwarna Series A
Shareholder
Dengan dibantu Komite, Dewan Mempelajari usulan yang diajukan Menyetujui usulan tantiem dan gaji,
Komisaris melakukan kajian atas Pemegang Saham Seri A Dwiwarna. tunjangan bagi Direksi dan Dewan
penggunaan laba bersih dan gaji/ Examine recommendation proposed by Komisaris.
honorarium, tunjangan dan fasilitas Series A Dwiwarna Shareholder. Approve recommendation on reward and
bagi anggota Direksi dan Dewan salary, allowances for Board of Director
Komisaris. and Board of Commissioners.
Supported by the Committee, the
Board of Commissioners has reviewed Memberikan penempatan penggunaan
untilization of net income and salary/ Laba Bersih dan memberikan
honorarium, allowance and facilities wewenang dan kuasa kepada Dewan
for the Board of Directors and Board of Komisaris dengan terlebih dahulu
Commissioners. mendapatkan persetujuan Pemegang
Saham Seri A Dwiwarna menetapkan Keputusan Dewan Komisaris tentang
besarnya tantiem dan gaji, tunjangan Tantiem dan Remunerasi bagi Direksi
bagi Direksi dan Dewan Komisaris dan Anggota Dewan Komisaris.
sesuai ketentuan yang berlaku. Board of Commissioners Decree on
Provide stipulation on utilization of Reward and Remuneration for Board of
Net Income and grant authority and Directors and Board of Commissioners
attorney to the Board of Commissioner members.
Mengusulkan ke Kementrian BUMN
after advance approval from Series
selaku Pemegang Saham Seri A
A Dwiwarna Shareholder to stipulate
Dwiwarna.
amount of reward and salary, allowances
Submitted suggestin to the Minister
for the Board of Director and Board of
of SOEs as Series A Dwiwarna
Commissioners according to prevailing
Shareholder.
regulation.
Struktur Remunerasi Dewan Komisaris Board of Commissioners and Board of
dan Direksi Directors Remuneration Structure
Komponen remunerasi Dewan Komisaris dan Direksi terdiri The remuneration components for the Board of
dari: Commissioners and Board of Directors consist of:
1. Honorarium; 1. Honoraria;
2. Tunjangan; 2. Allowances;
3. Fasilitas; 3. Facilities;
4. Tantiem/Insentif Kinerja/Insentif Khusus; dan 4. Bonuses/Performance Incentives/Special Incentives; and
5. Insentif Jangka Panjang (Long Term Incentive). 5. Long Term Incentives.
Tabel Struktur Remunerasi Dewan Komisaris dan Direksi
Table of Board of Commissioners and Board of Directors Remuneration Structure
Komponen Besaran
Components Amount
1. Honorarium/Gaji
Honorarium/Salary
a. Komisaris Utama 45% dari Gaji Direktur Utama
President Commissioner 45% of the President Director’s Salary
b. Wakil Komisaris Utama 42,5% dari Gaji Direktur Utama
Deputy President Commissioner 42.5% of the President Director’s Salary
c. Anggota Dewan Komisaris 90% dari Honorarium Komisaris Utama
Board of Commissioner Members 90% of the President Commissioner’s Honorarium
d. Direktur Utama Rp331.000.000,- per bulan
President Director Rp331.000.000,- per month
e. Anggota Direksi lainnya 85% dari Gaji Direktur Utama
Other Board of Directors Members 85% of the President Director’s Salary
2. Tunjangan
Allowance
a. Hari Raya Keagamaan 1 (satu) kali gaji
Religious Holiday One salary
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Struktur Remunerasi Dewan Komisaris dan Direksi
Table of Board of Commissioners and Board of Directors Remuneration Structure
Komponen Besaran
Components Amount
b. Transportasi (hanya Dewan Komisaris) 20% dari honorarium per bulan
Transportation (Board of Commissioners only) 20% of the monthly honorarium
c. Asuransi Purna Jabatan Premi yang ditanggung Perseroan sebesar maksimal 25% dari gaji dalam 1 tahun
Retirement Insurance The premium borne by the Company is a maximum of 25% of the salary in a year.
d. Perumahan (hanya Direksi) Rp27.500.000,- per bulan
Housing (Board of Directors only) Rp27,500,000,- per month
3. Fasilitas
Facilities
a. Kendaraan (hanya Direksi) 1 (satu) unit beserta biaya pemeliharaan dan biaya operasional, dengan memperhatikan kondisi
Vehicle (Board of Directors only) keuangan Perseroan
1 (one) unit, along with maintenance and operational costs, considering the Company's financial
condition
b. Kesehatan Dalam bentuk asuransi kesehatan atau penggantian biaya pengobatan (sebesar pemakaian/at cost)
Health In the form of health insurance or reimbursement of medical expenses (at cost)
c. Bantuan Hukum Sebesar pemakaian
Legal Assistance At cost
4. Tantiem/Insentif Kinerja/Insentif Khusus Tantiem
Bonuses/Performance Incentives/Special Incentives
a. Komisaris Utama 45% dari Tantiem Direktur Utama
President Commissioner 45% of the President Director’s Bonus
b. Wakil Komisaris Utama 42,5% dari Gaji Direktur Utama
Deputy President Commissioner 42.5% of the President Director’s Salary
c. Anggota Dewan Komisaris 90% dari Tantiem Komisaris Utama
Board of Commissioners Member 90% of the President Commissioner’s Bonus
d. Direktur Utama
100%
President Director
e. Anggota Direksi 85% dari Tantiem Direktur Utama
Board of Directors Member 85% of the President Director’s Bonus
5. Insentif Jangka Panjang
Long-Term Incentive
Indikator Penetapan Remunerasi Remuneration Determination Indicators
Dengan memperhatikan faktor skala dan kompleksitas usaha By taking into account factors such as the scale and
industri yang sejenis, tingkat inflasi, kinerja Perusahaan complexity of similar industrial businesses, the inflation rate,
serta kemampuan keuangan Perseroan maka Perseroan the Company’s performance, and its financial capacity, the
mengusulkan besaran gaji Direktur Utama. Gaji, honorarium, Company proposes the amount of salary for the President
dan tunjangan lainnya bagi anggota Direksi lainnya & Dewan Director. Salaries, honoraria, and other allowances for
Komisaris sesuai dengan ketentuan dalam Peraturan Menteri other members of the Board of Directors and the Board
BUMN Nomor: PER-3/MBU/03/2023 tanggal 20 Maret 2023 of Commissioners are determined in accordance with the
tentang Organ dan Sumber Daya Manusia Badan Usaha provisions set forth in the Regulation of the Minister of
Milik Negara. State-Owned Enterprises Number: PER-3/MBU/03/2023
dated March 20, 2023, concerning the Organs and Human
Resources of State-Owned Enterprises.
Usulan besarnya tantiem bagi Dewan Komisaris dan Direksi The proposed amount of tantiem for the Board of
tahun buku 2024 mempertimbangkan pencapaian kinerja Commissioners and the Board of Directors for the 2024
Perseroan selama tahun 2024. Sejalan dengan peningkatan financial year takes into consideration the Company’s
volume lalu lintas, penyesuaian tarif, serta keberhasilan performance achievements throughout 2024. In line
Perseroan dalam mengendalikan beban usaha dan beban with the increase in traffic volume, tariff adjustments, as
bunga selama tahun 2024, Perseroan mencatatkan Laba well as the Company’s success in controlling operating
diatribusikan induk di tahun 2024 sebesar Rp4.535 miliar expenses and interest expenses during 2024, the Company
dengan laba core sebesar Rp3.701 miliar atau meningkat recorded profit attributable to the parent entity in 2024
36% dibandingkan tahun 2023. Perseroan berhasil mencapai amounting to IDR 4,535 billion, with core profit of IDR 3,701
pendapatan usaha di luar konstruksi sebesar Rp18.728 billion, representing a 36% increase compared to 2023.
miliar atau tumbuh 20,3% dibandingkan tahun 2023. Melalui The Company successfully achieved operating revenue
PT Jasamarga Transjawa Tol, telah dilakukan pengalihan excluding construction of IDR 18,728 billion, or a growth of
hak kepemilikan atas seluruh saham milik Kontrak Investasi 20.3% compared to 2023. Through PT Jasamarga Transjawa
Kolektif Dana Investasi Infrastruktur (KIK DINFRA) pada Tol, the transfer of ownership rights over all shares owned
PT Trans Optima Luhur. Perseroan berhasil melaksanakan by the Collective Investment Contract for Infrastructure
aksi korporasi Equity Financing PT Jasamarga Transjawa Investment Fund (KIK DINFRA) in PT Trans Optima Luhur
Tol yang merupakan salah satu dari 88 program strategis has been completed. The Company successfully carried
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 593
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kementerian BUMN. Perseroan berhasil menambah panjang out the equity financing corporate action of PT Jasamarga
jalan tol operasi sepanjang 22,3 km pada ruas jalan tol Transjawa Tol, which is one of the 88 strategic programs of
Solo-Yogyakarta-NYIA Kulon Progo. Pencapaian kinerja the Ministry of State-Owned Enterprises. The Company also
Anak Perusahaan prosektif (non tol) PT Jasamarga Tollroad successfully increased the length of operational toll roads
Operator (JMTO), PT Jasamarga Tollroad Maintenance by 22.3 km on the Solo–Yogyakarta–NYIA Kulon Progo toll
(JMTM), dan PT Jasamarga Related Business (JMRB) juga road section. The performance achievements of prospective
berhasil membukukan dan meningkatkan pertumbuhan laba non-toll subsidiaries—PT Jasamarga Tollroad Operator
usaha yang cukup signifikan. (JMTO), PT Jasamarga Tollroad Maintenance (JMTM), and
PT Jasamarga Related Business (JMRB)—have also shown
significant growth in operating profit.
Realisasi Remunerasi Dewan Komisaris dan Direksi pada Tahun 2025
Realization of Board of Commissioners and Board of Directors Remuneration in 2025
Tabel Realisasi Remunerasi Dewan Komisaris Tahun 2025
Table Board of Commissioners Remuneration Realization in 2025
Penghasilan
Income
Nama THR
Jabatan Per Tahun Jumlah
Name Religious Holiday
Position Per Year 1 Tahun Total
Allowance
Gaji Tunjangan 1 Year
Salary Allowance
Juri Ardiantoro* Komisaris Utama
1.162.771.025 238.320.000 1.401.091.025 - 1.401.091.025
President Commissioner
Syamsul Bachri Komisaris
1.046.493.923 214.488.000 1.260.981.923 - 1.260.981.923
Yusuf * Commissioner
Nachrowi Ramli* Komisaris Independen
Independent 1.046.493.923 214.488.000 1.260.981.923 - 1.260.981.923
Commissioner
Tedi Kurniawan*** Komisaris Independen
Independent 64.865.327 26.811.000 91.676.327 - 91.676.327
Commissioner
Rudi Antariksawan* Komisaris Independen
Independent 1.046.493.923 214.488.000 1.260.981.923 - 1.260.981.923
Commissioner
Asrorun Ni’am Komisaris
1.046.493.923 214.488.000 1.260.981.923 - 1.260.981.923
Sholeh* Commissioner
Mohammad Zainal Komisaris Utama
624.628.975 148.950.000 773.578.975 148.950.000 922.528.975
Fatah** President Commissioner
M. Roskanedi** Komisaris
562.166.077 134.055.000 696.221.077 134.055.000 830.276.077
Commissioner
Raja Erizman** Komisaris
562.166.077 134.055.000 696.221.077 134.055.000 830.276.077
Commissioner
Chandra Wijaya** Komisaris Independen
Independent 562.166.077 134.055.000 696.221.077 - 696.221.077
Commissioner
Marsetio** Komisaris Independen
Independent 562.166.077 134.055.000 696.221.077 134.055.000 830.276.077
Commissioner
Seppalga Komisaris Independen
Ahmad**** Independent 1.474.605.000 294.921.000 1.769.526.000 134.055.000 1.903.581.000
Commissioner
Abdul Rachman** Komisaris Independen
Independent 562.166.077 134.055.000 696.221.077 134.055.000 830.276.077
Commissioner
Total 10.323.676.404 2.237.229.000 12.560.905.404 819.225.000 13.380.130.404
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
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Realisasi Remunerasi Direksi Tahun 2025
Table Board of Directors Remuneration Realization in 2025
Penghasilan
Income
Nama THR
Jabatan Per Tahun Jumlah
Name Religious Holiday
Position Per Year 1 Tahun Total
Allowance
Gaji Tunjangan 1 Year
Salary Allowance
Rivan A. Direktur Utama
2.583.935.612 220.000.000 2.803.935.612 - 2.803.935.612
Purwantono * President Director
Reza Febriano Direktur Bisnis
3.376.200.000 330.000.000 3.706.200.000 281.350.000 3.987.550.000
Director of Business
Yoga Tri Anggoro* Direktur Human Capital
dan Transformasi
Director of Human 2.196.345.270 220.000.000 2.416.345.270 - 2.416.345.270
Capital and
Transformation
Pramitha Wulanjani Direktur Keuangan dan
Manajemen Risiko
3.376.200.000 330.000.000 3.706.200.000 281.350.000 3.987.550.000
Director of Finance
and Risk Management
Fitri Wiyanti Direktur Operasi *****
3.376.200.000 330.000.000 3.706.200.000 281.350.000 3.987.550.000
Director of Operations
Yaya Ruhiya*** Direktur Layanan
136.137.106 27.500.000 163.637.106 - 163.637.106
Director of Services
Ari Respati*** Direktur Pengembangan
Usaha
136.137.106 27.500.000 163.637.106 - 163.637.106
Director of Business
Development
Subakti Syukur** Direktur Utama
1.388.064.388 137.500.000 1.525.564.388 331.000.000 1.856.564.388
President Director
Bagus Cahya Arinta Direktur Human Capital
B.** dan Transformasi
Director of Human 1.179.854.730 137.500.000 1.317.354.730 281.350.000 1.598.704.730
Capital and
Transformation
Mohamad Agus Direktur Pengembangan
Setiawan**** Usaha
3.240.062.894 330.000.000 3.570.062.894 281.350.000 3.851.412.894
Director of Business
Development
Total 20.989.137.106 2.090.000.000 23.079.137.106 1.737.750.000 24.816.887.106
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
***** Per 7 Mei 2025, nomenklatur berubah menjadi Direktur Operasi dan Layanan, kemudian ditetapkan kembali menjadi Direktur Operasi melalui RUPSLB 17
Desember 2025/As of May 7,2025, the nomenclature changed to Director of Operations and Services, then reverted to Director of Operations through the
Extraordinary General Meeting of Shareholders on December 17, 2025.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Hubungan Dewan Komisaris dan Direksi
Relationship between the Board of Commissioners and
Board of Directors
Dewan Komisaris dan Direksi memiliki perbedaan tugas The Board of Commissioners and the Board of Directors
dan fungsi, di mana Dewan Komisaris memiliki tugas dan have different duties and functions, whereby the Board of
fungsi pengawasan dan pemberian nasihat kepada Direksi, Commissioners has the duty and function of supervising and
sedangkan Direksi memiliki tugas dan fungsi melakukan advising the Board of Directors, while the Board of Directors
pengelolaan Perseroan. has the duty and function of managing the Company.
Hubungan yang bersifat informal dapat dilakukan oleh Informal relationships may be established between
masing-masing Anggota Direksi dan Dewan Komisaris, individual members of the Board of Directors and the
namun tidak mempunyai kekuatan hukum sebelum Board of Commissioners, but these have no legal force
diputuskan melalui mekanisme yang sah sesuai dengan until they are decided through a valid mechanism per the
peraturan perundang-undangan dan Anggaran Dasar laws and regulations and the Articles of Association. In
Perseroan. Dalam beberapa hal tertentu yang strategis certain strategic matters relating to assets, loans, equity,
menyangkut aktiva, pinjaman, ekuitas, struktur organisasi organizational structure, and the appointment of directors
serta penetapan direksi dan komisaris Anak Perusahaan, and commissioners of Subsidiaries, the Board of Directors
Direksi memerlukan persetujuan Dewan Komisaris secara requires the formal approval of the Board of Commissioners.
formal. Seluruh tata cara, pedoman kerja dan hubungan All procedures, work guidelines, and relationships between
antara Direksi dan Dewan Komisaris telah ditetapkan dalam the Board of Directors and the Board of Commissioners are
Board Manual. stipulated in the Board Manual.
Pedoman ini mengikat setiap anggota Direksi dan Dewan These guidelines are binding on all members of the Board of
Komisaris dan mencantumkan antara lain tanggung jawab, Directors and Board of Commissioners and include, among
kewajiban, wewenang, hak, dan etika Direksi dan Dewan other things, the responsibilities, obligations, authorities,
Komisaris, serta pengaturan rapat dan tata cara hubungan rights, and ethics of the Board of Directors and Board of
kerja antara Direksi dan Dewan Komisaris. Commissioners, as well as regulations on meetings and
procedures for working relationships between the Board of
Directors and the Board of Commissioners.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pengungkapan Hubungan Afiliasi
Disclosure of Affiliated Relationship
Antar anggota Dewan Komisaris dan antara anggota There are no familial relations up to the third degree
Dewan Komisaris dengan anggota Direksi tidak ada between members of the Board of Commissioners and
hubungan keluarga sedarah sampai dengan derajat ketiga, between members of the Board of Commissioners and
baik menurut garis lurus maupun garis ke samping atau members of the Board of Directors, either in a direct line
hubungan semenda. Hubungan keluarga anggota Dewan or in a collateral line, or any other relationship. The family
Komisaris dengan sesama anggota Dewan Komisaris dan/ relationships of members of the Board of Commissioners
atau anggota Direksi serta Pemegang Saham Utama/ with fellow members of the Board of Commissioners and/
Pengendali dapat dilihat pada tabel berikut: or members of the Board of Directors and Major/Controlling
Shareholders can be seen in the following table:
Tabel Hubungan Keuangan dan Hubungan Keluarga Direksi dan Komisaris
Table of Board of Directors and Board of Commissioners Financial and Familial Affiliations
Hubungan Keuangan dengan Hubungan Keuangan dengan
Financial Affiliation with Financial Affiliation with
Kepengurusan
Managerial
Dewan Dewan
Direksi Pemegang Direksi Pemegang Affilitaton
Nama Jabatan Komisaris Komisaris
Board of Saham Board of Saham
Name Position Board of Board of
Directors Shareholders Directors Shareholders
Commissioners Commissioners
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak
Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Juri Komisaris Utama
Ardiantoro* President
Commissioner
Syamsul Komisaris
Bachri Yusuf * Commissioner
Nachrowi Komisaris
Ramli* Independen
Independent
Commissioner
Tedi Komisaris
Kurniawan*** Independen
Independent
Commissioner
Rudi Komisaris
Antariksawan* Independen
Independent
Commissioner
Asrorun Ni’am Komisaris
Sholeh* Commissioner
Mohammad Komisaris Utama
Zainal Fatah** President
Commissioner
M. Komisaris
Roskanedi** Commissioner
Raja Erizman** Komisaris
Commissioner
Chandra Komisaris
Wijaya** Independen
Independent
Commissioner
Marsetio** Komisaris
Independen
Independent
Commissioner
Seppalga Komisaris
Ahmad***** Independen
Independent
Commissioner
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 597
Page 598
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Hubungan Keuangan dan Hubungan Keluarga Direksi dan Komisaris
Table of Board of Directors and Board of Commissioners Financial and Familial Affiliations
Hubungan Keuangan dengan Hubungan Keuangan dengan
Financial Affiliation with Financial Affiliation with
Kepengurusan
Managerial
Dewan Dewan
Direksi Pemegang Direksi Pemegang Affilitaton
Nama Jabatan Komisaris Komisaris
Board of Saham Board of Saham
Name Position Board of Board of
Directors Shareholders Directors Shareholders
Commissioners Commissioners
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak
Yes No Yes No Yes No Yes No Yes No Yes No Yes No
Abdul Komisaris
Rachman** Independen
Independent
Commissioner
Rivan A. Direktur Utama
Purwantono* President Director
Reza Febriano Direktur Bisnis
Director of
Business
Yoga Tri Direktur Human
Anggoro* Capital dan
Transformasi
Director of Human
Capital and
Transformation
Pramitha Direktur Keuangan
Wulanjani dan Manajemen
Risiko
Director of
Finance and Risk
Management
Fitri Wiyanti Direktur Operasi
******
Director of
Operations
Yaya Ruhiya*** Direktur Layanan
Director of Services
Ari Respati*** Direktur
Pengembangan
Usaha
Director of
Business
Development
Subakti Direktur Utama
Syukur** President Director
Bagus Cahya Direktur Human
Arinta B.** Capital dan
Transformasi
Director of Human
Capital and
Transformation
Mohamad Direktur
Agus Pengembangan
Setiawan**** Usaha
Director of
Business
Development
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
***** Menjabat sampai 12 November 2025/Serving until November 12, 2025
****** Per 7 Mei 2025, nomenklatur berubah menjadi Direktur Operasi dan Layanan, kemudian ditetapkan kembali menjadi Direktur Operasi melalui RUPSLB
17 Desember 2025/As of May 7,2025, the nomenclature changed to Director of Operations and Services, then reverted to Director of Operations through
the Extraordinary General Meeting of Shareholders on December 17, 2025
598 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 599
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Keberagaman Komposisi
Dewan Komisaris dan Direksi
Board of Commissioners and Board of Directors Composition
Diversity
Dalam rekomendasi Otoritas Jasa Keuangan yang dituangkan In the Financial Services Authority recommendation, as
dalam Lampiran Surat Edaran Otoritas Jasa Keuangan stated in the Appendix to Financial Services Authority
No. 32/SEOJK.04/2015 tentang Pedoman Tata Kelola Circular Letter No. 32/SEOJK.04/2015 on Guidelines for
Perusahaan Terbuka dinyatakan bahwa komposisi Dewan Corporate Governance of Public Companies, it is stated
Komisaris wajib memperhatikan keberagaman komposisi that the composition of the Board of Commissioners must
Dewan Komisaris. Perseroan telah mengikuti aturan tersebut consider the diversity of the Board of Commissioners. The
dan sekaligus memenuhi aspek penentuan Dewan Komisaris Company has complied with this regulation and, at the same
adalah kewenangan Pemegang Saham Seri A Dwiwarna. time, fulfilled the aspect that the determination of the Board
of Commissioners is the authority of the Series A Dwiwarna
Shareholders.
Keberagaman komposisi Dewan Komisaris merupakan The composition diversity of the Board of Commissioners
kombinasi karakteristik baik dari segi Dewan Komisaris is a combination of characteristics both in terms of the
maupun anggota Dewan Komisaris secara individu, sesuai Board of Commissioners and the individual members of the
dengan kebutuhan Perusahaan Terbuka. Karakteristik Board of Commissioners, in accordance with the needs of
tersebut dapat tercermin dalam penentuan keahlian, the Public Company. These characteristics can be reflected
pengetahuan, dan pengalaman yang dibutuhkan dalam in the determination of the expertise, knowledge, and
pelaksanaan tugas pengawasan dan pemberian nasihat oleh experience required in the performance of supervisory and
Dewan Komisaris Perusahaan Terbuka. Komposisi yang telah advisory duties by the Board of Commissioners of the Public
memperhatikan kebutuhan Perseroan Terbuka merupakan Company. A composition that considers the needs of the
suatu hal yang positif, khususnya terkait pengambilan Public Company is a positive thing, especially in relation to
keputusan dalam rangka pelaksanaan fungsi pengawasan decision-making in the context of performing supervisory
yang dilakukan dengan mempertimbangkan berbagai aspek functions by considering a wider range of aspects. The
yang lebih luas. Keberagaman komposisi Dewan Komisaris diversity of the composition of the Board of Commissioners
dan Direksi pada tahun 2025 dapat dilihat sebagaimana and Board of Directors in 2025 can be seen in the table
dalam tabel di bawah ini: below:
Tabel Keberagaman Komposisi Dewan Komisaris dan Direksi Tahun 2025
Table of Board of Commissioners and Board of Directors Composition Diversity in 2025
Nama Jenis
Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Name Kelamin
Position Age Education Work Experience Expertise
Gender
Juri Komisaris Utama 52 tahun Laki-Laki • S1 Sejarah dari Universitas • Komisaris PT Pertamina Patra Ilmu Sosiologi
Ardiantoro* President 52 years old Male Negeri Jakarta (1999) Niaga (2020-2024) Sociology
Commissioner • S2 Sosiologi dari • Deputi Kepala Staf
Universitas Indonesia Kepresidenan Bidang Informasi
(2003) dan Komunikasi Politik, Staf
• S3 Ilmu Sosiologi dari Kepresidenan (2020)
Universitas Malaya (2015) • Commissioner of PT Pertamina
• Bachelor’s degree in Patra Niaga (2020-2024)
History from the Jakarta • Deputy Chief of Staff for
National University (1999) Political Information and
• Master’s degree in Communication, Presidential
Sociology from the Staff (2020)
University of Indonesia
(2003)
• Doctorate in Sociology
from the University of
Malaya (2015)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 599
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Keberagaman Komposisi Dewan Komisaris dan Direksi Tahun 2025
Table of Board of Commissioners and Board of Directors Composition Diversity in 2025
Nama Jenis
Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Name Kelamin
Position Age Education Work Experience Expertise
Gender
Syamsul Komisaris 45 tahun Laki-Laki • S1 Teknik Mesin dari • Staf Ahli (Senior Advisor) Manajemen
Bachri Yusuf * Commissioner 45 years old Male University of Applied PT Maluku Energi Abadi Pertahanan
Sciences and Arts (Perseroda) (2022-2024) (Ketahanan
Hannover, Jerman (2006) • Direktur Utama Perumda Air Energi)
• S2 Manajemen Pertahanan Minum Jakarta (PAM Jaya) Defense
(Ketahanan Energi) dari (2021-2022) Management
Universitas Pertahanan • Senior Advisor of PT Maluku (Energy
Indonesia (2016) Energi Abadi (Perseroda) Security)
• Pendidikan Pemantapan (2022-2024)
Pimpinan Nasional (P3N) • Director General of Perumda
XXVI dari Lembaga Air Minum Jakarta (PAM Jaya)
Ketahanan Nasional RI (2021-2022)
(2025)
• Bachelor’s degree in
Mechanical Engineering
from the University of
Applied Sciences and Arts
Hannover, Germany (2006)
• Master’s degree in
Defense Management
(Energy Security) from
the Indonesian Defense
University (2016)
• National Leadership
Consolidation Education
(P3N) XXVI from the
National Defense Institute
of Indonesia (2025)
Nachrowi Komisaris 74 tahun Laki-Laki • Akademi Angkatan • Kepala Lembaga Sandi Negara Ekonomi
Ramli* Independen 74 years old Male Bersenjata Republik (2002-2028) Economics
Independent Indonesia (1973) • Sekretaris Umum Lembaga
Commissioner • Ahli Sandi dan Akademi Sandi Negara (2001-2002)
Sandi Negara (1980) • Head of the National
• S1 Ekonomi dari Universitas Encryption Agency
Borobudur (2004) (2002-2028)
• Indonesian Military • Secretary General of the
Academy (AKABRI) (1973) National Encryption Agency
• State Cryptography (2001-2002)
Academy (Cryptography
Expert Level III) (1980)
• Bachelor’s degree in
Economics from Borobudur
University (2004)
Tedi Komisaris 41 tahun Laki-Laki S1 Fakultas Ekonomi dari • Staf Khusus Menteri Ekonomi
Kurniawan*** Independen 41 years old Male Universitas Bandar Lampung Perhubungan (2025) Economics
Independent (2006) • Wakil Ketua DPRD Kabupaten
Commissioner S1 Fakultas Ekonomi dari Tanggamus (2019-2024)
Universitas Bandar Lampung • Staf Khusus Menteri
(2006) Perhubungan (2025)
• Wakil Ketua DPRD Kabupaten
Tanggamus (2019-2024)
Rudi Komisaris 59 tahun Laki-Laki • S1 Akademi Kepolisian • Widyaiswara Kepolisian Utama Kriminologi
Antariksawan* Independen 59 years old Male (1989) Tingkat I Sekolah Staf dan Criminology
Independent • S2 Kajian Ilmu Kepolisian Pimpinan Lembaga Pendidikan
Commissioner dari Universitas Indonesia dan Pelatihan Kepolisian Negara
(2004) Republik Indonesia (2024)
• S3 Kriminolog dari • Direktur Samapta Bhayangkara
Universitas Indonesia Badan Pemelihara Keamanan
(2019) Kepolisian Negara Republik
• Bachelor’s degree from Indonesia (2021)
Police Academy (1989) • Senior Police Instructor Level I at
• Master’s degree in Police the Staff and Leadership School
Science from the University of the Indonesian National
of Indonesia (2004) Police Education and Training
• Doctorate in Criminology Institution (2024)
from the University of • Director of Samapta
Indonesia (2019) Bhayangkara, Security
Maintenance Agency of the
Indonesian National Police (2021)
600 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Keberagaman Komposisi Dewan Komisaris dan Direksi Tahun 2025
Table of Board of Commissioners and Board of Directors Composition Diversity in 2025
Nama Jenis
Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Name Kelamin
Position Age Education Work Experience Expertise
Gender
Asrorun Ni’am Komisaris 49 tahun Laki-Laki • S1 Pendidikan dari IAIA • Deputi Pemberdayaan Pemuda Hukum Islam
Sholeh* Commissioner 49 years old Male Jakarta (1997) Kementerian Pemuda dan Islamic Law
• S1 Hukum Islam dari Olahraga (2023-2025)
Lembaga Ilmu Pengetahuan • Deputi Pengembangan
Islam dan Arab (LIPIA) Pemuda Kementerian Pemuda
Jakarta (2001) dan Olahraga (2017-2023)
• S2 Filsafat Hukum (Ushul • Deputy for Youth
Fiqih) dari Institut Agama Empowerment at the
Islam Negeri (IAIN) Jakarta Ministry of Youth and Sports
(2002) (2023-2025)
• S3 Hukum Fikih dari • Deputy for Youth Development
Universitas Islam Negeri at the Ministry of Youth and
Syarif Hidayatullah Jakarta Sports (2017–2023)
(2008)
• Bachelor’s degree in
Education from IAIA Jakarta
(1997)
• Bachelor’s degree Islamic
Law from the Institute for
the Study of Islam and
Arabic (LIPIA) Jakarta (2001)
• Master’s degree in Legal
Philosophy (Ushul Fiqih)
from the Institute of Islamic
Studies (IAIN) Jakarta
(2002)
• Doctorate in Fiqh Law from
Syarif Hidayatullah State
Islamic University Jakarta
(2008)
Mohammad Komisaris Utama 59 tahun Laki-Laki S1 Teknik Pertanian (Teknik • Staf Ahli Menteri Bidang Pertanian
Zainal Fatah** President 59 years old Male Tanah & Air) dari Universitas Ekonomi dan Investasi (teknik tanah
Commissioner Brawijaya (1992) Kementerian Pekerjaan dan air)
Bachelor’s degree in Umum dan Perumahan Agriculture
Agricultural Engineering (Soil Rakyat (2019-2020) (soil and water
& Water Engineering) from • Asisten Deputi Infrastruktur engineering)
Brawijaya University (1992) Sumber Daya Air Kementerian
Koordinator Bidang
Perekonomian (2015-2019)
• Expert Staff to the Minister
of Economy and Investment,
Ministry of Public Works and
Public Housing (2019-2020)
• Deputy Assistant for Water
Resources Infrastructure,
Coordinating Ministry for
Economic Affairs (2015-2019)
M. Komisaris 64 tahun Laki-Laki Sarjana bidang Hukum • Sekretaris Jaksa Agung Muda Hukum
Roskanedi** Commissioner 64 years old Male Bachelor’s degree in Law Intelijen, Kejaksaan Agung Law
Republik Indonesia (2020)
• Kepala Kejaksaan Tinggi
(Kajati) Sulawesi Utara (2018)
• Secretary to the Deputy
Attorney General for
Intelligence, Attorney General's
Office of the Republic of
Indonesia (2020)
• Head of the North Sulawesi
High Court (2018)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 601
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Keberagaman Komposisi Dewan Komisaris dan Direksi Tahun 2025
Table of Board of Commissioners and Board of Directors Composition Diversity in 2025
Nama Jenis
Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Name Kelamin
Position Age Education Work Experience Expertise
Gender
Raja Komisaris 63 tahun Laki-Laki Akademi Angkatan • Analis Kebijakan Utama, Hukum
Erizman** Commissioner 63 years old Male Bersenjata Republik Lembaga Pendidikan dan Law
Indonesia Pelatihan (Lemdiklat) Polri
Indonesian Armed Forces (2020)
Academy • Kepala Divisi Teknologi
Informasi dan Komunikasi
(Kadiv. TIK) Polri (2019)
• Senior Policy Analyst,
Education and Training
Institute (Lemdiklat) of the
Indonesian National Police
(2020)
• Head of the Information and
Communication Technology
Division (IT DivHead) of the
Indonesian National Police
(2019)
Chandra Komisaris 55 tahun Laki-Laki • S3 Ilmu Manajemen • Deputi Bidang Pemberdayaan Manajemen
Wijaya** Independen 55 years old Male (Konsentrasi Keuangan) Pemuda Kementerian Keuangan
Independent dari Fakultas Ekonomi Pemuda dan Olahraga RI) Financial
Commissioner Universitas Indonesia (Maret-Juni 2016) Management
(2004) • Presiden Komisaris PT Daya
• S2 Manajemen dari Institut Makara UI (Mei 2014-Mei 2016)
Teknologi Bandung (2000) • Deputy for Youth
• Doctorate in Management Empowerment, Ministry
(Finance) from the Faculty of Youth and Sports
of Economics, University of of the Republic of
Indonesia (2004) Indonesia (March-June 2016)
• Master’s degree in • President Commissioner
Management from the of PT Daya Makara UI
Bandung Institute of (May 2014-May 2016)
Technology (2000)
Marsetio** Komisaris 69 tahun Laki-Laki • S3 Ilmu Kajian budaya dan • Kepala Staf TNI Angkatan Laut Manajemen,
Independen 69 years old Male Media dari Universitas (2012-2014) Budaya,
Independent Gadjah Mada (2002) • Wakasal TNI Angkatan Laut Pemerintahan/
Commissioner • S2 Manajemen dari (2010-2012) Politik
Universitas Wijaya Putra • Chief of Staff of the Indonesian Management,
Surabaya (2001) Navy (2012-2014) Culture,
• S1 Ilmu Politik dari • Deputy Chief of Staff of the Government/
Universitas Wijaya Putra Indonesian Navy (2010-2012) Politics
Surabaya (1997)
• Doctorate in Cultural
Studies and Media from
Gadjah Mada University
(2002)
• Master’s degree in
Management from Wijaya
Putra University Surabaya
(2001)
• Bachelor's degree in
Political Science from
Wijaya Putra University
Surabaya (1997)
Seppalga Komisaris 54 tahun Laki-Laki Sarjana Akuntansi Sekolah • Direktur Operasi PT Pupuk Akuntansi
Ahmad***** Independen 54 years old Male Tinggi Ilmu Ekonomi YAI Indonesia Energi (2020-2021) Accounting
Independent Bachelor’s degree in • Anggota DPRD DKI Jakarta
Commissioner Accounting from YAI College (2014-2019)
of Economics • Direktur PT Pasopati Indo Risk
(2010-2013)
• Director of Operations at
PT Pupuk Indonesia Energi
(2020-2021)
• Member of the DKI Jakarta
DPRD (2014-2019)
• Director of PT Pasopati Indo
Risk (2010)
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Keberagaman Komposisi Dewan Komisaris dan Direksi Tahun 2025
Table of Board of Commissioners and Board of Directors Composition Diversity in 2025
Nama Jenis
Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Name Kelamin
Position Age Education Work Experience Expertise
Gender
Abdul Komisaris 71 tahun Laki-Laki • S2 Financial Management • Komisaris Independen Manajemen
Rachman** Independen 71 years old Male dari Kansas State PT Garuda Indonesia (Persero) Keuangan,
Independent University (1989) Tbk (2021-2023) Ekonomi
Commissioner • S2 Ekonomi dari • Direktur Special Asset Financial
Universitas Padjajaran Management, PT Bank Mandiri Management,
(1980) (Persero) Tbk (2008-2010) Economics
• Master's degree in • Independent Commissioner of
Financial Management PT Garuda Indonesia (Persero)
from Kansas State Tbk (2021-2023)
University (1989) • Director of Special Asset
• Master's degree in Management, PT Bank Mandiri
Economics from Padjajaran (Persero) Tbk (2008-2010)
University (1980)
Rivan A. Direktur Utama 59 tahun Laki-Laki • S3 bidang Hukum dari • Direktur Utama PT Asuransi Hukum
Purwantono* President 59 years old Male Universitas Sultan Agung Kerugian Jasa Raharja Law
Director (2023) (2021-2025)
• S2 bidang Hukum dari • Direktur Utama PT Bank
Universitas Pelita Harapan Bukopin (2020-2021)
(2003) • Direktur Keuangan PT Kereta
• S1 Universitas Gadjah Api Indonesia (Persero)
Mada (1991) (2020)
• Doctorate in Law from • President Director
Sultan Agung University of PT Asuransi Kerugian Jasa
(2023) Raharja (2021-2025)
• Master's Degree in Law • President Director of PT Bank
from Pelita Harapan Bukopin (2020-2021)
University (2003) • Finance Director of PT Kereta
• Bachelor's Degree from Api Indonesia (Persero)
Gadjah Mada University (2020)
(1991)
Reza Febriano Direktur Bisnis 46 tahun Laki-Laki • Sarjana Ilmu Pemerintahan, • Corporate Secretary PT Jasa Teknik Sipil,
Director of 46 years old Male Universitas Padjadjaran Marga (Persero) Tbk (2021) Tata Kelola
Business • Sarjana Teknik Sipil, • Jasamarga Transjawa Tollroad Civil
Universitas Katolik Regional Division Head Engineering,
Parahyangan (2019-2020) Governance
• Magister Teknik Sipil, • Corporate Secretary
Universitas Indonesia of PT Jasa Marga (Persero)
• Bachelor's degree in Tbk (2021)
Government Science, • Jasamarga Transjawa Tollroad
Padjadjaran University Regional Division Head
• Bachelor's degree in Civil (2019-2020)
Engineering, Parahyangan
Catholic University
• Master's degree in Civil
Engineering, University of
Indonesia
Yoga Tri Direktur Human 39 tahun Laki-Laki • S2 Magister Manajemen • Direktur Utama PT Jasamarga Teknik Industri
Anggoro* Capital dan 39 years old Male dari Universitas Indonesia Tollroad Operator Industrial
Transformasi (2023) (2022-2025) Engineering
Director • S1 Teknik Industri dari • Direktur Operasi PT Jasamarga
of Human Universitas Gadjah Mada Tollroad Operator
Capital and (2008) (2019-2022)
Transformation • Master of Management • President Director of
from the University of PT Jasamarga Tollroad
Indonesia (2023) Operator (2022-2025)
• Bachelor of Industrial • Director of Operations at
Engineering from Gadjah PT Jasamarga Tollroad
Mada University (2008) Operator (2019-2022)
Pramitha Direktur 38 tahun Perempuan S1 Akuntansi dari Universitas • Direktur Keuangan Akuntansi,
Wulanjani Keuangan dan 38 years old Female Gadjah Mada (2008) PT Jasamarga Transjawa Tol Keuangan,
Manajemen Bachelor's degree in (2022-2023) Manajemen
Risiko Accounting from Gadjah • Direktur Keuangan Risiko
Director of Mada University (2008) PT Jasamarga Tollroad Accounting,
Finance and Risk Operator (2021-2022) Finance, Risk
Management • Director of Finance of Management
PT Jasamarga Transjawa Tol
(2022-2023)
• Director of Finance
of PT Jasamarga Tollroad
Operator (2021-2022)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 603
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Keberagaman Komposisi Dewan Komisaris dan Direksi Tahun 2025
Table of Board of Commissioners and Board of Directors Composition Diversity in 2025
Nama Jenis
Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Name Kelamin
Position Age Education Work Experience Expertise
Gender
Fitri Direktur Operasi 50 tahun Perempuan Sarjana Teknik Mesin • Operation and Maintenance Teknik dan
Wiyanti****** Director of 50 years old Female Bachelor’s degree in Management Group Head Pemeliharaan
Operations Mechanical Engineering PT Jasa Marga (Persero) Tbk Engineering and
• General Manager Jagorawi, Maintenance
PT Jasa Marga (Persero) Tbk
• Operation and Maintenance
Management Group Head of
PT Jasa Marga (Persero) Tbk
• General Manager Jagorawi,
PT Jasa Marga (Persero) Tbk
Yaya Direktur Layanan 59 tahun Laki-Laki • S1 Teknik Sipil dari • Direktur Utama PT Cibitung Teknik Sipil
Ruhiya*** Director of 59 years old Male Universitas Katolik Tanjung Priok Port Tollways Civil
Services Parahyangan (1990) (2024-2025) Engineering
• S2 Magister Sistem dan • Direktur Teknik dan Operasi
Teknik Jalan raya dari PT Cibitung Tanjung Priok Port
Institut Teknologi Bandung Tollways (2021-2024)
(1992) • Chief Executive Officer of
• Bachelor’s Degree in PT Cibitung Tanjung Priok Port
Civil Engineering from Tollways (2024–2025)
Parahyangan Catholic • Technical and Operations
University (1990) Director of PT Cibitung
• Master’s Degree in Tanjung Priok Port Tollways
Highway Systems and (2021–2024)
Engineering from the
Bandung Institute of
Technology (1992)
Ari Direktur 51 tahun Laki-Laki • S1 Arsitektur dan Konstruksi • Direktur Utama ITDC Arsitektur dan
Respati*** Pengembangan 51 years old Male Sains dari The University of (InJourney Tourism Konstruksi,
Usaha Oklahoma (1998) Development Corporation) Manajemen
Director of • S2 Manajemen Properti dari PT Pengembangan Pariwisata Properti
Business Arizona State University Indoensia (Persero) Architecture
Development (2000) (2022-2025) and
• School of Hotel • CEO & Founder AR Hospitality Construction,
Administration, General & Yats Colony Yogyakarta Property
Manager Program (GMP) (2014-2022) Management
dari Cornell University • President Director of
(2012) ITDC (InJourney Tourism
• Doctoral Candidate Fakultas Development Corporation)
Ilmu Administrasi dari PT Pengembangan Pariwisata
Universitas Brawijaya (2023) Indonesia (Persero)
• Bachelor of Science (2022-2025)
in Architecture and • CEO & Founder of AR
Construction, The University Hospitality & Yats Colony
of Oklahoma (1998) Yogyakarta (2014-2022)
• Master of Science in
Property Management,
Arizona State University
(2000)
• School of Hotel
Administration, General
Manager Programme (GMP),
Cornell University (2012)
• Doctoral Candidate, Faculty
of Administrative Sciences,
Brawijaya University (2023)
Subakti Direktur Utama 63 tahun Laki-Laki Sarjana Teknik Sipil • Direktur Operasi PT Jasa Teknik Sipil,
Syukur** President 63 years old Male Bachelor's degree in Civil Marga (Persero) Tbk Manajemen
Director Engineering • Direktur Utama PT Marga Civil
Lingkar Jakarta Engineering,
• Director of Operations at Management
PT Jasa Marga (Persero) Tbk
• President Director of
PT Marga Lingkar Jakarta
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Keberagaman Komposisi Dewan Komisaris dan Direksi Tahun 2025
Table of Board of Commissioners and Board of Directors Composition Diversity in 2025
Nama Jenis
Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Name Kelamin
Position Age Education Work Experience Expertise
Gender
Bagus Cahya Direktur Human 57 tahun Laki-Laki Sarjana Teknik Sipil, • Jasa Marga Metropolitan Teknik Sipil
Arinta B.** Capital dan 57 years old Male Universitas Brawijaya Malang Tollroad Regional Division Civil
Transformasi Bachelor's degree in Civil Head (2021) Engineering
Director Engineering, Brawijaya • Direktur Utama PT Jasamarga
of Human University, Malang Surabaya Mojokerto
Capital and (2020- 2021)
Transformation • Jasa Marga Metropolitan
Tollroad Regional Division
Head (2021)
• President Director of
PT Jasamarga Surabaya
Mojokerto (2020- 2021)
Mohamad Direktur 55 tahun Laki-Laki • Sarjana Teknik Sipil • Corporate Secretary PT Jasa Teknik Sipil
Agus Pengembangan 55 years old Male • Magister Teknik Marga (Persero) Tbk Civil
Setiawan**** Usaha Pengelolaan Jaringan • Direktur Utama PT Jasamarga Engineering
Director of Jalan Pandaan Malang
Business • Bachelor's degree in Civil • Corporate Secretary of
Development Engineering PT Jasa Marga (Persero) Tbk
• Master's degree in Road • President Director of
Network Management PT Jasamarga Pandaan
Engineering Malang
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
***** Menjabat sampai 12 November 2025/Serving until November 12, 2025
****** Per 7 Mei 2025, nomenklatur berubah menjadi Direktur Operasi dan Layanan, kemudian ditetapkan kembali menjadi Direktur Operasi melalui RUPSLB
17 Desember 2025/As of May 7,2025, the nomenclature changed to Director of Operations and Services, then reverted to Director of Operations through
the Extraordinary General Meeting of Shareholders on December 17, 2025
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Organ dan Komite di Bawah Dewan Komisaris
Organs and Committees under the Board of Commissioners
Dalam menjalankan fungsi, tugas dan tanggung jawabnya, In carrying out its functions, duties, and responsibilities,
Dewan Komisaris dibantu oleh organ di bawah Dewan the Board of Commissioners is assisted by organs under
Komisaris. Pada periode tahun 2025, organ di bawah Dewan the Board of Commissioners. In 2025, the organs under the
Komisaris adalah sebagai berikut: Board of Commissioners are as follows:
1. Komite Audit; 1. Audit Committee;
2. Komite Nominasi dan Remunerasi; 2. Nomination and Remuneration Committee;
3. Komite Pemantau Risiko dan Hukum; 3. Risk Monitoring and Legal Committee
4. Komite Tata Kelola Terintegrasi; dan 4. Integrated Governance Committee; and
5. Sekretaris Dewan Komisaris. 5. Secretary of the Board of Commissioners.
Komite Audit Audit Committee
Dewan Komisaris dibantu oleh Komite Audit dalam The Board of Commissioners is assisted by the Audit
pelaksanaan tugasnya mengawasi serta memberikan nasihat Committee in performing its duties of supervising and
kepada Direksi agar dalam menjalankan kepengurusan advising the Board of Directors so that the management of
Perseroan sesuai dengan peraturan dan perundang- the Company is conducted in accordance with applicable
undangan yang berlaku. rules and regulations.
Dasar Pembentukan Komite Audit Audit Committee Establishment Basis
Komite Audit Perseroan dibentuk berdasarkan peraturan The Company’s Audit Committee was established based on
peraturan/perundangan sebagai berikut: the following laws and regulations:
1. Undang-Undang Republik Indonesia No. 19 tahun 2003 1. Law of the Republic of Indonesia No. 19 of 2003 on
tentang Badan Usaha Milik Negara (Lembaran Negara State-Owned Enterprises (State Gazette of the Republic
Republik Indonesia tahun 2003 No. 70; Tambahan of Indonesia of 2003 No. 70; Supplement to State
Lembaran Negara Republik Indonesia No. 4297) yang Gazette of the Republic of Indonesia No. 4297), which
terakhir telah diubah dengan Undang-Undang No. 1 was last amended by Law No. 1 of 2025 on the Third
Tahun 2025 tentang Perubahan Ketiga atas Undang- Amendment to Law No. 19 of 2023 on State-Owned
Undang No. 19 Tahun 2023 tentang Badan Usaha Milik Enterprises (State Gazette of the Republic of Indonesia
Negara (Lembaran Negara Republik Indonesia Tahun of 2025 No. 25, Supplement to State Gazette No. 7097);
2025 No. 25, Tambahan Lembaran Negara No. 7097);
2. Undang-Undang Republik Indonesia No. 40 tahun 2. Law of the Republic of Indonesia No. 40 of 2007 on
2007 tentang Perseroan Terbatas (Lembaran Negara Limited Liability Companies (State Gazette of the
Republik Indonesia tahun 2007 No. 106; Tambahan Republic of Indonesia of 2007 No. 106; Supplement to
Lembaran Negara Republik Indonesia No. 4756) yang the State Gazette of the Republic of Indonesia No. 4756),
terakhir telah diubah dengan Peraturan Pemerintah which was last amended by Government Regulation
Pengganti Undang-Undang No.2 Tahun 2022 tentang in Lieu of Law No. 2 of 2022 on Job Creation (State
Cipta Kerja (Lembaran Negara Republik Indonesia Tahun Gazette of the Republic of Indonesia of 2022 No. 238,
2022 No. 238, Tambahan Lembaran Negara Republik Supplement to the State Gazette of the Republic of
Indonesia No. 6841) dan ditetapkan menjadi Undang- Indonesia No. 6841) and enacted into law in accordance
Undang sesuai Undang-Undang No. 6 Tahun 2023 with Law No. 6 of 2023 on the Stipulation of Government
tentang Penetapan Peraturan Pemerintah Pengganti Regulation in Lieu of Law No. 2 of 2022 on Job Creation
Undang-Undang No. 2 Tahun 2022 tentang Cipta Kerja into Law (State Gazette of the Republic of Indonesia of
menjadi Undang-Undang (Lembaran Negara Republik 2023 No. 2023, Supplement to State Gazette No. 6856);
Indonesia Tahun 2023 No. 2023, Tambahan Lembaran
Negara No. 6856);
3. Peraturan Pemerintah No. 45 tahun 2015 tentang 3. Government Regulation No. 45 of 2015 on the
Pendirian, Pengurusan, Pengawasan dan Pembubaran Establishment, Management, Supervision, and
Badan Usaha Milik Negara (Lembaran Negara Republik Dissolution of State-Owned Enterprises (State Gazette of
Indonesia tahun 2005 No. 117; Tambahan Lembaran the Republic of Indonesia of 2005 No. 117; Supplement to
Negara Republik Indonesia No. 4556); the State Gazette of the Republic of Indonesia No. 4556);
4. Peraturan Otoritas Jasa Keuangan No. 33/POJK.04/2014 4. Financial Services Authority Regulation No. 33/
tanggal 8 Desember 2014, tentang Direksi dan Dewan POJK.04/2014 dated December 8, 2014, on the Board
Komisaris Emiten atau Perusahaan Publik; of Directors and Board of Commissioners of Issuers or
Public Companies;
5. Peraturan Otoritas Jasa Keuangan No. 55/POJK.04/2015 5. Financial Services Authority Regulation No. 55/
tanggal 23 Desember 2015, tentang Pembentukan dan POJK.04/2015 dated December 23, 2015, on the
Pedoman Pelaksanaan Kerja Komite Audit; Establishment and Implementation Guidelines for the
Audit Committee;
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
6. Peraturan Menteri Negara Badan Usaha Milik Negara 6. Minister of State-Owned Enterprises Regulation No. PER-
No. PER-2/MBU/03/2023 tanggal 24 Maret 2023 tentang 2/MBU/03/2023 dated March 24, 2023, on Guidelines
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan for Governance and Significant Corporate Activities of
Badan Usaha Milik Negara; State-Owned Enterprises;
7. Peraturan Menteri Negara Badan Usaha Milik 7. Minister of State-Owned Enterprises Regulation
Negara No. PER-3/MBU/03/2023 tanggal 24 Maret 2023 No. PER-3/MBU/03/2023 dated March 24, 2023
tentang Organ dan Sumber Daya Manusia Badan Usaha on Organs and Human Resources of State-Owned
Milik Negara; Enterprises;
8. Peraturan Otoritas Jasa Keuangan No. 21/POJK.04/2015 8. Financial Services Authority Regulation No. 21/
tanggal 16 November 2015 tentang Penerapan Pedoman POJK.04/2015 dated November 16, 2015, on the
Tata Kelola Perusahaan Terbuka yang dijabarkan dalam Implementation of Corporate Governance Guidelines
Surat Edaran OJK No. 32/SEOJK.04/2015 tanggal for Public Companies as outlined in OJK Circular Letter
17 November 2015 tentang Pedoman Tata Kelola No. 32/SEOJK. 04/2015 dated November 17, 2015,
Perusahaan Terbuka, bahwa Dewan Komisaris dapat on Guidelines for Corporate Governance of Public
membentuk Komite Dewan Komisaris (Dekom); Companies, that the Board of Commissioners may form
a Board of Commissioners Committee;
9. Peraturan Otoritas Jasa Keuangan No. 9 tahun 2023 9. Financial Services Authority Regulation No. 9 of 2023
tanggal 11 Juli 2023, tentang Penggunaan Jasa Akuntan dated July 11, 2023, on the Use of Public Accountants
Publik dan Kantor Akuntan Publik Dalam Kegiatan Jasa and Public Accounting Firms in Financial Services
Keuangan; Activities;
10. Keputusan Dewan Komisaris PT Jasa Marga (Persero) 10. Board of Commissioners Decree of PT Jasa Marga
Tbk No. KEP 11/DKJM/VII/2003 tentang Pembentukan (Persero) Tbk No. KEP 11/DKJM/VII/2003 on the
Komite Audit Perusahaan Perseroan (Persero) PT Jasa Establishment of the Audit Committee of the State-
Marga. Owned Company (Persero) PT Jasa Marga.
Pedoman Kerja/Piagam Komite Audit Audit Committee Work Guideline/Charter
Piagam Komite Audit disahkan oleh Dewan Komisaris pada The Audit Committee Charter was approved by the Board of
tanggal 8 November 2023, yang merupakan pemutakhiran Commissioners on November 8, 2023, which is an update
dari Piagam sebelumnya yang ditetapkan pada tahun 2017. of the previous Charter established in 2017. The Audit
Piagam Komite Audit merupakan acuan bagi Komite Audit Committee Charter serves as a reference for the Audit
dalam melaksanakan tugas dan tanggung jawabnya. Dalam Committee in carrying out its duties and responsibilities.
Piagam Komite Audit termuat ketentuan yang harus dipatuhi The Audit Committee Charter contains provisions that
pembentukan dan pelaksanaan kegiatan Komite Audit must be complied with in the formation and implementation
agar dapat bekerja secara independen, objektif, mandiri, of the Audit Committee’s activities so that it can work
transparan, dan dapat dipertanggungjawabkan. Isi dari independently, objectively, autonomously, transparently,
Piagam tersebut antara lain mencakup: and accountably. The Charter contents include:
1. Maksud dan Tujuan; 1. Purpose and Objectives;
2. Peran Komite Audit; 2. Role of the Audit Committee;
3. Tugas, Tanggung Jawab dan Wewenang; 3. Duties, Responsibilities, and Authorities;
4. Komposisi, Struktur, dan Tata Cara Pengangkatan; 4. Composition, Structure, and Appointment Procedures;
5. Persyaratan Keanggotaan dan Penilaian Kinerja Komite 5. Membership Requirements and Performance Assessment
Audit; of the Audit Committee;
6. Penyelenggaraan Rapat; 6. Conducting Meetings;
7. Pelaporan; 7. Reporting;
8. Masa Tugas; dan 8. Term of Office; and
9. Penutup. 9. Closing.
Kriteria Komite Audit Audit Committee Criteria
Kriteria anggota Komite Audit: Audit Committee member criteria:
1. Memiliki integritas yang baik dan pengetahuan serta 1. Possess good integrity and sufficient knowledge and
pengalaman kerja yang cukup di bidang pengawasan/ work experience in the field of supervision/auditing;
pemeriksaan;
2. Tidak memiliki kepentingan/keterkaitan pribadi yang 2. Have no personal interests/connections that could
dapat menimbulkan dampak negatif dan benturan have a negative impact or conflict of interest with the
kepentingan terhadap perseroan; company;
3. Mampu berkomunikasi secara efektif; 3. Be able to communicate effectively;
4. Dapat menyediakan waktu yang cukup untuk 4. Be able to provide sufficient time to complete their
menyelesaikan tugasnya; duties;
5. Salah seorang dari anggota Komite Audit harus memiliki 5. One of the Audit Committee members must have an
latar belakang independen atau memiliki keahlian di independent background or expertise in accounting or
bidang akuntansi atau keuangan dan salah seorang dari finance, and one of the Audit Committee members must
anggota Komite Audit harus memahami industri/bisnis; understand the industry/business;
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6. Anggota Komite Audit bukan merupakan orang dalam 6. Audit Committee members are not insiders of public
kantor akuntan publik, kantor konsultan hukum, kantor accounting firms, law firms, public appraisal firms, or
jasa penilai publik atau pihak lain yang memberi jasa other parties that provide insurance, non-insurance,
asuransi, jasa non-asuransi, jasa penilai dan/atau jasa appraisal, and/or other consulting services to the
konsultasi lain perseroan dalam waktu 6 (enam) bulan company within the last 6 (six) months;
terakhir;
7. Komite harus menandatangani pakta integritas yang 7. The Committee must sign an integrity pact, which is a
merupakan pernyataan dan komitmen untuk mematuhi statement and commitment to comply with all laws and
segala ketentuan peraturan perundang-undangan dan regulations and good corporate governance principles;
prinsip tata kelola perusahaan yang baik;
8. Bersedia meningkatkan kompetensi secara terus 8. Be willing to improve competence through education
menerus melalui pendidikan dan pelatihan; and training continuously;
9. Bukan merupakan orang yang bekerja atau mempunyai 9. Not a person who works for or has the authority and
wewenang dan tanggung jawab untuk merencanakan, responsibility to plan, lead, control, or supervise the
memimpin, mengendalikan, atau mengawasi kegiatan company’s activities within the last 6 (six) months,
perseroan dalam waktu 6 (enam) bulan terakhir, kecuali except for independent commissioners;
komisaris independen;
10. Dalam hal anggota Komite Audit memperoleh saham 10. If a member of the Audit Committee acquires shares in
perseroan baik langsung maupun tidak langsung akibat the company, either directly or indirectly, as a result of a
suatu peristiwa hukum, saham tersebut wajib dialihkan legal event, such shares must be transferred to another
kepada pihak lain dalam jangka waktu paling lama party within a maximum period of 6 (six) months after
6 (enam) bulan setelah diperolehnya saham tersebut; the acquisition of such shares;
11. Tidak mempunyai hubungan afiliasi dengan anggota 11. Does not have any affiliation with members of the Board
Dewan Komisaris, anggota direksi, atau pemegang of Commissioners, members of the Board of Directors,
saham utama perseroan; or major shareholders of the company;
12. Tidak mempunyai hubungan usaha baik langsung 12. Not having any direct or indirect business relationship
maupun tidak langsung yang berkaitan dengan kegiatan related to the company’s business activities;
usaha perseroan;
13. Anggota Komite Audit yang merupakan Dewan Komisaris 13. Audit Committee members who are members of the
dapat merangkap sebagai anggota komite paling banyak Board of Commissioners may serve as members of a
pada 5 (lima) komite di perusahaan publik dimana maximum of 5 (five) committees in public companies
yang bersangkutan juga menjabat sebagai anggota where they also serve as members of the Board of
Dewan Komisaris di mana hal tersebut dapat dilakukan Commissioners, provided that this does not conflict with
sepanjang tidak bertentangan dengan peraturan other laws and regulations;
perundang-undangan lainnya;
14. Anggota Komite Audit yang bukan merupakan anggota 14. Audit Committee members who are not members
Dewan Komisaris Perseroan tidak boleh merangkap of the Company’s Board of Commissioners may not
sebagai: concurrently serve as:
a. Anggota Dewan Komisaris pada BUMN/perusahaan a. Members of the Board of Commissioners of other
lain; SOEs/companies;
b. Sekretaris/staf sekretaris Dewan Komisaris pada b. Secretaries/secretarial staff of the Board of
BUMN/perusahaan lain; Commissioners of other SOEs/companies;
c. Anggota komite lain di Perseroan; c. Members of other committees within the Company;
d. Anggota komite pada BUMN/perusahan lain. d. A member of a committee at a SOE/other company.
Ketentuan Masa Jabatan Komite Audit Term of Office of the Audit Committee
Seluruh Anggota Komite Audit Jasa Marga memiliki integritas, All members of the Jasa Marga Audit Committee have
kompetensi dan reputasi yang baik. Masa tugas anggota integrity, competence, and a good reputation. The term of
Komite Audit tidak boleh lebih lama dari masa jabatan office of Audit Committee members may not exceed the
Dewan Komisaris sebagaimana diatur dalam anggaran term of office of the Board of Commissioners as stipulated in
dasar dan dapat dipilih kembali hanya untuk 1 (satu) periode the articles of association and may only be re-elected for 1
berikutnya. Anggota Komite Audit yang merupakan anggota (one) subsequent term. Audit Committee members who are
Dewan Komisaris berhenti dengan sendirinya apabila masa members of the Board of Commissioners shall automatically
jabatannya sebagai anggota Dewan Komisaris berakhir, resign when their term of office as members of the Board
sedangkan masa jabatan anggota Komite Audit yang bukan of Commissioners ends, while the term of office of Audit
merupakan anggota Dewan Komisaris paling lama 3 (tiga) Committee members who are not members of the Board of
tahun dan dapat diangkat kembali untuk paling lama 2 (dua) Commissioners shall be a maximum of 3 (three) years and
tahun, dengan tidak mengurangi hak Dewan Komisaris untuk they may be reappointed for a maximum of 2 (two) years,
memberhentikannya sewaktu-waktu. Dalam hal Komisaris without prejudice to the Board of Commissioners’ right to
lndependen menjabat pada Komite Audit, Komisaris dismiss them at any time. If an Independent Commissioner
lndependen yang bersangkutan hanya dapat diangkat serves on the Audit Committee, the Independent
kembali pada Komite Audit untuk 1 (satu) periode masa Commissioner concerned may only be reappointed to the
jabatan Komite Audit berikutnya. Audit Committee for 1 (one) subsequent term of office of the
Audit Committee.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Susunan, Jumlah, Komposisi dan Dasar Structure, Number, Composition, and
Pengangkatan Komite Audit Appointment Basis of Audit Committee in 2025
Komite Audit dibentuk oleh Dewan Komisaris, yang The Audit Committee is formed by the Board of
susunannya terdiri dari ketua Komite Audit dan anggota Commissioners, which consists of the Chairman of the Audit
Komite Audit, dengan paling sedikit terdiri dari 3 (tiga) Committee and members of the Audit Committee, with at least
orang anggota yang berasal dari Komisaris lndependen 3 (three) members from the Independent Commissioners and
dan pihak luar yang independen. Ketua dan anggota Komite independent external parties. The Chairman and members
Audit diangkat dan diberhentikan oteh Dewan Komisaris. of the Audit Committee are appointed and dismissed by
Ketua Komite Audit adalah anggota Dewan Komisaris yang the Board of Commissioners. The Chairman of the Audit
merupakan anggota Dewan Komisaris lndependen atau Committee is a member of the Board of Commissioners who
anggota Dewan Komisaris yang dapat bertindak independen. is an Independent Commissioner or a member of the Board of
Anggota Komite Audit dapat berasal dari anggota Dewan Commissioners who can act independently. Members of the
Komisaris atau pihak luar yang independen. Audit Committee may come from the Board of Commissioners
or independent external parties.
Susunan keanggotaan Komite Audit Jasa Marga pada tahun The composition of the Jasa Marga Audit Committee in
2025 adalah sebagai berikut: 2025 is as follows:
Tabel Susunan Keanggotaan Komite Audit
Table of Audit Committee Member Composition in 2025
Nama Jabatan Dasar Pengangkatan
Name Position Appointment Basis
Rudi Antariksawan* Ketua Komite Keputusan Dewan Komisaris Jasa Marga No. KEP-80/VI/2025
Committee Chairperson Jasa Marga Board of Commissioners Decision No. KEP-80/VI/2025
Tedi Kurniawan ** Anggota Keputusan Dewan Komisaris Jasa Marga No. KEP-005/I/2026
Member Decision of the Board of Commissioners of Jasa Marga No. KEP-005/I/2026
Siti Purnama Rizki Anggota Keputusan Dewan Komisaris Jasa Marga No. KEP-125/X/2023
Member Jasa Marga Board of Commissioners Decree No. KEP-125/X/2023
Fibria Indriati Dwi Liestiawati Anggota Keputusan Dewan Komisaris PT Jasa Marga (Persero) Tbk, Nomor: KEP-035/III/2025
*** Member PT Jasa Marga (Persero) Tbk Board of Commissioners Decree No: KEP-035/III/2025
Seppalga Ahmad **** Ketua Keputusan Dewan Komisaris Jasa Marga No. KEP-80/VI/2025
Chairman Jasa Marga Board of Commissioners Decree No. KEP-80/VI/2025
Seppalga Ahmad **** Ketua Keputusan Dewan Komisaris Jasa Marga No. KEP-029/III/2023
Chairman Jasa Marga Board of Commissioners Decree No. KEP-029/III/2023
Chandra Wijaya ***** Ketua Keputusan Dewan Komisaris Jasa Marga No. KEP-029/III/2023
Chairman Jasa Marga Board of Commissioners Decree No. KEP-029/III/2023
Keterangan/Notes:
* Menjabat sejak 19 Januari 2026, sebelumnya menjabat sebagai Anggota Komite Audit sejak 05 Juni 2025 berdasarkan Keputusan Dewan Komisaris
Jasa Marga No. KEP-80/VI/2025/Menjabat sejak 19 Januari 2026, sebelumnya menjabat sebagai Anggota Komite Audit sejak 05 Juni 2025 berdasarkan
Keputusan Dewan Komisaris Jasa
Marga No. KEP-80/VI/2025
** Menjabat sejak 19 Januari 2026/Appointed since January 19, 2026
*** Menjabat sejak 03 Maret 2025/Appointed since March 3, 2025
**** Menjabat sebagai Ketua sejak 05 Juni 2025 s.d. 17 Desember 2025, sebelumnya menjabat sebagai Anggota sejak 07 Maret 2023 s.d. 04 Juni 2025/
Menjabat sebagai Ketua sejak 05 Juni 2025 s.d. 17 Desember 2025, sebelumnya menjabat sebagai Anggota sejak 07 Maret 2023 s.d. 04 Juni 2025
***** Menjabat sejak 07 Maret 2023 s.d. 07 Mei 2025/Appointed since March 7, 2023 until May 7, 2025
Profil Komite Audit Audit Committee Profile
Profil anggota Komite Audit dapat dilihat pada bagian Profil The profiles of the Audit Committee members are available
Komite Audit di Bab Profil Perusahaan dalam buku Laporan in the Audit Committee Profile section of the Company
Tahunan ini. Profile chapter in this Annual Report.
Independensi Anggota Komite Audit Independence of Audit Committee Members
Sesuai dengan ketentuan dalam Peraturan Otoritas Jasa In accordance with the provisions of Financial Services
Keuangan No. 55/POJK.04/2015 tanggal 23 Desember 2015 Authority Regulation No. 55/POJK.04/2015 dated December
tentang Pembentukan dan Pedoman Pelaksanaan Komite 23, 2015, on the Establishment and Implementation Guidelines
Audit, serta Peraturan Menteri Negara BUMN No. PER-3/ for Audit Committees, as well as Minister of SOE Regulation
MBU/03/2023 tentang Organ dan Sumber Daya Manusia No. PER-3/MBU/03/2023 on Organs and Human Resources
Badan Usaha Milik Negara, seluruh anggota Komite Audit of State-Owned Enterprises, all members of the Company’s
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Perseroan telah memenuhi persyaratan jumlah, komposisi, Audit Committee have met the requirements for number,
kriteria, kompetensi, dan independensi. composition, criteria, competence, and independence.
Tabel Independensi Komite Audit
Table of Audit Committee Independence
Aspek Independensi Rudi Tedi Siti Purnama Fibria Indriati Dwi Seppalga Chandra
Independence Aspect Antariksawan* Kurniawan ** Rizki Liestiawati*** Ahmad **** Wijaya *****
Tidak memiliki hubungan keuangan
dengan Dewan Komisaris.
Not having any financial affiliation
with Board of Commissioners.
Tidak memiliki hubungan
kepengurusan di perusahaan, anak
perusahaan, maupun perusahaan
afiliasi.
Not having any managerial affiliation
in the Company, its subsidiaries, or
affiliated companies.
Tidak memiliki hubungan kepemilikan
saham di perusahaan.
Not having any shares ownership in
the Company.
Tidak memiliki hubungan
kekeluargaan dengan Dewan
Komisaris, Direksi, dan/atau sesama
anggota Komite Audit.
Not having any family affiliation with
the Board of Commissioners, Board
of Directors, and/or fellow Audit
Committee Members.
Tidak menjabat sebagai pengurus
partai politik, pejabat, dan pemerintah.
Not serving as administrators
of political parties, officials and
government
Keterangan/Notes:
* Menjabat sejak 19 Januari 2026, sebelumnya menjabat sebagai Anggota Komite Audit sejak 05 Juni 2025 berdasarkan Keputusan Dewan Komisaris Jasa
Marga No. KEP-80/VI/2025/Menjabat sejak 19 Januari 2026, sebelumnya menjabat sebagai Anggota Komite Audit sejak 05 Juni 2025 berdasarkan Keputusan
Dewan Komisaris Jasa Marga No. KEP-80/VI/2025/ Appointed on 19 January 2026; previously served as a member of the Audit Committee from June 5, 2025
pursuant to Jasa Marga Board of Commissioners’ Decision No. KEP-80/VI/2025/Appointed since January 19, 2026, previously served as a Member of the
Audit Committee since June 5, 2025 pursuant to Jasa Marga Board of Commissioners’ Resolution No. KEP-80/VI/2025
** Menjabat sejak 19 Januari 2026/Appointed since January 19, 2026
*** Menjabat sejak 03 Maret 2025/Appointed since March 3, 2025
**** Menjabat sebagai Ketua sejak 05 Juni 2025 s.d. 17 Desember 2025, sebelumnya menjabat sebagai Anggota sejak 07 Maret 2023 s.d. 04 Juni 2025/Menjabat
sebagai Ketua sejak 05 Juni 2025 s.d. 17 Desember 2025, sebelumnya menjabat sebagai Anggota sejak 07 Maret 2023 s.d. 04 Juni 2025/Served as Chairman
from 5 June 2025 to 17 December 2025, previously served as a Member from 7 March 2023 to 4 June 2025/Served as Chair from 5 June 2025 to 17
December 2025, previously served as a Member from 7 March 2023 to 4 June 2025
***** Menjabat sejak 07 Maret 2023 s.d. 07 Mei 2025/Appointed since March 7, 2023 until May 7, 2025/Served from 7 March 2023 to 7 May 2025/Appointed since
7 March 2023 until 7 May 2025
Sebagai bentuk komitmen dan tanggung jawab Komite Audit As a form of commitment and responsibility of the Audit
atas terlaksananya prinsip-prinsip Tata Kelola Perusahaan, Committee for the implementation of Corporate Governance
serta sebagai upaya merealisasikan ketentuan tentang principles, as well as an effort to realize the provisions on
independensi yang ada dalam Piagam Komite Audit, independence contained in the Audit Committee Charter,
Komite Audit Perseroan telah membuat Surat Pernyataan the Company’s Audit Committee has prepared a Statement
Independensi Komite Audit yang ditandatangani oleh Ketua of Independence of the Audit Committee signed by the
dan seluruh Anggota Komite Audit. Chairman and all Members of the Audit Committee.
Beberapa pernyataan penting dalam Surat Pernyataan Some important statements in the Audit Committee
Independensi Komite Audit antara lain bahwa Komite Audit Independence Statement include that the Jasa Marga Audit
Jasa Marga: Committee:
1. Tidak memiliki kepentingan/keterkaitan pribadi yang 1. Has no personal interests/connections that could have
dapat menimbulkan dampak negatif dan konflik a negative impact and conflict of interest with the
kepentingan terhadap Perseroan. Company.
2. Tidak memiliki saham Perseroan, baik langsung maupun 2. Does not own any shares in the Company, either directly
tidak langsung. or indirectly.
3. Akan menjaga kerahasiaan dokumen, data, dan 3. Will maintain the confidentiality of the Company’s
informasi Perseroan, baik dari pihak internal maupun documents, data, and information, both from internal
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
pihak eksternal, dan hanya digunakan untuk kepentingan and external parties, and will only use them for the
pelaksanaan tugas Komite Audit. purposes of performing the Audit Committee’s duties.
Tugas, Tanggung Jawab, dan Wewenang Komite Audit Committee Duties, Responsibilities, and
Audit Authorities
Piagam Komite Audit telah mengatur akan tugas dan The Audit Committee Charter stipulates the duties and
tanggung jawab komite sebagai berikut: responsibilities of the committee as follows:
1. Melakukan penelaahan dan memberikan rekomendasi 1. Reviewing and providing recommendations on financial
atas informasi keuangan untuk memastikan kredibilitas information to ensure the credibility and objectivity of
dan objektivitas laporan keuangan Perseroan yang akan the Company's financial statements to be published for
diterbitkan untuk pihak eksternal dan/atau pihak otoritas external parties and/or authorities, including financial
antara lain laporan keuangan, proyeksi, dan laporan statements, projections, and other reports related to the
lainnya terkait dengan informasi keuangan Perseroan. Company's financial information.
2. Melakukan pemantauan dan evaluasi kesesuaian 2. Monitoring and evaluating the appropriateness of the
penerapan kebijakan keuangan dan Audit Intern implementation of financial policies and internal audits
Perseroan maupun Anak Perusahaan Perseroan. of the Company and its subsidiaries.
3. Memberikan rekomendasi kepada Dewan Komisaris 3. Providing recommendations to the Board of
terkait penyusunan rencana audit, ruang lingkup, dan Commissioners regarding the preparation of audit plans,
anggaran Internal Audit Group. scope, and budget of the Internal Audit Group.
4. Mengevaluasi laporan auditor internal berkala dan 4. Evaluating periodic internal auditor reports and
merekomendasikan tindakan perbaikan untuk mengatasi recommending corrective actions to address control
kelemahan pengendalian, kecurangan (fraud), masalah weaknesses, fraud, compliance issues with policies and
kepatuhan terhadap kebijakan dan peraturan perundang- regulations, or other issues identified and reported by
undangan atau masalah lain yang diidentifikasi dan the Internal Audit Group.
dilaporkan oleh Internal Audit Group.
5. Memastikan Internal Audit Group menjunjung tinggi 5. Ensuring that the Internal Audit Group upholds integrity
integritas dalam pelaksanaan tugas. in the performance of its duties.
6. Memastikan objektivitas dan independensi Auditor 6. Ensuring the objectivity and independence of Internal
Internal dan Auditor Eksternal. Auditors and External Auditors.
7. Memantau dan mengkaji efektivitas pelaksanaan audit 7. Monitoring and reviewing the effectiveness of internal
intern dan audit ekstern. and external audits.
8. Menilai pelaksanaan kegiatan serta hasil audit yang 8. Assessing the implementation of activities and audit
dilaksanakan oleh Auditor Internal maupun Auditor results carried out by Internal Auditors and External
Eksternal. Auditors.
9. Memantau pelaksanaan tindak lanjut oleh Direksi atas 9. Monitoring the implementation of follow-up actions
temuan Auditor Internal dan Auditor Eksternal. by the Board of Directors on the findings of Internal
Auditors and External Auditors.
10. Melaksanakan pemantauan dan evaluasi terhadap 10. Monitoring and evaluating the implementation of internal
pelaksanaan fungsi audit intern dengan ketentuan audit functions in accordance with laws and regulations,
peraturan perundang-undangan, anggaran dasar, dan/ articles of association, and/or GMS/Ministerial Decrees.
atau keputusan RUPS/Menteri.
11. Memastikan efektivitas Sistem Pengendalian Intern 11. Ensuring the effectiveness of the Company's Internal
Perseroan. Control System.
12. Memastikan Internal Audit Group melakukan komunikasi 12. Ensuring that the Internal Audit Group communicates
dengan Direksi, Dewan Komisaris dan Auditor Eksternal. with the Board of Directors, Board of Commissioners,
and External Auditors.
13. Mengevaluasi kinerja Internal Audit Group. 13. Evaluating the performance of the Internal Audit Group.
14. Memberikan rekomendasi kepada Dewan Komisaris 14. Providing recommendations to the Board of
terkait pemberian remunerasi tahunan IAU secara Commissioners regarding the overall annual
keseluruhan serta penghargaan kinerja. remuneration of the IAU and performance awards.
15. Memberikan rekomendasi mengenai penyempurnaan 15. Providing recommendations regarding improvements to
sistem pengendalian manajemen serta pelaksanaannya. the management control system and its implementation.
16. Melakukan proses pengadaan calon Kantor Akuntan 16. Conducting the procurement process for prospective
Publik (KAP) sesuai dengan ketentuan pengadaan Public Accounting Firms (KAP) in accordance with the
barang dan jasa, dan apabila diperlukan dapat meminta provisions on the procurement of goods and services,
bantuan Direksi dalam proses pengadaannya. and if necessary, request assistance from the Board of
Directors in the procurement process.
17. Memberikan rekomendasi kepada Dewan Komisaris 17. Providing recommendations to the Board of
mengenai penunjukan Akuntan yang didasarkan pada: Commissioners regarding the appointment of
Accountants based on:
a. Independensi AP, KAP, dan orang dalam KAP; a. The independence of the AP, KAP, and persons
within the KAP;
b. Ruang lingkup audit; b. The audit scope;
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c. Imbalan jasa audit; c. The remuneration for audit services;
d. Keahlian dan pengalaman AP, KAP, dan tim audit dari d. The expertise and experience of the AP, KAP, and
KAP; the KAP audit team;
e. Metodologi, teknik, dan sarana audit yang digunakan e. The audit methodology, techniques, and tools used
KAP; by the KAP;
f. Manfaat sudut pandang baru yang akan diperoleh f. The benefits of a new perspective that will be
melalui penggantian AP, KAP, dan tim audit dari KAP; obtained through the replacement of the AP, KAP,
and the KAP audit team;
g. Potensi risiko atas penggunaan jasa audit oleh KAP g. The potential risks of using the audit services of
yang sama secara berturut-turut untuk kurun waktu the same KAP consecutively for a sufficiently long
yang cukup panjang; dan period of time; and
h. Hasil evaluasi terhadap pelaksanaan pemberian jasa h. The results of the evaluation of the provision of audit
audit atas informasi keuangan historis tahunan oleh services for historical annual financial information by
AP dan KAP pada periode sebelumnya. the AP and KAP in the previous period.
18. Memberikan pendapat independen dalam hal terjadi 18. Providing independent opinions in the event of
perbedaan pendapat antara Manajemen dan Akuntan differences of opinion between Management and
atas jasa yang diberikannya. Accountants regarding the services provided.
19. Merekomendasikan Perusahaan Pemeringkat untuk 19. Recommending a Rating Agency to conduct a Company
melakukan Penilaian Tingkat Kesehatan Perusahaan dan Soundness Assessment and, if necessary, requesting
apabila diperlukan, dapat meminta bantuan Direksi untuk assistance from the Board of Directors to procure a
melakukan proses pengadaan Perusahaan Pemeringkat Rating Agency based on the applicable goods and
berdasarkan mekanisme pengadaan barang dan jasa services procurement mechanism.
yang berlaku.
20. Memberikan saran dan rekomendasi kepada Dewan 20. Providing advice and recommendations to the Board of
Komisaris terkait dengan adanya potensi benturan Commissioners regarding potential conflicts of interest
kepentingan Perseroan. within the Company.
21. Menyusun dan menyampaikan rencana kerja kepada 21. Preparing and submitting a work plan to the Board of
Dewan Komisaris untuk ditetapkan. Commissioners for approval.
22. Melaksanakan dan melaporkan rencana kerja Komite 22. Implementing and reporting the Audit Committee's work
Audit kepada Dewan Komisaris. plan to the Board of Commissioners.
23. Menjaga kerahasiaan dokumen, data dan informasi 23. Maintaining the confidentiality of the Company's
Perseroan yang diperoleh, baik dari pihak internal documents, data, and information obtained, both from
maupun pihak eksternal dan hanya digunakan untuk internal and external parties, and only use them for the
kepentingan pelaksanaan tugas Komite Audit. purposes of carrying out the Audit Committee's duties.
24. Komite Audit menelaah pengaduan dan penindaklanjutan 24. The Audit Committee reviews complaints and follow-
yang berkaitan dengan proses akuntansi dan/atau ups related to accounting processes and/or records
catatan ketidakwajaran atau dugaan pelanggaran of irregularities or alleged violations of the Company's
terhadap pelaporan keuangan Perseroan. financial reporting.
25. Melakukan identifikasi hal-hal yang memerlukan 25. Identifying matters that require the attention of the
perhatian Dewan Komisaris serta tugas-tugas Dewan Board of Commissioners and other duties of the Board
Komisaris lainnya. of Commissioners.
26. Menjalankan wewenang, tugas, dan tanggung jawab 26. Exercising other authorities, duties, and responsibilities
lain yang terkait dengan fungsinya dari Dewan Komisaris related to its functions from the Board of Commissioners
sesuai dengan peraturan perundangan-undangan. in accordance with laws and regulations.
Dalam melaksanakan tugasnya Komite Audit mempunyai In carrying out its duties, the Audit Committee has the
wewenang sebagai berikut: following authorities:
1. Mengakses seluruh dokumen, data dan informasi 1. Accessing all documents, data, and information of the
Perseroan yang relevan terkait dengan tugas dan Company that is relevant to the duties and responsibilities
tanggung jawab Komite Audit dan melaporkan hasil of the Audit Committee and reporting the results of its
penugasan kepada Dewan Komisaris. assignments to the Board of Commissioners.
2. Berkomunikasi langsung dengan karyawan, termasuk 2. Communicating directly with employees, including the
Direksi dan pihak yang menjalankan fungsi audit intern, Board of Directors and parties who perform internal
manajemen risiko, dan akuntan terkait tugas dan audit, risk management, and accounting functions
tanggung jawab Komite Audit. related to the duties and responsibilities of the Audit
Committee.
3. Melibatkan pihak independen di luar anggota Komite 3. Involving independent parties outside the Audit
Audit yang diperlukan untuk membantu pelaksanaan Committee members who are needed to assist in the
tugasnya (jika diperlukan). performance of its duties (if necessary).
4. Melakukan kewenangan lain yang diberikan oleh Dewan 4. Exercising other authorities granted by the Board of
Komisaris. Commissioners.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
5. Dalam melaksanakan kewenangannya, Komite Audit 5. In exercising its authority, the Audit Committee may
dapat bekerja sama dengan Internal Audit Group. cooperate with the Internal Audit Group.
Tugas dan Tanggung Jawab Berkaitan dengan Duties and Responsibilities Related to the
Auditor Eksternal External Auditor
Komite Audit memberikan rekomendasi kepada Dewan The Audit Committee provides recommendations to the
Komisaris mengenai penunjukan Akuntan Publik dan Kantor Board of Commissioners regarding the appointment of Public
Akuntan Publik untuk disampaikan kepada Rapat Umum Accountants and Public Accounting Firms to be submitted to
Pemegang Saham. Selanjutnya atas pelaksanaan Audit oleh the General Meeting of Shareholders. Furthermore, the Audit
KAP, Komite Audit melakukan penelaahan. Apabila dalam Committee reviews the implementation of audits by the KAP.
pelaksanaan tugasnya, Auditor Eksternal tidak Memenuhi If, in the performance of their duties, the External Auditors
standar dan ketentuan yang berlaku, maka Komite Audit do not meet the applicable standards and requirements,
dapat memberikan rekomendasi kepada Dewan Komisaris the Audit Committee may provide recommendations to
terkait pemberhentian Auditor Eksternal. the Board of Commissioners regarding the dismissal of the
External Auditors.
Pembagian Tugas Antar Komite Audit Division of Duties among the Audit Committee
Komite Audit tidak melakukan pembagian tugas secara Audit Committees do not divide duties specifically, but
spesifik, namun untuk setiap pekerjaan akan ditentukan for each task, the appropriate person in charge will be
masing-masing penanggung jawab yang sesuai. determined.
Pengembangan Kompetensi Komite Audit Audit Committee Competency Development
Pengembangan kompetensi Komite Audit dapat dilihat pada The development of the Audit Committee’s competencies
Pendidikan dan/atau Pelatihan di Bab Profil Perusahaan is available in Education and/or Training in the Company
dalam buku Laporan Tahunan ini. Profile chapter of this Annual Report.
Kebijakan dan Besaran Remunerasi bagi Komite Audit Committee Remuneration Policy and
Audit Amount
Berdasarkan Peraturan Menteri Negara BUMN No. PER-3/ Based on the Minister of SOE Regulation No. PER-3/
MBU/03/2023 tanggal 24 Maret 2023 tentang Organ dan MBU/03/2023 dated March 24, 2023, on the Organization
Sumber Daya Manusia Badan Usaha Milik Negara, Anggota and Human Resources of State-Owned Enterprises,
Komite Audit yang bukan anggota Dewan Komisaris members of the Audit Committee who are not members of
memperoleh remunerasi berupa honorarium sebesar 20% the Board of Commissioners receive remuneration in the
dari gaji Direktur Utama. form of an honorarium amounting to 20% of the President
Director’s salary.
Pelaksanaan Tugas Komite Audit Implementation of Audit Committee Duties
Dalam melaksanakan tugas, kewajiban, dan kewenangan In carrying out its duties, obligations, and authorities as a
sebagai bentuk tanggung jawab peran dan fungsi Komite form of responsibility for the role and function of the Audit
Audit selama tahun 2025, realisasi atas pelaksanaan tugas Committee in 2025, the realization of the Audit Committee's
Komite Audit di antaranya sebagai berikut: duties includes the following:
1. Rapat Komite Audit 1. Audit Committee Meetings
Piagam Komite Audit juga mengatur mengenai rapat The Audit Committee Charter also regulates Audit
Komite. Sekurang-kurangnya sekali dalam 1 (satu) bulan, Committee meetings. At least once a month, Audit
anggota Komite Audit diwajibkan untuk mengadakan Committee members must hold a meeting at which
rapat dimana keputusan yang diambil dilakukan decisions are made by consensus. Decisions can be
berdasarkan musyawarah untuk mufakat. Keputusan made if more than half of the members are present at
rapat dapat diambil apabila rapat dihadiri oleh lebih dari the meeting.
½ (satu per dua) jumlah anggota.
Dalam hal tidak terjadi musyawarah mufakat, pengambilan In the event that consensus cannot be reached, decisions
keputusan dilakukan dengan suara terbanyak. Setiap shall be made by majority vote. Every Audit Committee
rapat Komite Audit harus dituangkan dalam risalah rapat meeting must be recorded in the minutes, which shall
yang ditandatangani oleh seluruh anggota Komite Audit be signed by all Audit Committee members present. Any
yang hadir. Perbedaan pendapat yang terjadi dalam differences of opinion that arise during the committee
rapat komite wajib dicantumkan secara jelas dalam meeting must be clearly stated in the minutes of the
risalah rapat beserta alasan perbedaan tersebut. meeting, along with the reasons for such differences.
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Sepanjang tahun 2025, Komite Audit telah Throughout 2025, the Audit Committee held 18 meetings
menyelenggarakan Rapat sebanyak 18 kali, dengan with the following agenda items:
agenda di antaranya sebagai berikut:
1. Laporan Tahunan Komite Audit. 1. Annual Report of the Audit Committee.
2. Penugasan Dewan Komisaris. 2. Assignment of the Board of Commissioners.
3. Monitoring program kerja Audit. 3. Monitoring of the Audit work program.
4. Review Program Kerja Bulanan. 4. Review of the Monthly Work Program.
5. Evaluasi kegiatan Komite Audit. 5. Evaluation of the Audit Committee's activities.
6. Monitoring kegiatan Audit. 6. Monitoring of Audit Activities.
7. Telaah Anak Perusahaan. 7. Review of Subsidiaries.
8. Telaah Tanggapan Permintaan Pemegang Saham 8. Review of Responses to Requests from Controlling
Pengendali. Shareholders.
9. Laporan Pengawasan. 9. Supervision Report.
10. Program Kerja Komite Audit. 10. Audit Committee Work Program.
11. Rencana Kerja KA Tahun 2025. 11. KA Work Plan for 2025.
12. Rencana Kerja KA Bulan Juni 2025. 12. KA Work Plan for June 2025.
13. Pending Matters. 13. Pending Matters.
14. Revisi RKAP 2025. 14. Revision of the 2025 RKAP.
15. Piagam Komite Audit. 15. Audit Committee Charter.
16. Program Kerja Pengawasan Tahunan Komite Audit 16. Annual Audit Committee Supervision Work Program
Tahun 2026. for 2026.
Tabel Kehadiran Komite Audit dalam Rapat Komite Audit 2025
Table of Audit Committee’s Attendance at the 2025 Audit Committee Meetings
Rudi Tedi Siti Purnama Fibria Indriati Dwi Seppalga Chandra
Antariksawan* Kurniawan** Rizki Liestiawati*** Ahmad **** Wijaya *****
Jumlah Rapat Dalam Setahun
18
Total Meetings in One Year
Jumlah Rapat yang Wajib Dihadiri
8 0 18 14 18 8
Total Mandatory Meetings
Jumlah Rapat yang Dihadiri
8 0 18 14 18 8
Total Attended Meetings
Presentasi Kehadiran (%)
100% N/A 100% 100% 100% 100%
Attendance Percentage (%)
Rata-Rata (%)
100%
Average (%)
Keterangan/Notes:
* Menjabat sejak 19 Januari 2026, sebelumnya menjabat sebagai Anggota Komite Audit sejak 05 Juni 2025 berdasarkan Keputusan Dewan Komisaris Jasa
Marga No. KEP-80/VI/2025/Menjabat sejak 19 Januari 2026, sebelumnya menjabat sebagai Anggota Komite Audit sejak 05 Juni 2025 berdasarkan Keputusan
Dewan Komisaris Jasa Marga No. KEP-80/VI/2025/Appointed on January 19, 2026; previously served as a member of the Audit Committee from June 5, 2025
pursuant to Jasa Marga Board of Commissioners’ Decision No. KEP-80/VI/2025/Appointed since January 19, 2026, previously served as a Member of the Audit
Committee since June 5 2025 pursuant to Jasa Marga Board of Commissioners’ Resolution
No. KEP-80/VI/2025
** Menjabat sejak 19 Januari 2026/Appointed since January 19, 2026
*** Menjabat sejak 03 Maret 2025/Appointed since March 3, 2025
**** Menjabat sebagai Ketua sejak 05 Juni 2025 s.d. 17 Desember 2025, sebelumnya menjabat sebagai Anggota sejak 07 Maret 2023 s.d. 04 Juni 2025/Menjabat
sebagai Ketua sejak 05 Juni 2025 s.d. 17 Desember 2025, sebelumnya menjabat sebagai Anggota sejak 07 Maret 2023 s.d. 04 Juni 2025/Served as Chairman from
June 5, 2025 to December 17, 2025, previously served as a Member from March 7, 2023 to June 4, 2025/Served as Chair from June, 5 2025 to December 17, 2025,
previously served as a Member from March 7, 2023 to June 4, 2025
***** Menjabat sejak 07 Maret 2023 s.d. 07 Mei 2025/Appointed since March 7, 2023 until May 7, 2025
2. Kunjungan Lapangan/Unit Usaha 2. Field/Business Unit Visits
Komite Audit melaksanakan kegiatan kunjungan ke The Audit Committee conducts field visits/business
lapangan/unit usaha guna mendapatkan gambaran dan unit visits to obtain a clearer picture and more accurate
informasi yang lebih akurat/jelas mengenai bidang atau information regarding areas or matters that require
hal-hal yang perlu mendapat perhatian. attention.
Selama Tahun 2025, Komite Audit telah melaksanakan 9 Throughout 2025, the Audit Committee conducted nine
kali kunjungan, dengan rincian sebagai berikut: visits, with the following details:
Tanggal Lokasi
No.
Date Location
1. 06-07 Maret 2025 Ruas Jalan Tol Fungsional Jalan Tol Yogya-Solo dalam Rangka Persiapan Idul Fitri Tahun 2025
March 6-7, 2025 Functional Toll Road Sections of the Yogya-Solo Toll Road in Preparation for Eid al-Fitr 2025
2. 17-19 Maret Jalan Tol Transjawa dalam Rangka Kesiapan Operasional Mudik Idul Fitri Tahun 2025
March 17-19, 2025 Trans-Java Toll Road in Preparation for Eid al-Fitr 2025 Homecoming Operations
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tanggal Lokasi
No.
Date Location
3. 19 Juni 2025 Proyek Jalan Tol Jakarta-Cikampek Selatan
June 19, 2025 Jakarta-Cikampek Selatan Toll Road Project
4. 15 Juli 2025 Jasa Marga Tollroad Command Center, Jatiasih Bekasi
July 15, 2025
5. 07-09 Agustus 2025 PT Jasamarga Manado Bitung
August 7-9, 2025
6. 24-27 Oktober 2025 PT Jasamarga Ngawi Kertosono Kediri
October 24-27, 2025
7. 03-05 November 2025 PT Jasamarga Probolinggo Banyuwangi
November 3-5, 2025
8. 19-20 November 2025 PT Jasamarga Jogja Solo
November 19-20, 2025
9. 19-20 November 2025 Ruas Jalan Tol Trans Jawa dan Ruas Jalan Tol Fungsional Tol Yogya-Solo dalam Rangka Persiapan
November 19-20, 2025 Nataru Tahun 2025
Trans Java Toll Road Sections and Functional Toll Road Sections of the Yogya-Solo Toll Road in
Preparation for the 2025 Christmas and New Year Holidays
3. Pengembangan Kompetensi Komite Audit 3. Audit Committee Competency Development
Sepanjang tahun 2025, Perseroan telah Throughout 2025, the Company has enrolled the Audit
mengikutsertakan Komite Audit pada berbagai pelatihan Committee in various training programmes as part
sebagai bentuk pengembangan kompetensi. Lebih of its competence development initiatives. Further
lanjut mengenai pengembangan kompetensi Komite details regarding the Audit Committee’s competence
Audit, dapat dilihat pada Bab Profil Perusahaan, bagian development can be found in the Company Profile
Pengembangan Kompetensi Komite Audit. section, under ‘Audit Committee Competence
Development’.
4. Pengawasan Kegiatan Internal Audit 4. Oversight of Internal Audit Activities
Komite Audit terus melakukan koordinasi dengan The Audit Committee maintains ongoing coordination
Internal Audit Group (IAU) dan mempelajari hasil audit with the Internal Audit Group (IAU) and reviews the
internal serta tindak lanjutnya dalam rangka memastikan results of internal audits and their follow-up actions in
efektifitas pelaksanaan tugas dan fungsi Internal Audit. order to ensure the effective performance of the duties
and functions of Internal Audit.
Kegiatan Komite Audit di antaranya sebagai berikut: The activities of the Audit Committee include the
following:
i. Memantau dan mengkaji efektifitas pelaksanaan i. Monitoring and reviewing the effectiveness of
audit internal. internal audit implementation.
ii. Memastikan objektivitas dan independensi Auditor ii. Ensuring the objectivity and independence of the
Internal. Internal Auditor.
iii. Memastikan IAU melakukan komunikasi dengan iii. Ensuring that the IAU communicates with the Board
Direksi, Dewan Komisaris dan Auditor Internal. of Directors, the Board of Commissioners and the
Internal Auditors.
iv. Melakukan pemantauan dan evaluasi atas iv. Monitoring and evaluating the compliance of the
kesesuaian penerapan Audit Internal Induk maupun implementation of internal audits at both the Parent
Anak Perusahaan. Company and Subsidiaries.
v. Memberikan rekomendasi kepada Dewan Komisaris v. Providing recommendations to the Board of
terkait pelaksanaan audit dan perencanaan audit. Commissioners regarding the conduct of audits and
audit planning.
vi. Memberikan rekomendasi kepada Dewan Komisaris vi. Providing recommendations to the Board of
terkait pelaksanaan audit internal tahunan dan Commissioners regarding the conduct of annual and
triwulanan. quarterly internal audits.
vii. Melakukan evaluasi laporan auditor internal berkala vii. Conducting periodic evaluations of internal audit
dan merekomendasikan tindakan perbaikan terkait reports and recommending corrective actions
penguatan pengendalian, kecurangan (fraud), regarding the strengthening of controls, fraud,
kepatuhan terhadap kebijakan dan pengaturan compliance with policies and statutory regulations,
perundang undangan atau hal lain yang dilaporkan or other matters reported by the Internal Audit
oleh Internal Audit Group. Group.
viii. Melaksanakan pemantauan dan evaluasi terhadap viii. Carrying out monitoring and evaluation of the
pelaksanaan fungsi Audit Internal lainnya sesuai performance of other Internal Audit functions
dengan ketentuan peraturan perundang-undangan, in accordance with the provisions of laws and
Anggaran Dasar dan/atau keputusan RUPS. regulations, the Articles of Association and/or
decisions of the General Meeting of Shareholders.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 615
Page 616
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
5. Pengawasan Kegiatan Eksternal Audit 5. Supervision of External Audit Activities
a. Kantor Akuntan Publik a. Public Accounting Firm
Audit Umum atas Laporan Keuangan Konsolidasian The General Audit of the Company’s Consolidated
Perseroan Tahun Buku 2025 dilakukan oleh Akuntan Financial Statements for the 2025 Fiscal Year was
Publik Amir Abadi Jusuf, Aryanto, Mawar & Rekan conducted by Public Accountants Amir Abadi
(Anggota Jaringan Global RSM). Penetapan KAP Jusuf, Aryanto, Mawar & Partners (Member of the
dimaksud telah dilakukan dan telah disetujui oleh RSM Global Network). The appointment of the
Rapat Umum Pemegang Saham (RUPS) Tahunan aforementioned KAP has been made and approved
Tahun Buku 2024 yang diselenggarakan pada by the Annual General Meeting of Shareholders
tanggal 7 Mei 2025. (GMS) for the 2024 Fiscal Year held on May 7, 2025.
Dalam pelaksanaan audit laporan keuangan In conducting the audit of the Company’s
konsolidasian Perseroan, Komite Audit menilai consolidated financial statements, the Audit
pelaksanaan kegiatan dan hasil audit yang dilakukan Committee assessed the implementation of activities
oleh auditor eksternal dan independensi auditor, and audit results carried out by external auditors
dengan melakukan hal-hal di antaranya yang and auditor independence by, among other things,
mencakup pengawasan melalui penyelenggaraan conducting supervision through the implementation
pre-kickoff meeting sampai dengan kickoff meeting of a pre-kick-off meeting to a kick-off meeting as
serta meeting secara berkala bersama Internal Audit well as periodic meetings with the Internal Audit
Group dan Accounting and Tax Group dalam rangka: Group and Accounting and Tax Group to:
i. Memantau dan mengkaji efektivitas pelaksanaan i. Monitor and review the effectiveness of External
Audit Eksternal. Audits.
ii. Memastikan objektivitas dan independensi ii. Ensure the objectivity and independence of
Auditor Eksternal. External Auditors.
iii. Memastikan kredibilitas dan objektivitas laporan iii. Ensure the credibility and objectivity of SOE
keuangan BUMN yang diterbitkan untuk pihak financial statements published for external
eksternal dan badan pengawas. parties and supervisory bodies.
iv. Memantau dan mengkaji proses pelaporan iv. Monitor and review the financial reporting
keuangan yang diaudit oleh Auditor Eksternal. process audited by External Auditors.
v. Melakukan pemantauan dan evaluasi atas v. Monitor and evaluate the compliance with the
kesesuaian penerapan kebijakan keuangan Induk implementation of financial policies by parent
maupun anak perusahaan. and subsidiary companies.
b. Auditor Eksternal b. External Auditor
Komite Audit melakukan penelaahan atas Laporan The Audit Committee reviewed the Supervisory
Pengawasan atas Pelaksanaan Audit Terhadap Report on the Implementation of Audits on
Kepatuhan atas Perundang-undangan dan Compliance with Legislation and Internal Control.
Pengendalian Internal.
6. Pengawasan atas Informasi Keuangan Komite Audit 6. Supervision of Financial Information
melakukan berbagai kegiatan dalam rangka pengawasan The Audit Committee carried out various activities in
atas informasi keuangan serta review atas usulan/revisi the context of supervising financial information and
RKAP dan RJPP. reviewing proposed/revised RKAP and RJPP.
7. Dukungan terhadap Program Kerja Dewan Komisaris 7. Support for the Board of Commissioners’ Work Program
Komite Audit secara aktif terlibat dalam berbagai The Audit Committee is actively involved in various
kegiatan Dewan Komisaris, antara lain berupa activities of the Board of Commissioners, including
rapat Dewan Komisaris, Rapat Gabungan Dewan Board of Commissioners meetings, Joint Meetings of
Komisaris bersama Direksi, Rapat dengan Pemerintah the Board of Commissioners and the Board of Directors,
dan stakeholders lainnya, melakukan visitasi dan Meetings with the Government and other stakeholders,
pengembangan kompetensi. Hasil kegiatan disampaikan conducting visits, and competency development. The
secara langsung dalam rapat atau secara tertulis kepada results of these activities are submitted directly in
Dewan Komisaris. meetings or in writing to the Board of Commissioners.
Beberapa kegiatan dalam rangka dukungan kepada Some of the activities in support of the Board of
Program Kerja Dewan Komisaris di antaranya sebagai Commissioners’ Work Program include the following:
berikut:
a. Menghadiri Rapat Dewan Komisaris, Rapat Koordinasi a. Attending meetings of the Board of Commissioners,
Dewan Komisaris dengan Direksi, maupun rapat- coordination meetings between the Board of
rapat lainnya. Commissioners and the Board of Directors, and
other meetings.
b. Mengikuti peninjauan lapangan bersama Dewan b. Participating in site visits with the Board of
Komisaris. Commissioners.
c. Melakukan pembahasan dan memberikan c. Discussing and providing recommendations
rekomendasi mengenai permohonan persetujuan regarding requests for approval of investments in
616 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 617
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
investasi pada Anak Perusahaan, review atas Visi subsidiaries, and reviewing the Company’s Vision
dan Misi Perseroan. and Mission.
d. Melakukan pembahasan dan memberikan d. Discussing and providing recommendations
rekomendasi mengenai usulan KPI Kolegial. regarding proposals for Collegial KPIs.
e. Melakukan pembahasan dan memberikan e. Discussing and providing recommendations
rekomendasi mengenai permohonan persetujuan regarding requests for investment approval for
investasi pada Anak Perusahaan, review atas Visi Subsidiaries, and reviewing the Company’s Vision
dan Misi Perseroan. and Mission.
f. Mengikuti peninjauan lapangan dalam Kunjungan f. Participating in site visits during the Board of
Kerja Dewan Komisaris ke Anak Perusahaan untuk Commissioners’ working visits to Subsidiaries to
melihat langsung aktivitas dan/atau kondisi di Anak observe first-hand the activities and/or conditions at
Perusahaan. the Subsidiaries.
g. Melakukan pembahasan dan memberikan g. Discussing and providing recommendations
rekomendasi mengenai usulan KPI Kolegial. regarding proposed collegial KPIs.
h. Melakukan rapat koordinasi bersama Komite-komite h. Holding coordination meetings with the Committees
Dewan Komisaris mengenai Program Kerja. of the Board of Commissioners regarding the Work
Programme.
i. Melakukan rapat koordinasi bersama Komite-komite i. Holding coordination meetings with the Committees
Dewan Komisaris dengan unit kerja dalam rangka of the Board of Commissioners and operational units
membahas RJPP, manajemen risiko, dan lain-lain. to discuss the RJPP, risk management, and other
matters.
j. Mengikuti peninjauan lapangan dalam Kunjungan j. Participate in site visits during the Board of
Kerja Dewan Komisaris ke Anak Perusahaan untuk Commissioners’ working visits to subsidiaries to
melihat langsung aktivitas dan/atau kondisi di Anak observe first-hand the activities and/or conditions at
Perusahaan. the subsidiaries.
k. Melakukan pembahasan dan memberikan k. Discussing and providing recommendations
rekomendasi mengenai pengawasan kegiatan audit regarding the supervision of internal audit activities,
internal, pengawasan kegiatan audit eksternal, dan the supervision of external audit activities, and the
pengawasan atas informasi keuangan. supervision of financial information.
l. Melakukan rapat koordinasi bersama Komite-komite l. Holding coordination meetings with the Committees
Dewan Komisaris dengan unit kerja dalam rangka of the Board of Commissioners and operational units
membahas RJPP, manajemen risiko, dan lain-lain. to discuss the RJPP, risk management, and other
matters.
8. Proses Internal Komite Audit 8. Internal Processes of the Audit Committee
Komite Audit menyelenggarakan rapat baik khusus The Audit Committee holds meetings specifically for
untuk anggota Komite Audit maupun rapat Bersama Audit Committee members as well as joint meetings
Komite Dewan Komisaris. Komite Audit juga melakukan with the Board of Commissioners Committee. The
rapat lain dengan mengundang pihak manajemen Audit Committee also holds other meetings with invited
perusahaan dengan isu yang dibahas. Selain rapat company management to discuss specific issues. In
formal, Komite Audit juga melakukan kegiatan internal addition to formal meetings, the Audit Committee carries
berupa pengumpulan dokumen, penyusunan nota dinas, out internal activities such as collecting documents,
kajian dan materi rapat, komunikasi secara informal preparing official memos, reviewing and preparing
dengan berbagai pihak terkait. meeting materials, and communicating informally with
various related parties.
9. Laporan 9. Reports
Selama tahun 2025, Komite Audit memberikan laporan In 2025, the Audit Committee provided reports and
dan rekomendasi kepada Dewan Komisaris serta recommendations to the Board of Commissioners and
melakukan Komunikasi kepada Internal Audit Group communicated with the Internal Audit Group in writing
secara tertulis di antaranya terkait hal-hal sebagai on the following matters, among others:
berikut:
a. Laporan Manajemen Perseroan. a. Company Management Report.
b. Pelaksanaan Program Kerja Komite Audit Tahunan b. Implementation of the Annual Audit Committee Work
(PKAT) Internal Audit. Program (PKAT) Internal Audit.
c. Efektivitas Pengendalian Internal. c. Effectiveness of Internal Control.
d. Pengkomunikasian Hal Audit Utama dalam Laporan d. Communication of Key Audit Matters in the Public
Akuntan Publik atas Laporan Keuangan. Accountant's Report on the Financial Statements.
e. Hasil Telaah Komite Audit. e. Results of the Audit Committee Review.
f. Evaluasi Pelaksanaan Pemberian Jasa Audit atas f. Evaluation of the Implementation of Audit Services
Laporan Keuangan Konsolidasian (Berdasarkan on Consolidated Financial Statements (Based on
Peraturan OJK dan Peraturan Menteri BUMN OJK Regulations and Minister of SOE Regulation
No. PER-2/MBU/03/2023). No. PER-2/MBU/03/2023).
g. Pelaksanaan Audit Terhadap Kepatuhan atas g. Implementation of Audits on Compliance with Laws
Perundang-undangan dan Pengendalian Internal. and Regulations and Internal Controls.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 617
Page 618
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
h. Audit Laporan Keuangan Program Pendanaan Usaha h. Audit of Financial Statements for Micro and Small
Mikro dan Usaha Kecil (PUMK). Business Funding Programs (PUMK).
i. Informasi Keuangan Tahun Buku 2024 PT Jasa i. Financial Information for the 2024 Fiscal Year of
Marga (Persero) Tbk PT Jasa Marga (Persero) Tbk
j. Laporan Keuangan Perseroan. j. Company Financial Statements.
Pemenuhan Key Performance Indicator (KPI) Fulfillment of Audit Committee Key Performance
Komite Audit Indicators (KPIs)
Dalam melaksanakan tugasnya, Komite Audit selalu In carrying out its duties, the Audit Committee always refers
berpedoman pada Program Kerja Tahunan Komite Audit to the Audit Committee’s Annual Work Program (PKTKA).
(PKTKA). Secara umum, PKT-KA Tahun 2025 telah disusun In general, the 2025 PKT-KA has been prepared and
dan dilaksanakan sesuai dengan target yang telah ditetapkan implemented in accordance with the targets set out in the
sebagaimana dalam piagam Komite Audit. Audit Committee’s charter.
Berdasarkan self-assessment yang dilakukan, Komite Based on the self-assessment conducted, the Audit
Audit telah memenuhi semua indikator penilaian sehingga Committee has met all assessment indicators, resulting in a
menghasilkan skor 100. Perincian self-assessment KPI score of 100. The details of the self-assessment of the Audit
Komite Audit Tahun 2025 kami sampaikan sebagai berikut: Committee’s KPIs for 2025 are as follows:
Tugas Dan Tanggung Jawab Program Kerja Realisasi Keterangan
No. Duties and Responsibilities Work Program Realization Description
1 Melakukan penelaahan dan memberikan Melakukan penelaahan atas Laporan Keuangan 100% -
rekomendasi atas informasi keuangan Triwulanan Konsolidasian.
untuk memastikan kredibilitas dan Reviewing the Consolidated Quarterly Financial
objektivitas laporan keuangan Perseroan Statements.
yang akan diterbitkan untuk pihak
Melakukan penelaahan atas Laporan Keuangan 100% -
eksternal dan/atau pihak otoritas antara
Tahunan Konsolidasian.
lain laporan keuangan, proyeksi, dan
Reviewing the Consolidated Annual Financial
laporan lainnya terkait dengan informasi
Statements.
keuangan Perseroan.
Reviewing and providing recommendations Melakukan Progress dan Exit Meeting dengan KAP. 100% -
on financial information to ensure Conducting Progress and Exit Meetings with KAP.
the credibility and objectivity of the Melakukan penelaahan atas Laporan Keuangan 100% -
Company's financial statements to be Triwulan dan Tahunan Konsolidasian Perusahaan.
published for external parties and/or Reviewing the Company's Consolidated
authorities, including financial statements, Quarterly and Annual Financial Statements.
projections, and other reports related to
the Company's financial information. Melakukan Penelaahan atas Laporan Manajemen 100% -
Triwulan dan Tahunan Konsolidasian Perusahaan.
Reviewing the Company's Consolidated
Quarterly and Annual Management Reports.
2 Melakukan pemantauan dan evaluasi Melakukan diskusi dengan KAP atas penerapan 100% -
kesesuaian penerapan kebijakan PSAK diinduk dan anak perusahaan.
keuangan dan Audit Intern Perseroan Discussing the application of PSAK with the
maupun Anak Perusahaan Perseroan. parent company and subsidiaries.
Monitoring and evaluating the
Melakukan diskusi dengan Internal Audit Induk 100% -
appropriateness of the implementation of
dan anak perusahaan atas penerapan audit intern
financial policies and internal audits of the
perseroan (Program Kerja Tahunan IAU).
Company and its subsidiaries.
Discussing the application of the internal audit of
the company (IAU Annual Work Program) with the
parent company and subsidiaries' internal audit.
3 Memberikan rekomendasi kepada Dewan Melakukan evaluasi usulan PKAT IAU. 100% -
Komisaris terkait penyusunan rencana Evaluating the IAU PKAT proposal.
audit, ruang lingkup, dan anggaran IAU.
Evaluasi kualitas dan kecukupan sumber daya 100% -
Providing recommendations to the
audit internal.
Board of Commissioners regarding the
Evaluating the quality and adequacy of internal
preparation of audit plans, scope, and
audit resources.
budget of the Internal Audit Group.
618 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tugas Dan Tanggung Jawab Program Kerja Realisasi Keterangan
No. Duties and Responsibilities Work Program Realization Description
4 Mengevaluasi laporan auditor internal Melakukan evaluasi Laporan IAU Triwulanan dan 100% -
berkala dan merekomendasikan tindakan Tahunan.
perbaikan untuk mengatasi kelemahan Evaluate quarterly and annual IAU reports.
pengendalian, kecurangan (fraud),
masalah kepatuhan terhadap kebijakan
dan peraturan perundang-undangan
atau masalah lain yang diidentifikasi dan
dilaporkan oleh IAU.
Evaluating periodic internal auditor
reports and recommending corrective
actions to address control weaknesses,
fraud, compliance issues with policies and
regulations, or other issues identified and
reported by the Internal Audit Group.
5 Memastikan IAU menjunjung tinggi Melakukan evaluasi Kinerja IAU Triwulan dan 100% -
integritas dalam pelaksanaan tugas. Tahunan.
Ensuring that the Internal Audit Group Evaluate quarterly and annual IAU performance.
upholds integrity in the performance of
its duties.
6 Memastikan objektivitas dan Melaksanakan Rapat Triwulanan dan Tahunan 100% -
independensi Auditor Internal dan Auditor dengan IAU.
Eksternal. Conduct Quarterly and Annual Meetings with
Ensuring the objectivity and IAU.
independence of Internal Auditors and
External Auditors.
7 Memantau dan mengkaji efektivitas Melaksanakan Rapat Triwulanan dan Tahunan 100% -
pelaksanaan audit intern dan audit dengan IAU.
ekstern. Conduct Quarterly and Annual Meetings with
Monitoring and reviewing the IAU.
effectiveness of internal and external
audits.
8 Menilai pelaksanaan kegiatan serta hasil Melakukan evaluasi Laporan IAU Triwulan dan 100% -
audit yang dilaksanakan oleh Auditor Tahunan.
Internal maupun Auditor Eksternal. Evaluate IAU Quarterly and Annual Reports.
Assessing the implementation of activities
and audit results carried out by Internal
Auditors and External Auditors.
9 Memantau pelaksanaan tindak lanjut oleh Melaksanakan Rapat Triwulanan dengan IAU. 100% -
Direksi atas temuan Auditor Internal dan Conduct Quarterly Meetings with IAU.
Auditor Eksternal.
Monitoring the implementation of follow-
up actions by the Board of Directors
on the findings of Internal Auditors and
External Auditors.
10 Melaksanakan pemantauan dan evaluasi Melakukan evaluasi Laporan IAU Triwulan dan 100% -
terhadap pelaksanaan fungsi audit intern Tahunan.
dengan ketentuan peraturan perundang- Evaluate IAU Quarterly and Annual Reports.
undangan, anggaran dasar, dan/atau
keputusan RUPS/Menteri.
Monitoring and evaluating the
implementation of internal audit functions
in accordance with laws and regulations,
articles of association, and/or GMS/
Ministerial Decrees.
11 Memastikan efektivitas sistem Evaluasi efektivitas pengendalian internal. 100% -
pengendalian Intern Perseroan. Evaluate the effectiveness of internal control.
Ensuring the effectiveness of the
Company's Internal Control System.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 619
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tugas Dan Tanggung Jawab Program Kerja Realisasi Keterangan
No. Duties and Responsibilities Work Program Realization Description
12 Memastikan IAU melakukan komunikasi Melaksanakan Rapat Triwulanan dan Tahunan 100% -
dengan Direksi, Dewan Komisaris dan dengan IAU.
Auditor Eksternal. Conduct Quarterly and Annual Meetings with
Ensuring that the IAU communicates IAU.
with the Board of Directors, Board of
Commissioners, and External Auditors.
13 Mengevaluasi kinerja IAU. Melakukan evaluasi Kinerja IAU. 100% -
Evaluating the performance of the IAU. Evaluate IAU performance.
14 Memberikan rekomendasi kepada Dewan Melakukan evaluasi Remunerasi dan N/A IAU tidak
Komisaris terkait pemberian remunerasi penghargaan kinerja IAU. mengajukan
tahunan IAU secara keseluruhan serta Evaluate IAU remuneration and performance remunerasi ke
penghargaan kinerja. awards. Komite Audit, akan
Providing recommendations to the Board tetapi pengawasan
of Commissioners regarding the overall atas hal tersebut
annual remuneration of the IAU and dilakukan oleh
performance awards. Komite Nominasi
dan Remunerasi.
The IAU does
not submit
remuneration to the
Audit Committee,
but oversight of this
matter is carried out
by the Nomination
and Remuneration
Committee.
15 Memberikan rekomendasi mengenai Evaluasi Sistem Pengendalian Internal melalui 100% -
penyempurnaan sistem pengendalian Laporan IAU dan Laporan KAP (ICOFR) - melalui
manajemen serta pelaksanaannya. diskusi Triwulan dan Tahunan Laporan IAU.
Providing recommendations regarding Evaluate the Internal Control System through
improvements to the management control IAU Reports and KAP Reports (ICOFR) - through
system and its implementation. quarterly and annual discussions of IAU Reports.
Evaluasi Internal Audit Charter 100% -
Evaluate the Internal Audit Charter
16 Melakukan proses pengadaan calon Melaksanakan pengadaan KAP untuk tahun 100% -
kantor akuntan publik sesuai dengan buku 2024.
ketentuan pengadaan barang dan Conducting the KAP procurement for the 2024
jasa, dan apabila diperlukan dapat fiscal year.
meminta bantuan Direksi dalam proses
pengadaannya.
Conducting the procurement process for
prospective public accounting firms in
accordance with the provisions on the
procurement of goods and services, and
if necessary, request assistance from the
Board of Directors in the procurement
process.
17 Memberikan rekomendasi kepada Dewan Menyusun rekomendasi calon KAP yang 100% -
Komisaris mengenai penunjukan Akuntan. akan melakukan audit atas laporan keuangan
Providing recommendations to the konsolidasian tahun buku 2025.
Board of Commissioners regarding the Compiling recommendations for KAP candidates
appointment of Accountants. who will audit the 2025 consolidated financial
statements.
18 Memberikan pendapat independen dalam Melakukan evaluasi dan menyusun rekomendasi N/A Tidak terdapat
hal terjadi perbedaan pendapat antara apabila terdapat perbedaan pendapat antara perbedaan
Manajemen dan Akuntan atas jasa yang manajemen dengan akuntan (jika ada). pendapat antara
diberikannya. Conducting evaluations and compiling Manajemen dan
Providing independent opinions in the recommendations in the event of differences of akuntan.
event of differences of opinion between opinion between management and accountants There is no
Management and Accountants regarding (if any). difference of
the services provided. opinion between
management and
accountants.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tugas Dan Tanggung Jawab Program Kerja Realisasi Keterangan
No. Duties and Responsibilities Work Program Realization Description
19 Merekomendasikan perusahaan Melaksanakan Proses Pengadaan Perusahaan 100% -
pemeringkat untuk melakukan penilaian Pemeringkat.
tingkat kesehatan perusahaan dan Conducting the Rating Agency Procurement
apabila hal diperlukan, dapat meminta Process.
bantuan Direksi untuk melakukan proses
pengadaan perusahaan pemeringkat
berdasarkan mekanisme pengadaan
barang dan jasa yang berlaku.
Recommending a Rating Agency
to conduct a Company Soundness
Assessment and, if necessary, requesting
assistance from the Board of Directors
to procure a Rating Agency based on
the applicable goods and services
procurement mechanism.
20 Memberikan saran dan rekomendasi Melakukan evaluasi potensi benturan N/A Tidak Terdapat
kepada Dewan Komisaris terkait dengan kepentingan (bila ada). potensi benturan
adanya potensi benturan kepentingan Evaluating potential conflicts of interest (if any). kepentingan.
Perseroan. There is no
Providing advice and recommendations potential conflict of
to the Board of Commissioners regarding interest.
potential conflicts of interest within the
Company.
21 Menyusun dan menyampaikan rencana Membuat Program Kerja Komite Audit. 100% -
kerja kepada Dewan Komisaris untuk Creating an Audit Committee Work Program.
ditetapkan.
Pemutakhiran Program Kerja Komite Audit 100% -
Preparing and submitting a work plan to
(PKKA).
the Board of Commissioners for approval.
Updating the Audit Committee Work Program
(PKKA).
Melalukan Review atas Komite Audit Charter. 100% -
Reviewing the Audit Committee Charter.
22 Melaksanakan dan melaporkan rencana Membuat laporan pelaksanaan program kerja 100% -
Kerja Komite Audit kepada Dewan Komite Audit.
Komisaris. Creating a report on the implementation of the
Implementing and reporting the Audit Audit Committee work program.
Committee's work plan to the Board of
Commissioners.
23 Menjaga kerahasiaan dokumen, data dan Menandatangani Pakta Integritas Komite Audit. 100% -
informasi Perseroan yang diperoleh, baik Signing the Audit Committee Integrity Pact.
dari pihak internal maupun pihak eksternal
dan hanya digunakan untuk kepentingan
pelaksanaan tugas Komite Audit.
Maintaining the confidentiality of the
Company's documents, data, and
information obtained, both from internal
and external parties, and only use them
for the purposes of carrying out the Audit
Committee's duties.
24 Komite Audit menelaah pengaduan dan Menelaah pengaduan dan penindaklanjutan N/A Tidak terdapat
penindaklanjutan yang berkaitan dengan yang berkaitan dengan proses akuntansi dan pengaduan
proses akuntansi dan/atau catatan pelaporan keuangan Perseroran. atas pelaporan
ketidakwajaran atau dugaan pelanggaran Reviewing complaints and follow-up actions keuangan.
terhadap pelaporan keuangan Perseroan. related to the accounting and financial reporting There were
The Audit Committee reviews complaints processes of the Company. no complaints
and follow-ups related to accounting regarding financial
processes and/or records of irregularities reporting.
or alleged violations of the Company's
financial reporting.
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tugas Dan Tanggung Jawab Program Kerja Realisasi Keterangan
No. Duties and Responsibilities Work Program Realization Description
25 Melakukan identifikasi hal-hal yang Pendalaman terhadap temuan menjadi perhatian N/A -
memerlukan perhatian Dewan Komisaris khusus (bila ada).
serta tugas-tugas Dewan Komisaris In-depth analysis of findings (if any).
lainnya.
Evaluasi terhadap usulan RKAP & RJPP atau 100% -
Identifying matters that require the
Revisi RKAP/RJPP.
attention of the Board of Commissioners
Evaluation of proposed RKAP & RJPP or RKAP/
and other duties of the Board of
RJPP revisions.
Commissioners.
Melakukan penelaahan atas pelaksanaan aksi 100% -
korporasi perusahaan yang membutuhkan
persetujuan Komisaris.
Reviewing the implementation of corporate
actions that require the approval of the Board of
Commissioners.
Menghadiri Rapat Gabungan Dewan Komisaris- 100% -
Dewan Direksi.
Attending Joint Meetings of the Board of
Commissioners and Board of Directors.
26 Melakukan identifikasi hal-hal yang Evaluasi terhadap usulan RKAP & RJPP atau 100% -
memerlukan perhatian Dewan Komisaris Revisi RKAP/RJPP.
serta tugas-tugas Dewan Komisaris Evaluating proposed RKAP & RJPP or RKAP/RJPP
lainnya. revisions.
Identifying matters that require the
Melakukan penelaahan atas pelaksanaan aksi 100% -
attention of the Board of Commissioners
korporasi perusahaan yang membutuhkan
and other duties of the Board of
persetujuan Komisaris.
Commissioners.
Reviewing the implementation of corporate
actions that require the approval of the Board of
Commissioners.
Pencapaian KPI 100%
KPI Achievement
Rencana Kerja Komite Audit Tahun 2026 Audit Committee Work Plan for 2026
Untuk tahun 2026, Komite Audit telah menetapkan rencana For 2026, the Audit Committee has established a work plan
kerja yang akan dibahas melalui sejumlah rapat. Adapun that will be discussed through several meetings. The Audit
rencana kerja Komite Audit di tahun 2026, antara lain Committee’s work plan for 2026 includes the following:
sebagai berikut:
Tugas, Wewenang & Tanggung Jawab (Charter Komite Audit) Program Kerja Komite Audit
Duties, Authorities, and Responsibilities (Audit Committee Charter) Audit Committee Work Program
Melakukan review atas informasi keuangan yang akan dikeluarkan oleh Review Laporan Keuangan Tahunan (Konsolidasian).
perseroan kepada publik dan/atau pihak otoritas antara lain laporan keuangan, Review of Annual Financial Statements (Consolidated).
proyeksi, dan laporan lainnya terkait dengan informasi keuangan Perseroan.
Reviewing the financial statements to be published by the Company for
external parties and/or authorities, including financial statements, projections,
and other reports related to the Company's financial information
Memberikan pendapat independen dalam hal terjadi perbedaan pendapat Melakukan Koordinasi dengan KAP dan Accounting & Tax
antara manajemen dan akuntan atas jasa yang diberikannya. (ATA).
Providing independent opinions in the event of differences of opinion between Coordinate with KAP and Accounting & Tax (ATA).
management and accountants regarding the services provided.
Memberikan rekomendasi kepada Dewan Komisaris mengenai penunjukan Memberikan rekomendasi calon KAP.
akuntan. Provide recommendations for KAP candidates.
Providing recommendations to the Board of Commissioners regarding the
appointment of accountants.
Memastikan objektivitas dan independensi auditor internal dan auditor Melaksanakan Progress Meeting dengan KAP dan evaluasi
eksternal. kinerja.
Ensuring the objectivity and independence of internal auditors and external Conduct Progress Meetings with KAP and evaluate
auditors. performance.
Melakukan evaluasi atas kinerja KAP tahun sebelumnya.
Evaluate KAP performance for the previous year.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tugas, Wewenang & Tanggung Jawab (Charter Komite Audit) Program Kerja Komite Audit
Duties, Authorities, and Responsibilities (Audit Committee Charter) Audit Committee Work Program
Memantau dan mengkaji proses pelaporan keuangan yang diaudit oleh auditor Melakukan kick off dan exit meeting dengan KAP.
eksternal. Conduct kick-off and exit meetings with KAP.
Monitoring and reviewing the financial reporting process audited by external
auditors.
Menilai pelaksanaan kegiatan serta hasil audit yang dilaksanakan oleh auditor Melakukan evaluasi KAP dan evaluasi audit internal.
internal maupun auditor eksternal. Conduct KAP evaluations and internal audit evaluations.
Assessing the implementation of activities and audit results carried out by
internal and external auditors.
Menelaah pengaduan yang berkaitan dengan proses akuntansi dan pelaporan Melakukan review atas pengaduan yang berkaitan dengan
keuangan Perseroan. proses akuntansi dan pelaporan keuangan Perseoran (Jika
Reviewing complaints related to the Company's accounting and financial ada).
reporting processes. Conduct reviews of complaints related to the Company's
accounting and financial reporting processes (if any).
Memantau dan mengkaji efektivitas pelaksanaan audit intern dan audit Melaksanakan Progress Meeting, Rapat Triwulunan dengan
ekstern. KAP dan IAU.
Monitoring and reviewing the effectiveness of internal and external audits. Hold Progress Meetings and Quarterly Meetings with KAP
and IAU.
Memberikan rekomendasi kepada Dewan Komisaris atas hal yang mendukung Melakukan evaluasi atas laporan keuangan tahunan.
efektivitas dan akurasi proses pelaporan keuangan Perseroan. Conduct evaluations of annual financial statements.
Providing recommendations to the Board of Commissioners on matters that
support the effectiveness and accuracy of the Company's financial reporting
process.
Memantau pelaksanaan tindak lanjut oleh Direksi atas temuan auditor internal Melaksanakan Rapat dengan IAU.
dan auditor eksternal. Hold Meetings with IAU.
Monitoring the implementation of follow-up actions by the Board of Directors
on the findings of internal and external auditors.
Memastikan IAU melakukan komunikasi dengan Direksi, Dewan Komisaris dan
auditor eksternal.
Ensuring that the IAU communicates with the Board of Directors, Board of
Commissioners, and external auditors.
Memberikan rekomendasi kepada Dewan Komisaris terkait penyusunan Melakukan evaluasi usulan PKAT IAU (Program Kerja Audit
rencana audit, ruang lingkup, dan anggaran IAU. Tahunan-IAU).
Provide recommendations to the Board of Commissioners regarding the Evaluate the IAU Annual Audit Work Program (PKAT IAU)
preparation of audit plans, scope, and IAU budgets. proposal.
Mengevaluasi laporan auditor internal berkala dan merekomendasikan Melakukan rapat dengan IAU.
tindakan perbaikan untuk mengatasi kelemahan pengendalian, kecurangan Hold meetings with the IAU.
(fraud), masalah kepatuhan terhadap kebijakan dan peraturan perundang-
undangan atau masalah lain yang diidentifikasi dan dilaporkan oleh IAU.
Evaluate periodic internal auditor reports and recommend corrective actions
to address control weaknesses, fraud, compliance issues with policies and
regulations, or other issues identified and reported by the IAU.
Mengevaluasi kinerja IAU. Evaluasi Internal Audit Charter.
Evaluate IAU performance. Evaluate the Internal Audit Charter.
Memastikan IAU menjunjung tinggi integritas dalam pelaksanaan tugas. Melakukan evaluasi Audit Internal.
Ensure that the IAU upholds integrity in the performance of its duties. Conduct Internal Audit evaluations.
Memberikan rekomendasi kepada Dewan Komisaris terkait pemberian Evaluasi PKAT IAU dan Audit Internal.
remunerasi tahunan IAU secara keseluruhan serta penghargaan kinerja. Evaluate the PKAT IAU and internal audit.
Providing recommendations to the Board of Commissioners regarding the
overall annual remuneration of the IAU and performance awards.
Melaksanakan pemantauan dan evaluasi terhadap pelaksanaan fungsi audit Melakukan evaluasi Audit Internal.
intern dengan ketentuan peraturan perundang-undangan, Anggaran Dasar, Conduct Internal Audit evaluations.
dan/atau keputusan RUPS/Menteri.
Monitoring and evaluating the implementation of internal audit functions in
accordance with laws and regulations, the Articles of Association, and/or
GMS/Ministerial Decrees.
Melakukan proses pengadaan calon kantor akuntan publik sesuai dengan Melakukan proses pangadaan KAP dengan bantuan direksi.
ketentuan pengadaan barang dan jasa, dan apabila diperlukan dapat meminta Conduct the KAP procurement process with the assistance
bantuan direksi dalam proses pengadaannya. of the board of directors.
Conducting the procurement process for prospective public accounting firms
in accordance with the provisions on the procurement of goods and services,
and if necessary, requesting assistance from the board of directors in the
procurement process.
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tugas, Wewenang & Tanggung Jawab (Charter Komite Audit) Program Kerja Komite Audit
Duties, Authorities, and Responsibilities (Audit Committee Charter) Audit Committee Work Program
Merekomendasikan perusahaan pemeringkat untuk melakukan penilaian Memberikan masukan atas proses penunjukan Perusahaan
tingkat kesehatan perusahaan dan apabila hal diperlukan, dapat meminta Pemeringkat.
bantuan Direksi untuk melakukan proses pengadaan perusahaan pemeringkat Provide input on the process of appointing a Rating Agency.
berdasarkan mekanisme pengadaan barang dan jasa yang berlaku.
Recommending a rating agency to assess the Company's financial soundness
and, if necessary, request assistance from the Board of Directors to procure
a rating agency based on the applicable goods and services procurement
mechanism.
Melakukan review atas usulan Rencana Kerja Anggaran Perusahaan (RKAP) Review atas usulan RKAP & RJPP atau Revisi RKAP & RJPP.
dan Rencana Jangka Panjang Perusahaan (RJPP). Review proposed RKAP & RJPP or revisions to RKAP & RJPP.
Reviewing proposals for the Company's Work and Budget Plan (RKAP) and
Long-Term Plan (RJPP).
Memantau implementasi kebijakan keuangan Perseroan. Melakukan review kebijakan akuntansi.
Monitoring the implementation of the Company's financial policies. Review accounting policies.
Memberikan rekomendasi mengenai penyempurnaan sistem pengendalian Melakukan review SPM dan pelaksanaannya.
manajemen serta pelaksanaannya. Review SPM and its implementation.
Providing recommendations on improving the management control system
and its implementation.
Memastikan telah terdapat prosedur evaluasi yang memuaskan terhadap Melakukan review atas informasi keuangan.
informasi keuangan yang dikeluarkan Perseroan. Review financial information.
Ensuring that there are satisfactory evaluation procedures for the financial
information issued by the Company.
Melaksanakan penugasan dari Dewan Komisaris terkait hal-hal yang perlu Review terhadap temuan menjadi perhatian khusus (bila ada).
diidentifikasi yang menjadi perhatian terhadap suatu temuan. Review of findings of particular concern (if any).
Carry out assignments from the Board of Commissioners related to matters
that need to be identified as concerns regarding a finding.
Memberikan saran dan rekomendasi kepada Dewan Komisaris terkait dengan Pembahasan terkait conflict of interest (jika ada).
adanya potensi benturan kepentingan Perseroan. Discussion of conflicts of interest (if any).
Provide advice and recommendations to the Board of Commissioners
regarding potential conflicts of interest within the Company.
Melaksanakan penugasan lain dari Dewan Komisaris. Melaksanakan penugasan lain dari Dewan Komisaris (jika
Carry out other assignments from the Board of Commissioners. ada).
Carry out other assignments from the Board of
Commissioners (if any).
Melaksanakan pengawasan manajemen risiko.
Carry out risk management supervision.
Melakukan evaluasi atas efektifitas penerapan manajemen
risiko perusahaan, seperti: budaya, kerangka kerja dan
proses manajemen risiko.
Evaluate the effectiveness of the company's risk
management implementation, such as culture, framework,
and risk management processes.
Mengevaluasi penerapan kebijakan manajemen risiko.
Evaluate the implementation of risk management policies.
Melakukan koordinasi dengan komite lain untuk hasil
evaluasi penerapan kebijakan manajemen risiko.
Coordinate with other committees on the results of the
evaluation of risk management policy implementation.
Menyusun dan melaksanakan program kerja Komite Audit. Penyusunan Laporan dan Program Kerja Tahunan-Komite
Develop and implement the Audit Committee's work program. Audit (PKT-KA) Tahun 2026.
Prepare the 2026 Audit Committee Annual Report and Work
Program (PKT-KA).
Review Audit Committee Charter.
Review the Audit Committee Charter.
Menjaga kerahasiaan dokumen, data dan informasi Perseroan. Penyusunan pakta integritas.
Maintain the confidentiality of the Company's documents, data, and information. Prepare the integrity pact.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Komite Nominasi dan Remunerasi Nomination and Remuneration Committee
Komite Nominasi dan Remunerasi merupakan komite yang The Nomination and Remuneration Committee is a
dibentuk untuk membantu Dewan Komisaris melaksanakan committee formed to assist the Board of Commissioners
fungsi pengawasan dan memastikan pelaksanaan proses in performing its supervisory functions and ensuring that
nominasi dan remunerasi secara objektif, efektif, dan efisien, the nomination and remuneration processes are carried out
serta sesuai dengan prinsip manajemen SDM dan GCG. objectively, effectively, and efficiently, per HR management
Melalui komite ini diharapkan Dewan Komisaris bekerja and GCG principles. Through this committee, it is hoped
secara profesional, independen, dan kompeten agar Visi dan that the Board of Commissioners will work professionally,
Misi Perseroan dapat tercapai. independently, and competently so that the Company’s
Vision and Mission can be achieved.
Dasar Pembentukan Komite Nominasi dan Nomination and Remuneration Committee
Remunerasi Establishment Basis
Komite Nominasi dan Remunerasi di Jasa Marga dibentuk The Nomination and Remuneration Committee at Jasa Marga
dengan dasar hukum. Adapun peraturan yang menjadi dasar was established based on legal grounds. The regulations
hukum pembentukannya adalah sebagai berikut: that form the legal basis for its establishment are as follows:
1. Undang-Undang Republik Indonesia No. 19 tahun 1. Law of the Republic of Indonesia No. 19 of 2003, dated
2003, tanggal 19 Juni 2003, tentang Badan Usaha Milik June 19, 2003, on State-Owned Enterprises (State
Negara (Lembaran Negara Republik Indonesia tahun Gazette of the Republic of Indonesia of 2003 No. 70;
2003 No. 70; Tambahan Lembaran Negara Republik Supplement to the State Gazette of the Republic of
Indonesia No. 4297) yang terakhir telah diubah dengan Indonesia No. 4297), which was last amended by Law
Undang-Undang No. 1 Tahun 2025 tentang Perubahan No. 1 of 2025 on the Third Amendment to Law No. 19 of
Ketiga atas Undang-Undang No. 19 Tahun 2023 tentang 2023 on State-Owned Enterprises (State Gazette of the
Badan Usaha Milik Negara (Lembaran Negara Republik Republic of Indonesia of 2025 No. 25, Supplement to the
Indonesia Tahun 2025 No. 25, Tambahan Lembaran State Gazette No. 7097);
Negara No. 7097);
2. Undang-Undang No. 40 Tahun 2007, tanggal 16 Agustus 2. Law No. 40 of 2007, dated August 16, 2007, on Limited
2007, tentang Perseroan Terbatas (Lembaran Negara Liability Companies (State Gazette of 2007 No. 106;
Tahun 2007 No. 106; Tambahan Lembaran Negara Supplement to State Gazette No. 4756), which was last
No. 4756) yang terakhir telah diubah dengan Peraturan amended by Government Regulation in Lieu of Law No. 2
Pemerintah Pengganti Undang-Undang No. 2 Tahun of 2022 on Job Creation (State Gazette of the Republic
2022 tentang Cipta Kerja (Lembaran Negara Republik of Indonesia of 2022 No. 238, Supplement to State
Indonesia Tahun 2022 No. 238, Tambahan Lembaran Gazette of the Republic of Indonesia No. 6841) and
Negara Republik Indonesia Nomor 6841) dan ditetapkan enacted into Law in accordance with Law No. 6 of 2023
menjadi Undang-Undang sesuai Undang-Undang No. 6 on the Stipulation of Government Regulation in Lieu
Tahun 2023 tentang Penetapan Peraturan Pemerintah of Law No. 2 of 2022 on Job Creation into Law (State
Pengganti Undang-Undang No. 2 Tahun 2022 tentang Gazette of the Republic of Indonesia of 2023 No. 2023,
Cipta Kerja menjadi Undang-Undang (Lembaran Negara Supplement to State Gazette No. 6856);
Republik Indonesia Tahun 2023 No. 2023, Tambahan
Lembaran Negara No. 6856);
3. Undang-Undang No. 8 Tahun 1995, tanggal 10 3. Law No. 8 of 1995 dated November 10, 1995, on Capital
November 1995, tentang Pasar Modal (Lembaran Markets (State Gazette of 1995 No. 64; Supplement to
Negara Tahun 1995 No. 64; Tambahan Lembaran Negara State Gazette No. 3608), which was last amended by Law
No. 3608) yang terakhir telah diubah dengan Undang- No. 4 of 2023 on the Development and Strengthening of
Undang No. 4 Tahun 2023 tentang Pengembangan dan the Financial Sector (State Gazette of the Republic of
Penguatan Sektor Keuangan (Lembaran Negara Republik Indonesia of 2023 No. 4, Supplement to State Gazette
Indonesia Tahun 2023 No. 4, Tambahan Lembaran of the Republic of Indonesia Number 6845);
Negara Republik Indonesia No. 6845);
4. Peraturan Menteri Badan Usaha Milik Negara No. PER- 4. Minister of State-Owned Enterprises Regulation No. PER-
2/MBU/03/2023, tanggal 24 Maret 2023, tentang 2/MBU/03/2023, dated March 24, 2023, on Guidelines
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan for Governance and Significant Corporate Activities of
Badan Usaha Milik Negara; State-Owned Enterprises;
5. Peraturan Menteri Badan Usaha Milik Negara No. PER- 5. Minister of State-Owned Enterprises Regulation No. PER-
3/MBU/03/2023, tanggal 24 Maret 2023, tentang Organ 3/MBU/03/2023, dated March 24, 2023, on Organs and
dan Sumber Daya Manusia Badan Usaha Milik Negara; Human Resources of State-Owned Enterprises;
6. Peraturan Otoritas Jasa Keuangan No. 33/POJK.04/2014 6. Financial Services Authority Regulation No. 33/
tentang Direksi dan Dewan Komisaris Emiten atau POJK.04/2014 on the Board of Directors and Board of
Perusahaan Publik; Commissioners of Issuers or Public Companies;
7. Peraturan Otoritas Jasa Keuangan No. 34/POJK.04/2014 7. Financial Services Authority Regulation No. 34/
tentang Komite Nominasi dan Remunerasi Emiten atau POJK.04/2014 on the Nomination and Remuneration
Perusahaan Publik; Committee of Issuers or Public Companies;
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 625
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
8. Surat Edaran Otoritas Jasa Keuangan No. 32/ 8. Financial Services Authority Circular Letter No. 32/
SEOJK.04/2015 Tentang Pedoman Tata Kelola SEOJK.04/2015 on Guidelines for Corporate Governance
Perusahaan Terbuka; of Public Companies;
9. Surat Menteri BUMN No. S-254/MBU/04/2020 tentang 9. Minister of SOE Letter No. S-254/MBU/04/2020 on
Talent & Succession Management Direksi BUMN tanggal Talent & Succession Management of Board of Directors
17 April 2020; of SOEs dated April 17, 2020;
10. Anggaran Dasar Perusahaan Perseroan (Persero) 10. Articles of Association of PT Jasa Marga (Persero)
PT Jasa Marga (Persero) Tbk Akta Notaris Ir. Nanette Tbk, Notarial Deed of Ir. Nanette Cahyanie Handari
Cahyanie Handari Adi Warsito, SH akta No. 04 tanggal 09 Adi Warsito, S.H., Deed No. 04 dated January 9,
Januari 2026, berikut Surat Penerimaan Pemberitahuan 2026, herewith is the Letter of Acknowledgement of
dari Direktorat Jenderal Administrasi Hukum Umum Receipt from the Directorate General of General Legal
Kementerian Hukum Republik Indonesia No. AHU- Administration of the Ministry of Law of the Republic of
AH.01.03-0013716 tanggal 19 Januari 2026 dan telah Indonesia No. AHU-AH.01.03-0013716 dated January
didaftar dalam Daftar Perseroan No. AHU-0007721. 19, 2026, and has been registered in the Register of
AH.01.11.Tahun 2026 tanggal 19 Januari 2026; Companies No. AHU-0007721.AH.01.11.Year 2026 dated
January 19, 2026;
11. Keputusan Dewan Komisaris Perusahaan PT Jasa Marga 11. Board of Commissioners Decree of PT Jasa Marga
(Persero) Tbk No. Kep-078/VII/2020 tentang Perubahan (Persero) Tbk No. Kep-078/VII/2020 on Amendments
atas Keputusan Dewan Komisaris No. Kep-046/II/2014 to Board of Commissioners Decree No. Kep-046/II/2014
Jo No. Kep-063/IV/2015 Jo No. Kep-155/XI/2015 tentang Jo No. Kep-063/IV/2015 Jo No. Kep-155/XI/2015 on the
Komite Dewan Komisaris PT Jasa Marga (Persero) Tbk; Board of Commissioners Committee of PT Jasa Marga
(Persero) Tbk;
12. Keputusan Dewan Komisaris PT Jasa Marga (Persero) 12. Board of Commissioners Decree of PT Jasa Marga
Tbk No. KEP-080/VII/2020 tentang Pengangkatan (Persero) Tbk No. KEP-080/VII/2020 on the Appointment
Anggota Komite Nominasi dan Remunerasi PT Jasa of Members of the Nomination and Remuneration
Marga (Persero) Tbk dari Unsur Dewan Komisaris; dan Committee of PT Jasa Marga (Persero) Tbk from the
Board of Commissioners; and
13. Keputusan Dewan Komisaris PT Jasa Marga (Persero) 13. Board of Commissioners Decree of PT Jasa Marga
Tbk No. KEP-83/VII/2020 tentang Pengangkatan (Persero) Tbk No. KEP-83/VII/2020 on the Appointment
Anggota Komite Nominasi dan Remunerasi PT Jasa of Members of the Nomination and Remuneration
Marga (Persero) Tbk. Committee of PT Jasa Marga (Persero) Tbk.
Pedoman Kerja/Piagam Komite Nominasi dan Nomination and Remuneration Committee Work
Remunerasi Guideline/Charter
Komite Nominasi dan Remunerasi Jasa Marga memiliki The Nomination and Remuneration Committee of Jasa Marga
Piagam Komite Nominasi dan Remunerasi yang telah has a Nomination and Remuneration Committee Charter that
disahkan berdasarkan Keputusan Dewan Komisaris No. KEP has been ratified based on the Board of Commissioners Decree
007/I/2022 tanggal 14 Januari 2022. Piagam ini menjadi acuan No. KEP 007/I/2022 dated January 14, 2022. This charter
bagi Komite Nominasi dan Remunerasi dalam melaksanakan serves as a reference for the Nomination and Remuneration
tugas dan tanggung jawabnya. Piagam tersebut memuat Committee in carrying out its duties and responsibilities.
ketentuan yang harus dipatuhi pembentukan dan The charter contains provisions that must be complied with
pelaksanaan kegiatan Komite Nominasi dan Remunerasi in the formation and implementation of the Nomination and
agar dapat bekerja secara independen, objektif, mandiri, Remuneration Committee’s activities so that it can work
transparan, dan dapat dipertanggungjawabkan. Isi dari independently, objectively, autonomously, transparently, and
Piagam tersebut antara lain mencakup: accountably. The contents of the charter include:
1. Landasan Hukum; 1. Legal Basis;
2. Komposisi, Tata Cara Penggantian, dan Masa Jabatan 2. Composition, Replacement Procedures, and Term of
Anggota Komite; Office of Committee Members;
3. Tugas; 3. Duties;
4. Kewenangan; 4. Authority;
5. Persyaratan; 5. Requirements;
6. Tanggung Jawab; 6. Responsibilities;
7. Rapat; 7. Meetings;
8. Laporan; 8. Reports;
9. Akses Kerahasiaan Informasi; 9. Access to Confidential Information;
10. Tata Cara dan Prosedur Kerja; 10. Work Procedures and Processes;
11. Penghasilan Anggota; 11. Member Remuneration;
12. Pendidikan dan Tenaga Penunjang; 12. Education and Support Staff;
13. Penilaian Kinerja; 13. Performance Appraisal;
14. Lain-lain; dan 14. Miscellaneous; and
15. Penutup. 15. Closing.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Persyaratan Keanggotaan Komite Nominasi dan Nomination and Remuneration Committee
Remunerasi Membership Requirements
Setiap anggota Komite Nominasi dan Remunerasi yang Each appointed member of the Nomination and Remuneration
diangkat, harus memenuhi persyaratan yang ditetapkan. Committee must meet the specified requirements. The
Adapun persyaratan untuk menjadi anggota Komite requirements to become a member of the Nomination &
Nominasi & Remunerasi adalah sebagai berikut: Remuneration Committee are as follows:
1. Memiliki integritas yang baik dan pengetahuan serta 1. Have good integrity and sufficient knowledge and work
pengalaman kerja yang cukup di bidang nominasi dan experience in the field of nomination and remuneration.
remunerasi.
2. Tidak memiliki kepentingan/keterkaitan pribadi yang 2. Have no personal interests/connections that could have
dapat menimbulkan dampak negatif dan benturan a negative impact or conflict of interest in the Company.
kepentingan dalam Perseroan.
3. Mampu berkomunikasi secara efektif. 3. Be able to communicate effectively.
4. Dapat menyediakan waktu yang cukup untuk 4. Be able to provide sufficient time to complete their
menyelesaikan tugasnya. duties.
5. Anggota Direksi Emiten atau Perusahaan Publik 5. Members of the Board of Directors of Issuers or Public
tidak dapat menjadi anggota Komite Nominasi dan Companies cannot become members of the Nomination
Remunerasi. and Remuneration Committee.
6. Ketua merangkap anggota merupakan Komisaris 6. The chairperson is an Independent Commissioner, and
Independen dan anggota lainnya dapat berasal dari: other members may come from:
a. Anggota Dewan komisaris; a. Board of Commissioners Members;
b. Pihak yang berasal dari luar Emiten atau luar b. Parties from outside the Issuer or outside the
Perseroan; dan Company; and
c. Pihak yang menduduki jabatan manajerial di bawah c. Parties who hold managerial positions under the
Direksi yang membidangi Sumber Daya Manusia Board of Directors in charge of Human Resources
bisa menjadi Anggota Komite hanya jika diperlukan, may become Committee Members only if necessary,
dengan ketentuan jumlah anggota yang berasal dari with the provision that the number of members from
pihak Manajemen tidak boleh dominan. Management may not be dominant.
7. Anggota Komite Nominasi dan Remunerasi yang 7. Members of the Nomination and Remuneration Committee
berasal dari luar Emiten atau luar Perseroan wajib who come from outside the Issuer or outside the Company
memenuhi 3 (tiga) syarat berikut: must meet the following 3 (three) requirements:
a. Tidak mempunyai hubungan Afiliasi dengan Emiten a. Not affiliated with the Issuer or the Company, Board
atau Perusahaan, anggota Direksi, anggota Dewan of Directors members, Board of Commissioners
Komisaris, atau Pemegang Saham Utama Perseroan; members, or Major Shareholders of the Company;
b. Memiliki pengalaman terkait Nominasi dan/atau b. Have experience related to Nomination and/or
Remunerasi; dan Remuneration; and
c. Tidak merangkap jabatan sebagai anggota komite c. Do not concurrently serve as a member of other
lainnya yang dimiliki Emiten atau Perseroan. committees owned by the Issuer or the Company.
Ketentuan Masa Jabatan Komite Nominasi dan Term of Office of the Nomination and
Remunerasi Remuneration Committee
Anggota Komite Nominasi dan Remunerasi yang diangkat Members of the Nomination and Remuneration Committee
bekerja untuk periode masa jabatan. Masa jabatan anggota are appointed to serve for a fixed term. The term of office of
Komite Nominasi dan Remunerasi diatur sebagai berikut: the Nomination and Remuneration Committee members is
regulated as follows:
1. Anggota Komite Nominasi dan Remunerasi sebagaimana 1. Members of the Nomination and Remuneration
dimaksud, diangkat untuk masa jabatan tertentu dan Committee, as referred to above, are appointed for a
dapat diangkat kembali, sesuai peraturan dan ketentuan fixed term and may be reappointed in accordance with
perundangan. the applicable laws and regulations.
2. Masa jabatan anggota Komite Nominasi dan Remunerasi 2. The term of office of the Nomination and Remuneration
sebagaimana dimaksud, tidak lebih lama dari masa Committee members as referred to above shall not
jabatan Dewan Komisaris sebagaimana diatur dalam exceed the term of office of the Board of Commissioners
anggaran dasar, dengan tidak mengurangi hak Dewan as stipulated in the articles of association, without
Komisaris untuk memberhentikan sewaktu-waktu. prejudice to the right of the Board of Commissioners to
dismiss them at any time.
3. Dalam hal terdapat Anggota Dewan Komisaris yang 3. If a member of the Board of Commissioners who serves as
menjabat sebagai Ketua Komite Nominasi dan Chairman of the Nomination and Remuneration Committee
Remunerasi berhenti sebagai Anggota Dewan Komisaris, resigns as a member of the Board of Commissioners,
maka Ketua Komite Nominasi dan Remunerasi wajib the Chairman of the Committee must be replaced by
diganti oleh Anggota Dewan Komisaris lainnya dalam another member of the Board of Commissioners within a
waktu paling lambat 30 (tiga puluh) hari. maximum period of 30 (thirty) days.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Susunan, Jumlah, Komposisi dan Dasar Structure, Number, Composition, and Appointment
Pengangkatan Komite Nominasi dan Remunerasi Basis of Nomination and Remuneration Committee
Komite Nominasi dan Remunerasi dipimpin oleh seorang The Nomination and Remuneration Committee shall be led
kepala yang disebut Ketua Komite Nominasi dan Remunerasi, by a chairperson who shall be based at the Company’s
berkedudukan di Kantor Pusat Perseroan. Anggota Komite Head Office. The Nomination and Remuneration Committee
Nominasi dan Remunerasi paling kurang terdiri dari 3 (tiga) shall consist of at least 3 (three) members, including
orang anggota di mana 1 (satu) orang Ketua merangkap 1 (one) chairperson who is also a member of the Board of
anggota yang berasal dari Komisaris Independen dan pihak Commissioners and an independent commissioner from
dari luar Perseroan. outside the Company.
Susunan keanggotaan Komite Nominasi dan Remunerasi The composition of the Nomination and Remuneration
Jasa Marga pada tahun 2025 adalah sebagai berikut: Committee of Jasa Marga in 2025 is as follows:
Tabel Susunan Keanggotaan Komite Nominasi dan Remunerasi
Table of Nomination and Remuneration Committee Member Composition
Nama Jabatan Dasar Pengangkatan
Name Position Appointment Basis
Nachrowi Ramli * Ketua Keputusan Dewan Komisaris Jasa Marga No. KEP-081/VI/2025
Chairman Jasa Marga Board of Commissioners Decree No. KEP-081/VI/2025
Juri Ardiantoro * Anggota Keputusan Dewan Komisaris Jasa Marga No. KEP-081/VI/2025
Member Jasa Marga Board of Commissioners Decree No. KEP-081/VI/2025
Partoyo ** Anggota Keputusan Dewan Komisaris Jasa Marga No. KEP-113/VII/2025
Member Jasa Marga Board of Commissioners Decree No. KEP-113/VII/2025
Fariz Alnizar ** Anggota Keputusan Dewan Komisaris Jasa Marga No. KEP-113/VII/2025
Member Jasa Marga Board of Commissioners Decree No. KEP-113/VII/2025
Marsetio *** Ketua Keputusan Dewan Komisaris Jasa Marga No. KEP-028/III/2023
Chairman Jasa Marga Board of Commissioners Decree No. KEP-028/III/2023
Raja Erizman *** Anggota Keputusan Dewan Komisaris Jasa Marga No. KEP-028/III/2023
Member Jasa Marga Board of Commissioners Decree No. KEP-028/III/2023
Chitra Mardi Rahayuningsih **** Anggota Keputusan Dewan Komisaris Jasa Marga No. KEP-127/VIII/2024
Member Jasa Marga Board of Commissioners Decree No. KEP-127/VIII/2024
Dewa Aji Ariwanto ***** Anggota • Keputusan Dewan Komisaris Jasa Marga No. KEP-127/VIII/2024
Member • Keputusan Dewan Komisaris Jasa Marga No. KEP-031/II/2025
• Jasa Marga Board of Commissioners Decree No. KEP-127/VIII/2024
• Jasa Marga Board of Commissioners Decree No. KEP-031/II/2025
Keterangan/Notes:
* Menjabat sejak 05 Juni 2025/Appointed since June 5, 2025
** Menjabat sejak 10 Juli 2025/Appointed since July 10, 2025
*** Menjabat sampai 07 Maret 2025/Appointed since March 3, 2025
**** Menjabat sampai 14 Februari 2025/Appointed since February 14, 2025
***** Menjabat sampai 01 Juli 2025/Appointed since July 1, 2025
Profil Komite Nominasi dan Remunerasi Nomination and Remuneration Committee Profile
Profil anggota Komite Nominasi dan Remunerasi dapat The profiles of the Nomination and Remuneration Committee
dilihat pada bagian Profil Komite Nominasi dan Remunerasi members are available in the Nomination and Remuneration
di Bab Profil Perusahaan dalam buku Laporan Tahunan ini. Committee Profile section of the Company Profile chapter in
this Annual Report.
Independensi Anggota Komite Nominasi dan Independence of Nomination and Remuneration
Remunerasi Committee Members
Sesuai dengan ketentuan dalam Peraturan Otoritas Jasa In accordance with the provisions of Financial Services
Keuangan No. 34/POJK.04/2014 tentang Komite Nominasi Authority Regulation No. 34/POJK.04/2014 on the
dan Remunerasi Emiten atau Perusahaan Publik dan Nomination and Remuneration Committee of Issuers or
Peraturan Menteri Badan Usaha Milik Negara No. PER-3/ Public Companies and State-Owned Enterprise Ministerial
MBU/03/2023, tanggal 24 Maret 2023, tentang Organ dan Regulation No. PER-3/MBU/03/2023, dated March 24, 2023,
Sumber Daya Manusia Badan Usaha Milik Negara, seluruh on State-Owned Enterprise Organs and Human Resources,
anggota Komite Nominasi dan Remunerasi telah memenuhi all members of the Nomination and Remuneration Committee
persyaratan jumlah, komposisi, kriteria, kompetensi, dan have met the requirements for number, composition, criteria,
independensi. competence, and independence.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Independensi Komite Nominasi dan Remunerasi
Table of Independence of Nomination and Remuneration Committee Members
Aspek Independensi Juri Fariz Raja Chitra Mardi Dewa Aji
Nachrowi Partoyo Marsetio
Independence Aspect Ardiantoro Alnizar Erizman Rahayuningsih Ariwanto
Ramli * ** ***
* ** *** **** *****
Tidak memiliki hubungan
keuangan dengan Dewan
Komisaris.
Has no financial relationship
with the Board of
Commissioners.
Tidak memiliki hubungan
kepengurusan di
perusahaan, anak
perusahaan, maupun
perusahaan afiliasi.
Has no management
relationship in the company,
subsidiaries, or affiliated
companies.
Tidak memiliki hubungan
kepemilikan saham di
perusahaan.
Has no share ownership
relationship in the company.
Tidak memiliki hubungan
kekeluargaan dengan
Dewan Komisaris, Direksi,
dan/atau sesama anggota
Komite Audit.
Has no familial relationship
with the Board of
Commissioners, Board of
Directors, and/or fellow
members of the Audit
Committee.
Tidak menjabat sebagai
pengurus partai politik,
pejabat, dan pemerintah.
Does not serve as a political
party official, government
official, or public official.
Keterangan/Notes:
* Menjabat sejak 05 Juni 2025/Appointed since June 5, 2025
** Menjabat sejak 10 Juli 2025/Appointed since July 10, 2025
*** Menjabat sampai 07 Maret 2025/Appointed since March 3, 2025
**** Menjabat sampai 14 Februari 2025/Appointed since February 14, 2025
***** Menjabat sampai 01 Juli 2025/Appointed since July 1, 2025
Sebagai bentuk penerapan prinsip independensi, Komite As a form of implementing the principle of independence,
Nominasi dan Remunerasi menandatangani Surat Pernyataan the Nomination and Remuneration Committee signed
Independensi. Surat pernyataan tersebut, memuat beberapa a Statement of Independence. The statement contains
pernyataan penting, antara lain bahwa Komite Nominasi & several important statements, including that the Jasa Marga
Remunerasi Jasa Marga: Nomination & Remuneration Committee:
1. Tidak memiliki kepentingan/keterkaitan pribadi yang 1. Has no personal interests/connections that could have
dapat menimbulkan dampak negatif dan konflik a negative impact and conflict of interest with the
kepentingan terhadap Perseroan. Company.
2. Tidak memiliki saham Perseroan, baik langsung maupun 2. Does not own any shares in the Company, either directly
tidak langsung. or indirectly.
3. Akan menjaga kerahasiaan dokumen, data, dan 3. Will maintain the confidentiality of the Company’s
informasi Perseroan, baik dari pihak internal maupun documents, data, and information, both from internal
pihak eksternal, dan hanya digunakan untuk kepentingan and external parties, and will only use them for the
pelaksanaan tugas Komite Nominasi & Remunerasi. purposes of carrying out the duties of the Nomination
and Remuneration Committee.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tugas dan Tanggung Jawab Komite Nominasi dan Nomination and Remuneration Committee Duties
Remunerasi and Responsibilities
Berdasarkan Piagam Komite Nominasi dan Remunerasi Based on the Nomination and Remuneration Committee
PT Jasa Marga (Persero) Tbk yang ditetapkan melalui Charter of PT Jasa Marga (Persero) Tbk as stipulated in
Keputusan Dewan Komisaris No. KEP-007/I/2022 tentang the Board of Commissioners Decree No. KEP-007/I/2022
Penetapan Piagam Komite Nominasi dan Remunerasi on the Establishment of the Charter of the Nomination and
PT Jasa Marga (Persero) Tbk, dan mengacu pada Peraturan Remuneration Committee of PT Jasa Marga (Persero) Tbk,
Menteri Badan Usaha Milik Negara No. PER-3/MBU/03/2023, and referring to the Minister of State-Owned Enterprises
tanggal 24 Maret 2023, tentang Organ dan Sumber Daya Regulation No. PER-3/MBU/03/2023, dated March 24, 2023,
Manusia Badan Usaha Milik Negara, maka tugas Komite on State-Owned Enterprises’ Organs and Human Resources,
Nominasi dan Remunerasi adalah sebagai berikut: the duties of the Nomination and Remuneration Committee
are as follows:
1. Secara kolektif dalam melaksanakan tugasnya 1. Collectively, in carrying out its duties, assists the Board
membantu Dewan Komisaris; of Commissioners;
2. Bersifat mandiri baik dalam pelaksanaan tugasnya 2. To be independent in the performance of its duties and
maupun dalam laporan dan bertanggung jawab kepada in its reporting, and to be accountable to the Board of
Dewan Komisaris; Commissioners;
3. Menyusun manual kerja, program kerja komite tahunan 3. Prepare work manuals, annual committee work
dan melakukan self-assessment serta melaporkannya programs, and conduct self-assessments and report
ke Dewan Komisaris; them to the Board of Commissioners;
4. Membuat laporan periodik triwulanan dan tahunan dan 4. Prepare quarterly and annual reports and submit them
disampaikan kepada Komisaris Utama. Laporan tersebut to the President Commissioner. These reports may be
bisa menjadi bagian dari Laporan Tahunan Dewan included in the Board of Commissioners’ Annual Report
Komisaris dan/atau Laporan Tahunan Perseroan; and/or the Company’s Annual Report;
5. Menyelenggarakan rapat-rapat Komite dan 5. Conduct committee meetings and document them
mendokumentasikan dengan baik; properly;
6. Melakukan penelaahan dan memberikan masukan/ 6. Reviewing and providing input/recommendations on
rekomendasi atas rencana kebijakan dan strategi human resource and organizational transformation
Sumber Daya Manusia dan Transformasi Organisasi; policy and strategy plans;
7. Melakukan review secara berkala atas Sistem Pengelolaan 7. Conducting periodic reviews of the Company’s Talent
Talenta Talent Management System) Perseroan serta Management System as well as monitoring and
Monitoring dan evaluasi atas pelaksanaannya; evaluating its implementation;
8. Melakukan evaluasi terhadap sistem dan prosedur 8. Evaluate the Talent Classification system and procedures
Pengklasifikasian Talenta (Talent Classification) yang implemented by the Board of Directors;
dilakukan oleh Direksi;
9. Melakukan validasi dan kalibrasi atas Talenta yang 9. Validate and calibrate the Talents proposed by the Board
diusulkan oleh Direksi kepada Dewan Komisaris of Directors to the Board of Commissioners (Selected
(Selected Talent), untuk menghasilkan daftar Talenta Talent), to produce a list of Talents to be nominated
yang akan dinominasikan oleh Dewan Komisaris kepada by the Board of Commissioners to the GMS/Minister
RUPS/Menteri (Nominated Talent); (Nominated Talent);
10. Melakukan evaluasi terhadap Calon Wakil Perseroan 10. Evaluating the Company’s Deputy Candidates who will
yang akan diusulkan sebagai anggota Direksi atau be proposed as members of the Board of Directors or
anggota Komisaris perusahaan anak, sebelum diajukan members of the Board of Commissioners of subsidiary
kepada RUPS/Menteri; companies, before being submitted to the GMS/Minister;
11. Melakukan evaluasi atas usulan Key Performance 11. Evaluating the proposed Individual Key Performance
Indicators Individu anggota Direksi; Indicators of members of the Board of Directors;
12. Menyiapkan usulan sistem evaluasi kinerja individu bagi 12. Preparing proposals for individual performance
anggota Direksi dan/atau anggota Dewan Komisaris; evaluation systems for members of the Board of Directors
and/or members of the Board of Commissioners;
13. Menyiapkan usulan program pengembangan bagi 13. Preparing proposals for development programs for
anggota Direksi dan/atau anggota Dewan Komisaris; members of the Board of Directors and/or members of
the Board of Commissioners;
14. Melakukan evaluasi atas kebijakan remunerasi bagi 14. Evaluating remuneration policies for employees
pegawai yang membutuhkan persetujuan/tanggapan that require approval/response from the Board of
dari Dewan Komisaris; Commissioners;
15. Melakukan evaluasi atas usulan Direksi mengenai 15. Evaluating the Board of Directors’ proposals regarding
struktur organisasi perusahaan; the company’s organizational structure;
16. Melakukan identifikasi hal-hal yang memerlukan 16. Identifying matters that require the attention of the
perhatian Dewan Komisaris serta tugas-tugas lain yang Board of Commissioners and other tasks assigned by
diberikan Dewan Komisaris jika diperlukan; the Board of Commissioners, if necessary;
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
17. Tugas Khusus dari Dewan Komisaris: 17. Special Duties of the Board of Commissioners:
a. Pemberian tugas khusus kepada Komite Nominasi a. The Board of Commissioners assigns special tasks
dan Remunerasi oleh Dewan Komisaris dilakukan to the Nomination and Remuneration Committee by
dengan perintah tertulis yang memuat: means of a written order containing:
i. Nama yang diberi tugas; i. The name assigned to the task;
ii. Sifat penugasan; ii. The nature of the assignment;
iii. Lingkup pekerjaan; iii. The scope of work;
iv. Tujuan dan sasaran pekerjaan; dan iv. The work objectives and goals; and
v. Jangka waktu penugasan. v. The assignment duration.
b. Lingkup pekerjaan tugas khusus sepenuhnya b. The scope of special tasks is entirely determined by
ditentukan oleh Dewan Komisaris sepanjang tidak the Board of Commissioners as long as it does not
bertentangan dengan peraturan perundangan yang conflict with applicable laws and regulations;
berlaku;
c. Dalam melaksanakan tugas khusus Komite dapat: c. In carrying out its special duties, the Committee may:
i. Melakukan review terhadap semua catatan, i. Review all necessary records, documents, and
dokumen dan informasi lainnya yang diperlukan other information, including the minutes of
termasuk notulen rapat Dewan Direksi dan rapat Board of Directors and Board of Commissioners
Dewan Komisaris; jika dianggap perlu, meetings; if deemed necessary,
ii. Melakukan analisis dan evaluasi, bekerja sama ii. Conduct analysis and evaluation, in collaboration
dengan struktural Manajemen dan/atau struktural with Management and/or relevant work units, or
unit kerja terkait atau meminta bantuan tenaga ahli request the assistance of experts or consultants
atau konsultan untuk membantu Komite Nominasi to assist the Nomination and Remuneration
dan Remunerasi dengan beban Perseroan. Committee with the Company’s responsibilities.
d. Menyampaikan laporan pelaksanaan tugas khusus d. Submit reports on the implementation of special
kepada Dewan Komisaris. duties to the Board of Commissioners.
Kewenangan Authorities
Dalam melaksanakan tugasnya, Komite Nominasi dan In carrying out its duties, the Nomination and Remuneration
Remunerasi memiliki kewenangan sebagai berikut: Committee has the following authorities:
1. Mengakses catatan atau informasi tentang aset dan 1. Access records or information about assets and other
sumber daya lainnya dan memasuki pekarangan, resources and enter the grounds, buildings, and offices
gedung, serta kantor yang dipergunakan oleh Perseroan; used by the Company;
2. Berhak mendapat dan meminta setiap hasil kajian/ 2. The right to obtain and request any review results/
Strategi/Dasar Keputusan bidang Nominasi dan strategies/basis for decisions in the field of Nomination
Remunerasi termasuk yang terkait dengan Bidang and Remuneration, including those related to Human
Human Capital dan Transformasi yang dilakukan baik Capital, and Transformation carried out by risk owners,
oleh para risk owner, Para Pejabat Struktural terkait, relevant structural officials, risk champions, internal
Risk Champion, Satuan Pengawasan Intern maupun supervisory units, and the Board of Directors;
Direksi Perseroan;
3. Meminta penjelasan dari Direksi dan/atau pejabat 3. Request explanations from the Board of Directors and/
lainnya mengenai segala persoalan yang menyangkut or other officials regarding all matters relating to the
pengelolaan Perseroan; management of the Company;
4. Dalam melaksanakan kewenangannya, Komite bekerja 4. In exercising its authority, the Committee shall
sama dengan unit kerja terkait, dalam hal ini Para risk cooperate with relevant work units, in this case, the risk
owner, Pejabat Struktural terkait Kendali Mutu, Corporate owners, relevant Structural Officials for Quality Control,
Secretary, Sumber Daya Manusia, Transformasi Corporate Secretary, Human Resources, Organizational
Organisasi serta Satuan Pengawasan Intern Perseroan Transformation, as well as the Company’s Internal Audit
dan unit terkait lainnya; Unit and other relevant units;
5. Melakukan review, memeriksa, melakukan analisa dan 5. Conducting reviews, examinations, analyses, and
memberikan pendapat serta rekomendasi dalam batas providing opinions and recommendations within the
ruang lingkup tugasnya; scope of its duties;
6. Mencari dan mendapatkan informasi (akses yang tidak 6. Seek and obtain relevant information (unrestricted
terbatas) yang relevan dari Sistem Informasi Manajemen access) from the Management Information System
(SIM), laporan-laporan, maupun dari setiap anggota (MIS), reports, or from any member of the Board of
Direksi, karyawan atau individu atau narasumber terkait; Directors, employee, individual, or relevant source;
7. Mengundang manajemen untuk hadir dalam rapat 7. Inviting management to attend Committee meetings;
Komite; dan and
8. Melakukan kewenangan lain yang diberikan oleh Dewan 8. Exercise other authorities granted by the Board of
Komisaris. Commissioners.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Pengembangan Kompetensi Competency Development
Pengembangan kompetensi Komite Nominasi dan The development of the Nomination and Remuneration
Remunerasi dapat dilihat pada bab Profil dalam buku Committee’s competencies is available in the Company
Laporan Tahunan ini. Profile chapter of this Annual Report.
Kebijakan dan Besaran Remunerasi bagi Komite Nomination and Remuneration Committee
Nominasi dan Remunerasi Remuneration Policy and Amount
Berdasarkan Peraturan Menteri Badan Usaha Milik Negara Based on the Minister of State-Owned Enterprises
No. PER-3/MBU/03/2023, tanggal 24 Maret 2023, tentang Regulation No. PER-3/MBU/03/2023 dated March 24, 2023,
Organ dan Sumber Daya Manusia Badan Usaha Milik Negara, on the Organization and Human Resources of State-Owned
Anggota Komite Nominasi dan Remenerasi yang bukan Enterprises, Nomination and Remuneration Committee
anggota Dewan Komisaris memperoleh remunerasi berupa members who are not Board of Commissioners members
honorarium maksimal sebesar 20% dari gaji Direktur Utama. receive remuneration in the form of an honorarium of up to
20% of the President Director’s salary.
Pelaksanaan Tugas Komite Nominasi dan Implementation of Nomination and Remuneration
Remunerasi Committee Duties
Dalam pelaksanaan tugas dan fungsinya, Komite Nominasi In carrying out its duties and functions, the Nomination
dan Remunerasi telah melaksanakan pembahasan baik and Remuneration Committee has held discussions with
bersama Dewan Komisaris, Manajemen dan Internal Komite. the Board of Commissioners, Management, and Internal
Committees.
Selama Tahun 2025, realisasi atas pelaksanaan tugas Komite Throughout 2025, the Nomination and Remuneration
Nominasi dan Remunerasi di antaranya sebagai berikut: Committee carried out the following duties:
1. Pengawasan dan Pemberian Saran Bidang Nominasi dan 1. Supervision and Provision of Advice on Nomination and
Remunerasi Remuneration Matters
Pengawasan dan pemberian saran/nasihat di bidang Supervision and provision of advice in the area of
Nominasi dan Remunerasi dilakukan dengan cara Nomination and Remuneration are carried out by
melakukan review terhadap kebijakan dan sistem reviewing the Company's nomination and remuneration
nominasi serta sistem remunerasi pada Perseroan policies and systems in accordance with the applicable
berdasarkan ketentuan yang berlaku pada Perseroan. provisions. Such advice and input serve as material for
Saran dan masukan tersebut menjadi bahan masukin the Board of Commissioners in performing its supervisory
Dewan Komisaris dalam menjalankan fungsi Pengawasan and advisory functions in the area of nomination and
dan pemberian saran/nasihat di bidang nominasi dan remuneration.
remunerasi.
2. Kajian dan Telaah Komite 2. Committee Reviews and Studies
Komite Nominasi dan Remunerasi secara berkala juga The Nomination and Remuneration Committee also
mengadakan kajian atau telaah atas berbagai hal yang periodically conducts reviews or assessments of various
diperlukan dalam menjalankan tugasnya. Selama tahun matters necessary for the performance of its duties.
2025, Komite Nominasi dan Remunerasi menghasilkan Throughout 2025, the Nomination and Remuneration
telaahan/hasil kajian antaranya terkait hal-hal sebagai Committee produced reviews/assessments related to
berikut: the following matters:
a. Usulan Pengurus Anak Perusahaan. a. Proposed Management of Subsidiaries.
b. Pengisian Jabatan Corporate Secretary and Chief b. Filling the positions of Corporate Secretary and
Administration Officer. Chief Administration Officer.
c. Remunerasi Direksi dan Dewan Komisaris. c. Remuneration of the Board of Directors and Board of
Commissioners.
d. Usulan Nominated Talent Tahun 2025. d. Nominated Talent Proposals for 2025.
e. Pelatihan dan Sertifikasi. e. Training and Certification.
3. Kunjungan Lapangan/Unit Usaha 3. Field/Business Unit Visits
Komite Nominasi dan Remunerasi melaksanakan The Nomination and Remuneration Committee conducts
kegiatan kunjungan lapangan dan/atau unit usaha dalam field visits and/or business-unit visits to obtain
rangka memperoleh informasi yang komprehensif dan comprehensive and accurate information on strategic
akurat mengenai bidang-bidang atau hal-hal strategis areas or matters that require attention.
yang memerlukan perhatian.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Selama Tahun 2025, Komite telah melaksanakan 5 (lima) Throughout 2025, the Committee conducted 5 (five)
kali kunjungan, dengan rincian sebagai berikut: visits, with the following details:
Agenda Tanggal
No.
Date
1. Susur dan Kunjungan Ruas Tol Fungsional Jalan Tol Yogya-Solo dalam Rangka Persiapan Idul Fitri 2025 06 Maret 2025
Inspection and Visit to the Functional Toll Road Section of the Yogyakarta-Solo Toll Road in Preparation March 6, 2025
for Eid al-Fitr 2025
2. Peninjauan Jalan Tol Trans Jawa dalam Kesiapan Operasional Mudik Idul Fitri 2025 17-19 Maret 2025
Inspection of the Trans Java Toll Road in Preparation for Eid al-Fitr 2025 March 17-19, 2025
3. Kunjungan Lapangan ke Proyek Tol Jakarta-Cikampek Selatan 19 Juni 2025
Field Visit to the Jakarta-Cikampek Selatan Toll Road Project June 19, 2025
4. Kunjungan ke Jasamarga Tollroad Command Center, Jatiasih, Bekasi 15 Juli 2025
Visit to the Jasamarga Tollroad Command Center, Jatiasih, Bekasi July 15, 2025
5. Kunjungan ke PT Jasamarga Manado Bitung 07-09 Agustus 2025
Visit to PT Jasamarga Manado Bitung August 7-9, 2025
4. Pengembangan Kompetensi Komite Nominasi dan 4. Competency Development of the Nomination and
Remunerasi Remuneration Committee
Sepanjang tahun 2025, Perseroan telah mengikutsertakan Throughout 2025, the Company has enrolled the
Komite Nominasi dan Remunerasi pada berbagai Nomination and Remuneration Committee in various
pelatihan sebagai bentuk pengembangan kompetensi. training programmes as part of its competency
Lebih lanjut mengenai pengembangan kompetensi development initiatives. Further details regarding
Komite Nominasi dan Remunerasi, dapat dilihat pada Bab the competency development of the Nomination and
Profil Perusahaan, bagian Pengembangan Kompetensi Remuneration Committee can be found in the Company
Komite Nominasi dan Remunerasi. Profile section, under ‘Competency Development of the
Nomination and Remuneration Committee’.
5. Penugasan Dewan Komisaris 5. Assignment of the Board of Commissioners
Komite Nominasi dan Remunerasi mendapatkan The Nomination and Remuneration Committee is
penugasan dari Dewan Komisaris untuk ikut hadir dan assigned by the Board of Commissioners to attend
memberi masukan/pendapat dalam Rapat Dewan and provide input/opinions at Board of Commissioners
Komisaris dan Rapat Gabungan Direksi dan Komisaris Meetings, Joint Meetings of the Board of Directors and
atau Rapat Khusus. Board of Commissioners, or Special Meetings.
Rapat Komite Nominasi dan Remunerasi Nomination and Remuneration Committee
Meetings
Komite Nominasi dan Remunerasi secara fungsinya The Nomination and Remuneration Committee assists the
membantu Dewan Komisaris. Komite Nominasi dan Board of Commissioners in its functions. The Committee
Remunerasi juga mengadakan dan/atau mengikuti rapat also holds and/or attends meetings as part of its work.
sebagai salah satu wujud kerja. Adapun rapat-rapat yang The meetings held and/or attended by the Nomination and
diadakan dan/atau diikuti oleh Komite Nominasi dan Remuneration Committee include:
Remunerasi di antaranya adalah:
1. Rapat Komite Nominasi dan Remunerasi; 1. Nomination and Remuneration Committee Meeting;
2. Rapat Koordinasi Komite; 2. Committee Coordination Meeting;
3. Rapat Dewan Komisaris; dan 3. Board of Commissioners Meeting; and
4. Rapat Koordinasi Dewan Komisaris-Direksi. 4. Board of Commissioners-Management Coordination
Meeting.
Sesuai Peraturan Otoritas Jasa Keuangan No. 34/ In accordance with Financial Services Authority Regulation
POJK.04/2014 pasal 12 ayat 2 menyebutkan bahwa Rapat No. 34/POJK.04/2014 article 12 paragraph 2, a Committee
Komite merupakan Rapat yang dihadiri oleh Ketua Komite Meeting is a meeting attended by the Chairman of the
Nominasi dan Remunerasi serta dihadiri oleh mayoritas Nomination and Remuneration Committee and a majority
jumlah anggota Komite Nominasi dan Remunerasi. Peraturan of the members of the Nomination and Remuneration
Otoritas Jasa Keuangan No. 34/POJK.04/2014 pasal 12 ayat Committee. Financial Services Authority Regulation No. 34/
1 juga menyebutkan bahwa Rapat Komite Nominasi dan POJK.04/2014, article 12, paragraph 1 also states that the
Remunerasi diselenggarakan secara berkala paling kurang Nomination and Remuneration Committee Meeting shall
1 (satu) kali dalam 4 (empat) bulan. Rapat Komite bisa be held periodically at least once every 4 (four) months.
dihadiri internal Komite saja atau bisa juga mengundang Committee meetings may be attended by internal
narasumber dari pihak lain termasuk Jajaran Manajemen Committee members only or may also invite speakers from
Perseroan. other parties, including the Company’s Management.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Rapat Koordinasi Komite adalah Rapat yang dilakukan secara The Committee Coordination Meeting is a meeting held
bersama-sama oleh Komite Nominasi dan Remunerasi jointly by the Nomination and Remuneration Committee
dengan jajaran Manajemen Jasa Marga Grup. Berbeda and the management of Jasa Marga Group. Unlike the
dengan Rapat Komite Nominasi dan Remunerasi, Rapat Nomination and Remuneration Committee Meeting, the
Koordinasi Komite tidak harus dihadiri oleh Ketua Komite Committee Coordination Meeting may not be attended
Nominasi dan Remunerasi dan juga tidak harus dihadiri by the Chairman of the Nomination and Remuneration
oleh mayoritas Anggota Komite. Rapat Koordinasi sudah Committee, nor does it have to be attended by a majority
bisa dilakukan cukup dengan dihadiri oleh minimal 1 (satu) of Committee Members. The Coordination Meeting can
Anggota Komite dan juga perwakilan pihak Manajemen Jasa be held with the attendance of at least 1 (one) Committee
Marga Grup. Rapat Koordinasi Komite ini dilakukan sebagai Member and a representative of Jasa Marga Group
bagian dari tugas Komite Nominasi dan Remunerasi untuk Management. This Committee Coordination Meeting is held
membantu Dewan Komisaris melakukan Fungsi Pengawasan as part of the duties of the Nomination and Remuneration
dan juga memberikan Saran/Rekomendasi langsung ke Committee to assist the Board of Commissioners in
pihak Manajemen Jasa Marga Grup. Dengan adanya Rapat performing its Supervisory Function and also to provide
Koordinasi ini juga membangun hubungan komunikasi yang direct Advice/Recommendations to Jasa Marga Group
baik antara pihak Manajemen Jasa Marga Grup dengan Management. These Coordination Meetings also build good
Komite Nominasi dan Remunerasi yang diwakili oleh minimal communication between Jasa Marga Group Management
1 (satu) Anggota Komite yang hadir dalam rapat tersebut. and the Nomination and Remuneration Committee, which is
Rapat Koordinasi ini bisa diadakan serta diinisiasi oleh Komite represented by at least 1 (one) Committee Member attending
Nominasi dan Remunerasi atau bisa juga atas inisiatif jajaran the meeting. This meeting can be held and initiated by the
Manajemen, dan juga bisa dilakukan oleh inisiatif Komite lain Nomination and Remuneration Committee or at the initiative
atau secara bersama-sama dimana Komite Nominasi dan of Management, and can also be held at the initiative of
Remunerasi hadir sebagai peserta. other Committees or jointly, where the Nomination and
Remuneration Committee is present as a participant.
Rapat Dewan Komisaris adalah Rapat Rutin Dewan Komisaris The Board of Commissioners Meeting is a routine meeting
dimana Komite Nominasi dan Remunerasi diminta hadir of the Board of Commissioners where the Nomination and
untuk memberi masukan dan menyampaikan laporan hasil Remuneration Committee is requested to attend to provide
telaah ataupun memberi masukan dan pandangan. input and submit review reports or provide input and views.
Rapat Koordinasi Dewan Komisaris-Direksi adalah Rapat The Board of Commissioners-Board of Directors Coordination
Rutin Dewan Komisaris dengan Direksi yang membahas Meeting is a regular meeting of the Board of Commissioners
tentang suatu tema tertentu. Jika diperlukan Komite with the Management that discusses a specific theme. If
Nominasi dan Remunerasi diminta hadir untuk memberi necessary, the Nomination and Remuneration Committee
masukan dan menyampaikan laporan hasil telaah ataupun is asked to attend to provide input and submit review
memberi masukan dan pandangan sebagai bagian dari reports or provide input and views as part of the Board of
penugasan khusus Dewan Komisaris kepada Komite Commissioners’ special assignment to the Nomination and
Nominasi dan Remunerasi. Remuneration Committee.
Rapat Khusus adalah Rapat yang dilakukan Dewan Komisaris Special Meetings are meetings held by the Board of
yang membahas tentang tema tertentu di luar Rapat Rutin Commissioners to discuss specific topics outside of the
Dewan Komisaris dan Rapat Koordinasi Dewan Komisaris- Board of Commissioners’ Regular Meetings and Board of
Direksi. Jika diperlukan Komite Nominasi dan Remunerasi Commissioners- Board of Directors Coordination Meetings.
diminta hadir untuk memberi masukan dan menyampaikan If necessary, the Nomination and Remuneration Committee
laporan hasil telaah ataupun memberi masukan dan is requested to attend to provide input and submit review
pandangan. reports or provide input and views.
Sepanjang tahun 2025, Komite Nominasi dan Remunerasi Throughout 2025, the Nomination and Remuneration
melakukan rapat sebanyak 9 (sembilan) kali dengan agenda Committee held 9 (nine) meetings with agendas including
di antaranya terkait hal-hal sebagai berikut: the following matters:
1. Dana Pensiun Jasa Marga. 1. Jasa Marga Pension Fund.
2. Remunerasi Direksi dan Dewan Komisaris. 2. Remuneration of the Board of Directors and Board of
Commissioners.
3. Nominated Talent Tahun 2025. 3. Nominated Talent for 2025.
4. Internal Komite Nominasi dan Remunerasi. 4. Internal Nomination and Remuneration Committee.
5. Pelatihan Dewan Komisaris dan Komite. 5. Training for the Board of Commissioners and Committee.
6. RKAP 2026. 6. 2026 Work Plan.
7. Program Kerja Tahun 2026. 7. 2026 Work Program.
8. Laporan Tahunan Komite Nominasi dan 9. Remunerasi 8. 2025 Annual Report of the Nomination and Remuneration
Tahun 2025. Committee.
9. Laporan Tahunan Jasa Marga. 9. Jasa Marga Annual Report.
10. Struktur Organisasi. 10. Organizational Structure.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Kehadiran Komite Nominasi dan Remunerasi dalam Rapat Komite Nominasi dan Remunerasi 2025
Table of Nomination and Remuneration Committee’s Attendance at the 2025 Nomination and Remuneration Committee Meetings
Chitra Mardi Dewa Aji
Nachrowi Juri Fariz Marsetio Raja Erizman
Partoyo ** Rahayuningsih Ariwanto
Ramli * Ardiantoro * Alnizar ** *** ***
**** *****
Jumlah Rapat Dalam Setahun
9
Total Meetings in One Year
Jumlah Rapat yang Wajib Dihadiri
6 6 9 5 3 3 3 4
Total Mandatory Meetings
Jumlah Rapat yang Dihadiri
6 6 5 5 3 3 3 4
Total Attended Meetings
Presentasi Kehadiran (%)
100% 100% 100% 100% 100% 100% 100% 100%
Attendance Percentage (%)
Rata-Rata (%)
100%
Average (%)
Keterangan/Notes:
* Menjabat sejak 05 Juni 2025/Appointed since June 5, 2025
** Menjabat sejak 10 Juli 2025/Appointed since July 10, 2025
*** Menjabat sampai 07 Maret 2025/Appointed since March 3, 2025
**** Menjabat sampai 14 Februari 2025/Appointed since February 14, 2025
***** Menjabat sampai 01 Juli 2025/Appointed since July 1, 2025
Rata-rata tingkat kehadiran dalam rapat adalah sebesar The average attendance rate at meetings is 100%. The
100% saran/rekomendasi/tanggapan Komite Nominasi dan suggestions/recommendations/responses of the Nomination
Remunerasi dituangkan dalam Notulensi Rapat Koordinasi/ and Remuneration Committee are recorded in the
catatan diskusi. Coordination Meeting Minutes/discussion notes.
Pemenuhan Key Performance Indicator (KPI) Fulfillment of Nomination and Remuneration
Komite Nominasi dan Remunerasi Committee Key Performance Indicators (KPIs)
KPI Komite Nominasi dan Remunerasi dinilai dengan cara The Nomination and Remuneration Committee's KPIs are
self-assessment. Pada tahun 2025, berdasarkan hasil assessed through self-assessment. In 2025, based on the
self-assessment, pemenuhan KPI Komite Nominasi dan self-assessment results, the Nomination and Remuneration
Remunerasi mencapai nilai total 100%. Secara umum Committee's KPI fulfillment achieved a total score of 100%.
pada tahun 2025 Komite Nominasi dan Remunerasi telah In general, in 2025, the Nomination and Remuneration
melaksanakan seluruh kegiatan sesuai dengan perencanaan Committee carried out all activities in accordance with the
yang ditetapkan dan telah memenuhi seluruh indikator established plan and met all assessment indicators.
penilaian.
Tabel Hasil Penilaian KPI Komite Nominasi dan Remunerasi Tahun 2025
Table of Nomination and Remuneration Committee KPI Assessment Results in 2025
Program Kerja Bobot Ketercapaian Skor
No. Work Program Weight Achievement Score
(A) [0-100] (B) (AxB)
1. Melakukan tinjauan secara berkala atas Sistem Manajemen Talenta serta
pengawasan dan evaluasi atas pelaksanaannya.
5% 100 5%
Conduct periodic reviews of the Talent Management System, as well as
monitor and evaluate its implementation.
2. Melakukan evaluasi terhadap sistem dan prosedur Pengklasifikasian Talenta
yang dilakukan oleh Direksi.
5% 100 5%
Evaluate the Talent Classification system and procedures carried out by the
Board of Directors.
3. Melakukan validasi dan kalibrasi atas Talenta untuk menghasilkan daftar
Talenta Ternominasi (nominated talenta) yang dinominasikan oleh Dewan
Komisaris kepada RUPS/Menteri (Nominated Talent). 5% 100 5%
Validate and calibrate Talents to produce a list of Nominated Talents nominated
by the Board of Commissioners to the GMS/Minister (Nominated Talent).
4. Melakukan evaluasi terhadap Calon Wakil BUMN yang akan diusulkan sebagai
anggota Direksi atau anggota Dewan Komisaris Anak Perusahaan, sebelum
diajukan kepada RUPS/Menteri/BP BUMN.
7,5% 100 7,5%
Evaluate candidates for Deputy SOE who will be proposed as members of the
Board of Directors or Board of Commissioners of Subsidiaries, before being
submitted to the GMS/Minister/SOE Supervisory Agency.
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Hasil Penilaian KPI Komite Nominasi dan Remunerasi Tahun 2025
Table of Nomination and Remuneration Committee KPI Assessment Results in 2025
Program Kerja Bobot Ketercapaian Skor
No. Work Program Weight Achievement Score
(A) [0-100] (B) (AxB)
5. Melakukan evaluasi atas capaian KPI Individu anggota Direksi.
7,5% 100 7,5%
Evaluate the achievement of Individual KPIs of Board of Directors members.
6. Menyiapkan usulan sistem evaluasi kinerja individu bagi anggota Direksi yang
dinilai oleh Dewan Komisaris (melakukan evaluasi terhadap Direksi BUMN yang
saat ini sedang menjabat).
7,5% 100 7,5%
Prepare proposals for individual performance evaluation systems for members
of the Board of Directors who are assessed by the Board of Commissioners (to
evaluate the current Board of Directors of SOEs).
7. Menyiapkan usulan program pengembangan bagi anggota Direksi dan/atau
anggota Dewan Komisaris.
5% 100 5%
Prepare proposals for development programs for members of the Board of
Directors and/or members of the Board of Commissioners.
8. Melakukan evaluasi atas kebijakan remunerasi bagi karyawan dan/atau Direksi
yang membutuhkan persetujuan/tanggapan dari Dewan Komisaris.
5% 100 5%
Evaluate remuneration policies for employees and/or the Board of Directors
that require approval/response from the Board of Commissioners.
9. Melakukan evaluasi atas usulan Direksi mengenai struktur organisasi
Perusahaan.
a. Tata Kelola, Tata Hubungan Induk dan Dewan Komisaris Anak.
b. Penambahan Direktorat Risiko.
7,5% 100 7,5%
Evaluate proposals from the Board of Directors regarding the Company's
organizational structure.
a. Governance, Parent-Subsidiary Relations, and Board of Commissioners.
b. Addition of a Risk Directorate.
10. Melakukan evaluasi atas usulan Tantiem.
7,5% 100 7,5%
Evaluate proposals for Tantiem.
11. Pembuatan Laporan
Report Preparation
7,5% 100 7,5%
a. Laporan Tahunan pelaksanaan Tugas.
Annual Report on Task Implementation.
b. Laporan Triwulanan pelaksanaan tugas.
7,5% 100 7,5%
Quarterly Report on Task Implementation.
12. Tugas Khusus lainnya:
Other Special Tasks:
5% 100 5%
a. Kunjungan lapangan.
Field visits.
b. Memastikan RKAP Tahun sesuai dengan Aspirasi Pemegang Saham.
7,5% 100 7,5%
Ensure that the RKAP is in line with the shareholders’ aspirations.
c. Surat Disposisi.
5% 100 5%
Disposition Letters.
d. Mengikuti Rapat Koordinasi Dewan Komisaris-Direksi.
Attend Coordination Meetings between the Board of Commissioners and 5% 100 5%
the Board of Directors.
Pencapaian KPI
100%
KPI Achievement
Komite Nominasi dan Remunerasi tahun 2025 telah The 2025 Nomination and Remuneration Committee
melaksanakan peran dan tanggung jawabnya secara has optimally carried out its roles and responsibilities in
optimal dalam mendukung Dewan Komisaris, khususnya supporting the Board of Commissioners, particularly in its
dalam fungsi pengawasan dan pemberian nasihat serta supervisory function and in providing strategic advice and
rekomendasi strategis kepada Manajemen Jasa Marga. recommendations to Jasa Marga Management. In carrying
Dalam melaksanakan tugas tersebut, Komite Nominasi dan out these duties, the Nomination and Remuneration
Remunerasi senantiasa berpedoman pada prinsip tata kelola Committee has consistently adhered to the principles
perusahaan yang baik (Good Corporate Governance/GCG) of good corporate governance (GCG) by conducting a
dengan melakukan serangkaian kegiatan sebagaimana telah series of activities as described above, which include
diuraikan sebelumnya, yang mencakup evaluasi kebijakan evaluating nomination and remuneration policies, reviewing
nominasi dan remunerasi, penelaahan terhadap struktur organizational structures and talent management systems,
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
organisasi, sistem manajemen talenta, dan pemberian and providing relevant recommendations to support the
rekomendasi yang relevan guna mendukung peningkatan Company's sustainable performance improvement.
kinerja Perusahaan secara berkelanjutan.
Rencana Kerja Komite Nominasi dan Remunerasi Nomination and Remuneration Committee Work
Tahun 2026 Plan for 2026
Pada tahun 2025, Komite Nominasi dan Remunerasi telah In 2025, the Nomination and Remuneration Committee
menyusun dan menetapkan rencana kerja tahun 2026 yang prepared and established a work plan for 2026, which will
akan dibahas melalui sejumlah rapat. Adapun rencana kerja be discussed at several meetings. The Nomination and
Komite Nominasi dan Remunerasi untuk program kerja tahun Remuneration Committee's work plan for 2026 includes the
2026, antara lain sebagai berikut: following:
1. Tinjauan berkala atas Sistem Manajemen Talenta serta 1. Periodic review of the Talent Management System and
pengawasan dan evaluasi atas pelaksanaannya. supervision and evaluation of its implementation.
2. Evaluasi berkala terhadap sistem dan prosedur 2. Periodic evaluation of the Talent Classification system
Pengklasifikasian Talenta yang dilakukan oleh Direksi. and procedures carried out by the Board of Directors.
3. Validasi dan kalibrasi atas Talenta untuk menghasilkan 3. Validation and calibration of Talent to produce a list
daftar Talenta Ternominasi (nominated talent) yang of Nominated Talent to be nominated by the Board of
dinominasikan oleh Dewan Komisaris kepada RUPS. Commissioners to the GMS.
4. Evaluasi terhadap Calon Wakil BUMN yang akan 4. Evaluation of SOE Deputy Candidates to be proposed
diusulkan sebagai anggota Direksi atau anggota Dewan as members of the Board of Directors or Board of
Komisaris Anak Perusahaan, sebelum diajukan kepada Commissioners of Subsidiaries, before being submitted
RUPS. to the GMS.
5. Evaluasi atas usulan KPI individu anggota Direksi. 5. Evaluation of individual KPI proposals for members of
the Board of Directors.
6. Usulan sistem evaluasi kinerja individu bagi anggota 6. Proposing an individual performance evaluation system
Direksi yang dinilai oleh Dewan Komisaris. for members of the Board of Directors to be assessed by
the Board of Commissioners.
7. Usulan program pengembangan bagi anggota Direksi 7. Proposing a development program for members of the
dan/atau anggota Dewan Komisaris. Board of Directors and/or members of the Board of
Commissioners.
8. Evaluasi atas kebijakan remunerasi bagi karyawan yang 8. Evaluating remuneration policies for employees
membutuhkan persetujuan/tanggapan dari Dewan that require approval/response from the Board of
Komisaris. Commissioners.
9. Evaluasi struktur organisasi Perusahaan. 9. Evaluating the Company's organizational structure.
Kebijakan Suksesi Direksi dan Manajemen Kunci Board of Directors and Key Management
Succession Policy
Demi mewujudkan proses dan mekanisme pemilihan dan To realize a transparent, accountable, and responsible
penggantian anggota Direksi yang transparan, akuntabel process and mechanism for the selection and replacement
dan dapat dipertanggungjawabkan, Perseroan telah of Board members, the Company has complied with the
mengikuti persyaratan dan tata cara yang diatur melalui requirements and procedures stipulated in the Minister
Peraturan Menteri Badan Usaha Milik Negara No. PER-3/ of State-Owned Enterprises Regulation No. PER-3/
MBU/03/2023, tanggal 24 Maret 2023, tentang Organ MBU/03/2023, dated March 24, 2023, on the Organization
dan Sumber Daya Manusia Badan Usaha Milik Negara. and Human Resources of State-Owned Enterprises. The
Peraturan tersebut menyatakan, sumber bakal calon Direksi regulation states that prospective Board of Directors
berasal dari Talenta Kementerian BUMN (saat ini menjadi candidates shall be sourced from the Ministry of SOE Talent
BP BUMN), Talenta BUMN dan Talenta Eksternal. Bakal Pool, the SOE Talent Pool, and the External Talent Pool.
calon yang akan ditetapkan menjadi calon anggota Direksi Prospective candidates for the Board of Directors must not
selain memenuhi persyaratan materiil, juga harus memenuhi only meet the material requirements, but also the formal
persyaratan formal dan persyaratan lain yang ditetapkan requirements and other requirements stipulated in No. PER-
dalam No. PER-3/MBU/03/2023 serta Peraturan Otoritas 3/MBU/03/2023 and Financial Services Authority Regulation
Jasa Keuangan No. 33/POJK.04/2014 tentang Direksi dan No. 33/POJK.04/2014 on the Board of Directors and Board
Dewan Komisaris Emiten atau Perusahaan Publik dan telah of Commissioners of Issuers or Public Companies, and have
lulus Uji Kelayakan dan Kepatutan. Penjaringan Talenta BP passed the Fit and Proper Test. The selection of Ministry of
BUMN dilakukan oleh Pejabat Pimpinan Tinggi Pratama SOE Talent Pool is carried out by Senior Executive Officials
yang membidangi kepegawaian terhadap Talenta BP BUMN in charge of personnel who meet the criteria per the Ministry
yang memenuhi kriteria sesuai dengan sistem manajemen of SOE Talent Pool management system, to be submitted
talenta BP BUMN, untuk disampaikan kepada Komite to the Ministry of SOE Talent Pool Committee. On the other
Talenta BP BUMN. Sedangkan untuk penjaringan Talenta hand, the selection of SOE Talent Pool is carried out by the
BUMN, dilakukan oleh Direksi dengan dibantu oleh Komite Board of Directors with the assistance of the Ministry of
Talenta BUMN. Di samping penjaringan talenta melalui BP SOE Talent Pool Committee. In addition to talent selection
BUMN dan BUMN, penjaringan talenta juga dapat berasal through the Ministry of SOEs and SOEs, talent selection can
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 637
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01 02 03 04 05 Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions dari eksternal. Penjaringan Talenta Eksternal dilakukan also come from external sources. External Talent Selection oleh Kepala BP BUMN, Wakil Kepala BP BUMN, dan Deputi is carried out by the Minister, Deputy Minister, and Deputy di antaranya dapat melalui referensi dari pihak ketiga dan Ministers, including through references from third parties jika diperlukan oleh pencari bakat (headhunter). Talenta and, if necessary, by headhunters. External Talents may also Eksternal juga dapat mengajukan lamaran kepada Kepala submit applications to the Minister, following the mechanism BP BUMN, dengan mengikuti mekanisme yang ditetapkan established by the Minister. Regarding SOE Talent Pool, the oleh Kepala BP BUMN. Berkaitan dengan Talenta BUMN, Company also prepares its leadership cadres through the Perseroan juga mempersiapkan kader-kader pimpinan Talent Management System mechanism. By identifying Perseroan melalui mekanisme Talent Management System. key positions for executive leaders and subsidiary Board Dengan mengidentifikasi posisi kunci untuk executive of Directors, the Company develops the competencies leader dan jabatan Direktur Anak Perusahaan, Perseroan of prospective leaders through the Corporate Leadership mengembangkan kompetensi calon pimpinan melalui program. program Corporate Leadership. Melalui proses seleksi yang dilaksanakan Direksi Bersama Through a selection process conducted by the Board of dengan Dewan Komisaris, Perseroan memilih calon Directors together with the Board of Commissioners, the pemimpin yang dinilai mempunyai personal quality yang Company selects candidates deemed to have good personal baik, pengalaman dan keahlian yang memadai untuk qualities, sufficient experience and expertise to hold menduduki jabatan pimpinan setingkat di bawah Direksi dan leadership positions one level below the Board of Directors Direktur Anak Perusahaan yang diharapkan dapat menjadi and Directors of Subsidiaries, expected to become members anggota Direksi Perseroan di masa yang akan datang of the Board of Directors in the future, sourced from among yang bersumber dari kalangan pejabat internal Perseroan. the Company’s internal officials. The implementation of the Implementasi kebijakan suksesi Direksi dan Manajemen Board of Directors and Key Management succession policy Kunci telah mempertimbangkan rekomendasi dari Komite has considered the recommendations of the Nomination and Nominasi dan Remunerasi sebagai bagian dari penerapan Remuneration Committee as part of the application of good tata kelola pengelolaan talenta yang baik. Pertimbangan talent management governance. These considerations align tersebut sejalan dengan tugas pokok dan fungsi Komite with the main duties and functions of the Nomination and Nominasi dan Remunerasi sebagaimana diatur dalam Remuneration Committee as stipulated in the Nomination Piagam Komite Nominasi dan Remunerasi. and Remuneration Committee Charter. Komite Pemantau Risiko dan Hukum Risk Monitoring and Legal Committee Komite Pemantau Risiko dan Hukum merupakan komite yang The Risk Monitoring and Legal Committee is a committee dibentuk untuk membantu Dewan Komisaris melaksanakan to assist the Board of Commissioners in carrying out its fungsi pengawasan dan memastikan pelaksanaan supervisory functions and ensuring the implementation of manajemen risiko dan hukum serta tata kelola perusahaan risk and legal management as well as corporate governance secara objektif, efektif, dan efisien. objectively, effectively, and efficiently. Komite Pemantau Risiko dan Hukum merupakan The Risk Monitoring and Legal Committee is an evolution pengembangan dari Komite Nominasi, Remunerasi dan of the Nomination, Remuneration, and Risk Committee Risiko yang dibentuk pada Juli 2020. Melalui komite ini formed in July 2020. Through this committee, it is hoped diharapkan Dewan Komisaris bekerja secara profesional, that the Board of Commissioners will work professionally, independen, dan kompeten agar Visi dan Misi Perseroan independently, and competently to achieve the Company’s dapat tercapai. Vision and Mission. Dasar Pembentukan Komite Pemantau Risiko dan Risk Monitoring and Legal Committee Hukum Establishment Basis Komite Pemantau Risiko dan Hukum dibentuk berdasarkan The Risk Monitoring and Legal Committee was formed based peraturan perundangan. Adapun dasar hukum pembentukan on laws and regulations. The legal basis for the formation of Komite Pemantau Risiko dan Hukum, sebagai berikut: the Risk Monitoring and Legal Committee is as follows: 1. Undang-Undang Republik Indonesia No. 19 tahun 1. Law of the Republic of Indonesia No. 19 of 2003, dated 2003, tanggal 19 Juni 2003, tentang Badan Usaha Milik June 19, 2003, on State-Owned Enterprises (State Negara (Lembaran Negara Republik Indonesia tahun Gazette of the Republic of Indonesia of 2003 No. 70; 2003 No. 70; Tambahan Lembaran Negara Republik Supplement to the State Gazette of the Republic of Indonesia No. 4297) yang terakhir telah diubah dengan Indonesia No. 4297), which was last amended by Law Undang-Undang No. 1 Tahun 2025 tentang Perubahan No. 1 of 2025 on the Third Amendment to Law No. 19 of Ketiga atas Undang-Undang No. 19 Tahun 2023 tentang 2023 on State-Owned Enterprises (State Gazette of the Badan Usaha Milik Negara (Lembaran Negara Republik Republic of Indonesia of 2025 No. 25, Supplement to the Indonesia Tahun 2025 No. 25, Tambahan Lembaran State Gazette No. 7097); Negara No. 7097); 2. Undang-Undang Republik Indonesia No. 40 tahun 2. Law of the Republic of Indonesia No. 40 of 2007 on 2007 tentang Perseroan Terbatas yang terakhir telah Limited Liability Companies, which was last amended by diubah dengan Peraturan Pemerintah Pengganti Government Regulation in Lieu of Law No. 2 of 2022 on 638 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 639
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Undang-Undang No. 2 Tahun 2022 tentang Cipta Job Creation (State Gazette of the Republic of Indonesia
Kerja (Lembaran Negara Republik Indonesia Tahun of 2022 No. 238, Supplement to the State Gazette of the
2022 No. 238, Tambahan Lembaran Negara Republik Republic of Indonesia No. 6841) and enacted into law
Indonesia No. 6841) dan ditetapkan menjadi Undang- per Law No. 6 of 2023 on the Stipulation of Government
Undang sesuai Undang-Undang No. 6 Tahun 2023 Regulation in Lieu of Law No. 2 of 2022 on Job Creation
tentang Penetapan Peraturan Pemerintah Pengganti into Law (State Gazette of the Republic of Indonesia of
Undang-Undang No. 2 Tahun 2022 tentang Cipta Kerja 2023 No. 2023, Supplement to State Gazette No. 6856);
menjadi Undang-Undang (Lembaran Negara Republik
Indonesia Tahun 2023 No. 2023, Tambahan Lembaran
Negara No. 6856);
3. Peraturan Otoritas Jasa Keuangan No. 34/POJK.04/2014 3. Financial Services Authority Regulation No. 34/
tentang Komite Risiko dan Hukum Emiten atau POJK.04/2014 on the Risk and Legal Committee of
Perusahaan Publik dan No. 33/POJK.04/2014; Issuers or Public Companies and No. 33/POJK.04/2014;
4. Peraturan Menteri Badan Usaha Milik Negara No. PER- 4. Minister of State-Owned Enterprises Regulation
2/MBU/03/2023, tanggal 24 Maret 2023, tentang No. PER-2/MBU/03/2023, dated March 24, 2023, on
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan Guidelines for Corporate Governance and Significant
Badan Usaha Milik Negara, di antaranya menyangkut Corporate Activities of State-Owned Enterprises,
pembentukan organ Pendukung Dewan Komisaris/ including the formation of a Supporting Body for the
Dewan Pengawas untuk pembentukan Komite Pemantau Board of Commissioners/Supervisory Board for the
Risiko; formation of a Risk Monitoring Committee;
5. Surat Edaran Otoritas Jasa Keuangan No. 32/ 5. Financial Services Authority Circular Letter No. 32/
SEOJK.04/2015 tentang Pedoman Tata Kelola SEOJK.04/2015 on Guidelines for Corporate Governance
Perusahaan Terbuka; of Public Companies.
6. Anggaran Dasar Perusahaan Perseroan (Persero) 6. Articles of Association of the State-Owned Enterprise
PT Jasa Marga (Persero) Tbk Akta Notaris Ir. Nanette (Persero) PT Jasa Marga (Persero) Tbk, Notarial Deed
Cahyanie Handari Adi Warsito, SH akta No. 04 of Ir. Nanette Cahyanie Handari Adi Warsito, SH, Deed
tanggal 09 Januari 2026, berikut Surat Penerimaan No. 04 dated January 9, 2026, along with the Notice of
Pemberitahuan dari Direktorat Jenderal Administrasi Receipt from the Directorate General of General Legal
Hukum Umum Kementerian Hukum Republik Indonesia Administration of the Ministry of Law of the Republic of
No. AHUAH.01.03-0013716 tanggal 19 Januari 2026 Indonesia No. AHUAH.01.03-0013716 dated January 19,
dan telah didaftar dalam Daftar Perseroan No. AHU- 2026, and registered in the Company Register No. AHU-
0007721.AH.01.11.Tahun 2026 tanggal 19 Januari 2026; 0007721.AH.01.11.Year 2026 dated January 19, 2026;
7. Keputusan Dewan Komisaris Perusahaan PT Jasa Marga 7. Board of Commissioners Decree of PT Jasa Marga
(Persero) Tbk, No. KEP-078/VII/2020 Jo. No. KEP-046/ (Persero) Tbk No. KEP-078/VII/2020 Jo. No. KEP-046/
II/2014 Jo. No. KEP-063/IV/2015 Jo. No. KEP-155/ II/2014 Jo. No. KEP-063/IV/2015 Jo. No. KEP-155/
XI/2015 tentang Komite Dewan Komisaris PT Jasa Marga XI/2015 on the Board of Commissioners Committee of
(Persero) Tbk Tanggal 13 Juli 2020. PT Jasa Marga (Persero) Tbk dated July 13, 2020.
Pedoman Kerja/Piagam Komite Pemantau Risiko Risk Monitoring and Legal Committee Work
dan Hukum Guideline/Charter
Komite Pemantau Risiko dan Hukum Jasa Marga memiliki Risk Monitoring and Legal Committee of Jasa Marga (Persero)
Piagam Komite Pemantau Risiko dan Hukum yang telah Tbk has a Risk Monitoring and Legal Committee Charter,
disahkan melalui Keputusan Dewan Komisaris No. KEP- which has been ratified through the Board of Commissioners
119/XI/2020 tanggal 23 November 2020 sebagai acuan Decree No. KEP-119/XI/2020, dated November 23, 2020, as
dalam melaksanakan tugas dan tanggung jawabnya. a reference in carrying out its duties and responsibilities.
Piagam tersebut memuat ketentuan yang harus dipatuhi The Charter contains the provisions that must be adhered to
pembentukan dan pelaksanaan kegiatan Komite in the formation and implementation of the activities of the
Pemantau Risiko dan Hukum agar dapat bekerja secara Risk Monitoring and Legal Committee so that it can operate
independen, objektif, mandiri, transparan, dan dapat independently, objectively, autonomously, transparently,
dipertanggungjawabkan. Isi dari Piagam tersebut antara lain and accountably. The contents of the Charter include:
mencakup:
1. Landasan Hukum; 1. Legal Basis;
2. Pengangkatan dan Pemberhentian Anggota; 2. Appointment and Dismissal of Members;
3. Tugas; 3. Duties;
4. Kewenangan; 4. Authority;
5. Persyaratan; 5. Requirements;
6. Tanggung Jawab; 6. Responsibilities;
7. Rapat; 7. Meetings;
8. Laporan; 8. Reports;
9. Akses Kerahasiaan Informasi; 9. Access to Confidential Information;
10. Rencana Kerja dan Anggaran; 10. Work Plan and Budget;
11. Penghasilan Anggota; 11. Member Income;
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
12. Pendidikan dan Tenaga Penunjang; 12. Education and Support Staff;
13. Penilaian Kinerja; 13. Performance Evaluation;
14. Lain-lain; dan 14. Miscellaneous; and
15. Penutup. 15. Closing.
Kriteria Komite Pemantau Risiko dan Hukum Risk Monitoring and Legal Committee Criteria
Setiap orang yang diangkat menjadi anggota Komite Every person appointed as a member of the Risk Monitoring
Pemantau Risiko dan Hukum, wajib memenuhi kriteria yang and Legal Committee must meet the required criteria. These
dipersyaratkan. Persyaratan tersebut, antara lain: requirements include:
1. Memiliki integritas yang baik dan pengetahuan serta 1. Possess good integrity and sufficient knowledge and
pengalaman kerja yang cukup di bidang pengawasan/ work experience in the field of supervision/inspection.
pemeriksaan.
2. Tidak memiliki kepentingan/keterkaitan pribadi yang 2. Have no personal interests/connections that could have
dapat menimbulkan dampak negatif dan benturan a negative impact and cause conflicts of interest within
kepentingan dalam Perseroan. the Company.
3. Mampu berkomunikasi secara efektif. 3. Being able to communicate effectively.
4. Dapat menyediakan waktu yang cukup untuk 4. Being able to devote sufficient time to complete their
menyelesaikan tugasnya. duties.
5. Salah seorang dari Anggota Komite Pemantau Risiko 5. One of the Risk Monitoring and Legal Committee member
dan Hukum harus memiliki latar belakang pendidikan must have an educational background or expertise in
atau keahlian di bidang Manajemen Risiko atau bidang Risk Management or Law.
Hukum.
6. Salah seorang dari anggota Komite Pemantau Risiko dan 6. One of the Risk Monitoring and Legal Committee member
Hukum memiliki kemampuan dan pemahaman tentang must have the ability and understanding of the scope of
lingkup bisnis Perseroan. the Company’s business.
Ketentuan Masa Jabatan Komite Pemantau Term of Office Term of Office of the Risk
Risiko dan Hukum Monitoring and Legal Committee
Seluruh anggota Komite Pemantau Risiko dan Hukum All members of the Risk Monitoring and Legal Committee
Perseroan memiliki integritas, kompetensi dan reputasi yang of the Company have integrity, competence, and a good
baik. Pemberhentian anggota Komite Pemantau Risiko dan reputation. Members of the Risk Monitoring and Legal
Hukum dapat dilakukan apabila yang bersangkutan berakhir Committee may be dismissed if their term of office has
masa jabatan keanggotaannya dan berdasarkan keputusan ended. Based on a Board of Commissioners decision, they
Dewan Komisaris, diberhentikan karena tidak memenuhi may also be dismissed for not meeting the performance
kinerja yang telah ditetapkan dan/atau tidak kompeten requirements and/or being incompetent in carrying out
dalam menjalankan tugasnya. Masa tugas anggota Komite their duties. The term of office of members of the Risk
Pemantau Risiko dan Hukum tidak boleh lebih lama dari Monitoring and Legal Committee may not exceed the term
masa jabatan Dewan Komisaris sebagaimana diatur dalam of office of the Board of Commissioners as stipulated in the
Anggaran Dasar Perseroan dan dapat diangkat kembali, Company’s Articles of Association and may be reappointed
sesuai peraturan dan ketentuan perundangan. in accordance with applicable laws and regulations.
Apabila anggota Komisaris yang menjadi Ketua Komite If a member of the Board of Commissioners who is the
Pemantau Risiko dan Hukum berhenti sebelum masa Chairman of the Risk Monitoring and Legal Committee
tugasnya sebagai Komisaris Perseroan, maka Ketua Komite resigns before the end of their term as a Commissioner of
Pemantau Risiko dan Hukum digantikan oleh Komisaris the Company, the Chairman of the Risk Monitoring and Legal
lainnya. Committee shall be replaced by another Commissioner.
Susunan, Jumlah, Komposisi dan Dasar Structure, Number, Composition, and
Pengangkatan Komite Pemantau Risiko dan Appointment Basis of Risk Monitoring and Legal
Hukum Committee
Komite Pemantau Risiko dan Hukum yang paling kurang The Risk Monitoring and Legal Committee shall consist
terdiri dari 3 (tiga) orang anggota dimana 1 (satu) orang of at least 3 (three) members, including 1 (one) Chairman
Ketua merangkap anggota yang berasal dari Anggota who is also a member of the Board of Commissioners, an
Dewan Komisaris, Komisaris Independen dan Pihak dari luar Independent Commissioner, and a party from outside the
Perseroan. Komite Pemantau Risiko dan Hukum dipimpin Company. The Risk Monitoring and Legal Committee is led
oleh seorang koordinator yang disebut ketua Komite by a coordinator who is referred to as the Chairman of the
Pemantau Risiko dan Hukum. Secara struktural, Komite Risk Monitoring and Legal Committee. Structurally, the Risk
640 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pemantau Risiko dan Hukum bertanggung jawab kepada Monitoring and Legal Committee is responsible to the Board
Dewan Komisaris dan mempunyai hubungan fungsional of Commissioners and has a functional relationship with the
dengan Risk and Quality, Health, Safety and Environment Risk and Quality, Health, Safety, and Environment (RQHSE)
(RQHSE) Group dan Legal and Compliance (LCO) Group. Group and the Legal and Compliance (LCO) Group.
Susunan keanggotaan Komite Pemantau Risiko dan Hukum The membership structure of the Risk Monitoring and Legal
Jasa Marga pada tahun 2025 adalah sebagai berikut: Committee of Jasa Marga in 2025 is as follows:
Tabel Susunan Keanggotaan Komite Pemantau Risiko dan Hukum
Table of Risk Monitoring and Legal Committee Member Composition
Nama Jabatan Dasar Pengangkatan
Name Position Appointment Basis
Syamsul Bachri Yusuf* Ketua Keputusan Dewan Komisaris Jasa Marga No. KEP-82/VI/2025
Chairman Jasa Marga Board of Commissioners Decree No. KEP-82/VI/2025
Asrorun Ni’am Sholeh* Anggota Keputusan Dewan Komisaris Jasa Marga No. KEP-82/VI/2025
Member Jasa Marga Board of Commissioners Decree No. KEP-82/VI/2025
Mustolih Siradj** Anggota Keputusan Dewan Komisaris Jasa Marga No. KEP-117/VII/2025
Member Jasa Marga Board of Commissioners Decree No. KEP-117/VII/2025
Erick** Anggota Keputusan Dewan Komisaris Jasa Marga No. KEP-118/VII/2025
Member Jasa Marga Board of Commissioners Decree No. KEP-118/VII/2025
M. Roskanedi*** Ketua Keputusan Dewan Komisaris Jasa Marga No. KEP-027/III/2023
Chairman Jasa Marga Board of Commissioners Decree No. KEP-027/III/2023
Abdul Rachman*** Anggota Keputusan Dewan Komisaris Jasa Marga No. KEP-027/III/2023
Member Jasa Marga Board of Commissioners Decree No. KEP-027/III/2023
Tjahjanto Budisatrio**** Anggota Keputusan Dewan Komisaris No. KEP-042/V/2022
Member Jasa Marga Board of Commissioners Decree No. KEP-042/V/2022
Iqbal Tawakkal***** Anggota Keputusan Dewan Komisaris No. KEP-083/VI/2023
Member Jasa Marga Board of Commissioners Decree No. KEP-083/VI/2023
Keterangan/Notes:
* Menjabat sejak 5 Juni 2025/Appointed since June 5, 2025
** Menjabat sejak 1 Juli 2025/Appointed since July 1, 2025
*** Menjabat sampai 7 Mei 2025/Serving until May 7, 2025
**** Menjabat sampai 9 Mei 2025/Serving until May 9, 2025
***** Menjabat sampai 30 Juni 2025/Serving until June 30, 2025
Profil Komite Pemantau Risiko dan Hukum Risk Monitoring and Legal Committee Profile
Profil anggota Komite Pemantau Risiko dan Hukum dapat The profiles of the Risk Monitoring and Legal Committee
dilihat pada bagian Profil Komite Pemantau Risiko dan Hukum members are available in the Risk Monitoring and Legal
di Bab Profil Perusahaan dalam buku Laporan Tahunan ini. Committee Profile section of the Company Profile chapter
in this Annual Report.
Independensi Anggota Komite Pemantau Risiko Independence of Risk Monitoring and Legal
dan Hukum Committee Members
Sesuai dengan ketentuan dalam Peraturan Otoritas Jasa Per the provisions of Financial Services Authority Regulation
Keuangan No. 34/POJK.04/2014 tentang Komite Nominasi No. 34/POJK.04/2014 on the Nomination and Remuneration
dan Remunerasi Emiten atau Perusahaan Publik dan Committee of Issuers or Public Companies and State-Owned
Peraturan Menteri Badan Usaha Milik Negara No. PER-3/ Enterprise Minister Regulation No. PER-3/MBU/03/2023,
MBU/03/2023, tanggal 24 Maret 2023, tentang Organ dan dated March 24, 2023, on the Organization and Human
Sumber Daya Manusia Badan Usaha Milik Negara, seluruh Resources of State-Owned Enterprises, all members of
anggota Komite Pemantau Risiko dan Hukum telah memenuhi the Risk Monitoring and Legal Committee have met the
persyaratan jumlah, komposisi, kriteria, kompetensi, dan requirements for number, composition, criteria, competence,
independensi. and independence.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Independensi Anggota Komite Pemantau Risiko dan Hukum
Table of Independence of Risk Monitoring and Legal Committee Members
Aspek Independensi Syamsul Asrorun
Mustolih M. Abdul Tjahjanto Iqbal
Independence Aspect Bachri Ni’am Erick**
Siradj** Roskanedi*** Rachman*** Budisatrio**** Tawakkal*****
Yusuf* Sholeh*
Tidak memiliki hubungan
keuangan dengan Dewan
Komisaris.
Has no financial
relationship with the
Board of Commissioners.
Tidak memiliki hubungan
kepengurusan di
perusahaan, anak
perusahaan, maupun
perusahaan afiliasi.
Has no management
relationship in the
company, subsidiaries, or
affiliated companies.
Tidak memiliki hubungan
kepemilikan saham di
perusahaan.
Has no share ownership
relationship in the
company.
Tidak memiliki hubungan
kekeluargaan dengan
Dewan Komisaris,
Direksi, dan/atau sesama
anggota Komite Audit.
Has no familial
relationship with the
Board of Commissioners,
Board of Directors, and/
or fellow members of the
Audit Committee.
Tidak menjabat sebagai
pengurus partai politik,
pejabat, dan pemerintah.
Does not serve as a
political party official,
government official, or
public official.
Keterangan/Notes:
* Menjabat sejak 5 Juni 2025/Appointed since June 5, 2025
** Menjabat sejak 1 Juli 2025/Appointed since July 1, 2025
*** Menjabat sampai 7 Mei 2025/Serving until May 7, 2025
**** Menjabat sampai 9 Mei 2025/Serving until May 9, 2025
***** Menjabat sampai 30 Juni 2025/Serving until June 30, 2025
Sebagai bentuk komitmen dan tanggung jawab Komite As a form of commitment and responsibility of the Risk
Pemantau Risiko dan Hukum atas terlaksananya prinsip-prinsip Monitoring and Legal Committee for the implementation
Tata Kelola Perusahaan, serta sebagai upaya merealisasikan of Corporate Governance principles, as well as to realize
ketentuan tentang independensi yang ada dalam Piagam the provisions on independence contained in the Risk
Komite Pemantau Risiko dan Hukum, maka Ketua dan Monitoring and Legal Committee Charter, the Chairman and
seluruh Anggota Komite Pemantau Risiko dan Hukum telah all Members of the Risk Monitoring and Legal Committee
menandatangani Surat Pernyataan Independensi. have signed a Statement of Independence.
Beberapa pernyataan penting dalam Surat Pernyataan Some important statements in the Declaration of
Independensi Komite Pemantau Risiko dan Hukum antara Independence of the Risk Monitoring and Legal Committee
lain bahwa Komite Pemantau Risiko dan Hukum Jasa Marga: include that the Risk Monitoring and Legal Committee of
Jasa Marga:
1. Tidak memiliki kepentingan/keterkaitan pribadi yang 1. Has no personal interests or connections that could
dapat menimbulkan dampak negatif dan konflik have a negative impact or create conflicts of interest for
kepentingan terhadap Perseroan. the Company.
2. Tidak memiliki saham dan/atau instrumen keuangan 2. Does not hold any shares and/or financial instruments
Perseroan di pasar keuangan, baik langsung maupun of the Company in the financial market, either directly
tidak langsung. or indirectly.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
3. Tetap menjaga kerahasiaan dokumen, data, dan 3. Maintains the confidentiality of the Company’s
informasi Perseroan, baik dari pihak internal maupun documents, data, and information, both from internal and
pihak eksternal, dan hanya digunakan untuk kepentingan external parties, and only uses them for the purposes of
pelaksanaan tugas Komite Pemantau Risiko dan Hukum. carrying out the duties of the Risk Monitoring and Legal
Committee.
Tugas dan Tanggung Jawab Komite Pemantau Risk Monitoring and Legal Committee Duties and
Risiko dan Hukum Responsibilities
Tugas Komite Pemantau Risiko dan Hukum Duties of the Risk Monitoring and Legal Committee
Komite Pemantau Risiko dan Hukum memiliki tugas yang The Risk Monitoring and Legal Committee has duties
tercantum dalam Piagam Komite Pemantau Risiko dan as stated in the Risk Monitoring and Legal Committee
Hukum. Adapun tugas yang tercantum dalam piagam Komite Charter. The duties stated in the Risk Monitoring and Legal
Pemantau Risiko dan Hukum, sebagai berikut: Committee Charter are as follows:
1. Secara kolektif dalam melaksanakan tugasnya 1. Collectively, in performing their duties, they assist the
membantu Dewan Komisaris. Board of Commissioners.
2. Bersifat mandiri baik dalam pelaksanaan tugasnya 2. Independent in the execution of its duties and in reporting,
maupun dalam laporan dan bertanggung jawab kepada and accountable to the Board of Commissioners.
Dewan Komisaris.
3. Menyusun manual kerja, program kerja komite tahunan 3. Prepares work manuals, annual committee work
dan melakukan self-assessment serta melaporkannya programs, and conducts self-assessments, reporting
ke Dewan Komisaris. them to the Board of Commissioners.
4. Membuat laporan periodik triwulanan dan tahunan dan 4. Prepare quarterly and annual reports and submit them
disampaikan kepada Komisaris Utama. Laporan tersebut to the President Commissioner. These reports may be
bisa menjadi bagian dari Laporan Tahunan Dewan included in the Board of Commissioners’ Annual Report
Komisaris dan/atau Laporan Tahunan Perseroan. and/or the Company’s Annual Report.
5. Menyelenggarakan rapat-rapat Komite berdasarkan 5. Holds Committee meetings based on invitations signed
undangan yang ditandatangani oleh Ketua Komite by the Committee Chairman or by a Committee Member
atau oleh Anggota Komite yang diberi kuasa oleh authorized by the Chairman, prepares minutes of
Ketua, membuat risalah rapat Komite, lengkap dengan Committee meetings, complete with attendance lists,
daftar hadir, hasil telaahan/evaluasi/kajian sesuai reviews/evaluates/assesses results in accordance with
agenda rapat, serta dinamika dan keputusan rapat dan the meeting agenda, as well as meeting dynamics and
mendokumentasikan dengan baik. decisions, and documents them properly.
6. Melakukan penelaahan dan kajian atas rencana kebijakan 6. Reviewing and assessing the investment policy
dan strategi investasi dalam bisnis jalan tol dan non tol and strategy plans in the toll road and non-toll road
yang diajukan Direksi sebagai bahan masukan Dewan businesses submitted by the Board of Directors as input
Komisaris. for the Board of Commissioners.
7. Melakukan Penelaahan terhadap realisasi rencana 7. Review the realization of the Company’s investment
investasi Perseroan yang tercantum di RJPP dan RKAP plans as stated in the RJPP and RKAP of the Company.
Perseroan.
8. Tugas terkait dengan Pemantau Manajemen Risiko: 8. Tasks related to Risk Management Monitoring:
a. Melakukan penelaahan terhadap aktivitas a. Reviewing the implementation of risk management
pelaksanaan manajemen risiko yang dilakukan oleh activities carried out by the Board of Directors;
Direksi;
b. Melakukan penelaahan terhadap berbagai model b. Reviewing the various risk measurement models
pengukuran risiko yang digunakan Perseroan dan used by the Company and the implementation of risk
pelaksanaan manajemen risiko; management;
c. Memantau dan menelaah kesesuaian berbagai c. Monitoring and reviewing the suitability of various
kebijakan dan pelaksanaan manajemen risiko policies and the implementation of the Company’s
Perseroan, serta berbagai potensi risiko yang risk management, as well as various potential risks
dihadapi Perseroan; faced by the Company;
d. Menyiapkan bahan, informasi, materi analisis dan d. Preparing materials, information, analysis, and
kajian terkait dengan pelaksanaan investasi dan studies related to investment implementation and
manajemen risiko; risk management;
e. Memberikan rekomendasi mengenai penyempurnaan e. Providing recommendations on improving the Risk
sistem Manajemen Risiko serta pelaksanaannya; Management system and its implementation;
f. Menyarankan indikator risiko yang harus disampaikan f. Suggesting risk indicators that must be conveyed
oleh manajemen atas perkembangan lingkungan by management regarding developments in the
eksternal dan internal organisasi Perseroan yang Company’s external and internal environment that
mempengaruhi proses bisnis Perseroan; affect the Company’s business processes;
g. Memberikan rekomendasi mengenai penyempurnaan g. Providing recommendations on improving the Risk
sistem Manajemen Risiko serta pelaksanaannya. Management system and its implementation.
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9. Tugas terkait dengan Pengawasan Pelaksanaan Hukum 9. Duties related to the Supervision of Legal Compliance
dan Tata Kelola Perusahaan: and Corporate Governance:
a. Melakukan kajian dan penelaahan secara hukum a. Conducting legal reviews and assessments of
atas Keputusan/Kebijakan Direksi yang memerlukan Board of Directors’ Decisions/Policies that require
persetujuan Dewan Komisaris dan/atau Pemegang the approval of the Board of Commissioners and/or
Saham Seri A Dwiwarna dan/atau RUPS sebagaimana Series A Dwiwarna Shareholders and/or the GMS as
yang diatur dalam Anggaran Dasar Perseroan; stipulated in the Company’s Articles of Association;
b. Melakukan pengawasan (monitoring) atas b. Monitoring the implementation of Board of Directors’
pelaksanaan Keputusan/Kebijakan Direksi yang Decrees/Policies that require the approval of the
membutuhkan persetujuan Dewan Komisaris dan/ Board of Commissioners and/or Series A Dwiwarna
atau Pemegang Saham Seri A Dwiwarna dan/atau Shareholders and/or the GMS as stipulated in the
RUPS sebagaimana yang diatur dalam Anggaran Company’s Articles of Association;
Dasar Perseroan;
c. Melakukan kajian atau penelaahan atas berbagai c. Conducting studies or reviews of various legal issues
permasalahan hukum yang dilaporkan oleh Direksi reported by the Board of Directors to the Board
kepada Dewan Komisaris, dan melakukan Analisa of Commissioners, and conducting legal analyses
hukum atas dampak penyelesaian masalah hukum of the impact of resolving these legal issues, as
tersebut, sebagai bahan Dewan Komisaris dalam material for the Board of Commissioners in providing
memberikan pandangan, saran dan rekomendasi views, advice, and recommendations to the Board
kepada Direksi; of Directors;
d. Bersama dengan Komite Audit melakukan d. Together with the Audit Committee, monitor, review,
pemantauan, penelaahan dan tindak lanjut yang and follow up on the actions taken by the Board of
telah dilakukan oleh Direksi atas hasil audit Directors on the results of external audits that are
auditor eksternal yang prosesnya masih dalam still being handled by government agencies/legal
penanganannya Instansi/Badan Hukum Pemerintah entities, including but not limited to the Supreme
baik namun tidak terbatas seperti Mahkamah Agung, Court, the Attorney General’s Office, the Police, the
Kejaksaan Agung, Kepolisian, Pengadilan Negeri District Court and/or the High Court, or non-judicial
dan/atau Pengadilan Tinggi, atau non peradilan entities such as BANI;
seperti BANI;
e. Melakukan kajian atau penelahaan atas produk e. Conducting studies or reviews of the
hukum internal Perseroan dan memberikan Company’s internal legal products and providing
rekomendasi terkait penyempurnaan produk hukum recommendations related to the improvement of
internal tersebut; these internal legal products;
f. Melakukan monitoring pelaksanaan atas produk f. Monitoring the implementation of the Company’s
hukum internal Perseroan. internal legal products.
10. Melakukan identifikasi hal-hal yang memerlukan 10. Identifying matters that require the attention of the
perhatian Dewan Komisaris serta tugas-tugas lain yang Board of Commissioners and other tasks assigned by
diberikan Dewan Komisaris. the Board of Commissioners.
11. Tugas Khusus dari Dewan Komisaris: 11. Special Duties from the Board of Commissioners:
a. Pemberian tugas khusus kepada Komite Pemantau a. The assignment of special tasks to the Risk
Risiko dan Hukum oleh Dewan Komisaris dilakukan Monitoring and Legal Committee by the Board of
dengan perintah tertulis yang memuat: Commissioners shall be carried out by means of a
written order containing:
i. Nama yang diberi tugas; i. The name assigned to the task;
ii. Sifat penugasan; ii. The nature of the assignment;
iii. Lingkup pekerjaan; iii. The scope of work;
iv. Tujuan dan sasaran pekerjaan; iv. The work objectives and goals;
v. Jangka waktu penugasan. v. The assignment duration.
b. Lingkup pekerjaan tugas khusus sepenuhnya b. The scope of special assignments is entirely
ditentukan oleh Dewan Komisaris sepanjang tidak determined by the Board of Commissioners as long
bertentangan dengan peraturan perundangan yang as it does not conflict with applicable laws and
berlaku; regulations;
c. Dalam melaksanakan tugas khusus Komite dapat: c. In carrying out special assignments, the Committee
may:
i. Melakukan review terhadap semua catatan, i. Review all records, documents, and other
dokumen dan informasi lainnya yang diperlukan necessary information, including the minutes
termasuk notulen rapat Dewan Direksi dan rapat of the Board of Directors and Board of
Dewan Komisaris; jika dianggap perlu, Commissioners meetings; if deemed necessary,
ii. Melakukan analisis dan evaluasi, bekerja sama ii. Conduct analysis and evaluation, in collaboration
dengan struktural Manajemen yang memiliki with the Management structure responsible for
Risiko dan Hukum atas Tata Kelola Perusahaan, Risk and Legal Affairs for Corporate Governance,
dan/atau struktural unit kerja terkait atau and/or the relevant work unit structure, or request
meminta bantuan tenaga ahli atau konsultan the assistance of experts or consultants to assist
untuk membantu Komite Pemantau Risiko dan the Risk Monitoring and Legal Committee at the
Hukum dengan beban Perseroan. Company’s expense.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
d. Menyampaikan laporan pelaksanaan tugas khusus d. Submitting reports on the implementation of special
kepada Dewan Komisaris. tasks to the Board of Commissioners.
Tanggung Jawab Komite Pemantau Risiko dan Responsibilities of the Risk Monitoring and Legal
Hukum Komite Pemantau Risiko dan Hukum Committee
1. Komite Pemantau Risiko dan Hukum bertanggung jawab 1. The Risk Monitoring and Legal Committee is responsible
kepada Dewan Komisaris; to the Board of Commissioners;
2. Pertanggungjawaban kepada Dewan Komisaris 2. Accountability to the Board of Commissioners is
disampaikan dalam laporan sebagai berikut: conveyed in the following reports:
a. Laporan tahunan pelaksanaan tugas; a. Annual report on the implementation of duties;
b. Laporan Semester pelaksanaan tugas; b. Semi-annual report on the implementation of duties;
c. Laporan untuk setiap pelaksanaan tugas khusus c. Reports on each implementation of the Committee's
Komite. specific duties.
3. Komite Pemantau Risiko dan Hukum bertanggung jawab 3. The Risk Monitoring and Legal Committee is responsible
menjaga kerahasiaan dokumen, data dan informasi for maintaining the confidentiality of the Company's
Perseroan. documents, data, and information.
Kewenangan Komite Pemantau Risiko dan Authorities of the Risk Monitoring and Legal
Hukum Committee
Komite Pemantau Risiko dan Hukum dalam melaksanakan The Risk Monitoring and Legal Committee is granted
tugasnya, diberikan kewenangan dalam beberapa hal. authority in several matters in carrying out its duties. Such
Adapun kewenangan tersebut yaitu: authority includes:
1. Mengakses catatan atau informasi tentang aset dan 1. Accessing records or information about assets and
sumber daya lainnya dan memasuki pekarangan, other resources and entering the grounds, buildings,
gedung, serta kantor yang dipergunakan oleh Perseroan; and offices used by the Company;
2. Berhak mendapat dan meminta setiap hasil kajian risiko 2. The right to obtain and request any risk and legal
dan hukum yang dilakukan baik oleh para risk owner, assessment results conducted by risk owners, relevant
Para Pejabat Struktural terkait, Risk Champion, Satuan structural officials, risk champions, internal supervisory
Pengawasan Intern maupun Direksi Perseroan; units, and the Company’s Board of Directors;
3. Meminta penjelasan dari Direksi dan/atau pejabat 3. Requesting explanations from the Board of Directors
lainnya mengenai segala persoalan yang menyangkut and/or other officials regarding all matters relating to the
pengelolaan Perseroan; management of the Company;
4. Dalam melaksanakan kewenangannya, Komite bekerja 4. In exercising its authority, the Committee shall cooperate
sama dengan unit kerja terkait, dalam hal ini para risk with relevant work units, in this case, the risk owners,
owner, Pejabat Struktural terkait Kendali Mutu dan relevant Structural Officials for Quality Control and Risk
Manajemen Risiko, Sumber Daya Manusia, Organisasi Management, Human Resources, Organization, and the
serta Internal Audit Group Perseroan; Company’s Internal Audit Group;
5. Melakukan review, memeriksa, melakukan analisa dan 5. Conducting reviews, examinations, analyses, and
memberikan pendapat serta rekomendasi dalam batas providing opinions and recommendations within the
ruang lingkup tugasnya; scope of its duties;
6. Mencari dan mendapatkan informasi (akses yang tidak 6. Seeking and obtaining relevant information (unrestricted
terbatas) yang relevan dari Sistem Informasi Manajemen access) from the Management Information System
(SIM), laporan-laporan, maupun dari setiap anggota (SIM), reports, or from any member of the Board of
Direksi, karyawan atau individu atau narasumber terkait; Directors, employee, individual, or relevant source;
7. Mengundang manajemen untuk hadir dalam rapat Komite; 7. Inviting management to attend Committee meetings;
dan and
8. Melakukan kewenangan lain yang diberikan oleh Dewan 8. Exercise other authorities granted by the Board of
Komisaris. Commissioners.
Pengembangan Kompetensi Komite Pemantau Competency Development Risk Monitoring and
Risiko dan Hukum Legal Committee Competency Development
Pengembangan kompetensi Komite Pemantau Risiko dan The development of the Risk Monitoring and Legal
Hukum dapat dilihat pada Bab Profil Perusahaan dalam buku Committee’s competencies is available in the Company
Laporan Tahunan ini. Profile chapter of this Annual Report.
Kebijakan dan Besaran Remunerasi bagi Komite Risk Monitoring and Legal Committee
Pemantau Risiko dan Hukum Remuneration Policy and Amount
Berdasarkan Peraturan Menteri Badan Usaha Milik Negara Pursuant to the Minister of State-Owned Enterprises
No. PER-3/MBU/03/2023, tanggal 24 Maret 2023, tentang Regulation No. PER-3/MBU/03/2023, dated March 24, 2023,
Organ dan Sumber Daya Manusia Badan Usaha Milik Negara, on the Organization and Human Resources of State-Owned
Anggota Komite Pemantau Risiko dan Hukum yang bukan Enterprises, Risk Monitoring and Legal Committee members
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anggota Dewan Komisaris memperoleh remunerasi berupa who are not Board of Commissioners members receive
honorarium maksimal sebesar 20% dari gaji Direktur Utama. remuneration in the form of honoraria of up to 20% of the
salary of the President Director.
Pelaksanaan Tugas Komite Pemantau Risiko dan Implementation of Risk Monitoring and Legal
Hukum Committee Duties
Dalam melaksanakan tugas dan tanggung jawab peran dan In carrying out the duties and responsibilities of the
fungsi Komite Pemantau Risiko dan Hukum, berikut uraian Risk Monitoring and Legal Committee, the following is a
hasil pelaksanaan tugas pengawasan selama Tahun 2025 description of the results of the supervision tasks carried
sebagai berikut: out during 2025:
1. Rapat Komite Pemantau Risiko dan Hukum 1. Risk Monitoring and Legal Committee Meetings
Rapat Komite Pemantau Risiko dan Hukum dilaksanakan The Risk Monitoring and Legal Committee Meeting
dalam rangka review atas kinerja manajemen untuk was held to review management performance, assess
mengetahui perkembangan kondisi serta masalah- developments and actual problems experienced
masalah aktual yang dialami Perusahaan termasuk by the Company, and provide input to the Board of
pemberian masukan kepada Dewan Komisaris. Commissioners.
Sepanjang tahun 2025, Komite Pemantau Risiko dan Throughout 2025, the Risk and Legal Monitoring
Hukum telah melaksanakan sebanyak 12 kali Rapat. Committee held 12 meetings.
Sebagaimana telah diatur dalam ketentuannya, Komite As stipulated in its provisions, the Risk Monitoring and
Pemantau Risiko dan Hukum memiliki ketentuan Legal Committee has provisions regarding meetings.
mengenai rapat. Ketentuan tersebut, yaitu: These provisions are as follows:
a. Komite Pemantau Risiko dan Hukum mengadakan a. The Risk Monitoring and Legal Committee holds
rapat sekurang-kurangnya 1 (satu) kali dalam setiap meetings at least once every quarter or twice every
triwulan atau 2 (dua) kali dalam setiap semester. semester. There is no maximum limit on the number
Tidak ada batasan maksimal jumlah rapat; of meetings;
b. Rapat Komite dipimpin oleh Ketua Komite b. Committee meetings are chaired by the Committee
atau anggota Komite yang paling senior masa Chairman or the most senior Committee member in
keanggotaannya, apabila Ketua Komite berhalangan terms of membership, if the Committee Chairman is
hadir; unable to attend;
c. Jika dipandang perlu, Komite dapat mengundang c. If deemed necessary, the Committee may invite
pihak Manajemen yang terkait dengan materi rapat Management personnel related to the meeting
untuk hadir dalam rapat Komite; agenda to attend the Committee meeting;
d. Setiap rapat Komite dituangkan dalam risalah rapat d. Each Committee meeting is recorded in meeting
yang ditandatangani oleh seluruh anggota Komite minutes signed by all members of the Risk Monitoring
Pemantau Risiko dan Hukum yang hadir; dan and Legal Committee who are present; and
e. Komite mengadakan rapat koordinasi dengan e. The Committee holds coordination meetings with
Struktural Manajemen Risiko sekurang-kurangnya the Risk Management Structure at least once every
sekali dalam 3 (tiga) bulan. 3 (three) months.
Sepanjang tahun 2025 Komite Pemantau Risiko dan Throughout 2025, the Risk Monitoring and Legal
Hukum melakukan rapat sebanyak 12 (dua belas) kali Committee held 12 (twelve) meetings with the following
dengan agenda di antaranya sebagai berikut: agenda items:
a. Laporan Fungsi Kepatuhan Anti Penyuapan (FKAP). a. Anti-Bribery Compliance Function Report (FKAP).
b. Pengusahaan Jalan Tol Anak Perusahaan. b. Toll Road Operations of Subsidiaries.
c. Pedoman Manajemen Risiko. c. Risk Management Guidelines.
d. Evaluasi Atas Efektivitas Pengelolaan Risiko. d. Evaluation of Risk Management Effectiveness.
e. Nilai Strategi Risiko 2026. e. 2026 Risk Strategy Score.
f. Progres Reviu Board Manual. f. Board Manual Review Progress.
g. Peringkat Komposit Risiko. g. Composite Risk Rating.
h. Rencana Penerbitan Obligasi. h. Bond Issuance Plan.
i. Permasalahan Hukum. i. Legal Issues.
j. Rancangan Draft Awal RKAP 2026. j. Initial Draft of the 2026 RKAP.
k. RKAP Anak Perusahaan. k. Subsidiary RKAP.
l. Progres Desain dan Implementasi ICOFR. l. Progress of ICOFR Design and Implementation.
m. Audiensi Key Performance Indicators (KPI) RKAP m. Key Performance Indicators (KPI) Hearing for the
2026. 2026 RKAP.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Kehadiran Komite Pemantau Risiko dan Hukum dalam Rapat Komite Pemantau Risiko dan Hukum 2024
Table of Risk Monitoring and Legal Committee’s Attendance at the 2025 Risk Monitoring and Legal Committee Meetings
Syamsul Asrorun
Mustolih M. Abdul Tjahjanto Iqbal
Bachri Ni’am Erick**
Siradj** Roskanedi*** Rachman*** Budisatrio**** Tawakkal*****
Yusuf* Sholeh*
Jumlah Rapat Dalam Setahun
12
Total Meetings in One Year
Jumlah Rapat yang Wajib
Dihadiri 9 9 8 12 3 3 3 4
Total Mandatory Meetings
Jumlah Rapat yang Dihadiri
9 9 8 12 3 3 3 4
Total Attended Meetings
Presentasi Kehadiran (%)
100% 100% 100% 100% 100% 100% 100% 100%
Attendance Percentage (%)
Rata-Rata (%)
100%
Average (%)
Keterangan/Notes:
* Menjabat sejak 5 Juni 2025/In office since June 5, 2025
** Menjabat sejak 1 Juli 2025/In office since July 1, 2025
*** Menjabat sampai 7 Mei 2025/Serving until May 7, 2025
**** Menjabat sampai 9 Mei 2025/Serving until May 9, 2025
***** Menjabat sampai 30 Juni 2025/Serving until June 30, 2025
2. Kunjungan Lapangan/Unit Usaha 2. Field/Business Unit Visits
Komite Pemantau Risiko dan Hukum melaksanakan The Risk Monitoring and Legal Committee conducts
kegiatan kunjungan ke lapangan/unit usaha guna field/business unit visits to obtain a clearer picture and
mendapatkan gambaran dan informasi yang lebih more accurate information regarding areas or matters
akurat/jelas mengenai bidang atau hal-hal yang perlu that require attention.
mendapat perhatian.
Selama Tahun 2025, Komite Pemantau Risiko dan Hukum Throughout 2025, the Risk and Legal Monitoring
telah melaksanakan 7 kali kunjungan, dengan rincian Committee conducted 7 (seven) visits, with the following
sebagai berikut: details:
Tanggal Lokasi
No.
Date Location
1. 06 Maret 2025 Ruas Jalan Tol Fungsional Tol Yogya-Solo dalam Rangka Persiapan Idul Fitri 2025
March 6, 2025 Functional Toll Road Sections of the Yogya-Solo Toll Road in Preparation for Eid al-Fitr 2025
2. 17-19 Maret Jalan Tol Trans Jawa dalam Rangka Kesiapan Operasional Mudik Idul Fitri Tahun 2025
March 17-19, 2025 Trans-Java Toll Road in Preparation for Eid al-Fitr 2025 Homecoming Operations
3. 19 Juni 2025 Proyek Jalan Tol Jakarta-Cikampek Selatan
June 19, 2025 Jakarta-Cikampek Selatan Toll Road Project
4. 27-29 Juni 2025 1. Rest Area 207A Palimanan-Kanci, Rest Area 379A Batang, dan Rest Area 519A Solo-Ngawi
June 27-29, 2025 2. Proyek PT Jasamarga Probolinggo Banyuwangi
3. Proyek PT Jasamarga Jogja Solo Paket 1.1 Klaten-Kartasura, Paket 1.2 Purwomartani-Klaten, Paket
2.2B Trihanggo-JC Sleman
4. Proyek PT Jasamarga Jogja Bawen Seksi 1 dan Seksi 6
1. Rest Area 207A Palimanan-Kanci, Rest Area 379A Batang, and Rest Area 519A Solo-Ngawi
2. PT Jasamarga Probolinggo Banyuwangi Project
3. PT Jasamarga Jogja Solo Project Package 1.1 Klaten-Kartasura, Package 1.2 Purwomartani-Klaten,
Package 2.2B Trihanggo-JC Sleman
4. PT Jasamarga Jogja Bawen Project Section 1 and Section 6
5. 15 Juli 2025 Jasamarga Tollroad Command Center, Jatiasih, Bekasi
July 15, 2025
6. 07-09 Agustus 2025 PT Jasamarga Manado Bitung (Jalan Tol Manado-Bitung)
August 7-9, 2025 PT Jasamarga Manado Bitung (Manado-Bitung Toll Road)
7. 08 November 2025 PT Jasamarga Japek Selatan (Jalan Tol Jakarta-Cikampek Selatan)
November, 2025 PT Jasamarga Japek Selatan (Jakarta-Cikampek Selatan Toll Road)
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3. Pengembangan Kompetensi Komite Pemantau Risiko 3. Competency Development of the Risk and Legal
dan Hukum Monitoring Committee
Sepanjang tahun 2025, Perseroan telah Throughout 2025, the Company has enrolled the Risk
mengikutsertakan Komite Pemantau Risiko dan Hukum and Legal Monitoring Committee in various training
pada berbagai pelatihan sebagai bentuk pengembangan programmes as part of its competency development
kompetensi. Lebih lanjut mengenai pengembangan initiatives. Further details regarding the competency
kompetensi Komite Pemantau Risiko dan Hukum, development of the Risk and Legal Monitoring
dapat dilihat pada Bab Profil Perusahaan, bagian Committee can be found in the Company Profile section,
Pengembangan Kompetensi Komite Pemantau Risiko under ‘Competency Development of the Risk and Legal
dan Hukum. Monitoring Committee’.
4. Evaluasi Atas Efektivitas Pengelolaan Risiko 4. Evaluation of Risk Management Effectiveness
Dalam melakukan evaluasi efektivitas pengelolaan risiko In evaluating the effectiveness of risk management
di tahun 2025, Dewan Komisaris memperhatikan risiko in 2025, the Board of Commissioners considered the
Perseroan didasarkan pada proses bisnis Perseroan Company’s risks based on the Company’s business
dengan memperhatikan taksonomi (kategori) risiko processes, considering the Company’s risk taxonomy
Perseroan yang telah disesuaikan dengan arahan BP (categories), which has been adjusted in accordance
BUMN. with the directives of the Ministry of SOE.
Hal-hal yang menjadi perhatian terkait capaian kinerja The following are some of the points of concern
Perseroan di antaranya adalah sebagai berikut: regarding the Company’s performance achievements:
a. Ketepatan waktu penyelesaian konstruksi untuk a. Timeliness of construction completion to maintain
menjaga kelayakan ruas. the viability of the route.
b. Ketepatan waktu penyesuaian tarif sesuai peraturan b. Timeliness of tariff adjustments in accordance with
dan perundangan. regulations and legislation.
c. Efisiensi biaya operasi untuk menjaga EBITDA Margin c. Operational cost efficiency to maintain EBITDA
dan memberikan arus kas positif bagi Perseroan. Margin and provide positive cash flow for the
Company.
d. Komposisi liabilitas dengan mempertimbangkan d. Liability composition taking into account the
investasi jangka panjang Perseroan. Company's long-term investments.
e. Sumber pendanaan investasi yang dapat e. Sources of investment funding that can positively
mempengaruhi kinerja keuangan secara positif dan affect financial performance and generate positive
menciptakan arus kas positif dari kegiatan operasi cash flow from the Company's operating activities.
Perseroan.
5. Evaluasi Atas Laporan Manajemen 5. Evaluation of Management Reports
Evaluasi efektivitas pemantauan risiko dan hukum The effectiveness of risk and legal monitoring is
dilakukan secara berkala untuk memastikan keberlanjutan evaluated periodically to ensure the Company’s business
bisnis Perseroan dalam menghadapi berbagai tantangan sustainability in facing various challenges and dynamics
dan dinamika yang terjadi sepanjang tahun 2025. throughout 2025. This evaluation is carried out by
Evaluasi ini dilakukan dengan mempertimbangkan aspek considering financial, operational, technological, legal,
keuangan, operasional, teknologi, hukum, dan reputasi. and reputational aspects.
Berdasarkan evaluasi atas efektivitas pengelolaan risiko Based on the evaluation of the effectiveness of risk
dan hukum selama tahun 2025, Perseroan telah berhasil and legal management during 2025, the Company’s
menjaga keseimbangan antara pertumbuhan bisnis management has successfully maintained a balance
dan mitigasi risiko, serta pemenuhan kepatuhan atas between business growth and risk mitigation, as well as
peraturan perundang undangan yang berlaku. compliance with applicable laws and regulations.
Keberhasilan ini didukung oleh strategi keuangan yang This success was supported by prudent financial
prudent, pemanfaatan teknologi, serta penerapan tata strategies, the utilization of technology, and the
kelola yang baik. Rekomendasi untuk tahun berikutnya implementation of good governance. Recommendations
mencakup peningkatan sinergi antar Anak Perusahaan, for the following year include increasing synergy between
optimalisasi investasi berbasis teknologi, serta subsidiaries, optimizing technology-based investments,
penguatan kebijakan kepatuhan dan audit internal. and strengthening compliance and internal audit policies.
Manajemen Perseroan senantiasa berupaya untuk dapat The Company’s management continuously strives
menerapkan manajemen risiko secara komprehensif to implement comprehensive risk management in all
pada seluruh kegiatan Perseroan yang diwujudkan of the Company’s activities by ensuring that such
dengan memastikan bawah pelaksanaan tersebut telah implementation is carried out effectively, efficiently,
diterapkan secara efektif, efisien dan sesuai dengan apa and in accordance with the provisions of the Minister
yang diamanatkan dalam Peraturan Menteri Badan Usaha of State-Owned Enterprises Regulation No. PER-2/
Milik Negara No. PER-2/MBU/03/2023 tentang Pedoman MBU/03/2023, on Guidelines for Corporate Governance
Tata Kelola dan Kegiatan Korporasi Signifikan Badan and Significant Corporate Activities of State-Owned
Usaha Milik Negara. Organ Dewan Komisaris senantiasa Enterprises. The Board of Commissioners is committed
648 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
berkomitmen dan bertanggung jawab dalam melakukan and responsible for performing its supervisory function
fungsi pengawasan dalam rangka memastikan bahwa to ensure that risk management is implemented properly,
penerapan manajemen risiko terselenggara dengan whereby the implementation of policies and regulations
baik dimana penerapan kebijakan dan peraturan yang in line with these regulations is carried out and evaluated
selaras dengan peraturan tersebut terus dilaksanakan regularly and continuously.
dan dievaluasi secara berkala dan berkelanjutan.
Pemenuhan Key Performance Indicators (KPI) Fulfillment of Risk Monitoring and Legal
Komite Pemantau Risiko dan Hukum Committee Key Performance Indicators (KPIs)
Dalam melaksanakan tugasnya, Komite Pemantau Risiko In carrying out its duties, the Risk Monitoring and Legal
dan Hukum selalu berpedoman pada Program Kerja Komite Committee always adheres to the Work Program of the
Pemantau Risiko dan Hukum. Secara umum, kinerja Komite Risk Monitoring and Legal Committee. In general, the
Pemantau Risiko dan Hukum didasarkan pada realisasi performance of the Risk Monitoring and Legal Committee is
program kerja dibandingkan dengan target yang ditetapkan. based on the realization of the work program compared to
Secara umum pada tahun 2025, Komite Pemantau Risiko the set targets. In general, in 2025, the Risk Monitoring and
dan Hukum telah melaksanakan seluruh kegiatan sesuai Legal Committee has carried out all activities in accordance
dengan perencanaan yang ditetapkan dan telah memenuhi with the established plan and has met all assessment
seluruh indikator penilaian. indicators.
Kinerja Komite Pemantau Risiko dan Hukum selama tahun The performance of the Risk Monitoring and Legal
2025 berdasarkan KPI dirinci sebagai berikut: Committee in 2025, based on KPIs, is detailed as follows:
Tabel Hasil Penilaian KPI Komite Pemantau Risiko dan Hukum Tahun 2025
Table of Risk Monitoring and Legal Committee KPI Assessment Results in 2025
Program Kerja Bobot Ketercapaian Skor
Realisasi/Output
No. Work Program Weight Achievement Score
Realization/Output
(A) [0-100] (B) (AxB)
1. Pembahasan Revisi RKAP 2025 dengan 1 kali Rapat Pembahasan 7,5% 100 7,5%
Kesesuaian RJPP 2025-2029 1 Discussion Meeting
Discussion of the 2025 RKAP Revision per the
2025-2029 RJPP
2. Pembahasan RKAP 2026 dengan kesesuaian 6 kali Rapat Pembahasan 7,5% 100 7,5%
RJPP 2025-2029 6 Discussion Meetings
Discussion of the 2026 RKAP per the 2025-2029
RJPP
3. Pembahasan Revisi RKAP 2025 dengan 1 kali Rapat Pembahasan 7,5% 100 7,5%
memperhatikan Aspirasi Pemegang Saham, 1 Discussion Meeting
Peraturan Perundangan dan Perjanjian dengan
Pihak Ketiga
Discussion of the 2025 RKAP Revision with
consideration of Shareholder Aspirations, Laws
and Regulations, and Agreements with Third
Parties
4. Pembahasan RKAP 2026 dengan memperhatikan 6 kali Rapat Pembahasan 7,5% 100 7,5%
Aspirasi Pemegang Saham, Peraturan 6 Discussion Meetings
Perundangan dan Perjanjian Pihak dengan Ketiga
Discussion of the 2026 RKAP with consideration
of Shareholder Aspirations, Laws and Regulations,
and Agreements with Third Parties
5. Pembahasan (termasuk namun tidak terbatas • 1 kali Rapat Pembahasan 5% 100 5%
pada evaluasi) Pembangunan Jalan Tol PSN, • 1 Nota Dinas KPRH
termasuk rencana Pemrakarsa didasarkan pada • 1 Discussion Meeting
RJPP 2025-2029 • 1 KPRH Official
Discussion (including but not limited to evaluation) Memorandum
of PSN Toll Road Development, including the
Initiator's plan based on the 2025-2029 RJPP
6. Pembahasan Pengembangan Lini Bisnis 2 Nota Dinas KPRH 5% 100 5%
Prospektif 2 KPRH Official
Discussion of Prospective Business Line Memorandums
Development
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Hasil Penilaian KPI Komite Pemantau Risiko dan Hukum Tahun 2025
Table of Risk Monitoring and Legal Committee KPI Assessment Results in 2025
Program Kerja Bobot Ketercapaian Skor
Realisasi/Output
No. Work Program Weight Achievement Score
Realization/Output
(A) [0-100] (B) (AxB)
7. Evaluasi Kebijakan Manajemen Risiko dan • 3 Nota Dinas KPRH 5% 100 5%
Implementasi Teknologi: SLFF, FLO, MLFF, Traffic • 1 kali Rapat Pembahasan
Counting AI, Enhancement Travoy • 3 KPRH Official
Evaluation of Risk Management Policy and Memorandums
Technology Implementation: SLFF, FLO, MLFF, • 1 Discussion Meeting
Traffic Counting AI, Enhancement Travoy
8. Evaluasi atas Masterplan IT 2025-2029 sejalan 1 Nota Dinas KPRH 5% 100 5%
dengan RJPP 2025-2029 1 KPRH Official Memorandum
Evaluation of the 2025-2029 IT Master Plan in line
with the 2025-2029 RJPP
9. Pembahasan dan Evaluasi Pelaksanaan Kebijakan Laporan dalam Rapat Dewan 5% 100 5%
Pengelolaan Anak Perusahaan Komisaris
Discussion and Evaluation of the Implementation Reports in the Board of
of Subsidiary Management Policies Commissioners Meeting
10. Pembahasan dan Evaluasi Kepatuhan • 1 kali Rapat Pembahasan 5% 100 5%
Perusahaan dalam Menjalankan Peraturan • 1 Nota Dinas KPRH
Perundang-undangan dan Anggaran Dasar • 1 Discussion Meeting
Perusahaan • 1 KPRH Official
Discussion and Evaluation of Company Memorandum
Compliance in Implementing Laws and
Regulations and the Company's Articles of
Association
11. Pembahasan dan Evaluasi Kepatuhan 3 Nota Dinas KPRH 5% 100 5%
Perusahaan terhadap Seluruh Perjanjian dan 3 KPRH Official
Komitmen yang dibuat oleh Perusahaan dengan Memorandums
Pihak Ketiga
Discussion and Evaluation of Company
Compliance with All Agreements and
Commitments made by the Company with Third
Parties
122. Pembahasan Transaksi atau Tindakan Direksi 4 Nota Dinas KPRH 7,5% 100 7,5%
yang memerlukan Persetujuan/Otorisasi/ 4 KPRH Official
Rekomendasi dalam Lingkup Dewan Komisaris Memorandums
atau RUPS
Discussion of Transactions or Actions of the
Board of Directors that require Approval/
Authorization/Recommendation within the Scope
of the Board of Commissioners or GMS
13. Pembahasan Rencana Aksi Korporasi Keuangan 3 Nota Dinas KPRH 7,5% 100 7,5%
Discussion of Financial Corporate Action Plans 3 KPRH Official
Memorandums
14. Peningkatan Kompetensi melalui Program 5 kali Pelatihan 5% 100 5%
Pelatihan 5 Training
Competency Improvement through Training
Programs
15. Piagam/Charter dan Program Kerja Tahunan • 2 Nota Dinas KPRH 5% 100 5%
Charter and Annual Work Program • 1 kali Rapat Pembahasan
• 2 KPRH Official
Memorandums
• 1 Discussion Meeting
16. Penugasan Dewan Komisaris Dilaporkan Melalui Nota Dinas 5% 100 5%
Assignment of the Board of Commissioners KPRH
Reported through the KPRH
official memorandums
17. Pelaporan Hasil Kegiatan dan Hasil Penugasan Laporan Triwulanan 5% 100 5%
Reporting of Activity Results and Assignment Quarterly Reports
Results
Pencapaian KPI 100%
KPI Achievement
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Rencana Kerja Komite Pemantau Risiko dan Risk Monitoring and Legal Committee Work Plan
Hukum Tahun 2026 for 2026
Program kerja Komite Pemantau Risiko dan Hukum di tahun The work program of the Risk Monitoring and Legal
2026 di antaranya adalah sebagai berikut: Committee in 2026 includes the following:
• Rapat Komite Pemantau Risiko dan Hukum. • Risk Monitoring and Legal Committee meetings.
• Pembahasan dan pengawasan bidang risiko. • Discussion and supervision of risk areas.
• Pembahasan dan pengawasan bidang hukum. • Discussion and supervision of legal matters.
• Pembahasan implementasi teknologi. • Discussion of technology implementation.
• Pengawasan atas Informasi Manajemen. • Supervision of Management Information.
• Pembahasan RKAP dan RJPP. • Discussion of RKAP and RJPP.
• Peningkatan Kompetensi. • Competency improvement.
• Pembahasan proses internal dengan membuat program • Discussion of internal processes by creating work
kerja dan review dokumen terkait jika diperlukan. programs and reviewing related documents if necessary.
Komite Tata Kelola Terintegrasi Integrated Governance Committee
Komite Tata Kelola Terintegrasi merupakan komite yang The Integrated Governance Committee is a committee
dibentuk untuk membantu Dewan Komisaris melaksanakan formed to assist the Board of Commissioners in carrying out
fungsi pengawasan melalui pemantauan dan evaluasi its supervisory functions through monitoring and evaluating
terhadap fungsi dan kebijakan Tata Kelola Terintegrasi. the functions and policies of Integrated Governance. The
Komite Tata Kelola Terintegrasi merupakan organ pendukung Integrated Governance Committee is a supporting body of
Dewan Komisaris yang merupakan organ pengelola risiko, the Board of Commissioners, which is a risk management
yang wajib dimiliki apabila Perseroan masuk dalam kategori body that must be established if the Company is classified
konglomerasi dan klasifikasi risikonya sistemik A. Melalui as a conglomerate and its risk classification is systemic A.
komite ini, diharapkan Dewan Komisaris bekerja secara Through this committee, it is expected that the Board of
profesional, independen, dan kompeten agar Visi dan Misi Commissioners will work professionally, independently, and
Perseroan dapat tercapai. competently so that the Company’s Vision and Mission can
be achieved.
Dasar Pembentukan Komite Tata Kelola Integrated Governance Committee
Terintegrasi Establishment Basis
Komite Tata Kelola Terintegrasi dibentuk berdasarkan The Integrated Governance Committee is formed based on
peraturan perundangan. Adapun dasar hukum pembentukan legislation. The legal basis for the formation of the Integrated
Komite Tata Kelola Terintegrasi, sebagai berikut: Governance Committee is as follows:
1. Peraturan Menteri Badan Usaha Milik Negara No. PER-2/ 1. Minister of State-Owned Enterprises Regulation No. PER-
MBU/03/2023 tanggal 24 Maret 2023 tentang Pedoman 2/MBU/03/2023 dated March 24, 2023, on Guidelines
Tata Kelola dan Kegiatan Korporasi Signifikan Badan for Governance and Significant Corporate Activities of
Usaha Milik Negara (Berita Negara RI Tahun 2023 State-Owned Enterprises (2023 State Gazette of the
No. 262); Republic of Indonesia No. 262);
2. Peraturan Menteri Badan Usaha Milik Negara No. PER- 2. Minister of State-Owned Enterprises Regulation No. PER-
3/MBU/03/2023 tanggal 24 Maret 2023 tentang Organ 3/MBU/03/2023 dated March 24, 2023, on Organs and
dan Sumber Daya Manusia Badan Usaha Milik Negara Human Resources of State-Owned Enterprises (2023
(Berita Negara RI Tahun 2023 No. 263); State Gazette of the Republic of Indonesia No. 263);
3. Peraturan Otoritas Jasa Keuangan No. 21/POJK.04/2015 3. Financial Services Authority Regulation No. 21/
tentang Penerapan Pedoman Tata Kelola Perusahaan POJK.04/2015 on the Implementation of Corporate
Terbuka; Governance Guidelines for Public Companies;
4. Keputusan Deputi Bidang Keuangan dan Manajemen 4. Deputy for Finance and Risk Management of the
Risiko Kementerian Badan Usaha Milik Negara No. SK-3/ Ministry of State-Owned Enterprises Decree No. SK-3/
DKU.MBU/05/2023 tentang Petunjutk Teknis Komposisi DKU.MBU/05/2023 on Technical Guidelines for the
dan Kualifikasi Organ Pengelola Risiko di Lingkungan Composition and Qualifications of Risk Management
Badan Usaha Milik Negara; Organs within State-Owned Enterprises;
5. Keputusan Deputi Bidang Keuangan dan Manajemen 5. Deputy for Finance and Risk Management of the Ministry
Risiko Kementerian Badan Usaha Milik Negara No. SK-6/ of State-Owned Enterprises Decree No. SK-6/DKU.
DKU.MBU/05/2023 tentang Proses Manajemen Risiko MBU/05/2023 on Risk Management and Aggregation
dan Agregasi; Processes;
6. Surat Edaran Otoritas Jasa Keuangan No. 32/ 6. Financial Services Authority Circular Letter No. 32/
SEOJK.04/2015 tentang Pedoman Tata Kelola SEOJK.04/2015 on Guidelines for Corporate Governance
Perusahaan Terbuka; of Public Companies;
7. Anggaran Dasar Perusahaan Perseroan (Persero) 7. Articles of Association of the State-Owned Enterprise
PT Jasa Marga (Persero) Tbk Akta Notaris Ir. Nanette (Persero) PT Jasa Marga (Persero) Tbk, Notarial Deed
Cahyanie Handari Adi Warsito, SH akta No. 04 of Ir. Nanette Cahyanie Handari Adi Warsito, SH, Deed
tanggal 09 Januari 2026, berikut Surat Penerimaan No. 04 dated January 9, 2026, along with the Notice of
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Pemberitahuan dari Direktorat Jenderal Administrasi Receipt from the Directorate General of General Legal
Hukum Umum Kementerian Hukum Republik Indonesia Administration of the Ministry of Law of the Republic of
No. AHUAH.01.03-0013716 tanggal 19 Januari 2026 Indonesia No. AHUAH.01.03-0013716 dated January 19,
dan telah didaftar dalam Daftar Perseroan No. AHU- 2026, and registered in the Company Register No. AHU-
0007721. AH.01.11.Tahun 2026 tanggal 19 Januari 2026; 0007721. AH.01.11.Year 2026 dated January 19, 2026;
8. Keputusan Dewan Komisaris PT Jasa Marga (Persero) 8. Board of Commissioners Decree of PT Jasa Marga
Tbk No. KEP-038/III/2024 tanggal 22 Maret 2024, (Persero) Tbk No. KEP-038/III/2024 dated March 22,
tentang Pembentukan Komite Tata Kelola Terintegrasi 2024, on the Establishment of the Integrated Governance
PT Jasa Marga (Persero) Tbk. Committee of PT Jasa Marga (Persero) Tbk.
Pedoman Kerja/Piagam Komite Tata Kelola Integrated Governance Committee Work
Terintegrasi Guideline/Charter
Jasa Marga memiliki Pedoman Tata Kelola Terintegrasi Jasa Marga has Integrated Governance Guidelines for
PT Jasa Marga (Persero) Tbk diatur melalui Keputusan PT Jasa Marga (Persero) Tbk, regulated through a Joint
Bersama Dewan Komisaris dan Direksi yang Tbk No. KEP- Decree of the Board of Commissioners and Board Directors
041/III/2024 dan No. 45/KPTS/2024 tanggal 22 Maret 2024 of Tbk No. KEP-041/III/2024 and No. 45/KPTS/2024 dated
tentang Pedoman Tata Kelola Terintegrasi Konglomerasi March 22, 2024, on the Integrated Governance Guidelines
PT Jasa Marga (Persero) Tbk. Pedoman ini merupakan for the Conglomerate of PT Jasa Marga (Persero) Tbk. These
acuan bagi Komite Tata Kelola Terintegrasi dalam guidelines serve as a reference for the Integrated Governance
melaksanakan tugas dan tanggung jawabnya. Pedoman Committee in carrying out its duties and responsibilities.
tersebut memuat ketentuan yang harus dipatuhi oleh Komite The guidelines contain provisions that must be complied
Tata Kelola Terintegrasi, dengan tujuan agar pelaksanaan with by the Integrated Governance Committee, with the
kegiatan Komite Tata Kelola Terintegrasi dapat bekerja aim that the implementation of the Integrated Governance
secara independen, objektif, mandiri, transparan, dan dapat Committee’s activities can be carried out independently,
dipertanggungjawabkan. Dalam pengaturannya terhadap objectively, autonomously, transparently, and accountably.
Komite Tata Kelola Terintegrasi, Pedoman Tata Kelola In its regulation of the Integrated Governance Committee,
Terintegrasi Konglomerasi PT Jasa Marga (Persero) Tbk, the Integrated Governance Guidelines for the PT Jasa Marga
memuat substansi antara lain mencakup: (Persero) Tbk Conglomerate contains substances that
include, among other things:
1. Struktur Keanggotaan Komite Tata Kelola Terintegrasi; 1. The membership structure of the Integrated Governance
Committee;
2. Tugas dan Tanggung Jawab Komite Tata Kelola 2. The duties and responsibilities of the Integrated
Terintegrasi; dan Governance Committee; and
3. Piagam Komite Tata Kelola Terintegrasi. 3. The Integrated Governance Committee Charter.
Persyaratan Keanggotaan Membership Requirements
Setiap orang yang diangkat menjadi anggota Komite Tata Every person appointed as a Integrated Governance
Kelola Terintegrasi, merupakan seluruh Komisaris Induk Jasa Committee member shall be a Commissioner of Jasa
Marga dan Komisaris Utama Anak Perusahaan. Marga Parent Company and a President Commissioner of
Subsidiary Companies.
Ketentuan Masa Jabatan Term of Office
Seluruh Anggota Komite Tata Kelola Terintegrasi Jasa Marga All members of Jasa Marga’s Integrated Governance
memiliki integritas, kompetensi dan reputasi yang baik. Committee have integrity, competence, and a good
Pemberhentian anggota Komite Tata Kelola Terintegrasi reputation. Members of the Integrated Governance
dapat dilakukan apabila yang bersangkutan berakhir masa Committee may be dismissed if their term of office as a
jabatan keanggotaannya sebagai Komisaris Induk atau Commissioner of the Parent Company or as a President
sebagai Komisaris Utama Anak Perusahaan. Masa tugas Commissioner of a Subsidiary ends. The term of office of
anggota Komite Tata Kelola Terintegrasi tidak boleh lebih members of the Integrated Governance Committee shall not
lama dari masa jabatan Dewan Komisaris sebagaimana exceed the term of office of the Board of Commissioners as
diatur dalam Anggaran Dasar Perseroan dan dapat diangkat stipulated in the Company’s Articles of Association and may
kembali, sesuai peraturan dan ketentuan perundangan. be reappointed per laws and regulations.
Apabila anggota Komisaris yang menjadi Ketua Komite Tata If a Commissioner who is the Chairman of the Integrated
Kelola Terintegrasi berhenti sebelum masa tugasnya sebagai Governance Committee resigns before the end of their term
Komisaris Perseroan, maka Ketua Tata Kelola Terintegrasi as a Commissioner of the Company, the Chairman of the
digantikan oleh Komisaris lainnya. Integrated Governance Committee shall be replaced by
another Commissioner.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Susunan, Jumlah, Komposisi dan Dasar Structure, Number, Composition, and
Pengangkatan Komite Tata Kelola Terintegrasi Appointment Basis of Integrated Governance
Committee
Struktur keanggotaan Komite Tata Kelola Terintegrasi terdiri The membership structure of the Integrated Governance
dari Ketua Komite merangkap anggota yaitu Komisaris Committee consists of the Committee Chairman, who is
Utama PT Jasa Marga (Persero) Tbk, anggota komite yaitu also a member, i.e., the President Commissioner of PT Jasa
anggota Dewan Komisaris PT Jasa Marga (Persero) Tbk dan Marga (Persero) Tbk, committee members who are members
perwakilan Dewan Komisaris pada anak Perusahaan PT Jasa of the Board of Commissioners of PT Jasa Marga (Persero)
Marga (Persero) Tbk. Tbk, and representatives of the Board of Commissioners of
PT Jasa Marga (Persero) Tbk subsidiaries.
Anggota Komite Tata Kelola Terintegrasi harus memiliki Members of the Integrated Governance Committee must
komitmen yang teguh dan integritas yang tinggi, kemampuan have a strong commitment and high integrity, effective
komunikasi secara efektif serta memiliki pengetahuan, communication skills, as well as knowledge, experience,
pengalaman dan kemampuan teknis di bidang tugasnya. and technical capabilities in their respective fields. Referring
Mengacu pada Keputusan Dewan Komisaris PT Jasa Marga to the Board of Commissioners Decree of PT Jasa Marga
(Persero) Tbk No KEP-039/III/2024 tanggal 22 Maret 2024 (Persero) Tbk No. KEP-039/III/2024 dated March 22,
Susunan Tata Kelola Terintegrasi terdiri dari Komisaris Utama 2024, the Integrated Governance structure consists of the
dan seluruh anggota Komisaris PT Jasa Marga (Persero) Tbk President Commissioner and all members of the Board of
dan seluruh Komisaris Utama pada anak perusahaan PT Jasa Commissioners of PT Jasa Marga (Persero) Tbk, and all
Marga (Persero) Tbk. Adapun susunan secara lengkap ketua President Commissioners of PT Jasa Marga (Persero) Tbk
dan anggota Komite Tata Kelola Terintegrasi yaitu sebagai subsidiaries. The complete list of the chair and members of
berikut: the Integrated Governance Committee is as follows:
Susunan, Jumlah, Komposisi dan Dasar Pengangkatan Komite Tata Kelola Terintegrasi
Table of Structure, Number, Composition, and Appointment Basis of Integrated Governance Committee
Nama Jabatan
Name Position
Komisaris Utama | President Commissioner Ketua
PT Jasa Marga (Persero) Tbk Chairman
Seluruh Anggota Dewan Komisaris | All Members of the Board of Commissioners Anggota
PT Jasa Marga (Persero) Tbk Member
Komisaris Utama | President Commissioner Anggota
PT Jasamarga Trans Jawa Tol Member
Komisaris Utama | President Commissioner Anggota
PT Jasamarga Toll Road Operator Member
Komisaris Utama | President Commissioner Anggota
PT Toll Road Maintenance Member
Komisaris Utama | President Commissioner Anggota
PT Jasamarga Related Business Member
Komisaris Utama | President Commissioner Anggota
PT Kunciran Cengkareng Member
Komisaris Utama | President Commissioner Anggota
PT Marga Sarana Jabar Member
Komisaris Utama | President Commissioner Anggota
PT Cinere Serpong Jaya Member
Komisaris Utama | President Commissioner Anggota
PT Marga Trans Nusantara Member
Komisaris Utama | President Commissioner Anggota
PT Marga Lingkar Jakarta Member
Komisaris Utama | President Commissioner Anggota
PT Jasamarga Manado Bitung Member
Komisaris Utama | President Commissioner Anggota
PT Jasamarga Bali Tol Member
Komisaris Utama | President Commissioner Anggota
PT Jasamarga Kualanamu Tol Member
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 653
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Susunan, Jumlah, Komposisi dan Dasar Pengangkatan Komite Tata Kelola Terintegrasi
Table of Structure, Number, Composition, and Appointment Basis of Integrated Governance Committee
Nama Jabatan
Name Position
Komisaris Utama | President Commissioner Anggota
PT Jasamarga Balikpapan Samarinda Member
Komisaris Utama | President Commissioner Anggota
PT Jasamarga Japek Selatan Member
Komisaris Utama | President Commissioner Anggota
PT Jasamarga Probolinggo Banyuwangi Member
Komisaris Utama | President Commissioner Anggota
PT Jasamarga Jogja Bawen Member
Komisaris Utama | President Commissioner Anggota
PT Jasamarga Jogja Solo Member
Komisaris Utama | President Commissioner Anggota
PT Jasamarga Akses Patimban Member
Profil Komite Tata Kelola Terintegrasi Integrated Governance Committee Profile
Profil anggota Komite Tata Kelola Terintegrasi dapat The profiles of the Integrated Governance Committee
dilihat pada bagian Profil Dewan Komisaris pada Bab Profil members are available in the Board of Commissioners Profile
Perusahaan dalam buku Laporan Tahunan ini. section of the Company Profile chapter in this Annual Report.
Independensi Anggota Komite Tata Kelola Independence of Integrated Governance
Terintegrasi Committee Members
Sesuai dengan ketentuan dalam Peraturan Menteri Badan In accordance with the provisions of the Minister of State-
Usaha Milik Negara No. PER-3/MBU/03/2023, tanggal Owned Enterprises Regulation No. PER-3/MBU/03/2023, dated
24 Maret 2023, tentang Organ dan Sumber Daya Manusia March 24, 2023, on the Organization and Human Resources
Badan Usaha Milik Negara, seluruh anggota Komite Tata of State-Owned Enterprises, all members of the Integrated
Kelola Terintegrasi telah memenuhi persyaratan jumlah, Governance Committee have met the requirements for number,
komposisi, kriteria, kompetensi, dan independensi. composition, criteria, competence, and independence.
Tabel Independensi Komite Tata Kelola Terintegrasi
Table of Independence of Integrated Governance Committee Members
Seluruh Anggota Komite Tata
Aspek Independensi Kelola Terintegrasi*
Independency Aspect All Members of the Integrated
Governance Committee*
Tidak memiliki hubungan keuangan dengan Dewan Komisaris.
Has no financial relationship with the Board of Commissioners.
Tidak memiliki hubungan kepengurusan di perusahaan, anak perusahaan, maupun perusahaan afiliasi.
Has no management relationship in the company, subsidiaries, or affiliated companies.
Tidak memiliki hubungan kepemilikan saham di perusahaan.
Has no share ownership relationship in the company.
Tidak memiliki hubungan kekeluargaan dengan Dewan Komisaris, Direksi, dan/atau sesama anggota
Komite Audit.
Has no familial relationship with the Board of Commissioners, Board of Directors, and/or fellow
members of the Audit Committee.
Tidak menjabat sebagai pengurus partai politik, pejabat, dan pemerintah.
Does not serve as a political party official, government official, or public official.
Keterangan/Notes:
* Seluruh anggota Komite Tata Kelola Terintegrasi terdiri dari Seluruh Komisaris Induk dan Komisaris Utama Anak Perusahaan.
* All members of the Integrated Governance Committee consist of all Commissioners of the Parent Company and President Commissioners of Subsidiaries.
654 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Sebagai bentuk penerapan prinsip independensi, Komite As a form of implementing the principle of independence,
Tata Kelola Terintegrasi menandatangani Surat Pernyataan the Integrated Governance Committee signs a Statement of
Independensi. Surat pernyataan tersebut, memuat beberapa Independence. The statement contains several important
pernyataan penting, antara lain bahwa Komite Tata Kelola statements, including that the Jasa Marga Integrated
Terintegrasi Jasa Marga: Governance Committee:
1. Tidak memiliki kepentingan/keterkaitan pribadi yang 1. Has no personal interests/connections that could have a
dapat menimbulkan dampak negatif dan konflik negative impact or conflict of interest with the Company.
kepentingan terhadap Perseroan.
2. Tidak memiliki saham Perseroan, baik langsung maupun 2. Does not own any shares in the Company, either directly
tidak langsung. or indirectly.
3. Menjaga kerahasiaan dokumen, data, dan informasi 3. Maintains the confidentiality of the Company’s documents,
Perseroan, baik dari pihak internal maupun pihak data, and information, both from internal and external
eksternal, dan hanya digunakan untuk kepentingan parties, and only uses them for the purposes of carrying
pelaksanaan tugas Komite Tata Kelola Terintegrasi. out the duties of the Integrated Governance Committee.
Tugas dan Tanggung Jawab Komite Tata Kelola Integrated Governance Committee Duties and
Terintegrasi Responsibilities
Berdasarkan Piagam Komite Tata Kelola Terintegrasi PT Jasa Based on the Integrated Governance Committee Charter
Marga (Persero) Tbk dan mengacu pada Peraturan Menteri of PT Jasa Marga (Persero) Tbk and referring to the
Badan Usaha Milik Negara No. PER-3/MBU/03/2023, tanggal Minister of State-Owned Enterprises Regulation No. PER-
24 Maret 2023, tentang Organ dan Sumber Daya Manusia 3/MBU/03/2023, dated March 24, 2023, on Organs and
Badan Usaha Milik Negara. Komite Tata Kelola Terintegrasi Human Resources of State-Owned Enterprises, the
bekerja secara kolektif dan bersifat independen dalam Integrated Governance Committee operates collectively and
pelaksanaan tugasnya maupun dalam pelaporan, serta independently in the performance of its duties and reporting,
bertanggung jawab langsung kepada Dewan Komisaris. and is directly accountable to the Board of Commissioners.
Adapun tugas Komite Tata Kelola Terintegrasi adalah The duties of the Integrated Governance Committee are as
sebagai berikut: follows:
1. Melakukan evaluasi kebijakan Tata Kelola Terintegrasi; 1. Conducting evaluations of Integrated Governance policies;
2. Melakukan pemantauan dan evaluasi atas 2. Monitoring and evaluating non-compliance with
ketidaksesuaian kebijakan Tata Kelola Terintegrasi pada Integrated Governance policies at the parent SOE or
BUMN lnduk atau Anak Perusahaan BUMN; SOE subsidiaries;
3. Melakukan evaluasi pelaksanaan Tata Kelola Terintegrasi, 3. Evaluating the implementation of Integrated Governance,
paling sedikit melalui penilaian kecukupan pengendalian at least through an assessment of the adequacy of
internal dan pelaksanaan fungsi kepatuhan secara internal controls and the implementation of integrated
terintegrasi; compliance functions;
4. Memberikan rekomendasi kepada Dewan Komisaris 4. Providing recommendations to the Board of
untuk penyempurnaan kebijakan Tata Kelola Terintegrasi; Commissioners for the improvement of Integrated
Governance policies;
5. Melakukan komunikasi dengan unit kerja untuk fungsi 5. Communicating with work units for functions including
antara lain Audit Intern, hukum dan kepatuhan, keuangan Internal Audit, Legal and Compliance, Finance and
dan Manajemen Risiko, sumber daya manusia dan Risk Management, Human Resources, and other
aspek fungsi operasional usaha yang diperlukan, untuk necessary operational aspects of the business to obtain
memperoleh informasi, klarifikasi serta meminta laporan information, clarification, and request necessary reports
yang diperlukan secara terintegrasi; dan in an integrated manner; and
6. Melaksanakan pemantauan dan evaluasi terhadap 6. Monitoring and evaluating the implementation of other
pelaksanaan fungsi Tata Kelola Terintegrasi lainnya sesuai Integrated Governance functions in accordance with
dengan ketentuan peraturan perundangundangan, the provisions of laws and regulations, the Articles of
Anggaran Dasar, dan/atau Keputusan RUPS. Association, and/or GMS Resolutions.
Kewenangan Authorities
Dalam memberikan masukan dan evaluasi atas hasil In providing input and evaluation on the results of monitoring
pemantauan atau fungsi pengawasan Dewan Komisaris or supervisory functions of the Board of Commissioners of
Anak Perusahaan BUMN terkait: SOE Subsidiaries related to:
1. Implementasi kebijakan Tata Kelola Terintegrasi. 1. The implementation of Integrated Governance policies.
2. Rencana strategis Anak Perusahaan BUMN. 2. The strategic plans of SOE Subsidiaries.
3. Investasi Anak Perusahaan BUMN. 3. Investments of SOE Subsidiaries.
4. Portofolio bisnis Anak Perusahaan BUMN. 4. The business portfolio of SOE subsidiaries.
5. Kebijakan lain yang berdampak pada sinergi Konglomerasi 5. Other policies that impact the synergy of the PT Jasa
PT Jasa Marga (Persero) Tbk. Marga (Persero) Tbk conglomerate.
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Pengembangan Kompetensi Competency Development
Pengembangan kompetensi Komite Tata Kelola Terintegrasi The development of the Integrated Governance Committee’s
dapat dilihat pada bab Profil dalam buku Laporan Tahunan competencies is available in the Company Profile chapter of
ini. this Annual Report.
Kebijakan dan Besaran Remunerasi bagi Komite Integrated Governance Committee
Tata Kelola Terintegrasi Remuneration Policy and Amount
Berdasarkan Peraturan Menteri Badan Usaha Milik Negara Based on the Minister of State-Owned Enterprises
No. PER-3/MBU/03/2023, tanggal 24 Maret 2023, tentang Regulation No. PER-3/MBU/03/2023, dated March 24, 2023,
Organ dan Sumber Daya Manusia Badan Usaha Milik on the Organization and Human Resources of State-Owned
Negara, Anggota Komite Tata Kelola Terintegrasi yang bukan Enterprises, Integrated Governance Committee members
anggota Dewan Komisaris memperoleh remunerasi berupa who are not Board of Commissioners members receive
honorarium maksimal sebesar 20% dari gaji Direktur Utama. remuneration in the form of an honorarium of up to 20% of
the President Director’s salary.
Pelaksanaan Tugas Komite Tata Kelola Implementation of Integrated Governance
Terintegrasi Committee Duties
Komite Tata Kelola Terintegrasi menjalankan fungsinya The Integrated Governance Committee performs its
secara kolektif dan independen sesuai Peraturan Menteri functions collectively and independently in accordance with
BUMN No. PER-3/MBU/03/2023 dengan fokus pada evaluasi Minister of State-Owned Enterprises Regulation No. PER-3/
kebijakan, pemantauan kepatuhan anak perusahaan, MBU/03/2023, focusing on policy evaluation, monitoring of
serta penilaian kecukupan pengendalian internal guna subsidiary compliance, and assessment of the adequacy of
memberikan rekomendasi penyempurnaan kepada Dewan internal controls in order to provide recommendations for
Komisaris. Dalam melaksanakan mandat tersebut, Komite improvement to the Board of Commissioners. In carrying
Tata Kelola Terintegrasi aktif menjalin komunikasi lintas out this mandate, the Integrated Governance Committee
unit kerja untuk memastikan sinkronisasi berbagai aspek actively fosters communication across departments to
terintegrasi di seluruh lini perusahaan. ensure the synchronisation of various integrated aspects
across all levels of the company.
Rapat Komite Tata Kelola Terintegrasi Integrated Governance Committee Meetings
Komite Tata Kelola Terintegrasi secara fungsinya membantu The Integrated Governance Committee assists the Board of
Dewan Komisaris. Komite Tata Kelola Terintegrasi juga Commissioners in its functions. The Integrated Governance
mengadakan dan/atau mengikuti rapat sebagai salah satu Committee also holds and/or attends meetings as part of its
wujud kerja. Adapun rapat-rapat yang diadakan dan/atau work. The meetings held and/or attended by the Integrated
diikuti oleh Komite Tata Kelola Terintegrasi di antaranya adalah: Governance Committee include:
1. Rapat Komite Tata Kelola Terintegrasi; 1. Integrated Governance Committee Meeting;
2. Rapat Koordinasi Komite; 2. Committee Coordination Meeting;
3. Rapat Dewan Komisaris; dan 3. Board of Commissioners Meeting; and
4. Rapat Koordinasi Dewan Komisaris-Direksi. 4. Board of Commissioners-Management Coordination
Meeting.
Sebagaimana termuat dalam Pedoman Tata Kelola As stipulated in the Integrated Governance Guidelines of
Terintegrasi Konglomerasi PT Jasa Marga (Persero) Tbk, PT Jasa Marga (Persero) Tbk, the Integrated Governance
Rapat Komite Tata Kelola Terintegrasi diadakan minimal 1 Committee Meeting is held at least once every 6 (six) months.
(satu) kali dalam 1 (satu) semester. Adapun pemanggilan The meeting shall be convened at least 5 (five) calendar days
rapat dilakukan sekurang-kurangnya 5 (lima) hari kalender prior to the meeting date, containing information regarding
sebelum pelaksanaan, berisi informasi mengenai hari, the day, date, time, place, and agenda of the meeting. The
tanggal, jam, tempat, dan agenda rapat. Pelaksanaan atas Integrated Governance Committee Meeting shall be chaired
Rapat Komite Tata Kelola Terintegrasi dipimpin oleh Ketua by the Chair of the Integrated Governance Committee.
Komite Tata Kelola Terintegrasi.
Rapat Koordinasi Komite adalah Rapat yang dilakukan secara The Committee Coordination Meeting is a meeting held
bersama-sama oleh Komite Tata Kelola Terintegrasi dengan jointly by the Integrated Governance Committee and
jajaran Manajemen Jasa Marga Grup. Rapat Koordinasi the management of Jasa Marga Group. This Committee
Komite ini dilakukan sebagai bagian dari tugas Komite Coordination Meeting is held as part of the Integrated
Tata Kelola Terintegrasi untuk membantu Dewan Komisaris Governance Committee’s duties to assist the Board of
melakukan Fungsi Pengawasan dan juga memberikan Saran/ Commissioners in performing its supervisory functions and to
Rekomendasi langsung ke pihak Manajemen Jasa Marga provide direct advice/recommendations to the management
Grup. Dengan adanya Rapat Koordinasi ini juga membangun of Jasa Marga Group. These Coordination Meetings also
hubungan komunikasi yang baik antara pihak Manajemen build good communication between the Management of Jasa
Jasa Marga Grup dengan Komite Tata Kelola Terintegrasi Marga Group and the Integrated Governance Committee.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Rapat Koordinasi ini bisa diadakan serta diinisiasi oleh These Coordination Meetings can be held and initiated by
Komite Tata Kelola Terintegrasi atau bisa juga atas inisiatif the Integrated Governance Committee or at the initiative of
jajaran Manajemen, dan juga bisa dilakukan oleh inisiatif the Management, and can also be held at the initiative of
Komite lain atau secara bersama-sama dimana Komite Tata other Committees or jointly with the Integrated Governance
Kelola Terintegrasi hadir sebagai peserta. Committee participating as an attendee.
Rapat Dewan Komisaris adalah Rapat Rutin Dewan Komisaris The Board of Commissioners Meeting is a routine meeting
dimana Komite Tata Kelola Terintegrasi diminta hadir untuk of the Board of Commissioners where the Integrated
memberi masukan dan menyampaikan laporan hasil telaah Governance Committee is asked to attend to provide input
ataupun memberi masukan dan pandangan. and submit review reports or provide input and views.
Rapat Koordinasi Dewan Komisaris-Direksi adalah Rapat The Board of Commissioners-Management Coordination
Rutin Dewan Komisaris dengan Direksi yang membahas Meeting is a regular meeting of the Board of Commissioners
tentang suatu tema tertentu. Jika diperlukan Komite with the Management that discusses a specific theme. If
Tata Kelola Terintegrasi diminta hadir untuk memberi necessary, the Integrated Governance Committee is asked to
masukin dan menyampaikan laporan hasil telaah ataupun attend to provide input and submit review reports or provide
memberi masukan dan pandangan sebagai bagian dari input and views as part of the Board of Commissioners’
penugasan khusus Dewan Komisaris kepada Komite Tata special assignment to the Integrated Governance Committee.
Kelola Terintegrasi.
Rapat Khusus adalah Rapat yang dilakukan Dewan Special Meetings are meetings held by the Board of
Komisaris yang membahas tentang tema tertentu di Commissioners to discuss specific topics outside of the
luar Rapat Rutin Dewan Komisaris dan Rapat Koordinasi Board of Commissioners’ Regular Meetings and the Board
Dewan Komisaris-Direksi. Jika diperlukan Komite Tata of Commissioners-Management Coordination Meetings.
Kelola Terintegrasi diminta hadir untuk memberi masukan If necessary, the Integrated Governance Committee is
dan menyampaikan laporan hasil telaah ataupun memberi requested to attend to provide input and submit review
masukan dan pandangan. reports or provide input and views.
Sepanjang tahun 2025, Komite Tata Kelola Terintegrasi telah Throughout 2025, the Integrated Governance Committee held
mengadakan 2 (dua) kali rapat yaitu Pada tanggal 31 Juli two meetings, namely On July 31, 2025, during a joint meeting
2025 dalam rapat Gabungan Direksi dan Dewan Komisaris of the Board of Directors and the Board of Commissioners
dengan agenda Pembahasan Hasil self assessment Tata with the agenda Discussion of the results of the Jasamarga
Kelola Terintegrasi Jasamarga Semester I Tahun 2025 pada Integrated Governance self-assessment for the first half of
tanggal 21 November 2025 dengan ageda yaitu: 2025 on November 21, 2025, with the following agenda:
1. Monitoring Pemenuhan atas Daftar Kewajiban Kepatuhan 1. Monitoring of compliance with the Integrated
Terintegrasi dalam Konglomerasi Jasa Marga Group; Compliance Obligations List within the Jasa Marga
Group conglomerate;
2. Evaluasi terhadap kebijakan dan pelaksanaan Tata 2. Evaluation of the policies and implementation of
Kelola Terintegrasi Integrated Governance
Seluruh rapat tersebut dihadiri oleh seluruh anggota Komite All meetings were attended by all members of the Integrated
Tata Kelola Terintegrasi, di mana tingkat kehadiran masing- Governance Committee, with an attendance rate of 100%
masing anggota adalah sebesar 100%. Saran/rekomendasi/ for each member. The suggestions, recommendations and
tanggapan Komite Tata Kelola Terintegrasi dituangkan dalam feedback of the Integrated Governance Committee were
Notulensi Rapat Koordinasi/catatan diskusi. recorded in the minutes of the Coordination Meeting/
discussion notes.
Tabel Kehadiran Komite Tata Kelola Terintegrasi dalam Rapat Komite Tata Kelola Terintegrasi 2025
Table of Integrated Governance Committee’s Attendance at the 2025 Integrated Governance Committee Meetings
Seluruh Anggota Komite Tata Kelola Terintegrasi*
All Members of the Integrated Governance Committee*
Jumlah Rapat Dalam Setahun
Total Meetings in One Year
Jumlah Rapat yang Wajib Dihadiri
Total Mandatory Meetings
Jumlah Rapat yang Dihadiri
Total Attended Meetings
Presentasi Kehadiran (%)
Attendance Percentage (%)
Rata-Rata (%)
Average (%)
Keterangan/Notes:
* Seluruh anggota Komite Tata Kelola Terintegrasi terdiri dari Seluruh Komisaris Induk dan Komisaris Utama Anak Perusahaan.
* All members of the Integrated Governance Committee consist of all Commissioners of the Parent Company and President Commissioners of Subsidiaries.
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Pemenuhan Key Performance Indicator (KPI) Fulfillment of Integrated Governance Committee
Komite Tata Kelola Terintegrasi Key Performance Indicators (KPIs)
Pada tahun 2025, Komite Tata Kelola Terintegrasi In 2025, the Integrated Governance Committee is
berkomitmen untuk menjalankan perannya secara optimal committed to optimally performing its role in supporting
dalam mendukung penguatan tata kelola di lingkungan the strengthening of governance within the Company
Perseroan, melalui mekanisme pengawasan yang efektif. through effective oversight mechanisms. The fulfillment
Pemenuhan Key Performance Indicator (KPI) Komite of the Committee’s Key Performance Indicators (KPIs) is
difokuskan pada peningkatan efektivitas pemantauan focused on improving the effectiveness of monitoring the
implementasi kebijakan tata kelola, evaluasi terhadap implementation of governance policies, evaluating the
strategi dan investasi anak perusahaan, serta penguatan strategies and investments of subsidiaries, and strengthening
sinergi dalam konglomerasi Perseroan. Melalui pelaksanaan synergies within the Company’s conglomerate. Through
rapat berkala, pemberian rekomendasi strategis, serta regular meetings, strategic recommendations, and intensive
koordinasi yang intensif dengan Dewan Komisaris dan coordination with the Board of Commissioners and Directors,
Direksi, Komite memastikan tercapainya tujuan tata kelola the Committee ensures the achievement of governance
yang selaras dengan visi dan strategi Perseroan, serta objectives that are aligned with the Company’s vision and
memberikan kontribusi nyata terhadap keberlanjutan dan strategy, and makes a tangible contribution to the Company’s
daya saing Perseroan di industri. sustainability and competitiveness in the industry.
Rencana Kerja Komite Tata Kelola Terintegrasi Integrated Governance Committee Work Plan for
Tahun 2026 2026
Komite Tata Kelola Terintegrasi (KTKT) bertugas membantu The Integrated Governance Committee (KTKT) is tasked
pelaksanaan tugas Dewan Komisaris dalam melakukan with assisting the Board of Commissioners in carrying out its
pengawasan atas penerapan tata kelola terintegrasi dalam supervisory function over the implementation of integrated
lingkup PT Jasa Marga (Persero) Tbk. Pada tahun 2026, governance within PT Jasa Marga (Persero) Tbk. In 2026,
KTKT merencanakan kegiatan sebagai berikut: KTKT plans to undertake the following activities:
1. Rapat dengan Sekretariat Perusahaan dan atau unit 1. Conduct meetings with the Corporate Secretary and/
kerja terkait membahas pemantauan dan evaluasi or relevant work units to discuss the monitoring and
pelaksanaan tata kelola terintegrasi; evaluation of integrated governance implementation;
2. Rapat triwulanan Komite Tata Kelola Terintegrasi; 2. Hold quarterly meetings of the Integrated Governance
Committee;
3. Melakukan evaluasi Pedoman Tata Kelola Terintegrasi; 3. Evaluate the Integrated Governance Guidelines;
4. Melakukan pemantauan dan evaluasi atas kesesuaian 4. Monitor and evaluate the alignment of Integrated
Pedoman Tata Kelola Terintegrasi Holding dan/atau Governance Guidelines at the Holding and/or Subsidiary
Anak Perusahaan; levels;
5. Melakukan evaluasi pelaksanaan tata kelola terintegrasi, 5. Evaluate the implementation of integrated governance,
paling sedikit melalui penilaian kecukupan pengendalian at a minimum through the assessment of the adequacy
internal dan pelaksanaan fungsi kepatuhan secara of internal controls and the execution of compliance
terintegrasi; functions in an integrated manner;
6. Memberikan rekomendasi kepada Dewan Komisaris 6. Provide recommendations to the Board of
untuk kemudian Dewan Komisaris memberikan Commissioners, which will subsequently issue directives
arahannya kepada Direksi untuk penyempurnaan to the Board of Directors for the improvement of the
Pedoman Tata Kelola Terintegrasi; Integrated Governance Guidelines;
7. Melakukan komunikasi dengan unit kerja untuk fungsi 7. Communicate with relevant work units, including internal
antara lain audit internal, hukum dan kepatuhan, audit, legal and compliance, finance, risk management,
keuangan, manajemen risiko, sumber daya manusia, dan human resources, and other operational functions as
aspek fungsi operasional usaha yang diperlukan, untuk necessary, to obtain information, clarification, and
memperoleh informasi, klarifikasi serta meminta laporan required reports in an integrated manner through the
yang diperlukan secara terintegrasi melalui Direksi; Board of Directors;
8. Melaksanakan pemantauan dan evaluasi terhadap 8. Monitor and evaluate the implementation of other
pelaksanaan fungsi tata kelola terintegrasi lainnya sesuai integrated governance functions in accordance with
dengan ketentuan peraturan perundang-undangan, prevailing laws and regulations, the Articles of Association,
anggaran dasar dan/atau keputusan RUPS/Menteri and/or resolutions of the General Meeting of Shareholders
BUMN; dan (GMS)/Minister of State-Owned Enterprises;
9. Melakukan identifikasi hal-hal yang memerlukan 9. Identify matters requiring the attention of the Board of
perhatian Dewan Komisaris serta tugas- tugas Dewan Commissioners, as well as other duties of the Board of
Komisaris lainnya; dan Commissioners; and
10. Menjalankan wewenang, tugas, dan tanggung jawab 10. Perform other authorities, duties, and responsibilities
lain yang terkait dengan fungsinya dari Dewan Komisaris related to its function as assigned by the Board of
sesuai dengan peraturan perundangan-undangan. Commissioners in accordance with applicable laws and
regulations.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Sekretaris Dewan Komisaris Secretary to the Board of Commissioners
Dewan Komisaris memiliki seorang Sekretaris Dewan The Board of Commissioners has a Secretary to the
Komisaris untuk mendukung pelaksanaan tugas Board of Commissioners to support the implementation
kesekretariatan Dewan Komisaris yang struktur of the secretarial duties of the Board of Commissioners,
organisasinya ditetapkan berdasarkan Surat Keputusan whose organizational structure is stipulated in the Board
Dewan Komisaris No. KEP-048/V/2015 tanggal 25 Februari of Commissioners Decree No. KEP-048/V/2015 dated
2015 tentang Penetapan Sekretariat Dewan Komisaris February 25, 2015, on the Establishment of the Secretariat
PT Jasa Marga (Persero) Tbk. Susunan Sekretariat Dewan of the Board of Commissioners of PT Jasa Marga (Persero)
Komisaris terdiri dari: Tbk. The composition of the Secretariat of the Board of
Commissioners consists of:
1. Sekretaris Dewan Komisaris; 1. Secretary to the Board of Commissioners;
2. Staf Urusan GCG dan Penyelenggaraan Rapat Dewan 2. Staff for GCG and Board of Commissioners Meeting
Komisaris, membawahi Staf Sekretariat yang terdiri dari: Administration, overseeing the Secretariat Staff, which
includes:
a. Notulis Rapat; a. Meeting Minutes Clerk;
b. Administrasi Rapat; dan b. Meeting Administration; and
c. Administrasi GCG. c. GCG Administration.
3. Staf Urusan Tata Usaha dan Administrasi Persuratan, 3. Administrative and Correspondence Staff, overseeing
membawahi Staf Sekretariat yang terdiri dari: the Secretariat Staff consisting of:
a. Staf Urusan Administrasi Persuratan; dan a. Correspondence Administration Staff; dan
b. Staf Administrasi Tata Usaha. b. Administrative Affairs Staff.
Ketentuan Masa Jabatan Term of Office
Masa jabatan Sekretaris Dewan Komisaris dan Staf The term of office of the Secretary to the Board of
Sekretariat Dewan Komisaris ditetapkan oleh Dewan Commissioners and the Board of Commissioners Secretariat
Komisaris maksimal 3 (tiga) tahun dan dapat diangkat kembali Staff is determined by the Board of Commissioners for a
untuk paling lama 2 (dua) tahun dengan tidak mengurangi maximum of 3 (three) years and may be reappointed for a
hak Dewan Komisaris untuk memberhentikannya sewaktu- maximum of 2 (two) years without prejudice to the Board of
waktu. Commissioners’ right to dismiss them at any time.
Profil Sekretaris Dewan Komisaris Profile of the Secretary to the Board of
Commissioners
Profil Sekretaris Dewan Komisaris dapat dilihat pada bagian The profile of the Secretary to the Board of Commissioners is
Profil Sekretaris Dewan Komisaris di Bab Profil Perusahaan available in the Secretary to the Board of Commissioners Profile
dalam buku Laporan Tahunan ini. section at the Company Profile Chapter of this Annual Report.
Tugas dan Tanggung Jawab Duties and Responsibilities
Tugas Sekretaris Dewan Komisaris adalah untuk membantu The duties of the Secretary to the Board of Commissioners
Dewan Komisaris dalam menjalankan fungsi pengawasan are to assist the Board of Commissioners in carrying out its
Dewan Komisaris. Secara rinci fungsi dan tugas Sekretaris supervisory functions. The detailed functions and duties are
Dewan Komisaris sebagai berikut: as follows:
1. Bertanggung jawab tersusunnya program kerja agenda 1. Responsible for preparing the annual work program
tahunan kegiatan Dewan Komisaris untuk diputuskan dan agenda for the Board of Commissioners to be decided
ditetapkan oleh Dewan Komisaris, sebelum dimulainya and determined by the Board before the start of the new
tahun anggaran baru. fiscal year.
2. Bertanggung jawab terselenggaranya rapat, pengendalian 2. Responsible for organizing meetings, controlling
rapat agar sesuai dengan kebutuhan urgensi Korporat, meetings to suit the urgent needs of the Corporation,
termasuk bahan rapat (briefing sheet) untuk rapat Dewan including briefing sheets for Board of Commissioners
Komisaris dan atau rapat koordinasi Dewan Komisaris- meetings and/or Board of Commissioners-Board of
Direksi, maupun rapat dengan pihak-pihak terkait Directors coordination meetings, as well as meetings
(stakeholder) lainnya. with other stakeholders.
3. Menghadiri seluruh rapat-rapat Dewan Komisaris, 3. Attending all Board of Commissioners meetings, except
kecuali rapat khusus yang hanya boleh dihadiri oleh for special meetings that may only be attended by
anggota Dewan Komisaris dan atau Direksi. members of the Board of Commissioners and/or the
Board of Directors.
4. Bertanggung jawab tersusunnya risalah rapat Dewan 4. Responsible for compiling the minutes of Board of
Komisaris dan rapat koordinasi Dewan Komisaris-Direksi, Commissioners meetings and Board of Commissioners-
termasuk rapat khusus Dewan Komisaris dan/atau rapat Board of Directors coordination meetings, including
koordinasi Dewan Komisaris-Direksi. special Board of Commissioners meetings and/or Board
of Commissioners-Board of Directors coordination
meetings.
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5. Bertanggung jawab teradministrasikannya dokumen 5. Responsible for the administration of Board of
Dewan Komisaris baik surat masuk, surat keluar, risalah Commissioners documents, including incoming and
rapat maupun dokumen lainnya. outgoing correspondence, meeting minutes, and other
documents.
6. Bertanggung jawab tersusunnya Laporan Matrik Tindak 6. Responsible for compiling the Quarterly and/or Annual
Lanjut Keputusan Rapat Dewan Komisaris Triwulanan Follow-up Report on Board of Commissioners Meeting
dan/atau Tahunan, pemantauan dan evaluasinya untuk Decisions, monitoring and evaluating them, and reporting
dilaporkan hasilnya dalam rapat Dewan Komisaris. the results at Board of Commissioners meetings.
7. Bertanggung jawab tersusun dan terkirimkannya surat- 7. Responsible for the preparation and delivery of
surat Dewan Komisaris, baik surat keputusan Dewan Board of Commissioners’ letters, including Board of
Komisaris, maupun surat lainnya kepada Direksi dan atau Commissioners’ decrees and other letters to the Board
kepada pihak lain yang terkait. of Directors and/or other related parties.
8. Bertanggung jawab tersusunnya Rancangan Rencana 8. Responsible for preparing the Annual Activity Plan
Kegiatan dan Anggaran Tahunan Dewan Komisaris and Budget Draft of the Board of Commissioners and
dan disampaikan kepada Dewan Komisaris tepat pada submitting it to the Board of Commissioners on time for
waktunya untuk dibahas dan mendapatkan persetujuan discussion, approval, and adoption.
dan penetapannya.
9. Bertanggung jawab memantau dan mendorong kepastian 9. Responsible for monitoring and ensuring that the letters
bahwa surat dan/atau aksi pengawasan Dewan Komisaris and/or supervisory actions of the Board of Commissioners
telah sesuai dan/atau mematuhi ketentuan peraturan are in accordance with and/or comply with applicable
perundang-undangan yang berlaku, serta menerapkan laws and regulations, as well as implementing the
prinsip-prinsip Good Corporate Governance. principles of Good Corporate Governance.
10. Bertanggung jawab menyediakan semua dokumen, 10. Responsible for providing all documents, information,
informasi dan klarifikasi yang diminta oleh Konsultan and clarifications requested by the Independent
Independen Penilai Penerapan Prinsip-prinsip Tata Consultant Assessing the Good Corporate Governance
Kelola Perusahaan yang Baik di lingkungan Dewan Principles Application within the Board of Commissioners
Komisaris PT Jasa Marga (Persero) Tbk yang penunjukan of PT Jasa Marga (Persero) Tbk, whose appointment
konsultan tersebut menjadi wewenang Dewan Komisaris. is the authority of the Board of Commissioners. The
Laporan Hasil Penilaian Konsultan disampaikan dan Consultant’s Assessment Report is submitted and
dilaporkan/dibahas dalam rapat Dewan Komisaris, reported/discussed at Board of Commissioners meetings,
serta mencatat masukan, arahan dan rekomendasi and records input, directions, and recommendations
dari Anggota Dewan Komisaris, untuk dipergunakan from Board of Commissioners members, to be used to
meningkatkan kepatuhan Dewan Komisaris dalam improve the Board of Commissioners’ compliance in
tahun-tahun berikutnya. subsequent years.
11. Bertanggung jawab tersusunnya usulan Indikator Kinerja 11. Responsible for compiling proposals for the Board of
Kunci Tahunan Dewan Komisaris yang mengacu pada Commissioners’ Annual Key Performance Indicators,
kriteria dan indikator kinerja Dewan Komisaris yang which refer to the criteria and performance indicators of
ditetapkan dalam Ketentuan Peraturan BP BUMN, serta the Board of Commissioners as stipulated in the Ministry
memperhatikan hasil evaluasi pencapaian indikator of SOE Regulations, as well as considering the evaluation
kinerja kunci Dewan Komisaris tahun yang lampau dan results of the Board of Commissioners’ key performance
mengantisipasi kebutuhan fokus pengawasan atas indicators for the previous year and anticipating the need
pengelolaan Perseroan kini dan yang akan datang. for focused supervision of the Company management now
Usulan indikator kinerja kunci Dewan Komisaris tersebut and in the future. The proposed key performance indicators
kemudian dibahas, dikaji dan ditetapkan oleh Dewan of the Board of Commissioners are then discussed,
Komisaris. reviewed, and determined by the Board of Commissioners.
12. Mengkoordinasi penyiapan dan penyusunan laporan- 12. Coordinate the preparation and compilation of Board
laporan Dewan Komisaris seperti laporan tahunan Dewan of Commissioners reports, such as the Board of
Komisaris, termasuk Laporan Pelaksanaan Pengawasan Commissioners’ annual report, including the Board of
Dewan Komisaris (Tahun Buku sebelumnya) untuk Commissioners’ Supervision Implementation Report (for
dipertanggungjawabkan dalam RUPS dan tersusunnya the previous fiscal year) to be accounted for at the GMS,
laporan self-assessment penilaian kinerja tahunan and the compilation of the Board of Commissioners’
Dewan Komisaris dan laporan lainnya. annual performance assessment self-assessment report
and other reports.
13. Menyiapkan dan menyusun konsep Laporan Pelaksanaan 13. Preparing and compiling the concept of the Implementation
Hasil Penilaian Kinerja Tahunan Dewan Komisaris yang of the Annual Performance Assessment Report of the
dilakukan secara self-assessment dan melaporkan hasil Board of Commissioners, which is conducted through
penilaian kepada Dewan Komisaris untuk dibahas dan self-assessment, and reporting the assessment results
diklarifikasi, serta disepakati untuk diterbitkan sebagai to the Board for discussion and clarification, as well as
Laporan Penilaian Kinerja Dewan Komisaris (Tahun Buku agreeing to publish it as the Board of Commissioners’
Berjalan). Performance Assessment Report (Current Fiscal Year).
14. Melakukan koordinasi dengan anggota Komite-komite 14. Coordinating with members of the Board of
Dewan Komisaris dalam rangka memperlancar tugas Commissioners’ Committees to facilitate the duties of
Dewan Komisaris. the Board of Commissioners.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
15. Melakukan koordinasi dan evaluasi atas tersedianya 15. Coordinate and evaluate the availability of information
data informasi yang diperlukan oleh Dewan Komisaris data required by the Board of Commissioners regularly
secara berkala dan atau sewaktu-waktu apabila diminta. and/or from time to time when requested.
16. Melakukan koordinasi dengan anggota Komite-komite 16. Coordinate with members of the Board of Commissioners’
Dewan Komisaris dalam rangka memperlancar tugas Committees to facilitate the duties of the Board of
Dewan Komisaris. Commissioners.
17. Melakukan koordinasi dengan Corporate Secretary 17. Coordinate with the Corporate Secretary to facilitate
dalam rangka memperlancar pelaksanaan tugas the implementation of the duties and obligations of the
dan kewajiban Dewan Komisaris dan Direksi dalam Board of Commissioners and the Board of Directors in
pelaksanaan tugasnya masing-masing dalam carrying out their respective duties in the management
pengelolaan dan pengembangan Perseroan serta dalam and development of the Company, as well as in
pengawasan dan pemberian nasihat. supervision and provision of advice.
Pengembangan Kompetensi Competency Development
Program pengembangan kompetensi Sekretaris Dewan The competency development program for the Secretary
Komisaris dapat dilihat di bagian Pendidikan dan/atau to the Board of Commissioners is available in the Education
Pelatihan pada Bab Profil Perusahaan dalam buku Laporan and/or Training section at the Company Profile chapter of
Tahunan ini. this Annual Report.
Kebijakan dan Besaran Remunerasi Remuneration Policy and Amount
Berdasarkan Peraturan Menteri Badan Usaha Milik Negara Pursuant to the Minister of State-Owned Enterprises
No. PER-3/MBU/03/2023, tanggal 24 Maret 2023, tentang Regulation No. PER-3/MBU/03/2023, dated March 24, 2023,
Organ dan Sumber Daya Manusia Badan Usaha Milik Negara, on the Organization and Human Resources of State-Owned
Sekretaris Dewan Komisaris memperoleh remunerasi berupa Enterprises, the Secretary to the Board of Commissioners
15% dari gaji Direktur Utama. receives remuneration in the form of 15% of the President
Director’s salary.
Pelaksanaan Tugas Tahun 2025 Implementation of Duties in 2025
Pada tahun 2025 Sekretariat Dewan Komisaris telah In 2025, the Board of Commissioners’ Secretariat carried
melaksanakan tugas dan perannya dalam mendukung out its duties and roles in supporting the Board of
Dewan Komisaris dalam menjalankan fungsi pengawasan Commissioners in performing its supervisory and advisory
dan pemberian nasehat. Secara umum, seluruh tugas functions. In general, all duties of the Secretary to the Board
Sekretaris Dewan Komisaris selama tahun 2024 telah of Commissioners during 2025 were executed in accordance
dilaksanakan sesuai target-target yang ditetapkan. Tugas- with the established targets. The key duties performed by
tugas pokok Sekretaris Dewan Komisaris yang telah the Secretary to the Board of Commissioners throughout
dilaksanakan sepanjang tahun 2025 yaitu sebagai berikut: 2025 are as follows:
1. Penyusunan Program Kerja Tahunan Dewan Komisaris 1. Preparation of the Annual Work Program of the Board of
Tahun 2025 dengan Agenda Rapat per Bulan secara Commissioners for 2025, including the Monthly Meeting
tepat pada waktu yang ditargetkan. Agenda, completed in a timely manner;
2. Penyusunan Indikator Kinerja Kunci Dewan Komisaris 2. Formulation of the Key Performance Indicators (KPI) of
(KPI) untuk dipergunakan menilai pencapaian kinerja the Board of Commissioners to assess the performance
Dewan Komisaris dalam menjalankan pelaksanaan tugas achievements of the Board in executing its supervisory
pengawasan dan pemberian saran dan/rekomendasi duties and in providing advice and/or recommendations
kepada Direksi dalam menjalankan dan mengembangkan to the Board of Directors in managing and developing
bisnis jalan tol. the toll road business;
3. Bersama-sama Corporate Secretary and Chief 3. In coordination with the Corporate Secretary and
Administration Officer melakukan persiapan untuk Chief Administration Officer, preparation for the 2025
penyelenggaraan RUPS di tahun 2025, di antaranya General Meeting of Shareholders (GMS), including the
penerbitan Surat Keputusan Dewan Komisaris tentang issuance of a Board of Commissioners’ Resolution on the
penunjukan Komisaris Utama sebagai Pemimpin RUPS, appointment of the President Commissioner as the Chair
Laporan Pelaksanaan Tugas Pengawasan Dewan of the GMS, and the Supervisory Report of the Board of
Komisaris Tahun Buku 2024 untuk disampaikan dan Commissioners for Fiscal Year 2024 to be presented and
dipertanggungjawabkan dalam RUPS. accounted for at the GMS;
4. Penyelenggaraan rapat Dewan Komisaris dan rapat 4. Organization of Board of Commissioners’ meetings
koordinasi Dewan Komisaris dengan Direksi, serta and coordination meetings between the Board of
kunjungan kerja Dewan Komisaris ke lapangan (proyek Commissioners and the Board of Directors, as well as
jalan tol baru, kantor-kantor Regional dan/ atau Anak working visits of the Board of Commissioners to project
Perusahaan). sites (new toll road projects, Regional offices, and/or
Subsidiaries);
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5. Penyusunan risalah rapat gabungan Direksi-Dewan 5. Preparation of minutes of joint meetings between the
Komisaris untuk disampaikan kepada Corporate Board of Directors and the Board of Commissioners,
Secretary and Chief Administration Officer dan submission thereof to the Corporate Secretary and
menyimpan secara baik salinan risalah rapat tersebut. Chief Administration Officer, and proper safekeeping of
such minutes;
6. Penyusunan Rancangan Rencana Kegiatan dan Anggaran 6. Preparation of the draft Work Plan and Budget (RKA) of
(RKA) Dewan Komisaris. the Board of Commissioners;
7. Penyusunan dan penyampaian surat-surat dan/atau 7. Preparation and timely submission of correspondence
dokumen yang diperlukan Dewan Komisaris kepada and/or documents required by the Board of
pihak yang bersangkutan pada waktunya. Commissioners to the relevant parties;
8. Penyusunan draft Laporan Tahunan Perseroan Tahun 8. Preparation of the draft Annual Report of the Company
2025 untuk bagian Dewan Komisaris. for 2025, specifically for the Board of Commissioners
section;
9. Penyusunan Keputusan Dewan Komisaris yang terkait 9. Preparation of Board of Commissioners’ Resolutions
dengan pelaksanaan fungsi Dewan Komisaris. related to the execution of the Board’s functions;
10. Mengoordinasikan kegiatan yang melibatkan Komite 10. Coordination of activities involving the Committees
Dewan Komisaris. under the Board of Commissioners; and
11. Melaksanakan tugas lainnya dari Dewan Komisaris. 11. Execution of other duties as assigned by the Board of
Commissioners.
Rencana Kerja Tahun 2026 Work Plan for 2026
Sekretariat Dewan Komisaris bertugas memberikan The Board of Commissioners’ Secretariat is responsible
dukungan teknis dan administratif kepada Dewan Komisaris for providing technical and administrative support to the
dalam pelaksanaan fungsi pengawasan dan pemberian Board of Commissioners in carrying out its supervisory
nasihat. Pada tahun 2026, Sekretariat Dewan Komisaris and advisory functions. In 2026, the Secretariat plans to
merencanakan kegiatan sebagai berikut: undertake the following activities:
1. Mempersiapkan rapat Dewan Komisaris, rapat Direksi- 1. Prepare meetings of the Board of Commissioners and
Dewan Komisaris; joint meetings between the Board of Directors and the
Board of Commissioners;
2. Menyusun risalah rapat rapat Dewan Komisaris, rapat 2. Prepare minutes of meetings of the Board of
Direksi-Dewan Komisaris; Commissioners and joint meetings between the Board
of Directors and the Board of Commissioners;
3. Mengadministrasikan dokumen Dewan Komisaris; 3. Administer documents of the Board of Commissioners;
4. Menyusun rencana kerja dan anggaran Dewan Komisaris; 4. Prepare the work plan and budget of the Board of
Commissioners;
5. Menyusun laporan-laporan Dewan Komisaris; 5. Prepare reports of the Board of Commissioners;
6. Melaksanakan fungsi penghubung (liaison officer) 6. Perform liaison functions between the Board of
Dewan Komisaris dengan pihak lain. Commissioners and other parties;
7. Melaksanakan tugas lain dari Dewan Komisaris. 7. Carry out other duties assigned by the Board of
Commissioners;
8. Melakukan identifikasi hal-hal yang memerlukan 8. Identify matters requiring the attention of the Board of
perhatian Dewan Komisaris serta tugas-tugas Dewan Commissioners, as well as other duties of the Board of
Komisaris lainnya; dan Commissioners; and
9. Menjalankan wewenang, tugas, dan tanggung jawab 9. Perform other authorities, duties, and responsibilities
lain yang terkait dengan fungsinya dari Dewan Komisaris related to its function as assigned by the Board of
sesuai dengan peraturan perundangan-undangan. Commissioners in accordance with applicable laws and
regulations.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Organ dan Komite di Bawah Direksi
Organs and Committees under the Board of Directors
Dalam menjalankan tugasnya, Direksi dibantu oleh Organ In carrying out its duties, the Board of Directors is assisted
dan Komite di bawah Direksi, yaitu Komite Manajemen Risiko, by Organs and Committees under the Board of Directors,
Komite Pengarah Teknologi Informasi, Komite Sustainability, namely the Risk Management Committee, the Information
Corporate Secretary, dan Internal Audit. Technology Steering Committee, Sustainability Committee,
the Corporate Secretary, and Internal Audit.
Komite Manajemen Risiko Risk Management Committee
Komite Manajemen Risiko adalah suatu forum dengan The Risk Management Committee is a forum with the primary
fungsi pokok untuk pengambilan keputusan terkait dengan function of making decisions related to Risk Management
kebijakan, strategi dan program Manajemen Risiko, policies, strategies, and programs, providing guidance
pengarahan untuk meningkatkan efektivitas Manajemen to improve the effectiveness of Risk Management, and
Risiko, hasil audit internal atau evaluasi lainnya terhadap reviewing the results of internal audits or other evaluations
proses Manajemen Risiko. Komite ini diketuai oleh Direktur of the Risk Management process. This committee is chaired
Utama dengan Direktur Keuangan dan Manajemen by the President Director with the Director of Finance and
Risiko sebagai sekretaris sesuai Surat Keputusan Direksi Risk Management as secretary, per the Board of Directors
PT Jasa Marga (Persero) Tbk No. 115/KPTS/2022 Tentang Decree of PT Jasa Marga (Persero) Tbk No. 115/KPTS/2022
Pembentukan Komite Manajemen Risiko dan Tim Sekretariat on the Establishment of the Risk Management Committee
Komite Manajemen Risiko PT Jasa Marga (Persero) Tbk. and the Secretariat Team of the Risk Management
Committee of PT Jasa Marga (Persero) Tbk.
Kedudukan Komite Manajemen Risiko dalam Risk Management Committee’s Position in
Struktur Tata Kelola Corporate Governance Structure
Dalam struktur Tata Kelola Perusahaan, Komite Manajemen Within the Company’s Governance Structure, the Risk
Risiko beranggotakan para Direksi dan Internal Audit Senior Management Committee consists of the Board of Directors
Group Head dan langsung bertanggung jawab kepada and the Senior Group Head of Internal Audit and reports
Direktur Utama. directly to the President Director.
Bagan Kedudukan Komite Manajemen Risiko dalam Struktur Organisasi Perseroan
Chart of Risk Management Committee’s Position in Corporate Governance Structure
Ketua Komite
Head of Committee
Direktur Utama
President Director
Direktorat Direktorat Human
Anggota Komite Direktorat Operasi Direktorat Keuangan
Pengembangan Capital &
Independen Direktorat Bisnis dan Layanan dan Manajemen
Direktorat Utama Usaha Transformasi
Member of Independent Directorate of Directorate of Risiko
Main Directorate Directorate Directorate of
Committee Business Operations and Directorate of Finance
of Business Human Capital &
Services and Risk Management
Internal Audit Senior Development Transformation
Group Head
Sekretaris Komite:
Committee
Secretariat:
Anggota Komite:
Anggota Komite: Direktur Keuangan
Anggota Komite: Anggota Komite: Member of
Member of dan Manajemen
Member of Anggota Komite: Member of Committee:
Committee: Risiko
Committee: Member of Committee:
Direktur Human Director of Finance
Committee: Direktur
Corporate Direktur Operasi dan Capital & and Risk Management
Pengembangan
Secretary & Chief Direktur Bisnis Layanan Transformasi
Usaha Wakil Sekretaris
Administration Director of Business Director of Operations Director of
Director of Business Komite
Office and Services Human Capital &
Development Deputy Committee
Transformation
Secretariat
RQM Group Head
RQM Group Head
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Fungsi Komite Manajemen Risiko Functions of the Risk Management Committee
1. Menetapkan konteks risiko strategis berupa: 1. Establishing the strategic risk context in the form of:
a. Menetapkan sumber risiko-risiko eksternal strategis; a. Identifying sources of strategic external risks; and
dan
b. Menetapkan sumber risiko-risiko internal strategis. b. Identifying sources of strategic internal risks.
2. Menetapkan Kebijakan dan Strategi Sistem Manajemen 2. Establishing comprehensive Risk Management System
Risiko secara Komprehensif. Policies and Strategies.
3. Menetapkan Pedoman Sistem Manajemen Risiko. 3. Establishing Risk Management System Guidelines.
4. Menetapkan Kriteria Risiko Strategis berupa: 4. Establishing Strategic Risk Criteria in the form of:
a. Menetapkan jenis risiko; a. Identifying risk types;
b. Menetapkan atribut dan sub atribut risiko; b. Defining risk attributes and sub-attributes;
c. Menetapkan sifat risiko; c. Establishing risk characteristics;
d. Menetapkan selera risiko (risk appetite); dan d. Establishing risk appetite; and
e. Menetapkan batas dan toleransi risiko (risk tolerance). e. Establishing risk limits and tolerance.
5. Melakukan Asesmen Risiko dengan tahapan sebagai 5. Conducting a Risk Assessment with the following stages:
berikut:
a. Proses analisa risiko strategis berupa membuat a. The strategic risk analysis process involves preparing
laporan analisa tingkat risiko strategis Ekstrim, a strategic risk analysis report with the following risk
Tinggi, Moderat, Rendah dan Sangat Rendah; levels: Extreme, High, Moderate, Low, and Very Low;
b. Proses evaluasi risiko strategis yaitu: b. The strategic risk evaluation process involves:
i. Membandingkan dengan kriteria; i. Comparing with the criteria;
ii. Identifikasi dan asesmen alternatif lain; ii. Identifying and assessing other alternatives;
iii. Memutuskan tipe respon; iii. Deciding on the response type;
iv. Menetapkan prioritas; iv. Setting priorities;
v. Menyusun profil risiko korporat; dan v. Developing a corporate risk profile; and
vi. Melakukan evaluasi terhadap realisasi tindak vi. Evaluating the implementation of protective
lindung dengan profil risiko korporat. measures against the corporate risk profile.
6. Menetapkan hasil pengukuran maturitas implementasi 6. Determining the results of measuring the maturity of
Manajemen Risiko di lingkungan Jasa Marga Grup. Risk Management implementation within the Jasa Marga
Group environment.
Tugas, Tanggung Jawab, dan Wewenang Komite Risk Management Committee Duties,
Manajemen Risiko Responsibilities, and Authorities
Sebagaimana yang tercantum di dalam Keputusan Direksi As stated in the Board of Directors Decree of PT Jasa Marga
PT Jasa Marga (Persero) Tbk No. 115/KPTS/2022, Komite (Persero) Tbk No. 115/KPTS/2022, the Risk Management
Manajemen Risiko memiliki tugas, tanggung jawab, dan Committee has the following duties, responsibilities, and
wewenang, sebagai berikut: authorities:
1. Ketua Komite 1. Committee Chair
Tugas dan Tanggung Jawab: Duties and Responsibilities:
a. Memimpin pelaksanaan kerja Komite; a. Leading the implementation of the Committee’s work;
b. Melakukan pembahasan terhadap: b. Conducting discussions on:
i. Kebijakan, Manual, Risk Appetite, Risk Tolerance, i. Policies, Manuals, Risk Appetite, Risk Tolerance,
dan Kriteria Risiko; and Risk Criteria;
ii. Profil Risiko Perusahaan serta rencana tindak ii. Company Risk Profile and risk mitigation plans;
lindung;
iii. Arahan untuk meningkatkan efektivitas penerapan iii. Guidelines for improving the effectiveness of risk
manajemen risiko; management implementation;
iv. Hasil audit internal atau hasil evaluasi lainnya iv. Internal audit results or other evaluation results
terhadap proses manajemen risiko; dan on the risk management process; and
v. Realisasi Hasil Pengolahan Risiko Korporasi. v. Realization of Corporate Risk Management
Outcomes.
c. Memberikan Keputusan berupa penetapan mengenai: c. Making decisions regarding:
i. Kebijakan dan Manual Manajemen Risiko; i. Risk Management Policies and Manuals;
ii. Profil Risiko Perseroan serta rencana tindak ii. Company Risk Profile and protection plans; and
lindung; dan
iii. Perbaikan sistem manajemen risiko secara iii. Continuous improvement of the risk management
berkelanjutan. system.
d. Mengikuti kegiatan pengembangan kompetensi d. Participating in risk management system
Sistem Manajemen Risiko dalam bentuk benchmark, competency development activities in the form
training, seminar, workshop, roundtable, e-learning, of benchmarking, training, seminars, workshops,
forum group discussion, atau kegiatan sejenis roundtables, e-learning, forum group discussions, or
lainnya. other similar activities.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Wewenang: Authority:
Dalam melaksanakan tugas dan tanggung jawabnya, In carrying out their duties and responsibilities, the
Ketua Komite diberi kewenangan sebagai berikut: Committee Chair is granted the following authority:
a. Mengakses dokumen, data dan informasi tentang a. Accessing documents, data, and information about
karyawan serta dana, aset dan sumber daya employees as well as the Company’s funds, assets,
Perseroan yang diperlukan. and resources as necessary.
b. Melakukan komunikasi langsung dengan unit kerja b. Communicating directly with work units at the
Kantor Pusat, Regional dan/atau Representative Head Office, Regional and/or Representative
Office, Anak Perusahaan dan Proyek termasuk Offices, Subsidiaries, and Projects, including the
Direksi dan pihak yang menjalankan Manajemen Board of Directors and parties responsible for Risk
Risiko. Management.
c. Melibatkan pihak independen, di luar anggota Komite c. Involving independent parties, outside of Committee
yang diperlukan untuk membantu pelaksanaan members, as necessary to assist in the performance
tugasnya. of its duties.
d. Melakukan kewenangan lain sehubungan dengan d. Exercising other authorities related to risk
manajemen risiko. management.
e. Melakukan kewenangan untuk melakukan Pengujian e. Exercising authority to conduct testing and
dan melakukan inspeksi terhadap Unit Kerja Kantor inspections of the Head Office, Regional and/or
Pusat, Regional dan/atau Representative Office, Representative Office Work Units, Subsidiaries and
Anak Perusahaan dan Proyek, Anak Perusahaan dan Projects, Subsidiaries and Projects.
Proyek.
f. Menetapkan keputusan hasil Rapat Komite. f. Establishing decisions on the results of Committee
Meetings.
2. Sekretariat Komite Merangkap Anggota 2. Committee Secretariat concurrently serving as Member
Tugas dan Tanggung Jawab: Duties and Responsibilities:
a. Menyusun dan mendokumentasikan administrasi a. Preparing and documenting the Risk Management
Komite Manajemen Risiko mengenai: Committee’s administration regarding:
i. Perencanaan Kegiatan Manajemen Risiko; i. Risk Management Activity Planning;
ii. Penjadwalan Kegiatan Manajemen Risiko; ii. Risk Management Activity Scheduling;
iii. Perencanaan Kebutuhan Kompetensi Pengelola iii. Planning Risk Manager Competency
Risiko; Requirements;
iv. Pendokumentasian dan Pengarsipan Kegiatan iv. Documentation and Archiving of Risk
Manajemen Risiko; dan Management Activities; and
v. Pendistribusian hasil pertemuan kegiatan v. Distribution of Risk Management activity meeting
Manajemen Risiko. results.
b. Menyiapkan undangan rapat, mencatat hasil b. Preparing meeting invitations, recording the results
pembahasan Rapat Komite dan dituangkan ke dalam of Committee Meeting discussions, and compiling
Risalah. them into Minutes.
c. Memastikan terselenggaranya Rapat Komite. c. Ensuring the implementation of Committee Meetings.
d. Mengikuti pembahasan Rapat Komite. d. Participating in Committee Meeting discussions.
Wewenang: Authority:
Dalam melaksanakan tugas dan tanggung jawabnya, In carrying out its duties and responsibilities, the
Sekretariat Komite diberi kewenangan sebagai berikut: Committee Secretariat is granted the following authority:
a. Mengakses dokumen, data dan informasi tentang a. Accessing documents, data, and information about
karyawan serta dana, aset dan sumber daya employees as well as the Company’s funds, assets,
Perseroan yang diperlukan. and resources as necessary.
b. Melakukan komunikasi langsung dengan unit kerja b. Communicating directly with work units at the
Kantor Pusat, Regional dan/atau Representative Head Office, Regional and/or Representative
Office, Anak Perusahaan dan Proyek termasuk Offices, Subsidiaries and Projects, including the
Direksi dan pihak yang menjalankan Manajemen Board of Directors and parties responsible for Risk
Risiko. Management.
c. Melibatkan pihak independen, di luar anggota Komite c. Involving independent parties, outside of Committee
yang diperlukan untuk membantu pelaksanaan members, as necessary to assist in the performance
tugasnya. of its duties.
3. Wakil Sekretariat Komite Merangkap Anggota 3. Deputy Committee Secretariat concurrently serving as
Member
Tugas dan Tanggung Jawab: Duties and Responsibilities:
a. Menggantikan Sekretariat Komite bila sedang a. Replacing the Committee Secretariat when they are
berhalangan hadir. unable to attend.
b. Menyusun dan mendokumentasikan administrasi b. Preparing and documenting the Risk Management
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Komite Manajemen Risiko mengenai: Committee’s administration regarding:
i. Perencanaan Kegiatan Manajemen Risiko; i. Risk Management Activity Planning;
ii. Penjadwalan Kegiatan Manajemen Risiko; ii. Risk Management Activity Scheduling;
iii. Perencanaan Kebutuhan Kompetensi Pengelola iii. Planning Risk Manager Competency
Risiko; Requirements;
iv. Pendokumentasian dan Pengarsipan Kegiatan iv. Documentation and Archiving of Risk
Manajemen Risiko; dan Management Activities; and
v. Pendistribusian hasil pertemuan kegiatan v. Distribution of Risk Management activity meeting
Manajemen Risiko. results.
c. Menyiapkan undangan rapat, mencatat hasil c. Preparing meeting invitations, recording the results
pembahasan Rapat Komite dan dituangkan ke dalam of Committee Meeting discussions, and compiling
Risalah. them into Minutes.
d. Memastikan terselenggaranya Rapat Komite. d. Ensuring the implementation of Committee Meetings.
e. Mengikuti pembahasan Rapat Komite. e. Participating in Committee Meeting discussions.
Wewenang: Authority:
Dalam melaksanakan tugas dan tanggung jawabnya, In carrying out their duties and responsibilities, the
Wakil Sekretariat Komite diberi kewenangan sebagai Deputy Secretary of the Committee is granted the
berikut: following authority:
a. Mengakses dokumen, data dan informasi tentang a. Accessing documents, data, and information about
karyawan serta dana, aset dan sumber daya employees as well as the Company’s funds, assets,
Perseroan yang diperlukan. and resources as necessary.
b. Melakukan komunikasi langsung dengan unit kerja b. Communicate directly with work units at the Head
Kantor Pusat, Regional dan/atau Representative Office, Regional and/or Representative Offices,
Office, Anak Perusahaan dan Proyek termasuk Subsidiaries and Projects, including the Board
Direksi dan pihak yang menjalankan Manajemen of Directors and parties responsible for Risk
Risiko. Management.
c. Melibatkan pihak independen, di luar anggota Komite c. Involve independent parties, outside of Committee
yang diperlukan untuk membantu pelaksanaan members, as necessary to assist in the performance
tugasnya. of its duties.
4. Anggota Komite 4. Committee Members
Tugas dan Tanggung Jawab: Duties and Responsibilities:
a. Mengikuti pembahasan secara rutin sesuai jadwal a. Attend regular discussions according to the
yang telah ditetapkan. predetermined schedule.
b. Memberikan masukan kepada Ketua Komite terkait b. Provide input to the Committee Chair regarding Risk
Manajemen Risiko. Management.
c. Memberikan masukan kepada Ketua Komite c. Provide input to the Committee Chair regarding
mengenai isu dan hal terkait Manajemen Risiko issues and matters related to Risk Management
dan risiko yang mengancam pencapaian sasaran and risks that threaten the achievement of the
Perseroan. Company’s objectives.
d. Memberikan rekomendasi kepada Ketua Komite d. Provide recommendations to the Committee Chair
mengenai: regarding:
i. Kebijakan dan Manual Manajemen Risiko; i. Risk Management Policies and Manuals;
ii. Profil Risiko Perseroan serta rencana tindak ii. The Company’s Risk Profile and mitigation plans;
lindung; dan and
iii. Perbaikan sistem manajemen risiko secara iii. Continuous improvement of the risk management
berkelanjutan. system.
e. Mengikuti pembahasan Rapat Komite mengenai: e. Participating in Committee discussions on:
i. Sumber risiko teknis internal dan eksternal; i. Internal and external technical risk sources;
ii. Prosedur Sistem Manajemen Risiko; ii. Risk Management System Procedures;
iii. Penetapan kriteria risiko strategis dan teknis; iii. Establishment of strategic and technical risk
criteria;
iv. Melakukan identifikasi dan analisa risiko baik iv. Conducting identification and analysis of both
teknis maupun strategis; technical and strategic risks;
v. Melakukan evaluasi baik risiko teknis maupun v. Conducting evaluations of both technical and
strategis; dan strategic risks; and
vi. Menetapkan dan mengimplementasikan rencana vi. Establishing and implementing risk management
penanganan risiko. plans.
f. Memberikan rekomendasi penanganan atau tindak f. Providing recommendations for risk management or
lindung risiko. mitigation measures.
g. Anggota Komite wajib menjaga kerahasiaan atas g. Committee members are required to maintain
seluruh dokumen, data, informasi dan segala confidentiality regarding all documents, data,
sesuatu yang berhubungan dengan pelaksanaan information, and anything related to the
tugas Komite. implementation of the Committee’s duties.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Wewenang: Authority:
Dalam melaksanakan tugas dan tanggung jawabnya, In carrying out their duties and responsibilities,
Anggota Komite diberi kewenangan sebagai berikut: Committee members are granted the following authority:
a. Memberi instruksi kepada Tim Sekretariat a. Instructing the Risk Management Committee
Komite Manajemen Risiko di Direktoratnya untuk Secretariat Team in their Directorate to follow up
menindaklanjuti hasil pembahasan rapat Komite on the results of the Risk Management Committee
Manajemen Risiko. meeting discussions.
b. Memberi instruksi kepada Tim Sekretariat Komite b. Instructing the Risk Management Committee
Manajemen Risiko untuk mengakses dokumen, data Secretariat Team to access documents, data, and
dan informasi tentang karyawan serta dana, asset information about employees as well as the Company’s
dan sumber daya Perseroan yang diperlukan. funds, assets, and resources as necessary.
c. Memberi instruksi kepada Tim Sekretariat Komite c. Instructing the Risk Management Committee
Manajemen Risiko untuk melakukan komunikasi Secretariat Team to communicate directly with
secara langsung dengan pihak-pihak yang terkait parties related to the Committee’s duties, including
dengan tugas-tugas Komite, termasuk dalam communicating matters related to financial and
mengkomunikasikan hal-hal terkait informasi management information.
keuangan dan manajemen.
d. Memberi instruksi kepada Tim Sekretariat Komite d. Instructing the Risk Management Committee
Manajemen Risiko untuk melakukan pengujian secara Secretariat Team to conduct spot checks and
uji petik dan melakukan inspeksi terhadap unit kerja inspections of the work units of the Head Office,
Kantor Pusat, Regional dan/atau Representative Regional and/or Representative Offices, Subsidiaries,
Office, Anak Perusahaan dan Proyek. and Projects.
5. Anggota Komite (Independen) 5. Committee Member (Independent)
Tugas dan Tanggung Jawab: Duties and Responsibilities:
a. Mengikuti pembahasan secara rutin sesuai jadwal a. Participate in regular discussions according to a
yang telah ditetapkan meliputi tentang: predetermined schedule covering:
i. Sumber risiko teknis internal dan eksternal; i. Internal and external technical risk sources;
ii. Prosedur Sistem Manajemen Risiko; ii. Risk Management System procedures;
iii. Penetapan kriteria risiko strategis dan teknis; iii. Establishing strategic and technical risk criteria;
iv. Melakukan identifikasi dan analisa risiko baik iv. Conducting identification and analysis of both
teknis maupun strategis; technical and strategic risks;
v. Melakukan evaluasi baik risiko teknis maupun v. Conducting evaluations of both technical and
strategis; dan strategic risks; and
vi. Menetapkan menyiapkan dan vi. Establishing, preparing, and implementing risk
mengimplementasikan rencana penanganan management plans.
risiko.
b. Anggota Komite Independen wajib menjaga b. Members of the Independent Committee are required
kerahasiaan atas seluruh dokumen, data, informasi to maintain confidentiality regarding all documents,
dan segala sesuatu yang berhubungan dengan data, information, and everything related to the
pelaksanaan Tugas Komite. implementation of the Committee’s duties.
Wewenang: Authority:
Dalam melaksanakan tugas dan tanggung jawabnya, In carrying out their duties and responsibilities,
Anggota Komite Independen diberi kewenangan sebagai Independent Committee Members are granted the
berikut: following authority:
a. Melaksanakan analisa dan memantau hasil dari a. Conducting analysis and monitoring the results of
keputusan Rapat Komite Manajemen Risiko. the Risk Management Committee meeting decisions.
b. Melakukan penelaahan terhadap aktivitas b. Reviewing the activities carried out by Committee
pelaksanaan Rapat Komite Manajemen Risiko yang Members in the Risk Management Committee
dilakukan oleh Anggota Komite. Meeting.
Struktur Keanggotaan dan Profil Anggota Membership Structure and Member Profiles
Berdasarkan Surat Keputusan Direksi No. 115/KPTS/2022 Based on Board of Directors Decree No. 115/KPTS/2022
tanggal 15 September 2022, susunan anggota Komite dated September 15, 2022, the composition of the Risk
Manajemen Risiko (KMR) dan Tim Sekretariat Komite Management Committee (KMR) and the Risk Management
Manajemen Risiko (TSKMR) adalah sebagai berikut: Committee Secretariat Team (TSKMR) is as follows:
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Susunan Anggota Komite Manajemen Risiko
Table of Risk Management Committee Membership Structure
Kedudukan
Nama Jabatan dalam Komite Masa Jabatan Profil
No. Position Name Position in the Term of Service Profile
Committee
1. Direktur Utama Ketua Komite Masa jabatan berlaku sampai dengan berakhirnya Dapat dilihat pada bagian Profil
President Director Committee masa jabatan sebagai Direktur Utama Direksi
Chairman The term of office is valid until the end of the Disclosed in the Board of Directors
term as the President Director Profile section
2. Direktur Keuangan dan Sekretariat Komite Masa jabatan berlaku sampai dengan Dapat dilihat pada bagian Profil
Manajemen Risiko merangkap berakhirnya masa jabatan sebagai Direktur Direksi
Director of Finance and Anggota Komite Keuangan dan Manajemen Risiko Disclosed in the Board of Directors
Risk Management Committee The term of office is valid until the end of the term Profile section
Secretariat as the Director of Finance & Risk Management
Concurrently
Serving as
Committee Member
3. Risk & Quality, Health, Wakil Sekretariat Masa jabatan berlaku sampai dengan Dapat dilihat pada bagian Profil
Safety, & Environment Komite merangkap berakhirnya masa jabatan sebagai Risk & Quality, Pejabat Eksekutif
Group Head Anggota Komite Health, Safety, & Environment Group Head Disclosed in the Executive Officers
Deputy Committee The term of office is valid until the end of the Profile section
Secretariat term as the Risk & Quality, Health, Safety, &
Concurrently Environment Group Head
Serving as
Committee Member
4. Direktur Human Anggota Komite Masa jabatan berlaku sampai dengan Dapat dilihat pada bagian Profil
Capital dan Committee Member berakhirnya masa jabatan sebagai Direktur Direksi
Transformasi Human Capital dan Transformasi Disclosed in the Board of Directors
Director of Human The term of office is valid until the end of the Profile section
Capital and term as the Director of Human Capital and
Transformation Transformation
5. Direktur Anggota Komite Masa jabatan berlaku sampai dengan Dapat dilihat pada bagian Profil
Pengembangan Usaha Committee Member berakhirnya masa jabatan sebagai Direktur Direksi
Director of Business Pengembangan Usaha Disclosed in the Board of Directors
Development The term of office is valid until the end of the Profile section
term as the Director of Business Development
6. Direktur Operasi Anggota Komite Masa jabatan berlaku sampai dengan berakhirnya Dapat dilihat pada bagian Profil
Director of Operations Committee Member masa jabatan sebagai Direktur Operasi Direksi
The term of office is valid until the end of the Disclosed in the Board of Directors
term as the Director of Operations Profile section
7. Direktur Bisnis Anggota Komite Masa jabatan berlaku sampai dengan berakhirnya Dapat dilihat pada bagian Profil
Director of Business Committee Member masa jabatan sebagai Direktur Bisnis Direksi
The term of office is valid until the end of the Disclosed in the Board of Directors
term as the Director of Business Profile section
8. Corporate Secretary Anggota Komite Masa jabatan berlaku sampai dengan berakhirnya Dapat dilihat pada bagian Profil
& CAO Committee Member masa jabatan sebagai Corporate Secretary & CAO Pejabat Eksekutif
The term of office is valid until the end of the Disclosed in the Executive Officers
term as the Corporate Secretary & CAO Profile section
9. Internal Audit Senior Anggota Komite Masa jabatan berlaku sampai dengan berakhirnya Dapat dilihat pada bagian Profil
Group Head (Independen) masa jabatan sebagai Internal Audit Group Head Pejabat Eksekutif
Committee Member The ter of office is valid until the end of the term Disclosed in the Executive Officers
(Independent) as the Internal Audit Group Head Profile section
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Susunan Anggota Tim Sekretariat Komite Manajemen Risiko
Table of Risk Management Committee Secretariat Team Membership Structure
Nama Jabatan Kedudukan dalam Tim Sekretariat Komite
No. Position Name Position in the Committee Secretariat Team
1. Risk & Quality, Health, Safety, & Environment Group Head Ketua merangkap Anggota | Chairman concurrently as Member
Wakil Ketua merangkap Anggota | Deputy Chairman
2. Risk Management Department Head
concurrently as Member
A. Direktorat Utama
Main Directorate
Corporate Communication & Community Development Group
1. Anggota | Member
Head
2. Legal and Compilance Group Head Anggota | Member
3. Procurement & Fixed Asset Group Head Anggota | Member
B. Direktorat Bisnis
Business Directorate
1. Concession Business Planning Group Head Anggota | Member
2. Jasamarga Metropolitan Tollroad Regional Division Head Anggota | Member
3. Jasamarga Nusantara Tollroad Regional Division Head Anggota | Member
Direktur Utama PT Jasamarga Transjawa Tol
4. Anggota | Member
President Director of PT Jasamarga Transjawa Tol
C. Direktorat Pengembangan Usaha
Business Development Directorate
1. Business Development Group Head Anggota | Member
2. Engineering Planning Group Head Anggota | Member
Direktur Utama PT Jasamarga Related Business
3. Anggota | Member
President Director of PT Jasamarga Related Business
D. Direktorat Operasi
Operations Directorate
1. Operation and Maintenance Management Group Head Anggota | Member
2. Information Technology Group Head Anggota | Member
Direktur Utama PT Jasamarga Tollroad Operator
3. Anggota | Member
President Director of PT Jasamarga Tollroad Operator
Direktur Utama PT Jasamarga Tollroad Maintenance
4. Anggota | Member
President Director of PT Jasamarga Tollroad Maintenance
E. Direktorat Keuangan dan Manajemen Risiko
Finance and Risk Management Directorate
1. Corporate Finance & Investor Relation Senior Group Head Anggota | Member
2. Corporate Planning & Portfolio Management Group Head Anggota | Member
3. Accounting & Tax Group Head Anggota | Member
F. Direktorat Human Capital dan Transformasi
Human Capital and Transformation Directorate
1. Human Capital Development Group Head Anggota | Member
2. Human Capital Services Group Head Anggota | Member
3. Strategic Transformation Group Head Anggota | Member
4. Jasa Marga Learning Insitute Group Head Anggota | Member
Pelatihan Anggota Komite Manajemen Risiko Risk Management Committee Member Training
Pelatihan yang telah diikuti anggota komite selama tahun Training attended by committee members in 2025 is
2025, dapat dilihat pada bagian Pengembangan Kompetensi available in the Risk Management Committee Competency
Komite Manajemen Risiko pada Bab Profil Perusahaan. Development section at the Company Profile Chapter.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Pernyataan Independensi Komite Manajemen Statement of Independence of the Risk
Risiko Management Committee
Seluruh anggota komite tidak memiliki afiliasi dengan Direktur All committee members are not affiliated with other
Lainnya, Komisaris maupun Pemegang Saham Pengendali, Directors, Commissioners, or Controlling Shareholders, are
bukan merupakan pemegang saham Perseroan yang dapat not shareholders of the Company that could influence their
mempengaruhi kemampuannya untuk bertindak independen, ability to act independently, and are not Commissioners,
Komisaris, Direktur maupun karyawan dari perusahaan yang Directors, or employees of companies affiliated with or
memiliki afiliasi maupun bisnis dengan Perseroan. doing business with the Company.
Pelaksanaan Tugas Komite Manajemen Risiko Implementation of Risk Management Committee
pada Tahun 2025 Duties in 2025
Sepanjang tahun 2025, Komite Manajemen Risiko (KMR) Throughout 2025, the Risk Management Committee (KMR)
dan Tim Sekretariat Komite Manajemen Risiko (TSKMR) and the Risk Management Committee Secretariat Team
telah melaksanakan berbagai kegiatan sebagai wujud (TSKMR) have carried out various activities in the course of
pelaksanaan tugasnya. Komite Manajemen Risiko aktif performing their duties. The Risk Management Committee
menyelenggarakan pertemuan untuk membahas berbagai actively held meetings to discuss various matters related
hal terkait risiko di Perseroan. Pelaksanaan tugas ini to risks in the Company. The implementation of these
bertujuan untuk memastikan kelangsungan usaha tetap duties aims to ensure business continuity is maintained
terjaga di tengah dinamika pasar yang fluktuatif, melalui tata amid fluctuating market dynamics, through disciplined and
kelola risiko yang disiplin dan terintegrasi. integrated risk management.
Rapat Komite Manajemen Risiko Risk Management Committee Meeting
Komite Manajemen Risiko dan Tim Sekretariat Komite The Risk Management Committee and the Risk Management
Manajemen Risiko ditahun 2025 melakukan Rapat Koordinasi Committee Secretariat Team held four coordination
sebanyak 4 (empat) kali. Adapun pelaksanaan Rapat KMR meetings in 2025. The implementation of the KMR and
dan TSKMR pada tahun 2025 antara lain sebagai berikut: TSKMR meetings in 2025 included the following:
Tabel Pelaksanaan Rapat Komite Manajemen Risiko dan Tim Sekretariat Komite Manajemen Risiko Tahun 2025
Table of Risk Management Committee and Risk Management Committee Secretariat Team Meeting Implementation in 2025
Tanggal Perihal
No.
Date Subject
Rapat Komite Manajemen Risiko
Risk Management Committee Meetings
1. 24 Juni 2025 Penetapan Contingency Plan
June 24, 2025 Establishment of Contingency Plan
2. 11 Juli 2025 Penetapan Perubahan Kategori dan Klasifikasi Risiko Anak Perusahaan
July 11, 2025 Establishment of Changes in the Category and Classification of Subsidiary Risks
3. 26 September 2025 Penetapan Strategi Risiko
September 26, 2025 Establishment of Risk Strategy
4. 30 September 2025 Penetapan Hasil Pengukuran Risk Maturity Index (RMI) Tahun Buku 2024 dan Roadmap Perbaikan
September 30, 2025 Manajemen Risiko 2025-2029
Determination of the 2024 Risk Maturity Index (RMI) Measurement Results and the 2025-2029 Risk
Management Improvement Roadmap
Rapat Tim Sekretariat Komite Manajemen Risiko
Management Committee Secretariat Team Meeting
1. 25 Juni 2025 1. Penyampaian Hasil AUP Peringkat Komposit Risiko Tahun 2024
June 25, 2025 2. Hasil Evaluasi Pelaporan Manajemen Risiko Triwulan I 2025
3. Persiapan Risk Based Budgeting dalam RKAP 2026
1. Presentation of the 2024 Composite Risk Rating AUP Results
2. Results of the Evaluation of Risk Management Reporting for the First Quarter of 2025
3. Preparation of Risk-Based Budgeting in the 2026 RKAP
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pengembangan Kompetensi Komite Manajemen Competency Development for the Risk
Risiko Management Committee
Pengembangan Kompetensi Komite Manajemen Risiko Competency development for the Risk Management
dapat dilihat pada bagian Pengembangan Kompetensi Committee is available in the Competency Development of
Komite Manajemen Risiko di Bab Profil Perusahaan dalam the Risk Management Committee’s section at the Company
buku Laporan Tahunan ini. Profile Chapter of this Annual Report.
Sertifikasi Personel Komite Manajemen Risiko Personnel Certification for the Risk Management
Committee
Selama tahun 2025, Perseroan telah melaksanakan upaya During 2025, the Company has implemented efforts to
peningkatan Kompetensi Bidang Manajemen Risiko bagi improve the Risk Management Competence of the members
para Anggota Komite Manajemen Risiko berupa Qualified of the Risk Management Committee in the form of Qualified
Risk Governance Professional (QRGP). Program peningkatan Risk Governance Professional (QRGP). This competency
kompetensi ini dilaksanakan oleh Perseroan bekerja sama improvement programme was carried out by the Company in
dengan Sertifikasi Profesi (LSP) MKS. collaboration with the MKS Professional Certification (LSP).
Rencana Kerja Komite Manajemen Risiko Tahun Risk Management Committee Work Plan for
2026 2026
Komite Manajemen Risiko dan Tim Sekretariat Komite The Risk Management Committee and the Risk Management
Manajemen Risiko berencana melaksanakan beberapa Committee Secretariat Team plan to carry out several
kegiatan/pekerjaan di tahun 2026, di antaranya: activities/tasks in 2026, including:
1. Program Budaya Sadar Risiko (Risk Awareness). 1. Risk Awareness Program.
2. Pembaruan Contingency Plan. 2. Contingency Plan Update.
3. Pengukuran Risk Maturity Index. 3. Risk Maturity Index Measurement.
4. Pengukuran Peringkat Komposit Risiko. 4. Composite Risk Rating Measurement.
Komite Pengarah Teknologi Informasi Information Technology Steering
Committee Committee
Dalam rangka memberikan pandangan terhadap To provide insight into the improvement of information
penyempurnaan pengelolaan teknologi informasi dan technology management and Information System
Manajemen Sistem Informasi, serta memantau kegiatan Management, as well as to monitor the implementation of
penyelenggaraan dan kesiapan infrastruktur TI, maka activities and the readiness of IT infrastructure, the Board
Direksi membentuk Komite Pengarah Teknologi Informasi of Directors has formed an Information Technology Steering
yang ditetapkan berdasarkan Surat Keputusan Direksi No. Committee, which was established based on Board of
77/KPTS/2023 tanggal 3 Juli 2023. Directors Decree No. 77/KPTS/2023 dated July 3, 2023.
Sehubungan dengan adanya perubahan struktur organisasi In connection with the organizational restructuring at
pada akhir tahun 2025, saat ini Perseroan tengah melakukan the end of 2025, the Company is currently reviewing and
peninjauan dan finalisasi atas perubahan susunan finalizing changes to the Committee's composition to ensure
keanggotaan Komite tersebut guna memastikan keselarasan alignment with the new organizational structure and current
dengan struktur organisasi dan kebutuhan tata kelola terkini. governance requirements.
Kedudukan Komite Pengarah Teknologi Informasi Information Technology Steering Committee’s
Position
Dalam struktur Tata Kelola Perusahaan, kedudukan bagan Within the Corporate Governance structure, the position
yang menunjukan kedudukan Komite Pengarah Teknologi of the Information Technology Steering Committee in the
Informasi dalam Struktur Organisasi berada di bawah Direksi Organizational Structure is under the Board of Directors and
dan langsung jawab kepada Direksi. reports directly to the Board of Directors.
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Bagan Kedudukan Komite Pengarah Teknologi Informasi dalam Struktur Organisasi
Chart of Information Technology Steering Committee’s Position in Corporate Governance Structure
Rapat Umum Pemegang Saham
General Meeting of Shareholders
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
Komite
Komite
Komite Nominasi Tata Kelola Direktorat Komite Pengarah
Pemantau Risiko Komite
dan Remunerasi Keuangan dan Teknologi Komite
Terintegrasi Manajemen
Komite Audit dan Hukum Internal Audit Manajemen Risiko Informasi Sustainability
Nomination and Integrated Risiko
Audit Committee Risk Monitoring Group Directorate of Information Sustainability
Remuneration Corporate Risk Management
and Legal Finance and Risk Technology Committee
Committee Committee
Governance Management Steering Committee
Committee
Committee
Corporate Finance Risk and Quality,
and Investor Health, Safety &
Relations Senior Environment Group
Group Head Head
Investor Relations Risk Management
Department Department
Tugas dan Fungsi Duties and Functions
Tugas dan tanggung jawab Komite Pengarah Teknologi The duties and responsibilities of the Information Technology
Informasi berdasarkan Surat Keputusan Direksi No. 77/ Steering Committee, based on Board of Directors Decree
KPTS/2023 tanggal 3 Juli 2023 adalah mencakup: No. 77/KPTS/2023 dated July 3, 2023, include:
1. Menyelaraskan strategi Teknologi Informasi (TI) dan 1. Aligning Information Technology (IT) and business
bisnis (strategic alignment), melalui arahan strategis strategies (strategic alignment) through strategic
dan keputusan terkait program implementasi TI/solusi TI direction and decisions related to IT implementation
yang sejalan dengan strategi, tujuan dan prioritas bisnis programs/IT solutions that are in line with the Company’s
Perseroan. business strategies, objectives, and priorities.
2. Melakukan review dan memberikan persetujuan atas 2. Reviewing and approving IT-related plans to ensure they
rencana-rencana terkait TI agar dapat memberikan deliver value as planned, including:
manfaat sesuai rencana (value delivery), di antaranya:
a. Masterplan Teknologi Informasi; a. Information Technology Master Plan;
b. Hasil review masterplan TI; dan/atau b. IT master plan review results; and/or
c. Rencana Kerja Anggaran Perusahaan (RKAP) TI. c. IT Corporate Budget Work Plan (RKAP).
3. Mengusulkan dan melakukan review terkait Tata Kelola 3. Proposing and reviewing IT and Data Governance,
TI dan Data, di antaranya: including:
a. Kebijakan Tata Kelola TI dan Data; dan/atau a. IT and Data Governance Policy; and/or
b. Pedoman Tata Kelola TI dan Data. b. IT and Data Governance Guidelines.
4. Melakukan evaluasi pencapaian kinerja Performance 4. Conducting performance measurement and IT
Measurement) dan kepatuhan TI yang meliputi: compliance evaluations, including:
a. Progres inisiatif-inisiatif TI yang bersifat strategis, a. Progress of strategic IT initiatives, including problem
termasuk penetapan resolusi permasalahan; resolution;
b. Tingkat kepatuhan, kematangan, atau kapabilitas b. Level of compliance, maturity, or capability of IT and
Tata Kelola TI dan Data; dan/atau Data Governance; and/or
c. Pencapaian benefit dari inisiatif-inisiatif strategis TI. c. Achievement of benefits from strategic IT initiatives.
5. Menetapkan keputusan pengelolaan risiko untuk 5. Establishing risk management decisions to protect IT
menjaga aset TI dari kejadian yang tidak diinginkan (risk assets from undesirable events (risk management) for
management) demi keberlangsungan operasional bisnis the sake of the Company’s business continuity.
Perseroan.
6. Melakukan pengkajian secara komprehensif mengenai 6. Conducting a comprehensive review of the synchronization
sinkronisasi program-program penerapan teknologi of operational and preservation technology implementation
pengoperasian dan preservasi dengan kebijakan programs with government policies, particularly the
pemerintah, khususnya sinkronisasi program teknologi synchronization of the Company’s technology programs
Perseroan dengan penerapan kebijakan Multi Lane Free with the implementation of the Multi Lane Free Flow
Flow (MLFF). (MLFF) policy.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
7. Memastikan kolaborasi antardirektorat di dalam 7. Ensuring effective collaboration between directorates
Perusahaan dapat berjalan dengan baik dalam within the Company in the implementation of IT
pelaksanaan program implementasi TI. programs.
8. Melaporkan hasil Pekerjaan IT Steering Commiittee 8. Reporting the results of the IT Steering Committee’s
kepada Dewan Komisaris minimal 1 (satu) tahun sekali. work to the Board of Commissioners at least once a year.
Struktur Keanggotaan dan Profil Anggota Membership Structure and Member Profiles
Berdasarkan Surat Keputusan Direksi No. 77/KPTS/2023 Based on the Board of Directors Decree No. 77/KPTS/2023
tanggal 3 Juli 2023, susunan anggota Komite Pengarah dated July 3, 2023, the composition of the Information
Teknologi Informasi (IT Steering Commiitee) adalah sebagai Technology Steering Committee (IT Steering Committee) is
berikut: as follows:
Tabel Susunan Anggota Komite Pengarah Teknologi Informasi
Table of Information Technology Steering Committee Membership Structure
Kedudukan
Jabatan Dalam Komite Masa Jabatan Profil
No. Position Position in the Term of Office Profile
Committee
Komite
Committee
1. Direktur Utama Ketua Komite Masa jabatan berlaku sampai dengan berakhirnya masa Dapat dilihat pada bagian
President Director Committee Chair jabatan sebagai Direktur Utama Profil Direksi
The term of office is valid until the end of the term as the Disclosed in the Board of
President Director Directors Profile section
2. Direktur Operasi Anggota Masa jabatan berlaku sampai dengan berakhirnya masa Dapat dilihat pada bagian
Director of Operations Member jabatan sebagai Direktur Operasi dan Layanan Profil Direksi
The term of office is valid until the end of the term as the Disclosed in the Board of
Director of Operations and Services Directors Profile section
3. Direktur Bisnis Anggota Masa jabatan berlaku sampai dengan berakhirnya masa Dapat dilihat pada bagian
Director of Business Member jabatan sebagai Direktur Bisnis Profil Direksi
The term of office is valid until the end of the term as the Disclosed in the Board of
Director of Business Directors Profile section
4. Direktur Human Capital Anggota Masa jabatan berlaku sampai dengan berakhirnya masa Dapat dilihat pada bagian
dan Transformasi Member jabatan sebagai Direktur Human Capital dan Transformasi Profil Direksi
Director of Human Capital The term of office is valid until the end of the term as the Disclosed in the Board of
and Transformation Director of Human Capital and Transformation Directors Profile section
5. Direktur Pengembangan Anggota Masa jabatan berlaku sampai dengan berakhirnya masa Dapat dilihat pada bagian
Usaha Member jabatan sebagai Direktur Pengembangan Usaha Profil Direksi
Director of Business The term of office is valid until the end of the term as the Disclosed in the Board of
Development Director of Business Development Directors Profile section
6. Direktur Keuangan dan Anggota Masa jabatan berlaku sampai dengan berakhirnya masa Dapat dilihat pada bagian
Manajemen Risiko Member jabatan sebagai Direktur Keuangan dan Manajemen Risiko Profil Direksi
Director of Finance and The term of office is valid until the end of the term as the Disclosed in the Board of
Risk Management Director of Finance and Risk Management Directors Profile section
Tim Teknis
Technical Team
1. Information Technology Koordinator Teknis Masa jabatan berlaku sampai dengan berakhirnya masa jabatan Dapat dilihat pada bagian
Group Head Technical sebagai Information Technology Group Head Profil Pejabat Eksekutif
Coordinator The term of office is valid until the end of the term as Disclosed in the Executive
Information Technology Group Head Officer Profile section
2. Operation & Maintenance Anggota Masa jabatan berlaku sampai dengan berakhirnya masa Dapat dilihat pada bagian
Management Group Head Member jabatan sebagai Operation & Maintenance Management Group Profil Pejabat Eksekutif
Head Disclosed in the Executive
The term of office is valid until the end of the term as Officer Profile section
Operation & Maintenance Management Group Head
3. Corporate Planning & Anggota Masa jabatan berlaku sampai dengan berakhirnya masa Dapat dilihat pada bagian
Portfolio Management Member jabatan sebagai Corporate Planning & Portfolio Management Profil Pejabat Eksekutif
Group Head Group Head Disclosed in the Executive
The term of office is valid until the end of the term as Officer Profile section
Corporate Planning & Portfolio Management Group Head
4. Accounting and Tax Group Anggota Masa jabatan berlaku sampai dengan berakhirnya masa jabatan Dapat dilihat pada bagian
Head Member sebagai Accounting and Tax Group Head Profil Pejabat Eksekutif
The term of office is valid until the end of the term as Disclosed in the Executive
Accounting and Tax Group Head Officer Profile section
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Susunan Anggota Komite Pengarah Teknologi Informasi
Table of Information Technology Steering Committee Membership Structure
Kedudukan
Jabatan Dalam Komite Masa Jabatan Profil
No. Position Position in the Term of Office Profile
Committee
5. Risk & Quality, Health, Anggota Masa jabatan berlaku sampai dengan berakhirnya masa Dapat dilihat pada bagian
Safety, and Environment Member jabatan sebagai Risk & Quality, Health, Safety, and Profil Pejabat Eksekutif
Group Head Environment Group Head Disclosed in the Executive
The term of office is valid until the end of the term as Risk & Officer Profile section
Quality, Health, Safety, and Environment Group Head
6. Human Capital Anggota Masa jabatan berlaku sampai dengan berakhirnya masa Dapat dilihat pada bagian
Development Group Head Member jabatan sebagai Human Capital Development Group Head Profil Pejabat Eksekutif
The term of office is valid until the end of the term as Human Disclosed in the Executive
Capital Development Group Head Officer Profile section
7. Corporate Communication Anggota Masa jabatan berlaku sampai dengan berakhirnya masa Dapat dilihat pada bagian
& Community Member jabatan sebagai Corporate Communication & Community Profil Pejabat Eksekutif
Development Group Head Development Group Head Disclosed in the Executive
The term of office is valid until the end of the term as Officer Profile section
Corporate Communication & Community Development Group
Head
8. Legal & Compliance Group Anggota Masa jabatan berlaku sampai dengan berakhirnya masa jabatan Dapat dilihat pada bagian
Head Member sebagai Legal & Compliance Group Head Profil Pejabat Eksekutif
The term of office is valid until the end of the term as Legal & Disclosed in the Executive
Compliance Group Head Officer Profile section
9. Procurement & Fix Asset Anggota Masa jabatan berlaku sampai dengan berakhirnya masa jabatan Dapat dilihat pada bagian
Group Head Member sebagai Procurement & Fix Asset Group Head Profil Pejabat Eksekutif
The term of office is valid until the end of the term as Disclosed in the Executive
Procurement & Fix Asset Group Head Officer Profile section
10. Strategic Transformation Anggota Masa jabatan berlaku sampai dengan berakhirnya masa Dapat dilihat pada bagian
Group Head Member jabatan sebagai Strategic Transformation Group Head Profil Pejabat Eksekutif
The term of office is valid until the end of the term as Disclosed in the Executive
Strategic Transformation Group Head Officer Profile section
11. Concession Business Anggota Masa jabatan berlaku sampai dengan berakhirnya masa Dapat dilihat pada bagian
Planning Group Head Member jabatan sebagai Concession Business Planning Group Head Profil Pejabat Eksekutif
The term of office is valid until the end of the term as Disclosed in the Executive
Concession Business Planning Group Head Officer Profile section
Pelaksanaan Tugas Komite Pengarah Teknologi Implementation of the Information Technology
Informasi Steering Committee's Duties
Sepanjang tahun 2025, Komite Pengarah Teknologi Informasi Throughout 2025, the Information Technology Steering
telah menjalankan mandatnya di bawah Direksi dengan Committee has carried out its mandate under the Board
disiplin dan akuntabel. Pelaksanaan tugas diwujudkan of Directors with discipline and accountability. The
dalam rapat yang dilaksanakan, yang menjadi wadah diskusi implementation of tasks was realised in meetings, which
untuk membahas berbagai isu berkaitan dengan Teknologi served as a forum for discussing various issues related to the
Informasi Perseroan. Arahan-arahan yang dihasilkan dalam Company's Information Technology. The directives produced
rapat tersebut berfungsi sebagai panduan operasional agar in these meetings served as operational guidelines to remain
tetap selaras dengan strategi bisnis besar yang dicanangkan in line with the major business strategies announced by the
oleh Direksi. Board of Directors.
Rapat Komite Pengarah Teknologi Informasi Information Technology Steering Committee
Meetings
Selama tahun 2025, Komite Pengarah Teknologi Informasi In 2025, the Information Technology Steering Committee
telah melaksanakan rapat sebanyak 1 (satu) kali, yaitu held one meeting with the following agenda:
dengan agenda sebagai berikut:
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pelaksanaan Rapat Komite Pengarah Teknologi Informasi
Table of Information Technology Steering Committee Meetings
Tanggal Agenda Rapat
No.
Date Meeting Agenda
1. Tindak Lanjut IT SteerCo Tahun 2024
2. Pencapaian RSTI
3. Progress Kajian MLFF
4. Implementasi SAP PSAK 118
5. IT Maturity Assessment
6. Aplikasi TCM
7. SK BPO Aplikasi
8. Penambahan Tim Teknis IT Steering Committee
17 November 2025
1.
November 17, 2025
1. Follow-up on IT SteerCo 2024
2. RSTI Achievements
3. MLFF Study Progress
4. Implementation of SAP PSAK 118
5. IT Maturity Assessment
6. TCM Application
7. BPO Application Decree
8. Addition of IT Steering Committee Technical Team
Pelatihan Anggota Komite Pengarah Teknologi Information Technology Steering Committee
Informasi Member Training
Pelatihan yang telah diikuti anggota komite selama tahun Training attended by committee members in 2025 is
2025, dapat dilihat pada bagian Pengembangan Kompetensi available in the Information Technology Steering Committee
Komite Pengarah Teknologi Informasi pada Bab Profil Competency Development section at the Company Profile
Perusahaan. Chapter.
Pernyataan Independensi Komite Pengarah Statement of Independence of the Information
Teknologi Informasi Technology Steering Committee
Seluruh anggota komite tidak memiliki afiliasi dengan All committee members are not affiliated with other
Direktur Lainnya, Komisaris maupun Pemegang Saham Directors, Commissioners, or Controlling Shareholders, are
Pengendali, bukan merupakan pemegang saham Perseroan not shareholders of the Company that could influence their
yang dapat mempengaruhi kemampuannya untuk bertindak ability to act independently, and are not Commissioners,
independen, Komisaris, Direktur maupun karyawan dari Directors, or employees of companies affiliated with or
Perseroan yang memiliki afiliasi maupun bisnis dengan doing business with the Company.
Perseroan.
Pengembangan Kompetensi Komite Pengarah Competency Development for the Information
Teknologi Informasi Technology Steering Committee
Pengembangan Kompetensi Komite Pengarah Teknologi Competency development for the Information Technology
Informasi dapat dilihat pada bagian Pengembangan Steering Committee is available in the Competency
Kompetensi di Bab Profil Perusahaan dalam Laporan Development section at the Company Profile Chapter of this
Tahunan ini. Annual Report.
Rencana Kerja Komite Pengarah Teknologi Information Technology Steering Committee
Informasi Tahun 2026 Work Plan for 2026
Komite Pengarah Teknologi Informasi telah menyusun The Information Technology Steering Committee has
Rencana Kerja untuk tahun 2026. Adapun rencana kerja prepared a Work Plan for 2026. The 2026 Work Plan of the
Komite Pengarah Teknologi Informasi Tahun 2026 adalah Information Technology Steering Committee is as follows:
sebagai berikut:
1. Pengembangan Aplikasi Travoy Sebagai Layanan 1. Development of the Travoy Application as a Sustainable
Pelanggan Terpadu yang Berkelanjutan. Integrated Customer Service.
2. Peningkatan Kapabilitas Real Time Data Processing 2. Improvement of Real-Time Data Processing Capabilities
pada Aplikasi TCM. in the TCM Application.
3. Pengembangan Sistem Pendukung Pemantauan 3. Development of a Monitoring Support System for
Pengendalian Internal atas Pelaporan Keuangan. Internal Control over Financial Reporting.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Komite Sustainability Sustainability Committee
Pada tahun 2025, Perseroan telah memiliki komitmen By 2025, the Company has made a commitment to sustainability
keberlanjutan dan membentuk Komite Sustainability, yang and formed a Sustainability Committee, which is a strategic
merupakan evolusi strategis dari Komite Tanggung Jawab evolution of the Social and Environmental Responsibility
Sosial dan Lingkungan (TJSL), dalam rangka memperkuat Committee (TJSL), in order to strengthen sustainability
tata kelola keberlanjutan, mengeksekusi Road Map ESG governance, execute the 2025–2029 ESG Road Map, and
2025–2029, serta mengintegrasikan keberlanjutan ke integrate sustainability into the entire value chain of Jasa
dalam seluruh rantai nilai bisnis Jasa Marga, sesuai dengan Marga’s business, in accordance with the Minister of State-
Peraturan Menteri BUMN Nomor PER-1/MBU/03/2023 Owned Enterprises Regulation Number PER-1/MBU/03/2023
tentang Penugasan Khusus dan Program Tanggung Jawab concerning Special Assignments and Social and Environmental
Sosial dan Lingkungan Badan Usaha Milik Negara. Responsibility Programs of State-Owned Enterprises.
Pembentukan Komite Sustainability ditetapkan melalui The establishment of the Sustainability Committee was
Keputusan Direksi Nomor 145/KPTS/2025 tanggal 26 stipulated through Board of Directors Decree Number 145/
September 2025 tentang Pembentukan Komite Sustainability KPTS/2025 dated September 26, 2025 concerning the
di Lingkungan PT Jasa Marga (Persero) Tbk. Maka dengan Establishment of a Sustainability Committee within PT Jasa
demikian, Keputusan Direksi Nomor 154/KPTS/2024 tanggal Marga (Persero) Tbk. Therefore, Board of Directors Decision
1 Agustus 2024 tentang Penetapan Komite Tanggung Number 154/KPTS/2024 dated August 1, 2024 concerning the
Jawab Sosial dan Lingkungan (TJSL) Periode 2024–2025 Establishment of the Social and Environmental Responsibility
di Lingkungan Jasa Marga Group serta Keputusan Direksi Committee (TJSL) for the 2024–2025 Period within the Jasa
Nomor 169/KPTS/2022 tanggal 23 Desember 2022 tentang Marga Group, as well as Board of Directors Decree No. 169/
Pembentukan Struktur Organisasi serta Tugas dan Tanggung KPTS/2022 dated December 23, 2022, concerning the
Jawab Komite Tanggung Jawab Sosial dan Lingkungan Establishment of the Organizational Structure and Duties and
di Lingkungan PT Jasa Marga (Persero) Tbk dinyatakan Responsibilities of the Social and Environmental Responsibility
tidak berlaku. Adapun penjelasan lebih lengkap mengenai Committee within PT Jasa Marga (Persero) Tbk, are
pelaksanaan Tanggung Jawab Sosial dan Lingkungan hereby declared invalid. A more detailed explanation of the
Perseroan telah tertuang dalam Laporan Keberlanjutan. implementation of the Company’s Social and Environmental
Responsibility is contained in the Sustainability Report.
Kedudukan Komite Sustainability Sustainability Committee’s Position
Dalam struktur Tata Kelola Perusahaan, kedudukan bagan Within the Corporate Governance structure, the
yang menunjukkan kedudukan Komite Sustainability dalam organizational chart showing the position of the
Struktur Organisasi berada di bawah Direksi dan langsung Sustainability Committee in the Organizational Structure
bertanggung jawab kepada Direksi. is under the Board of Directors and reports directly to the
Board of Directors.
Steering Committee
Direksi & Corporate Secretary & Chief Administration Officer
Board of Directors, Corporate Secretary & Chief Administration Officer
Organizing Committee
Ketua | Chairman
Corporate Communication &
Community Development Group Head
Wakil I | Deputy I Wakil II | Deputy II
Engineering Planning Risk & Quality, Health, Safety
Group Head & Environment Group Head
Sekretaris | Secretary
Environment, Social, and
Governance (ESG) Advisor
Anggota
Member
Unit Kerja Kantor Pusat Anak Perusahaan Jalan Tol
Service Provider Regional Division
Head Office Work Units Toll Road Subsidiaries
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tugas dan Fungsi Duties and Functions
Tugas dan tanggung jawab Komite Sustainability The duties and responsibilities of the Sustainability
berdasarkan Surat Keputusan Direksi No. 145/KPTS/2025 Committee, based on 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, yaitu: A. Steering Committee, namely:
1. Memberikan arahan strategis terkait strategi 1. Providing strategic direction related to the
keberlanjutan Perseroan yang mengacu pada Pilar Company’s sustainability strategy with reference to
ESG; the 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 Perseroan; objectives;
3. Memberikan arahan strategis terkait aspek 3. Providing strategic direction related to sustainability
keberlanjutan agar menjadi bagian dari budaya dan aspects to become part of the Company’s culture
strategi Perseroan; and strategy;
4. Memberikan masukan, saran dan persetujuan 4. Providing input, advice, and approval or rejection
atau penolakan terhadap setiap inisiatif strategis of every strategic sustainability initiative of the
keberlanjutan Perseroan; Company;
5. Melakukan pengawasan, pemantauan dan evaluasi 5. Overseeing, monitoring, and evaluating the
atas ketercapaian indikator strategi dan program achievement of sustainability strategy and program
keberlanjutan; dan indicators; and
6. Menyetujui serta melaporkan ketercapaian kinerja 6. Approve and report on the achievement of the
strategi keberlanjutan Perseroan melalui Laporan Company’s sustainability strategy performance
Keberlanjutan (Sustainability Report) tahunan. through an annual Sustainability Report.
B. Organizing Committee, yaitu: B. Organizing Committee, namely:
1. Mendukung dan memastikan setiap aspek strategi 1. Supporting and ensuring that every aspect of
keberlanjutan menjadi bagian dari budaya dan the sustainability strategy becomes part of the
strategi Perseroan; Company’s culture and strategy;
2. Menganalisis dan mengevaluasi strategi keberlanjutan 2. Analyzing and evaluating the Company’s sustainability
Perusahaan selaras dengan setiap perkembangan strategy in line with global sustainability strategy
dan tren strategi keberlanjutan global; developments and trends;
3. Memastikan setiap inisiatif strategi keberlanjutan 3. Ensuring that every Company’s sustainability
Perseroan sejalan dengan peraturan perundangan strategy initiative is in line 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 Company sustainability strategy performance
Perseroan; dan indicators; and
5. Melakukan penjabaran (cascading) target strategi 5. Cascading the Company’s sustainability strategy
keberlanjutan Perseroan kepada Anak Perusahaan targets to Jasa Marga Group Subsidiaries.
Jasa Marga Group.
B.1. Ketua, yaitu: B.1. Chairman, namely:
1. Memimpin rapat Komite; 1. Leading Committee meetings;
2. Bertanggung jawab atas semua kegiatan 2. Being responsible for all activities related to
perencanaan, pelaksanaan, evaluasi Kebijakan the planning, implementation, and evaluation of
Keberlanjutan (Sustainability Policy) yang sesuai the Sustainability Policy in accordance with the
dengan Road Map dan Action Plan ESG Perseroan Company’s ESG Road Map and Action Plan so that
sehingga selaras dengan perkembangan global it is in line with global developments and applicable
dan peraturan yang berlaku; regulations;
3. Menetapkan Kebijakan Keberlanjutan 3. Establishing the Sustainability Policy in accordance
(Sustainability Policy) sesuai dengan Road Map with the Company’s ESG Road Map and Action Plan
dan Action Plan ESG Perseroan yang dituangkan as outlined in the Company’s Work Plan and Budget
ke dalam Rencana Kerja dan Anggaran (RKAP) and Long-Term Plan (RJPP); and
Perusahaan (RKAP) serta Rencana Jangka
Panjang Perusahaan (RJPP); dan
4. Mengoordinasikan fungsi Direktorat, Unit Kerja 4. Coordinate the functions of the Directorate, Work
dan Bidang yang terkait dalam implementasi Units, and Related Fields in the Sustainability Policy
Kebijakan Keberlanjutan (Sustainability Policy) implementation per the Company’s ESG Road Map
sesuai dengan Road Map dan Action Plan ESG and Action Plan.
Perseroan.
B.2.Wakil I, yaitu: B.2. Deputy I, namely:
1. Membantu dan mewakili tugas-tugas Ketua atas 1. Assisting and representing the Chairman’s duties
arahan dan persetujuan Ketua; under the Chairman’s direction and approval;
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2. Menyosialisasikan dan mempublikasikan program- 2. Disseminating and publicizing the Company’s
program Kebijakan Keberlanjutan (Sustainability Sustainability Policy programs in accordance with
Policy) sesuai dengan Road Map dan Action Plan the Company’s ESG Road Map and Action Plan to
ESG Perseroan yang dilaksanakan Perseroan internal and external stakeholders;
kepada pihak pemangku kepentingan dari internal
dan eksternal Perseroan;
3. Membantu dan mewakili tugas-tugas Ketua atas 3. Assisting and representing the Chairman in carrying
arahan dan persetujuan Ketua; dan out duties under the Chairman’s direction and
approval; and
4. Menyusun laporan berkala dan Laporan 4. Preparing periodic reports and Sustainability
Keberlanjutan (Sustainability Report). Reports.
B.2.Wakil II, yaitu: B.3.Deputy II, namely:
1. Membantu dan mewakili tugas-tugas Ketua atas 1. Assisting and representing the Chairman in carrying
arahan dan persetujuan Ketua; out duties under the Chairman’s direction and approval;
2. Menyosialisasikan dan mempublikasikan program- 2. Disseminating and publicizing the Company’s
program Kebijakan Keberlanjutan (Sustainability Sustainability Policy programs in accordance with
Policy) sesuai dengan Road Map dan Action Plan the Company’s ESG Road Map and Action Plan
ESG Perseroan yang dilaksanakan Perseroan implemented by the Company to internal and
kepada pihak pemangku kepentingan dari internal external stakeholders;
dan eksternal Perusahaan;
3. Membantu dan mewakili tugas-tugas Ketua atas 3. Assisting and representing the Chairman in carrying
arahan dan persetujuan Ketua; dan out duties under the Chairman’s direction and
approval; and
4. Menyusun laporan berkala dan Laporan 4. Preparing periodic reports and Sustainability
Keberlanjutan (Sustainability Report). Reports.
B.4. Sekretaris, yaitu: B.4.Secretary, namely:
1. Menyusun dan mempersiapkan semua 1. Preparing and arranging all administrative and
kelengkapan administrasi dan dokumentasi documentation requirements for Committee
yang diperlukan dalam rapat Komite agar dapat meetings so that they can be distributed to internal
didistribusikan ke pihak pemangku kepentingan and external stakeholders of the Company, including,
dari internal dan eksternal Perusahaan, meliputi among others:
antara lain:
a. perencanaan rapat; a. meeting planning;
b. penyusunan agenda dan rencana pembahasan; b. preparing the agenda and discussion plan;
c. pencatatan notulen; c. recording of minutes;
d. persiapan daftar hadir Komite Sustainability; d. preparation of the Sustainability Committee
dan attendance list; and
e. progres pembahasan kinerja strategi e. progress of discussions on the Company’s
keberlanjutan Perusahaan dan hasil rapat, sustainability strategy performance and meeting
dalam bentuk risalah rapat, materi rapat dan results, in the form of meeting minutes, meeting
data pendukung lainnya. materials, and other supporting data.
2. Mengundang Anggota Komite untuk 2. Inviting Committee Members to attend committee
melaksanakan rapat komite; meetings;
3. Melakukan kegiatan korespondensi antara 3. Conducting correspondence between the Steering
Steering Committee, Organizing Committee dan Committee, Organizing Committee, and other
pihak-pihak terkait lainnya; relevant parties;
4. Mengumpulkan dokumen dan data terkait 4. Collecting documents and data related to the
strategi keberlanjutan Perusahaan; dan Company’s sustainability strategy; and
5. Melakukan monitoring dan evaluasi atas 5. Monitoring and evaluating the reporting of the
pelaporan kinerja strategi keberlanjutan Company’s sustainability strategy performance
Perusahaan melalui platform digital. through a digital platform.
B.5. Anggota, yaitu: B.5.Members, namely:
1. Melakukan kajian, monitoring, dan evaluasi 1. Conducting studies, monitoring, and evaluating
pencapaian strategi keberlanjutan di Perusahaan the achievement of sustainability strategies at the
dan Anak Perusahaan Jasa Marga Group sesuai Company and Jasa Marga Group Subsidiaries in
bidangnya masing-masing; accordance with their respective fields;
2. Mempersiapkan data, dokumen, dan sumber 2. Preparing the data, documents, and resources
daya yang dibutuhkan untuk meminimalisasi risiko needed to minimize the risk of failure in achieving
kegagalan pencapaian strategi keberlanjutan the Company’s sustainability strategy;
Perusahaan;
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3. Melakukan review atas kepatuhan terhadap 3. Reviewing compliance with applicable laws,
ketentuan, peraturan perundang-undangan regulations, and internal procedures relevant to the
yang berlaku, dan prosedur internal yang relevan Company’s sustainability strategy;
dengan strategi keberlanjutan Perusahaan;
4. Menyusun laporan triwulan yang terdiri 4. Preparing quarterly reports consisting of progress and/
atas progres dan/atau hasil kinerja strategi or performance results of the sustainability strategy to
keberlanjutan kepada Sekretaris untuk the Secretary to be presented at Committee meetings;
disampaikan dalam rapat Komite; dan and
5. Memberikan rekomendasi program kerja terkait 5. Providing recommendations for work programs related
implementasi strategi keberlanjutan Perusahaan. to the implementation of the Company’s sustainability
strategy.
Struktur Keanggotaan dan Profil Anggota Membership Structure and Member Profiles
Berdasarkan Surat Keputusan Direksi Nomor 145/KPTS/2025 Based on Board of Directors Decree No. 145/KPTS/2025
Tanggal 26 September 2025 tentang Pembentukan Komite dated September 26, 2025, on the Establishment of a
Sustainability di Lingkungan PT Jasa Marga (Persero) Tbk, Sustainability Committee within PT Jasa Marga (Persero)
susunan anggota Komite Sustainability adalah sebagai Tbk, the composition of the Sustainability Committee
berikut: members is as follows:
Tabel Susunan Anggota Komite Sustainability
Table of Sustainability Committee Membership Structure
Jabatan Kedudukan Dalam Komite
No. Position Position in the Committee
Direksi dan Corporate Secretary & Chief Administration Officer
1. Steering Committee
Board of Directors and Corporate Secretary & Chief Administration Officer
2. Corporate Communication and Community Development Group Head Ketua | Chairman
3. Engineering Planning Group Head Wakil I | Deputy I
4. Risk & Quality, Health, Safety & Environment Group Head Wakil II | Deputy II
5. Environment, Social & Governance Advisor Sekretaris | Secretary
Para Senior Group Head, Senior General Manager, Group Head, Direktur Anak Perusahaan
6. Anggota | Member
Senior Group Heads, Senior General Managers, Group Heards, Subsidiary Directors
Pelatihan Anggota Komite Sustainability Sustainability Committee Member Training
Pelatihan yang telah diikuti anggota komite selama tahun Training attended by committee members in 2025 is
2025, dapat dilihat pada bagian Pengembangan Kompetensi available in the Competency Development section at the
pada Bab Profil Perusahaan. Company Profile Chapter.
Pernyataan Independensi Komite Sustainability Statement of Independence of the Sustainability
Committee
Seluruh anggota komite tidak memiliki afiliasi dengan Direktur All committee members are not affiliated with other
Lainnya, Komisaris maupun Pemegang Saham Pengendali, Directors, Commissioners, or Controlling Shareholders, are
bukan merupakan pemegang saham Perseroan yang dapat not shareholders of the Company that could influence their
mempengaruhi kemampuannya untuk bertindak independen, ability to act independently, and are not Commissioners,
Komisaris, Direktur maupun karyawan dari perusahaan yang Directors, or employees of companies affiliated with or
memiliki afiliasi maupun bisnis dengan Perseroan. doing business with the Company.
Pelaksanaan Tugas Komite Sustainability pada Implementation of Sustainability Committee
Tahun 2025 Duties in 2025
Adapun pelaksanaan kerja Komite Sustainability Tahun 2025 The implementation of the Sustainability Committee’s work
adalah sebagai berikut: in 2025 is as follows:
1. Perubahan Nomenklatur dan Penyesuaian Ruang 1. Changes in Nomenclature and Adjustments to the Scope
Lingkup Organisasi of the Organization
Pelaksanaan tugas pada tahun 2025 diawali dengan The implementation of tasks in 2025 began with
penyesuaian struktural, yaitu transformasi Komite structural adjustments, i.e., the transformation of the
Tanggung Jawab Sosial dan Lingkungan (TJSL) menjadi Social and Environmental Responsibility Committee
Komite Sustainability yang ditetapkan melalui Keputusan (TJSL) into the Sustainability Committee, which was
Direksi No. 145/KPTS/2025. Perubahan ini diikuti dengan stipulated through Board of Directors Decree No. 145/
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penyesuaian tugas dan tanggung jawab seluruh anggota KPTS/2025. This is followed by adjustments to the
Komite, dari Sustainability Program Officer (SPO) hingga duties and responsibilities of all Committee members,
Sustainability Data Compiler (SDC), untuk memperluas from the Sustainability Program Officer (SPO) to the
cakupan fokus kerja dari hanya TJSL menjadi mencakup Sustainability Data Compiler (SDC), to expand the work
keseluruhan aspek Environment, Social, and Governance scope from only TJSL to cover all Environment, Social,
(ESG), termasuk risiko iklim, di lingkungan Perusahaan and Governance (ESG) aspects, including climate risk,
dan Anak Perusahaan Jasa Marga Group. within the Company and Jasa Marga Group Subsidiaries.
2. Penguatan Fondasi Kebijakan dan Pemetaan 2. Strengthening the Foundation of Sustainability Policy
Keberlanjutan and Mapping
Komite melaksanakan kajian mendalam atas Kebijakan The Committee conducted an in-depth review of the
Keberlanjutan Perusahaan, khususnya dengan Company’s Sustainability Policy, specifically by analyzing
menganalisis kesesuaian program ESG terhadap target- the alignment of ESG programs with global targets,
target global, seperti Transforming Our World: The such as Transforming Our World: The 2030 Agenda for
2030 Agenda for Sustainable Development (SDGs). Sustainable Development (SDGs). The results of this
Hasil dari analisis ini digunakan untuk membuat peta analysis were used to create a Sustainability Map, which
Sustainability (Sustainability Map) yang menjadi dasar became the basis for determining priority strategies and
penetapan strategi dan program prioritas di tahun 2025. programs in 2025. The Committee is also tasked with
Komite juga bertugas mengidentifikasi dan mengusulkan identifying and proposing new priority programs, as well
program prioritas baru, serta mengevaluasi efektivitas as evaluating the effectiveness of programs that have
program yang telah berjalan sebelumnya. been implemented previously.
3. Penyiapan dan Dukungan Data untuk Sustainability 3. Data Preparation and Support for the 2025 Sustainability
Report (SR) 2025 Report (SR)
Sebagai bagian dari tugas wajib, Komite secara aktif As part of its mandatory duties, the Committee actively
melaksanakan penyiapan data dan penyusunan draf prepares data and drafts the Sustainability Report
Laporan Keberlanjutan (Sustainability Report) untuk for the 2025 period. This involves Sustainability Data
periode tahun 2025. Pelaksanaan ini melibatkan Compilers (SDCs) in all work units compiling program
Sustainability Data Compiler (SDC) di seluruh unit realization data in accordance with the approved format,
kerja untuk menyusun data realisasi program sesuai and facilitating Sustainability Program Officers (SPOs) in
format yang disetujui, dan memfasilitasi Sustainability evaluating data and assisting in the report preparation
Program Officer (SPO) dalam melakukan evaluasi data process, ensuring that the data presented is transparent
dan membantu proses penyusunan laporan, memastikan and accountable in accordance with applicable reporting
data yang disajikan transparan dan akuntabel sesuai standards.
standar pelaporan yang berlaku.
4. Inisiasi Implementasi Awal Roadmap dan Koordinasi 4. Initiating Initial Roadmap Implementation and Routine
Rutin Coordination
Berdasarkan Roadmap ESG 2025-2029, tahun 2025 Based on the 2025-2029 ESG Roadmap, 2025 marks
merupakan inisiasi Fase Define & Prepare, termasuk the initiation of the Define & Prepare Phase, including
sosialisasi kebijakan baru dan integrasi risiko iklim the dissemination of new policies and the integration
ke dalam manajemen risiko Perusahaan. Secara of climate risk into the Company’s risk management.
operasional, Komite menyelenggarakan rapat-rapat Operationally, the Committee holds regular coordination
koordinasi rutin di bawah Organizing Committee untuk meetings under the Organizing Committee to conduct
melakukan monitoring dan evaluasi awal (MONEV) atas initial monitoring and evaluation (MONEV) of the
implementasi program ESG yang baru dan memastikan implementation of the new ESG program and ensure
dukungan anggaran serta ketersediaan sumber daya budget support and the availability of resources needed
yang diperlukan untuk menjalankan inisiatif-inisiatif to carry out sustainability initiatives.
keberlanjutan.
5. Penyelenggaraan Summit dan Peningkatan Kapabilitas 5. Summit Organization and Capability Enhancement
Melalui JSCS 2025 Through JSCS 2025
Komite Sustainability melaksanakan puncak kegiatan The Sustainability Committee held the peak of its
koordinasi dan internalisasi melalui Jasa Marga coordination and internalization activities through the
Sustainability and Communication Summit (JSCS) Jasa Marga Sustainability and Communication Summit
2025 yang diselenggarakan pada Senin-Selasa, 10-11 (JSCS) 2025, which was held on Monday-Tuesday,
November 2025. Kegiatan ini mencakup pengukuhan November 10-11, 2025. This event includes the official
resmi Komite Sustainability yang ditandai dengan inauguration of the Sustainability Committee, marked
penyematan atribut komite sebagai simbolisasi by the presentation of committee attributes as a symbol
transformasi tata kelola dari sekadar TJSL menjadi of the transformation of governance from TJSL to an
fokus ESG yang terintegrasi. Forum ini juga berfungsi integrated ESG focus. This forum also served as a key
sebagai sarana capacity building utama yang meliputi capacity building tool, covering the dissemination of
sosialisasi Action Plan dalam ESG Roadmap 2025-2029, the Action Plan in the 2025-2029 ESG Roadmap, the
pembekalan standar pelaporan global baru (IFRS S1 & provision of new global reporting standards (IFRS S1 &
S2), serta pelaksanaan workshop teknis pengukuran S2), and the implementation of technical workshops on
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
dampak program TJSL menggunakan metode Social measuring the impact of TJSL programs using the Social
Return on Investment (SROI) dan Indeks Kepuasan Return on Investment (SROI) and Community Satisfaction
Masyarakat (IKM). Hal ini bertujuan untuk memastikan Index (IKM) methods. This aims to ensure that all
seluruh anggota komite memiliki pemahaman yang committee members have a uniform understanding and
seragam dan kompetensi teknis yang memadai untuk adequate technical competence to evaluate program
mengevaluasi dampak program serta mendukung impact and support the achievement of the company’s
pencapaian target ESG Rating perusahaan. ESG Rating targets.
Rapat Komite Sustainability Sustainability Committee Meetings
Selama tahun 2025, Komite Sustainability telah In 2025, the Sustainability Committee held 2 (two) meetings
melaksanakan rapat sebanyak 2 kali, yaitu dengan agenda with the following agenda:
sebagai berikut:
Tabel Pelaksanaan Rapat Komite Sustainability
Table of Sustainability Committee Meetings
Tanggal Agenda Rapat
No.
Date Meeting Agenda
1. 10-11 November 2025 Jasa Marga Sustainability and Communication Summit (JSCS) 2025
November 10-11, 2025
2. 18 Desember 2025 Focus Group Discussion (FGD) Penentuan Topik Material Sustainability Report Tahun Buku 2025
December 18, 2025 PT Jasa Marga (Persero) Tbk
Focus Group Discussion (FGD) Penentuan Topik Material Sustainability Report Tahun Buku 2025
PT Jasa Marga (Persero) Tbk
Pengembangan Kompetensi Komite Competency Development for the Sustainability
Sustainability Committee
Pengembangan Kompetensi Komite Sustainability dapat Competency development for the Sustainability Committee
dilihat pada bagian Pengembangan Kompetensi di Bab Profil is available in the Competency Development section at the
Perusahaan dalam Laporan Tahunan ini. Company Profile Chapter of this Annual Report.
Rencana Kerja Komite Sustainability Tahun 2026 Sustainability Committee Work Plan for 2026
Komite Sustainability telah menyusun Rencana Kerja untuk The Sustainability Committee has prepared a Work Plan for
tahun 2026. Adapun rencana kerja Komite Sustainability 2026. The Sustainability Committee’s Work Plan for 2026 is
Tahun 2026 adalah sebagai berikut: as follows:
1. Pelaksanaan Rapat Rutin dan Pengawasan Program 1. Conducting Regular Meetings and Monitoring Work
Kerja Programs
Komite Sustainability, melalui Organizing Committee, akan Through Organizing Committee the Sustainability
menyelenggarakan rapat-rapat rutin sekurang-kurangnya Committee will hold regular meetings at least twice a year
dua kali dalam setahun untuk membahas kemajuan to discuss the progress and challenges of implementing
dan tantangan implementasi Kebijakan Keberlanjutan the Company’s Sustainability Policy. These meetings
Perusahaan. Rapat ini akan berfokus pada pelaksanaan will focus on the implementation of the Committee’s
tugas dan tanggung jawab Komite, termasuk melakukan duties and responsibilities, including conducting
kajian, monitoring, dan evaluasi pencapaian strategi studies, monitoring, and evaluating the achievement of
keberlanjutan di Perusahaan dan Anak Perusahaan Jasa sustainability strategies at the Company and Jasa Marga
Marga Group sesuai bidangnya masing-masing. Group Subsidiaries in their respective fields.
2. Dukungan Data untuk Penyusunan Laporan 2. Data Support for the Preparation of the 2026
Keberlanjutan 2026 Sustainability Report
Komite memiliki tanggung jawab kolektif untuk The Committee has a collective responsibility to prepare
menyiapkan data dan mendukung penyusunan Laporan data and support the preparation of the Sustainability
Keberlanjutan (Sustainability Report). Pada tahun 2026, Report. In 2026, the Committee will facilitate data
Komite akan memfasilitasi pengumpulan dan penyusunan collection and compilation (Sustainability Data Compiler)
data (Sustainability Data Compiler) serta membantu and assist in data analysis (Sustainability Program
penganalisisan data (Sustainability Program Officer) untuk Officer) for reports to be prepared based on the Task
laporan yang akan disusun berdasarkan standar Task Force on Climate-related Financial Disclosures (TCFD)
Force on Climate-related Financial Disclosures (TCFD) and Sustainability Accounting Standards Board (SASB)
dan Sustainability Accounting Standards Board (SASB). standards. This includes identifying physical and
Hal ini mencakup identifikasi risiko fisik dan transisi akibat transition risks due to climate change and integrating
perubahan iklim, serta integrasinya ke dalam risk register. them into the risk register.
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3. Realisasi Penuh Roadmap ESG Fase Move dan 3. Full Realization of the ESG Roadmap Move Phase and
Sosialisasi Kebijakan Policy Dissemination
Pada tahun 2026, Komite akan memastikan realisasi In 2026, the Committee will ensure the full realization of
penuh dari fase Move dalam Roadmap ESG, yang antara the Move phase of the ESG Roadmap, which includes
lain meliputi sosialisasi dan implementasi kebijakan ESG the dissemination and implementation of approved ESG
yang telah disahkan serta integrasi budaya ESG melalui policies and the integration of ESG culture through the
persiapan infrastruktur Commander. Selain itu, Komite preparation of Commander infrastructure. In addition,
akan mendukung penyusunan dan pengajuan anggaran the Committee will support the preparation and
serta sumber daya yang diperlukan untuk implementasi submission of budgets and resources needed for the
inisiatif-inisiatif di tahun 2026. implementation of initiatives in 2026.
4. Aksi Keberlanjutan Spesifik dan Kepatuhan Regulasi 4. Specific Sustainability Actions and Regulatory Compliance
Komite akan memantau inisiatif utama tahun 2026, The Committee will monitor key initiatives in 2026,
termasuk verifikasi perhitungan emisi dengan pihak including verification of emissions calculations with
ketiga independen, penetapan target reduksi emisi, dan independent third parties, setting emission reduction
skenario Net Zero Emission. Selanjutnya, Komite akan targets, and Net Zero Emission scenarios. Furthermore,
memastikan inisiatif strategi keberlanjutan Perusahaan the Committee will ensure that the Company’s
sejalan dengan peraturan perundang-undangan yang sustainability strategy initiatives are in line with
berlaku, termasuk melakukan review atas kepatuhan applicable laws and regulations, including reviewing
terhadap ketentuan dan prosedur internal yang relevan the compliance of the Corporate Secretary with internal
dengan strategi keberlanjutan Perusahaan. provisions and procedures relevant to the Company’s
sustainability strategy.
Sekretaris Perusahaan Corporate Secretary
Sekretaris Perusahaan atau Corporate Secretary merupakan The Corporate Secretary is an organ under the Board of
organ di bawah Direksi yang salah satu tugasnya adalah Directors whose duties include ensuring the transparency
memastikan aspek keterbukaan informasi perusahaan of the company’s information. The existence of Jasa
terbuka. Keberadaan Corporate Secretary Jasa Marga Marga’s Corporate Secretary is in accordance with Financial
sesuai dengan Peraturan Otoritas Jasa Keuangan (OJK) Services Authority (OJK) Regulation No. 35/POJK.04/2014
No. 35/POJK.04/2014 tentang Sekretaris Perusahaan on Corporate Secretaries of Issuers or Public Companies,
Emiten atau Perusahaan Publik, yang pada dasarnya untuk established to improve services to shareholders and
meningkatkan pelayanan kepada para pemegang saham investors for public companies. The Corporate Secretary is
dan investor bagi perusahaan publik. Corporate Secretary appointed and dismissed by the President Director.
diangkat dan diberhentikan oleh Direktur Utama.
Dalam Struktur Organisasi Perseroan, berdasarkan In the Company’s Organizational Structure, based on
Keputusan Direksi No. 200/KPTS/2025 tanggal 31 Board of Directors Decree No. 200/KPTS/2025 dated
Desember 2025 tentang Struktur Organisasi PT Jasa Marga December 31, 2025, on the Organizational Structure
(Persero) Tbk, dan Keputusan Direksi No. 01/KPTS/2026 of PT Jasa Marga (Persero) Tbk, and Board of Directors
tanggal 02 Januari 2026 tentang Perubahan Kelima atas Decree No. 01/KPTS/2026 dated January 02, 2026
Keputusan Direksi Nomor: 11/KPTS/2022 (tanggal 31 concerning the Fifth Amendment to the Board of Directors’
Januari 2022) tentang Organisasi dan Uraian Jabatan Decision No. 11/KPTS/2022 (dated 31 January 2022)
Kantor Pusat PT Jasa Marga (Persero) Tbk, fungsi Sekretaris regarding the Organization and Job Descriptions of the
Perusahaan dilaksanakan oleh Corporate Secretary and Head Office of PT Jasa Marga (Persero) Tbk, the function
Chief Administration Officer (CAO) yang bertanggung jawab of Corporate Secretary is carried out by the Corporate
secara langsung kepada Direktur Utama. Secretary and Chief Administration Officer (CAO) who
reports directly to the President Director.
Dasar Pengangkatan Sekretaris Perusahaan Corporate Secretary Appointment Basis
Pembentukan, pengangkatan, dan pelaksanaan fungsi serta The establishment, appointment, and performance of the
tugas Corporate Secretary and Chief Administration Officer, functions and duties of the Corporate Secretary and Chief
antara lain mengacu pada: Administration Officer, among others, are based on:
1. Anggaran Dasar Jasa Marga. 1. The Articles of Association of Jasa Marga.
2. Peraturan Otoritas Jasa Keuangan No. 35/POJK.04/2014 2. Financial Services Authority Regulation No. 35/
tentang Sekretaris Perusahaan Emiten atau Perusahaan POJK.04/2014 on the Corporate Secretary of Issuers or
Publik. Public Companies.
3. Surat Keputusan Direksi PT Bursa Efek Indonesia No. KEP- 3. Board of Directors Decree of PT Bursa Efek Indonesia
00001/BEI/01-2014 Perihal Perubahan Peraturan No. I-A: No. KEP-00001/BEI/01-2014 on Amendments to
Tentang Pencatatan Saham dan Efek Bersifat Ekuitas Regulation No. I-A: on the Listing of Shares and Equity
Selain Saham yang Diterbitkan oleh Perusahaan Tercatat. Securities Other Than Shares Issued by Listed Companies.
4. Peraturan Menteri Badan Usaha Milik Negara No. PER- 4. Minister of State-Owned Enterprises Regulation
2/MBU/03/2023, tanggal 24 Maret 2023, tentang No. PER-2/MBU/03/2023, dated March 24, 2023, on
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan Guidelines for Corporate Governance and Significant
Badan Usaha Milik Negara. Corporate Activities of State-Owned Enterprises.
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06 07 08 Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria 5. Peraturan Menteri Badan Usaha Milik Negara No. PER- 5. Minister of State-Owned Enterprises Regulation No. PER- 3/MBU/03/2023, tanggal 24 Maret 2023, tentang Organ 3/MBU/03/2023, dated March 24, 2023, on the Organs dan Sumber Daya Manusia Badan Usaha Milik Negara. and Human Resources of State-Owned Enterprises. Profil Pejabat Sekretaris Perusahaan Corporate Secretary Officer Profile Ari Wibowo Ari Wibowo Corporate Secretary & Chief Administration Officer (CAO) Corporate Secretary & Chief Administration Officer (CAO) Profil Corporate Secretary & Chief Administration Officer The profile of the Corporate Secretary & Chief Administration dapat dilihat pada Bab Profil Perusahaan dalam buku Officer is available in the Company Profile section of this Laporan Tahunan ini. Annual Report. Fungsi, Tugas dan Tanggung Jawab Sekretaris Corporate Secretary Function, Duties, and Perusahaan Responsibilities Fungsi Corporate Secretary and Chief Administration Officer The functions of the Corporate Secretary and Chief adalah sebagai berikut: Administration Officer are as follows: 1. Memimpin, mengarahkan dan memastikan penyusunan 1. Leading, directing, and ensuring the formulation of plans rencana dan kebijakan Program Tanggung Jawab and policies for Social and Environmental Responsibility Sosial dan Lingkungan sebagai bagian dari program Programs as part of the Corporate Social Responsibility Tanggung Jawab Sosial Perusahaan Corporate Social (CSR) program, Sustainable Development Goals (SDGs), Responsibility/CSR), Sustainable Development Goals formulating plans and policies for effective corporate (SDGs), penyusunan rencana dan kebijakan pengelolaan communication management by providing balanced komunikasi Perusahaan yang efektif melalui penyediaan information flows and marketing incubation programs arus informasi yang berimbang serta program inkubasi and strengthening the Company’s brand so that the marketing dan penguatan brand Perseroan sehingga Company’s values are conveyed and its image is tersampaikannya nilai Perseroan dan diperolehnya enhanced, as well as being in line with the management peningkatan citra Perusahaan, serta selaras dengan of the Company’s leaders through protocol activities pengelolaan kegiatan Pemimpin Perseroan melalui and managing good relations with stakeholders related kegiatan protokoler dan pengelolaan hubungan baik to the Company’s business to ensure that the Company dengan para pemangku kepentingan terkait bisnis is managed based on the principles of Good Corporate Perusahaan untuk memastikan Perseroan dikelola Governance (GCG). berdasarkan prinsip Tata Kelola Perusahaan yang Baik (Good Corporate Governance/GCG). 2. Memimpin, mengarahkan dan memastikan perumusan 2. Leading, directing, and ensuring the formulation kebijakan, tata kelola dan ketentuan tentang of policies, governance, and provisions regarding penyelenggaraan kegiatan perencanaan pengadaan dan the implementation of procurement planning and pelaksanaan pemilihan penyedia barang/jasa termasuk the selection of goods/service providers, including melaksanakan monitoring dan evaluasi atas proses monitoring and evaluating the procurement process pengadaan di lingkungan Perseroan serta memastikan within the Company and ensuring the availability of tersedianya Rencana Umum Pengadaan maupun a General Procurement Plan and the implementation terlaksananya proses Pengadaan Barang/Jasa di Kantor of the Goods/Services Procurement process at the Pusat dan Regional sesuai dengan sistem dan kebijakan Head Office and Regional Offices in accordance with yang berlaku dan prinsip-prinsip Good Corporate applicable systems and policies and the principles of Governance/GCG maupun terkait perumusan kebijakan, Good Corporate Governance (GCG) as well as related to tata kelola dan ketentuan tentang penyelenggaraan the formulation of policies, governance and provisions kegiatan pengelolaan aset seperti pengadministrasian, regarding the implementation of asset management penyimpanan, pemeliharaan dan pengamanan aset activities such as the administration, storage, milik Perusahaan dan aset/barang milik Negara maintenance and security of Company assets and State termasuk tanah kelola, dan pengamanan dokumen bukti assets/property, including managed land, and securing kepemilikannya termasuk menyelenggarakan kegiatan documents proving ownership, including organizing the pencatatan, pendayagunaan, dan penghapusan aset/ recording, utilization, and disposal of assets/inventory barang inventaris di lingkungan Perseroan. items within the Company. 3. Memimpin, mengarahkan dan memastikan kinerja 3. Leading, directing, and ensuring the performance of pelayanan hukum yang meliputi: penyelesaian legal services, including: resolving issues and providing permasalahan dan pendampingan hukum, Pembuatan legal assistance, preparing and drafting legal opinions, dan penyusunan pendapat hukum, Penyusunan drafting cooperation agreements with other parties, perjanjian kerja sama dengan pihak lain, pengendalian controlling legal documents, analyzing risks related to dokumen hukum, analisis risiko terhadap penyelesaian the resolution of legal issues for the Company, preparing masalah hukum bagi Perseroan, penyusunan dan and managing Company regulations, and management pengelolaan peraturan Perusahaan, dan pengelolaan of legal service policy standardization for all Company standardisasi kebijakan terkait pelayanan hukum untuk Business Groups in accordance with applicable seluruh Kelompok Usaha Perusahaan sesuai ketentuan regulations, as well as management of GCG principle yang berlaku serta pengelolaan penerapan prinsip GCG implementation, including control of gratuities and the termasuk pengendalian gratifikasi dan Whistleblowing Whistleblowing System (WBS) within the Company, PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 683
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
System (WBS) di Perseroan, kesesuaian dengan etika compliance with business ethics, compliance with
usaha, kepatuhan terhadap peraturan Pasar Modal Capital Market regulations related to Company corporate
terkait dengan tindakan aksi korporasi Perusahaan, actions, management of strategic meetings including
pengelolaanrapat strategis meliputi Rapat Direksi, Rapat Board of Directors Meetings, Board of Commissioners
Dewan Komisaris dan Rapat Gabungan agar seluruh Meetings, and Joint Meetings so that all activities of
aktivitas Perusahaan dan Kelompok Usaha Perusahaan the Company and the Company’s Business Group run
berjalan selaras sehingga memenuhi ketentuan in harmony so as to comply with applicable laws and
peraturan perundang-undangan yang berlaku, serta regulations, as well as ensuring the management and
memastikan pengelolaan dan pengembangan Sistem development of the Anti-Bribery Management System
Manajemen Anti Penyuapan (SMAP). (SMAP).
Tanggung Jawab Sekretaris Perusahaan Corporate Secretary Responsibilities
Sebagai organ penting yang berada di bawah Direksi, As an important organ under the Board of Directors, the
Corporate Secretary and Chief Administration Officer Corporate Secretary and Chief Administration Officer (CAO)
(CAO) memiliki beberapa tanggung jawab. Adapun hal yang has several responsibilities. The responsibilities of the
menjadi tanggung jawab Corporate Secretary and CAO Corporate Secretary and CAO are as follows:
adalah sebagai berikut:
1. Memimpin pengelolaan hubungan baik dengan 1. Leading the management of good relations with the
stakeholders Perseroan, antara lain Regulator dan Company’s stakeholders, including Regulators and
Pemegang Saham. Shareholders.
2. Memimpin dan mengarahkan pengelolaan tata Kelola 2. Leading and directing the management of the Company’s
administrasi eksekutif (pemimpin) Perseroan di Kantor executive (leadership) administration at the Head Office,
Pusat dan mengarahkan tata kelola administrasi di and directing administrative management in the Regions.
Regional.
3. Memimpin dan mengarahkan pengelolaan marketing 3. Leading and directing the management of the Company’s
and brand Perseroan. marketing and brand.
4. Memimpin dan mengarahkan pengelolaan informasi 4. Leading and directing the management of information
dan komunikasi pada lingkup eksternal dan internal and communication within the Company’s external and
Perseroan. internal spheres.
5. Memimpin dan mengarahkan pengelolaan monitoring 5. Leading and directing the monitoring of ESG factors
penerapan faktor ESG di Perusahaan sebagai bentuk implementation in the Company as a form of corporate
dukungan korporasi terhadap agenda pembangunan support for the sustainable development agenda.
berkelanjutan.
6. Memimpin dan mengarahkan pengelolaan kegiatan 6. Leading and directing the management of the Company’s
program TJSL Perseroan. TJSL program activities.
7. Memimpin dan mengarahkan pengelolaan kegiatan 7. Leading and directing the management of TPB program
program TPB yang merupakan bagian dari Sustainability activities, which are part of the Sustainability Report.
Report.
8. Memimpin dan mengarahkan pengelolaan acara-acara 8. Leading and directing the management of events
yang terkait dengan Perseroan dan mengarahkan related to the Company and directing events related to
acaraacara yang terkait Anak Perusahaan. Subsidiaries.
9. Memimpin dan mengarahkan perumusan kebijakan, 9. Leading and directing the formulation of policies,
tata kelola, ketentuan, perencananaan dan pelaksanaan governance, provisions, planning, and implementation
atas proses pengadaan barang/jasa serta logistik, of the procurement process for goods/services and
manajemen aset, dan pengamanan aset di lingkungan logistics, asset management, and asset security within
Jasa Marga Grup. the Jasa Marga Group.
10. Mengarahkan pengembangan sistem pengadaan 10. Directing the development of goods/services
barang/jasa serta logistik, manajemen aset, dan procurement and logistics systems, asset management,
pengamanan aset pengamanan aset berdasarkan and asset security based on applicable principles and
prinsip dan peraturan yang berlaku. regulations.
11. Memimpin, mengarahkan dan memastikan pengelolaan 11. Leading, directing, and ensuring legal management and
dan pelayanan hukum yang meliputi penyelesaian services, including problem solving and legal assistance,
permasalahan dan pendampingan hukum, Pembuatan drafting and preparing legal opinions, drafting
dan penyusunan pendapat hukum, Penyusunan perjanjian cooperation agreements with other parties, managing
kerja sama dengan pihak lain, pengelolaan dokumen legal documents, and managing the standardization of
hukum dan pengelolaan standardisasi kebijakan terkait policies related to legal services for all of the Company’s
pelayanan hukum untuk seluruh Kelompok Usaha Business Groups in accordance with applicable
Perusahaan sesuai ketentuan yang berlaku. regulations.
12. Memimpin, mengarahkan dan memastikan pemenuhan 12. Leading, directing, and ensuring the Company’s
kepatuhan Perseroan terhadap peraturan perundangan compliance with laws and regulations (including
(termasuk peraturan di bidang Pasar Modal), serta regulations in the Capital Market sector), as well as the
pemenuhan dan penerapan GCG di Perusahaan (meliputi fulfillment and implementation of GCG in the Company
pengendalian gratifikasi, whistleblowing system dan (including control of gratuities, whistleblowing systems,
hal-hal lainnya). and other matters).
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
13. Memberikan masukan kepada Direksi dan Dewan 13. Providing input to the Board of Directors and Board of
Komisaris untuk mematuhi ketentuan peraturan Commissioners to comply with laws and regulations in
perundang-undangan di bidang Pasar Modal. the Capital Market sector.
14. Membantu Direksi dan Dewan Komisaris dalam 14. Assisting the Board of Directors and Board of
pelaksanaan tata kelola Perusahaan yang meliputi: Commissioners in implementing corporate governance,
which includes:
a. Keterbukaan informasi kepada masyarakat, termasuk a. Disclosure of information to the public, including the
ketersediaan informasi pada Situs Web Perusahaan. availability of information on the Company’s website.
b. Penyampaian laporan kepada Otoritas Jasa b. Submitting reports to the Financial Services
Keuangan tepat waktu. Authority on time.
c. Penyelenggaraan dan dokumentasi Rapat Umum c. Organizing and documenting General Meetings of
Pemegang Saham. Shareholders.
d. Penyelenggaraan dan dokumentasi Rapat Direksi d. Organizing and documenting Board of Directors
dan/atau Dewan Komisaris serta Rapat Gabungan. and/or Board of Commissioners meetings and Joint
Meetings.
e. Pelaksanaan program executive induction e. Implementing the Company’s executive induction
Perusahaan bagi Direksi dan/atau Dewan Komisaris. program for the Board of Directors and/or Board of
Commissioners.
15. Mengarahkan dan memastikan penyusunan dan 15. Directing and ensuring the preparation and updating
pemutakhiran kebijakan, pengelolaan serta pemantauan of policies, management, and monitoring related to
terkait Sistem Manajemen Anti Penyuapan (SMAP) di the Anti-Bribery Management System (SMAP) at the
tingkat Perusahaan dan tingkat Unit Kerja telah mengikuti Company and Work Unit levels in accordance with the
Rencana Jangka Panjang dan strategis Perusahaan. Company’s Long-Term and Strategic Plans.
Wewenang Sekretaris Perusahaan Corporate Secretary Authorities
Corporate Secretary and Chief Administration Officer The Corporate Secretary and Chief Administration Officer
juga memiliki wewenang dalam melaksanakan tugas dan also have the authority to carry out the following duties and
fungsinya, sebagai berikut: functions:
1. Menetapkan kebijakan strategis Perseroan mengenai 1. Establishing the Company’s strategic policies regarding
pengelolaan Perseroan sesuai dengan GCG terkait Company management in accordance with GCG related
kebijakan strategis bidang komunikasi Perseroan yang to effective strategic policies in the field of corporate
efektif dan pengelolaan hubungan baik kepada seluruh communications and managing good relations with all of
pemangku kepentingan Perseroan. the Company’s stakeholders.
2. Menetapkan arahan dan kebijakan strategis Perseroan 2. Establishing the Company’s strategic directions and
dalam bentuk peraturan dan/atau surat edaran dan/atau policies in the form of regulations and/or circulars, and/
instruksi yang terkait dengan seluruh kegiatan marketing or instructions related to all of the Company’s marketing
and brand Perseroan. and branding activities.
3. Menetapkan arahan dan kebijakan strategis Perseroan 3. Establishing the Company’s strategic directions and
dalam bentuk peraturan dan/atau surat edaran dan/ policies in the form of regulations and/or circulars
atau instruksi yang terkait dengan seluruh kegiatan and/or instructions related to all of the Company’s
komunikasi Perseroan, pengembangan komunitas dan communication activities, community development,
pengelolaan hubungan dengan stakeholders Perseroan and management of relationships with the Company’s
antara lain regulator dan pemegang saham. stakeholders, including regulators and shareholders.
4. Menetapkan arahan dan kebijakan strategis Perseroan 4. Establishing the Company’s strategic directions and
di bidang penerapan faktor ESG. policies in the field of ESG factor implementation.
5. Menetapkan kebijakan strategis Perusahaan di bidang 5. Establish the Company’s strategic policies for the
Program TJSL Perseroan. Company’s TJSL Program.
6. Menetapkan kebijakan strategis Perseroan dan 6. Establishing the Company’s strategic policies and
pengelolaan terkait kegiatan Sustainability Development management related to Sustainable Development Goals
Goals (SDGs). (SDGs) activities.
7. Menandatangani kontrak/perjanjian atau mengikat 7. Signing contracts/agreements or binding the Company
Perseroan dengan pihak lain dan/atau pihak lain with other parties and/or other parties with the
dengan Perseroan yang terkait dengan seluruh kegiatan Company related to all of the Company’s communication
komunikasi Perseroan, pengembangan komunitas dan activities, community development, and management of
pengelolaan hubungan dengan stakeholders Perseroan relationships with the Company’s stakeholders, including
antara lain regulator dan pemegang saham. regulators and shareholders.
8. Menetapkan arahan dan kebijakan strategis Perseroan 8. Establishing the Company’s strategic directions and
dalam bentuk peraturan dan/atau surat edaran dan/atau policies in the form of regulations and/or circulars and/
instruksi yang terkait dengan seluruh kegiatan bidang or instructions related to all activities in the field of
pengadaan barang/jasa serta logistik, manajemen aset, procurement of goods/services, as well as logistics, asset
dan pengamanan aset milik Perseroan. management, and security of the Company’s assets.
9. Menandatangani kontrak/perjanjian yang mengikat 9. Sign contracts/agreements that bind the Company,
Perusahaan atau dokumen mengenai pengelolaan or documents related to the management of logistics
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
aktivitas logistik, manajemen aset, dan pengamanan activities, asset management, and the security of the
asset milik Perseroan. Company’s assets.
10. Menetapkan kebijakan dalam pengelolaan Rapat Umum 10. Establishing policies in the management of General
Pemegang Saham (RUPS), Rapat Gabungan Komisaris Meetings of Shareholders (GMS), Joint Meetings of
dan Direksi serta Rapat Direksi. Commissioners and Directors, and Board of Directors
Meetings.
11. Mewakili Perseroan dalam penyelesaian kasus/ 11. Representing the Company in the settlement of legal
perselisihan hukum baik internal maupun eksternal cases/disputes, both internal and external to the
Perseroan melalui Surat Kuasa. Company, through a Power of Attorney.
12. Memberikan dan menyusun pendapat hukum (legal 12. Providing and compiling legal opinions to the Company
opinion) kepada Perseroan atas setiap permasalahan on any legal issues/transactions that are strategic and
hukum/transaksi yang dihadapi yang bersifat strategis affect the Company’s financial condition.
dan berpengaruh terhadap kondisi keuangan Perseroan.
13. Menandatangani kontrak/perjanjian yang mengikat 13. Signing contracts/agreements that bind the Company
Perseroan atau dokumen mengenai pengelolaan or documents regarding the management of activities
aktivitas terkait bidang hukum, baik hukum korporasi, related to legal matters, including corporate law,
regulasi, litigasi, dan kepatuhan. regulations, litigation, and compliance.
14. Menetapkan arahan dan kebijakan strategis Perseroan 14. Establishing the Company’s strategic directions and
dalam bentuk peraturan dan/atau surat edaran dan/atau policies in the form of regulations and/or circulars and/or
instruksi yang terkait dengan seluruh kegiatan bidang instructions related to all legal and compliance activities.
hukum dan kepatuhan.
15. Menetapkan arahan dan kebijakan strategis Perseroan 15. Establishing the Company’s strategic directions and
namun tidak terbatas pada dalam bentuk peraturan dan/ policies, including but not limited to regulations and/or
atau surat edaran dan/atau instruksi yang terkait Sistem circulars and/or instructions related to the Anti-Bribery
Manajemen Anti Penyuapan (SMAP). Management System (SMAP).
Struktur Organisasi Sekretaris Perusahaan Corporate Secretary Organizational Structure
BerdasarkanKeputusan Direksi No. 200/KPTS/2025 tanggal Based on Board of Directors Decree No. 200/KPTS/2025
31 Desember 2025 tentang Struktur Organisasi PT Jasa dated December 31, 2025, on the Organizational Structure
Marga (Persero) Tbk, Corporate Secretary membawahi unit of PT Jasa Marga (Persero) Tbk, the Corporate Secretary
kerja sebagai berikut: oversees the following work units:
1. Corporate Communication and Community Development 1. Corporate Communication and Community Development
Group; Group;
2. Procurement and Fixed Asset Group; 2. Procurement and Fixed Assets Group;
3. Legal and Compliance Group. 3. Legal and Compliance Group.
Struktur Organisasi Corporate Secretary and Chief Administration Officer
Organizational Structure of Corporate Secretary and Chief Administration Officer
Corporate Secretary and Chief
Administration Officer
Corporate Communication &
Legal & Compliance Group Procurement & Fixed Asset Group
Community Development Group
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pelaksanaan Tugas Sekretaris Perusahaan Tahun Implementation of Corporate Secretary Duties in
2025 2025
Corporate Secretary and Chief Administration Officer The Corporate Secretary and Chief Administration Officer
membawahi Legal and Compliance Group, Corporate oversee the Legal and Compliance Group, Corporate
Communication and Community Development Group, serta Communication and Community Development Group,
Procurement and Fixed Asset Group. Berdasarkan realisasi as well as Procurement and Fixed Asset Group. Based
tugas pada masing-masing Grup tersebut, pelaksanaan on the implementation of duties in each of these groups,
tugas Corporate Secretary sepanjang 2025 diuraikan the implementation of the Corporate Secretary’s duties
sebagai berikut: throughout 2025 is outlined as follows:
1. Legal and Compliance Group 1. Legal and Compliance Group
Pelaksanaan kegiatan Legal and Compliance Group The activities of the Legal and Compliance Group during
selama tahun 2025 adalah sebagai berikut: 2024 are as follows:
a. Administrasi Rapat Manajemen (Rapat Direksi, Rapat a. Administrative Management Meetings (Board of
Dewan Komisaris dan Rapat Gabungan Direksi- Directors meetings, Board of Commissioners meetings,
Dewan Komisaris): and Joint Directors–Commissioners meetings):
i. Rapat Direksi. i. Board of Directors Meeting.
ii. Rapat Dewan Komisaris. ii. Board of Commissioners Meeting.
iii. Rapat Gabungan Dewan Komisaris-Direksi. iii. Joint Meeting of the Board of Directors and the
Board of Commissioners.
b. Penilaian Implementasi Tata Kelola Perusahaan yang b. Assessment of Good Corporate Governance (GCG)
Baik Perseroan: Implementation:
i. Asesmen GCG Berdasarkan Kriteria/Parameter i. GCG assessment based on the criteria/parameters
Pedoman Tata Kelola Perusahaan Terbuka. of the Open Corporate Governance Guidelines.
ii. Asesmen GCG Berdasarkan Kriteria/Parameter ii. GCG assessment based on the criteria/
ASEAN Corporate Governance Scorecard parameters of the ASEAN Corporate Governance
(ACGS). Scorecard (ACGS).
iii. Asesmen GCG Berdasarkan Kriteria/Parameter iii. GCG assessment based on the criteria/
Pedoman Umum Governansi Korporat Indonesia parameters of the Indonesian General
(PUGKI). Governance Guidelines (PUGKI).
c. Pengendalian Gratifikasi. c. Anti-Gratuities Controls.
d. Whistleblowing System. d. Whistleblowing System.
e. Peringatan Hari Anti Korupsi Sedunia (Hakordia). e. World Anti-Coverty Day (Hakordia) Observance.
f. Pengkinian Pedoman-pedoman (Governance Soft f. Revision of Governance Guidelines (Governance
Structure) Perseroan: Soft Structure) of the Company:
i. Pedoman Sistem Manajemen Anti Penyuapan i. Anti-Bribery Management System (SMAP)
(SMAP). Guidelines.
ii. Pedoman Direksi dan Dewan Komisaris (Board ii. Board and Board of Commissioners Guidelines
Manual). (Board Manual).
g. Tata Kelola Terintegrasi. g. Integrated Governance.
h. Tindak Lanjut Hasil Audit Compliance. h. Follow-up on Compliance Audit Findings.
i. Sistem Manajemen Anti Penyuapan (SMAP): i. Anti-Bribery Management System (SMAP):
i. Penandatanganan Komitmen Pelaksanaan i. Signing of the Commitment to Implement the
Sistem Manajemen Anti Penyuapan. Anti-Bribery Management System.
ii. Tinjauan Atas Laporan Uji Kontrol Mandiri Unit ii. Review of the Independent Unit Control Test
Kerja. Report.
iii. Pendampingan Pengisian Register Risiko Fraud iii. Assistance in Completing the Fraud Risk Register
iv. Survey Pemahaman Terkait SMAP. iv. Survey on Understanding of SMAP.
v. Pelatihan/Sertifikasi Tim Auditor Internal SMAP, v. Training/Certification for SMAP Internal Audit
Personil FKAP dan Tim Champion. Team, FKAP personnel, and the Champion Team
vi. Sosialisasi dan Publikasi SMAP kepada Seluruh vi. Socialisation and Publicisation of SMAP to all
Karyawan. employees.
vii. Audit Internal dan Eksternal SMAP. vii. Internal and External SMAP Audits.
viii. Penunjukan Pihak Ketiga dalam Rangka viii. Appointment of a Third Party for the Preparation
Penyusunan Pedoman Terkait SMAP. of SMAP-Related Guidelines.
j. Laporan Kegiatan Penanaman Modal (LKPM). j. Activities Report on Capitalisation (LKPM).
k. Kegiatan Benchmark. k. Benchmarking Activities.
l. Sosialisasi Lainnya Terkait GCG. l. Other Governance Socialisation Related to GCG.
m. Program Pengenalan Pengurus Baru. m. Induction Programme for New Directors/Managers.
n. Penyelenggaraan Rapat Umum Pemegang Saham n. AGM (Annual General Meeting) Organisation in
(RUPS) Sesuai dengan Ketentuan Perusahaan accordance with Open Company Requirements:
Terbuka:
i. RUPS Tahunan. i. Annual General Meeting.
ii. RUPS Luar Biasa. ii. Extraordinary General Meeting.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
o. Keterbukaan Informasi. o. Information Disclosure.
p. Kepatuhan Terkait Publikasi dan Pelaporan: p. Compliance with Publication and Reporting:
i. Publikasi pada Situs Web. i. Publication on the Website.
ii. Pelaporan. ii. Reporting.
q. Penyusunan dan Evaluasi Draft Perjanjian/Kontrak/ q. Drafting and Evaluation of Draft Agreements/
Pendapat Hukum. Contracts/Legal Opinions.
r. Penyampaian Standar Kontrak. r. Submission of Standard Contracts.
s. Penyusunan Legal Administration untuk Aksi s. Preparation of Legal Administration for Corporate
Korporasi. Action.
t. Implementasi Shared Services (Layanan Bersama). t. Implementation of Shared Services.
u. Penyusunan Peraturan Perusahaan. u. Preparation of Company Regulations.
v. Sosialisasi Peraturan di Perusahaan: v. Company Regulation Socialisation:
i. Sosialiasi Undang-Undang No. 1 Tahun 2025 i. Socialisation of Law No. 1 of 2025 on the Third
tentang Perubahan Ketiga Undang-Undang Amendment to Law No. 19 of 2003 on State-
No. 19 Tahun 2003 tentang Badan Usaha Milik Owned Enterprises (BUMN Law).
Negara (UU BUMN).
ii. Sosialisasi Peraturan Pemerintah No. 28 Tahun ii. Socialisation of Government Regulation No. 28 of
2025 tentang Penyelenggaraan Perizinan 2025 on Risk-Based Licensing Procedures.
Berusaha Berbasis Risiko.
iii. Sosialisasi Undang-Undang No. 20 Tahun 2025 iii. Socialisation of Law No. 20 of 2025 on the
tentang Kitab Undang-Undang Hukum Acara Criminal Procedure Code (KUHAP).
Pidana (KUHAP).
w. Penanganan Perkara Perseroan di Pengadilan. w. Handling of Company Matters in Courts.
x. Pemenuhan Panggilan Kepolisian dan Kejaksaan. x. Fulfilling Police and Prosecutor Calls.
y. Perpanjangan kerja sama dengan Pihak Jaksa Agung y. Extension of Cooperation with the Office of the
Muda Bidang Perdata dan Tata Usaha Negara. Deputy Attorney General for Civil and Administrative
Affairs.
z. Implementasi Layanan Bersama (Shared Services) z. Implementation of Shared Services in the Litigations
Bidang Litigasi kepada Anak Perusahaan. Field for Subsidiaries.
2. Corporate Communication and Community Development 2. Corporate Communication and Community Development
Group. Group.
Pelaksanaan kegiatan Corporate Communication and The implementation of Corporate Communication and
Community Development Group selama tahun 2025 Community Development Group activities during 2025
adalah sebagai berikut: is as follows:
a. Media Relations: a. Media Relations:
i. Press Release. i. Press Release.
ii. Konferensi Pers. ii. Press Conference.
iii. Press Tour. iii. Press Tour.
iv. Narasumber Pemberitaan di Televisi. iv. Spokesperson appearances on television.
v. Narasumber Pemberitaan di Radio. v. Spokesperson appearances on radio.
vi. Media Monitoring. vi. Media Monitoring.
b. Pengelolaan Keluhan Pelanggan. b. Handling of Customer Complaints.
c. Penyelenggaraan Pameran. c. Organisation of Exhibitions.
d. Pengelolaan Iklan di Media Massa. d. Management of Advertising in Mass Media.
e. Pengelolaan Media Sosial Perseroan. e. Management of the Company’s Social Media.
f. Produksi Konten Publikasi Perseroan. f. Production of the Company’s Publication Content.
g. Pengelolaan Media Komunikasi Internal Perseroan. g. Management of Internal Communication Media.
h. Publikasi Kegiatan Corporate Social Responsibility h. Publication of Corporate Social Responsibility (CSR)
(CSR). Activities.
i. Program Tanggung Jawab Sosial dan Lingkungan. i. Stakeholder Programmes: Corporate Social
Responsibility and Environmental Responsibility.
j. Sponsorship. j. Sponsorship.
k. Pendampingan Direksi. k. Executive Support.
Grafik II 13 Pendampingan Direksi . Graph II 13: Executive Support.
l. Penyelenggaraan Event. l. Event Organisation.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
3. Procurement and Fixed Assets Group. 3. Procurement and Fixed Assets Group.
Pelaksanaan kegiatan Procurement and Fixed Assets The implementation of the Procurement and Fixed
(PFA) Group selama tahun 2025 adalah sebagai berikut: Assets (PFA) Group activities during 2025 is as follows:
a. Perencanaan, Monitoring dan Evaluasi Pengadaan a. Planning, Monitoring and Evaluation of Goods and
Barang dan Jasa: Services Procurement:
i. Perencanaan Pengadaan. i. Procurement Planning.
ii. Kebijakan Pengadaan Barang dan Jasa (PBJ). ii. Policy on Goods and Services Procurement (PBJ).
iii. Implementasi Kebijakan Penggunaan Tingkat iii. Implementation of Domestic Component Level
Komponen Dalam Negeri (TKDN). (TKDN) Policy.
iv. Sistem Pengadaan Barang dan Jasa. iv. Goods and Services Procurement System.
v. Monitoring dan Evaluasi Pengadaan Barang dan v. Monitoring and Evaluation of Goods and Services
Jasa. Procurement.
vi. Pengelolaan Daftar Rekanan Jasa Marga (DRJM). vi. Management of the Daftar Rekanan Jasa Marga
(DRJM).
vii. Kegiatan Temu Pemasok Penyedia Barang dan vii. Suppliers' Forum for Goods and Services
Jasa Tahun 2025. Providers, 2025.
viii. Survey Kepuasan Pemasok. viii. Supplier Satisfaction Survey.
ix. Penilaian Kinerja Penyedia Barang dan Jasa. ix. Performance Evaluation of Goods and Services
Providers.
x. Implementasi PaDi UMKM. x. Implementation of PaDi UMKM.
xi. Implementasi Sistem Manajemen Anti Penyuapan xi. Implementation of the Anti-Bribery Management
(SMAP) Pengadaan Barang dan Jasa. System (SMAP) for Goods and Services
Procurement.
b. Proses Pemilihan Penyedia Barang dan Jasa: b. Process for Selecting Goods and Services Providers:
i. Program Kerja dan Kinerja 2025. i. 2025 Work Programme and Performance.
ii. Pelaksanaan Kontrak Shared Services. ii. Implementation of Shared Services Contracts.
iii. Pelaksanaan Workshop Refreshment Aplikasi iii. Implementation of e-Procurement Application.
e-Procurement Bagi Panitia Pemilihan. Refreshment Workshop for Tender Committees.
iv. Pelaksanaan Workshop Penggunaan Aplikasi iv. Implementation of e-Procurement Application
e-Procurement untuk Penyedia Jasa Tahun 2025 Usage Workshop for Service Providers, 2025
Batch 1. Batch 1.
c. Pengelolaan Aset: c. Asset Management:
i. Program Manajemen Aset Terintegrasi. i. Integrated Asset Management Programme.
ii. Pengelolaan Pajak Bumi dan Bangunan (PBB). ii. Management of Land and Building Tax (PBB).
iii. Realisasi Program Capex dan Program Opex iii. Realisation of Capex and Opex Program within
dalam Kontrak Manajemen Pengelolaan Gedung the Office Buildings Management Contract
Kantor Pusat Milik Jasa Marga. Owned by Jasa Marga.
iv. Pengelolaan Asuransi Aset Kantor Pusat dan iv. Asset Insurance Management for Headquarters
Regional/RO. and Regional Offices.
v. Pelaksanaan Pembuatan Purchase Order (PO) v. Purchase Order (PO) and Goods Receipt (GR)
dan Goods Receipt (GR). Processing.
vi. Pelaksanaan Penghapusan dan Pelelangan. vi. Disposal and Auction Process.
vii. Pekerjaan Inventarisasi Patok, Pagar dan Papan vii. Inventorying Boundary Markers, Fences, and
Larangan. Prohibition Signs.
viii. Pelaksanaan Simulasi Tanggap Darurat. viii. Emergency Response Simulation Exercise.
ix. Pengamanan. ix. Security.
x. Pelaksanaan Penyelenggaraan Kearsipan. x. Archival Management Exercises.
Pengembangan Kompetensi Competency Development
Pengembangan kompetensi Corporate Secretary dapat Competency development for the Corporate Secretary is
dilihat pada Bab Profil dalam buku Laporan Tahunan ini. available in the Company Profile Chapter of this Annual Report.
Penilaian Kinerja Sekretaris Perusahaan Corporate Secretary Performance Assessment
Berdasarkan KPI Based on KPI
Hasil penilaian kinerja Corporate Secretary dan Chief The performance assessment results for the Corporate
Administration Officer berdasarkan Key Performance Secretary and Chief Administration Officer, based on Key
Indicator (KPI) tahun 2025 mencapai 106,4 dari target Performance Indicators (KPIs) for 2025, achieved a score of
sebesar 100. 106.4 out of a target of 100.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Adapun rincian dari KPI Corporate Secretary dapat dilihat The details of the Corporate Secretary’s KPI is available in
pada tabel berikut: the following table:
Tabel Penilaian KPI Corporate Secretary dan Chief Administration Officer Tahun 2025
Table of Corporate Secretary and Chief Administration Officer KPI Assessment for 2025
Perspektif Ukuran Kinerja Utama (KPI) Bobot Rencana Realisasi
No.
Perspective Key Performance Indicator (KPIs) Weight Plan Realization
KPI Bersama
Joint KPIs
Nilai Ekonomi dan Sosial Keuangan 1 Total Shareholder Return
20.0 20.0 22.0
untuk Indonesia Financial
Economic and Social
Sosial 2 ESG Rating
Value for Indonesia 20.0 20.0 22.0
Social
KPI Direktorat
KPI Directorate
Nilai Ekonomi dan Sosial Operasional 3 Peningkatan Citra Positif Perusahaan
6.0 6.0 6.6
untuk Indonesia Social Enhancing the Company’s Positive Image
Economic and Social
4 GCG Score 6.0 6.0 6.6
Value for Indonesia
5 Penyusunan Legal Administration untuk
Aksi Korporasi
6.0 6.0 6.6
Preparation of Legal Documentation for
Corporate Actions
6 Kebijakan Penggunaan Logo Perusahaan
6.0 6.0 6.0
Company Logo Usage Policy
7 Pelaksanaan ICoFR tahap Perancangan
dan Implementasi
6.00 6.00 6.00
Implementation of ICoFR: the Design
and Implementation Phase
8 Penyelesaian Tindak Lanjut Audit dari
Pihak Internal & Eksternal
5.00 5.00 5.10
Follow-up on Audit Findings from
Internal and External Parties
9 Penyelesaian Pengukuran Dampak
terhadap Program TJSL dengan metode
Social Return on Investment (SROI)
5.00 5.00 5.50
Assessment of the Impact of the TJSL
Programme using the Social Return on
Investment (SROI) Method"
Inovasi Model Bisnis 10 Efisiensi Program Pengadaan di Induk
Business Model Innovation Efficiency of the Procurement 5.00 5.00 5.50
Programme at the Parent Company
11 Peningkatan Legal Shared Service
5.00 5.00 5.50
Enhancement of Legal Shared Services"
12 Program Adopsi Kebijakan Pengadaan di
Anak Perusahaan
5.00 5.00 5.50
Procurement Policy Adoption
Programme at Subsidiaries
Kepemimpinan Teknologi 13 Program Manajemen Aset Terintegrasi
Technology Leadership Integrated Asset Management 5.00 5.00 5.50
Programme
Total Bobot
100.0 100 106.4
Total Weight
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Rencana Kerja Sekretaris Perusahaan Tahun 2026 Corporate Secretary Work Plan for 2026
Corporate Secretary dan Chief Administration Officer telah The Corporate Secretary and Chief Administration Officer
menetapkan rencana kerja untuk tahun 2026 yang akan established a work plan for 2026, which will be discussed in
dibahas melalui sejumlah rapat. Adapun rencana kerja a series of meetings. The Corporate Secretary’s work plan
Corporate Secretary di tahun 2026 antara lain sebagai for 2026 includes the following:
berikut:
1. Legal and Compliance Group 1. Legal and Compliance Group
a. Kerja Sama dengan KPK dalam Implementasi a. Cooperation with the Corruption Eradication
Whistleblowing System (WBS) Terintegrasi. Commission (KPK) in the implementation of an
integrated whistleblowing system (WBS).
b. Assessment GCG tahun 2026. b. GCG assessment in 2026.
c. Pengkinian dan/atau review pedoman-pedoman c. Updating and/or reviewing GCG/governance soft
GCG/governance soft structure. structure guidelines.
d. Sosialisasi GCG: d. GCG socialisation.
e. Penyelenggaraan Rapat Umum Pemegang Saham. e. Holding of General Meetings of Shareholders.
f. Program Pengenalan Pengurus Baru (jika dalam f. New Management Introduction Programme (if the
RUPS terdapat Mata Acara Perubahan Pengurus). AGM includes an agenda item on management
changes):
g. Pengkinian Situs Web terkait Tata Kelola sebagai g. Updating of the Website related to governance in
kepatuhan terkait publikasi. accordance with publication requirements.
h. Administrasi Rapat Manajemen h. Management Meeting Administration
i. Implementasi dashboard kepatuhan. i. Implementation of a compliance dashboard.
j. Penyusunan Daftar Kewajiban Kepatuhan. j. Preparation of a list of compliance obligations.
k. Pendampingan penyusunan daftar kewajiban k. Assistance in preparing a list of the Company's
kepatuhan Perusahaan. compliance obligations.
l. Pendampingan penyusunan Fraud Risk Assessment l. Assistance in preparing a Fraud Risk Assessment
(FRA). (FRA).
m. Penyampaian laporan-laporan keterbukaan informasi. m. Submission of information disclosure reports.
n. SMAP. n. SMAP.
o. Penyusunan dan evaluasi draft Perjanjian/Kontrak/ o. Preparation and evaluation of draft Agreements/
Pendapat Hukum. Contracts/Legal Opinions.
p. Penyusunan legal administration untuk Aksi p. Preparation of legal administration for Corporate
Korporasi. Actions.
q. Penyusunan standar kontrak. q. Preparation of contract standards.
r. Implementasi Shared Services bidang jasa hukum. r. Implementation of Shared Services in the field of
legal services.
s. Sosialisasi Peraturan. s. Socialisation of Regulations.
t. Penyusunan peraturan Perusahaan yang bersifat t. Preparation of Company regulations of a regulatory
mengatur. nature.
u. Penyusunan peraturan Perusahaan yang bersifat u. Preparation of Company regulations of a stipulative
menetapkan. nature.
v. Penanganan perkara-perkara hukum yang masih v. Handling of legal cases that are still under
dalam proses pemeriksaan di Pengadilan. examination in court.
w. Pemenuhan Panggilan Kepolisian dan Kejaksaan w. Responding to summonses from the police and the
(apabila ada). Attorney General's Office (if any).
x. Perpanjangan kerja sama dengan pihak Jaksa Agung x. Extending cooperation with the Deputy Attorney
Muda Bidang Perdata dan Tata Usaha Negara. General for Civil and Administrative Affairs.
y. Implementasi Layanan Bersama (Shared Service) y. Implementing Shared Services in the field of litigation
bidang litigasi kepada Anak Perusahaan. for Subsidiaries.
2. Corporate Communication and Community Development 2. Corporate Communication and Community Development
Group Group
a. Penyusunan strategi komunikasi Perusahaan tahun a. Formulation of the Company's communication
2026. strategy for 2026.
b. Penyusunan rencana dan laporan Agenda Setting b. Formulation of plans and reports for the Company's
Perusahaan tahun 2026. Agenda Setting for 2026.
c. Penyelenggaraan program Media Relations untuk c. Implementation of Media Relations programmes to
dukungan publikasi media massa terhadap Aksi support mass media coverage of Corporate Actions
Korporasi tahun 2026, di antaranya, Jasa Marga in 2026, including Jasa Marga Operational Standby
Siaga Operasional dalam rangka Hari Raya Idul Fitri in the context of Eid al-Fitr 1447 H and Christmas
1447 H serta Natal 2026 dan Tahun Baru 2027, 2026 and New Year 2027, Progress of Jasa Marga
Progres Proyek Jalan Tol Jasa Marga Group dan Group Toll Road Projects and Toll Rate Adjustments.
Penyesuaian Tarif Tol.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
d. Promotion. d. Promotion.
e. Customer Engagement e. Customer Engagement
f. Internal Communication. f. Internal Communication.
g. Brand Management. g. Brand Management.
h. Penyaluran Program TJSL Stakeholder. h. Distribution of TJSL Stakeholder Programmes.
i. Program TJSL Penugasan BP BUMN. i. BP BUMN Assignment TJSL Programmes.
j. Pembinaan dan Promosi Pameran Nasional. j. National Exhibition Development and Promotion.
k. Pembinaan dan Pelatihan BUMN Sinergi. k. BUMN Synergy Development and Training.
l. Pembinaan dan Pelatihan Sertifikasi UMK. l. Coaching and Training for UMK Certification.
m. Pembinaan Pelatihan UMK Naik Kelas. m. Coaching and Training for UMK Upgrading.
n. Dukungan Sponsorship dan Sumbangan. n. Sponsorship and Donation Support.
o. Pendampingan Direksi. o. Board of Directors Assistance.
p. Penyelenggaraan Kegiatan Korporasi. p. Corporate Event Organisation.
3. Procurement and Fixed Asset Group 3. Procurement and Fixed Asset Group
a. Implementasi Peningkatan Penggunaan Produk a. Implementation of Increased Use of Domestic
Dalam Negeri (P3DN). Products (P3DN).
b. Proses Sentralisasi Pengadaan Barang dan Jasa b. Centralisation of Goods and Services Procurement
sampai dengan lingkup Unit Kerja kantor Pusat dan processes up to the scope of the Head Office and
Regional Division. Regional Division Work Units.
c. Implementasi e-Procurement Terintegrasi dalam c. Implementation of Integrated e-Procurement in the
proses Pengadaan Barang dan Jasa sampai dengan Goods and Services Procurement process up to the
lingkup Unit Kerja Kantor Pusat dan Regional Division. scope of the Head Office and Regional Division Work
Units.
d. Review Kebijakan Pengadaan Barang dan Jasa d. Review of Goods and Services Procurement Policies
sesuai dengan Peraturan Perundang-Undangan dan in accordance with Laws and Regulations and Best
Best Practices Pengadaan Barang dan Jasa. Practices in Goods and Services Procurement.
e. Pengembangan dan peningkatan (enhancement) e. Development and enhancement of e-Procurement
fitur dan fungsi e-Procurement sesuai dengan hasil features and functions in accordance with the results
evaluasi implementasi, jika diperlukan. of the implementation evaluation, if necessary.
f. Penyelenggaraan Kegiatan Rutin lainnya tahun 2026, f. Organisation of other routine activities in 2026,
meliputi: including:
i. Temu Pemasok tahun 2026. i. 2026 Supplier Meeting.
ii. Survey Kepuasan Pemasok tahun 2026. ii. 2026 Supplier Satisfaction Survey.
iii. Penilaian Kinerja Penyedia Barang dan Jasa iii. 2026 Goods and Services Provider Performance
tahun 2026. Assessment.
iv. Penyusunan Rencana Umum Pengadaan tahun iv. Preparation of the 2027 General Procurement
2027. Plan.
Audit Internal Internal Audit
Internal Audit di Jasa Marga dibentuk dengan tujuan Internal Audit at Jasa Marga was established to provide
memberikan pendapat profesional, independen dan objektif professional, independent, and objective opinions to
kepada Direktur Utama terhadap aktivitas dan operasi the President Director on the Company’s activities and
Perseroan dengan meningkatkan fungsi pengendalian yang operations by improving integrated control functions to
terintegrasi guna memastikan bahwa kegiatan operasional ensure operational activities run smoothly and increase the
sudah berjalan dengan baik sehingga dapat meningkatkan nilai Company’s added value. The Internal Audit Group performs
tambah bagi Perseroan. Internal Audit Group melaksanakan independent oversight functions over other units and is
fungsi pengawasan yang independen terhadap unit-unit yang responsible to the President Director.
lain dan bertanggung jawab kepada Direktur Utama.
Internal Audit Charter Internal Audit Charter
Internal Audit memiliki pedoman yaitu Internal Audit Charter Internal Audit has guidelines, i.e., the Internal Audit Charter,
yang telah ditetapkan oleh Dewan Komisaris dan Direksi which the Board of Commissioners and Board of Directors
pada tanggal 5 Desember 2025. Selain sebagai pedoman established on December 5, 2025. In addition to serving
kerja, Internal Audit Charter juga berperan dalam penguatan as work guidelines, the Internal Audit Charter defines
peran dan tanggung jawab serta dasar keberadaan dan the role and responsibilities, as well as the basis for the
pelaksanaan tugas-tugas pengawasan bagi Internal Audit. existence and implementation of supervisory tasks for
Oleh karena itu, Internal Audit Charter juga disebarluaskan Internal Audit. Therefore, the Internal Audit Charter is also
agar diketahui oleh seluruh karyawan dan pihak lain disseminated to all employees and other relevant parties
yang terkait sehingga terjalin saling pengertian dan kerja to foster mutual understanding and strong cooperation in
sama yang baik dalam mewujudkan Visi, Misi, dan Tujuan realizing the Company’s Vision, Mission, and Objectives. The
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Perseroan. Secara berkala, Internal Audit Charter dikaji Internal Audit Charter is periodically reviewed and refined
ulang dan disempurnakan sesuai dengan perkembangan in accordance with developments in applicable regulations.
peraturan yang berlaku.
Secara garis besar, Internal Audit Charter memuat: In general, the Internal Audit Charter contains:
1. Pendahuluan. 1. Introduction.
2. Definisi. 2. Definition.
3. Makna Keberadaan Audit Internal (Statement of Purpose). 3. Meaning of Internal Audit (Statement of Purpose).
4. Mandat Internal Audit. 4. Internal Audit Mandate.
5. Independensi dan Kedudukan Dalam Organisasi. 5. Independence and Position within the Organisation.
6. Persyaratan Auditor Internal Dalam Unit Audit Internal. 6. Requirements for Internal Auditors in the Internal Audit
Unit.
7. Pertanggungjawaban Unit Audit Internal. 7. Accountability of the Internal Audit Unit.
8. Larangan Perangkapan Tugas dan Jabatan Auditor 8. Prohibition of Dual Roles and Positions for Internal
Internal. Auditors.
9. Pelaporan dan Komunikasi Dengan Dewan Komisaris, 9. Reporting and Communication with the Board of
Direktur Utama Serta Internal Audit Entitas Anak. Commissioners, Managing Director and Internal Audit of
Subsidiary Entities.
10. Program Asurans dan Peningkatan Mutu. 10. Assurance and Quality Improvement Program.
11. Kode Etik. 11. Code of Ethics.
12. Penutup. 12. Closing.
Profil Pejabat Internal Audit Internal Audit Officer Profile
Agung Laksana Pranata Agung Laksana Pranata
Internal Audit Senior Group Head Internal Audit Senior Group Head
Profil Internal Audit Group Head dapat dilihat pada Bab Profil The profile of the Internal Audit Group Head is available in
Perusahaan dalam buku Laporan Tahunan ini. the Company Profile section of this Annual Report.
Tugas dan Tanggung Jawab Duties and Responsibilities
Internal Audit memiliki tugas dan tanggung jawab, sebagai Internal Audit has the following duties and responsibilities:
berikut:
1. Setidaknya setiap tahun, menyusun dan melaksanakan 1. At least once a year, prepare and implement the Annual
Program Kerja Pengawasan Tahunan (PKPT) dengan Supervision Work Programme (PKPT) by considering
mempertimbangkan risiko yang dilakukan secara the risks carried out in an integrated manner in the
terintegrasi dalam tata kelola tiga lini (three lines model), three lines of governance (three lines model), planning
perencanaan kebutuhan sumber daya auditor internal the needs of internal auditor resources based on
berdasarkan analisis beban kerja, serta masukan dari workload analysis, as well as input from the Board of
Dewan Komisaris (melalui Komite Audit) dan Direktur Commissioners (through the Audit Committee) and the
Utama. Managing Director.
2. Mengajukan Program Kerja Pengawasan Tahunan 2. Submit the Annual Oversight Work Programme (PKPT)
(PKPT) untuk memperoleh persetujuan Direktur Utama. for approval by the Chief Executive Officer.
3. Mengkomunikasikan dampak keterbatasan sumber daya 3. Communicate the impact of resource constraints on the
pada rencana audit internal kepada Dewan Komisaris internal audit plan to the Board of Commissioners and
dan Direktur Utama. the Chief Executive Officer.
4. Meninjau dan menyesuaikan rencana audit internal, 4. Review and adjust the internal audit plan, if necessary,
jika perlu, dalam menanggapi perubahan bisnis, risiko, in response to changes in the company’s business, risks,
operasi, program, sistem, dan pengendalian perusahaan. operations, programmes, systems, and controls.
5. Berkomunikasi dengan Dewan Komisaris dan Direktur 5. Communicate with the Board of Commissioners and
Utama jika ada perubahan interim yang signifikan the Managing Director if there are significant interim
terhadap rencana audit internal. changes to the internal audit plan.
6. Memastikan penugasan audit internal dilakukan, 6. Ensure that internal audit assignments are carried out,
didokumentasikan, dan dikomunikasikan sesuai dengan documented, and communicated in accordance with the
Standar. Standards.
7. Menyiapkan ukuran-ukuran penilaian keberhasilan 7. Prepare measures to assess the success of performance
kinerja dan pencapaian tujuan Audit Internal. and the achievement of Internal Audit objectives.
8. Melakukan pemilihan sumber daya manusia yang 8. Select competent human resources in accordance with
kompeten sesuai dengan kebutuhan dalam pelaksanaan the needs of the IAU’s duties.
tugas IAU.
9. Memberikan saran perbaikan dan informasi yang objektif 9. Provide objective recommendations for improvement
tentang kegiatan yang diperiksa pada semua kegiatan and information about the activities examined in all
manajemen. management activities.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
10. Menjaga kerahasiaan informasi dan/atau data 10. Maintain the confidentiality of Company information
Perusahaan terkait dengan pelaksanaan tugas dan and/or data related to the implementation of IAU duties
tanggung jawab IAU, kecuali diperbolehkan berdasarkan and responsibilities, unless permitted by law and/or
ketentuan peraturan perundang-undangan dan/atau court decision.
putusan pengadilan.
11. Menjaga informasi rahasia yang diperoleh sewaktu 11. Maintain the confidentiality of information obtained while
menjabat kecuali diperbolehkan berdasarkan ketentuan in office, unless permitted by law and/or court decision.
peraturan perundang-undangan dan/atau putusan
pengadilan.
12. Mengkoordinasikan tindak lanjut temuan dan 12. Coordinate follow-up on internal and external audit
rekomendasi audit internal dan audit eksternal, dan findings and recommendations, and communicate them
mengkomunikasikannya kepada Dewan Komisaris to the Board of Commissioners and the Chief Executive
dan Direktur Utama secara berkala atau untuk setiap Officer periodically or for each relevant engagement.
perikatan yang relevan.
13. Memastikan fungsi audit internal secara kolektif memiliki 13. Ensure that the internal audit function collectively
atau memperoleh pengetahuan, keterampilan, dan possesses or acquires the knowledge, skills,
kompetensi serta kualifikasi lain yang diperlukan untuk competencies, and other qualifications necessary to
memenuhi persyaratan Standar Audit Internal Global dan meet the requirements of the Global Internal Audit
memenuhi mandat audit internal. Standards and fulfil the internal audit mandate.
14. Memastikan kepatuhan terhadap kebijakan dan prosedur 14. Ensuring compliance with relevant company policies
perusahaan yang relevan kecuali kebijakan dan prosedur and procedures unless such policies and procedures
tersebut bertentangan dengan piagam audit internal conflict with the internal audit charter or Standards.
atau Standar. Setiap konflik tersebut akan diselesaikan Any such conflicts shall be resolved or documented and
atau didokumentasikan dan dikomunikasikan kepada communicated to the Board of Commissioners/Audit
Dewan Komisaris/Komite Audit dan Direktur Utama. Committee and the Chief Executive Officer.
15. Memberikan konsultasi dan keyakinan terkait hal yang 15. Providing consultation and assurance on strategic
bersifat strategis baik pada saat perencanaan maupun matters both during planning and during the
pada saat pelaksanaan kegiatan operasional. implementation of operational activities.
16. Memastikan personel Internal Audit mengikuti 16. Ensuring that Internal Audit personnel undergo
pengembangan profesional berkelanjutan serta pelatihan continuous professional development and other training
lain sesuai dengan perkembangan kompleksitas dan in line with the complexity and activities of the Company.
kegiatan usaha Perusahaan.
17. Melakukan penyusunan dan pengkajian piagam Audit 17. Periodically preparing and reviewing the Internal Audit
Internal secara periodik. charter.
18. Memastikan pelaksanaan Audit Internal sesuai dengan 18. Ensuring that Internal Audits are carried out according
rencana. to plan.
19. Secara periodik melaporkan kepada Direksi dan Dewan 19. Periodically reporting to the Board of Directors and
Komisaris melalui Komite Audit mengenai tujuan, Board of Commissioners through the Audit Committee
kewenangan, dan tanggung jawab, serta kinerja aktivitas on the objectives, authority, and responsibilities, as well
Audit Internal dibandingkan dengan perencanaannya. as the performance of Internal Audit activities compared
Pelaporan juga meliputi temuan yang signifikan dan to the plan. The report also includes significant findings
masalah pengendalian internal. and internal control issues.
20. Memantau, menganalisis dan melaporkan kepada 20. Monitoring, analysing and reporting to the President
Direktur Utama dan Dewan Komisaris melalui Komite Director and Board of Commissioners through the Audit
Audit pelaksanaan tindak lanjut atas temuan dan Committee on the follow-up of significant audit findings
rekomendasi hasil audit yang signifikan. and recommendations.
21. Memastikan dalam hal terdapat penggunaan jasa pihak 21. Ensuring that in the event of using external services for
eksternal untuk aktivitas audit Internal: Internal Audit activities:
a. Terselenggaranya transfer pengetahuan antara a. Knowledge transfer between external parties and
pihak eksternal kepada personel Internal Audit Internal Audit personnel is carried out, considering
mengingat penggunaan jasa ahli pihak eksternal that the use of external experts is temporary;
bersifat sementara;
b. Penggunaan jasa pihak eksternal tidak memengaruhi b. The use of external services does not affect the
independensi dan objektivitas fungsi Internal Audit; independence and objectivity of the Internal Audit
dan function; and
c. Pihak eksternal mematuhi piagam Audit Internal c. External parties comply with the Company’s Internal
Perusahaan. Audit charter.
22. Melakukan evaluasi atas efektivitas pelaksanaan 22. Evaluating the effectiveness of internal controls, risk
pengendalian internal, Manajemen Risiko, dan proses management, and corporate governance processes,
tata kelola perusahaan, sesuai dengan peraturan in accordance with laws and regulations and company
perundangundangan dan kebijakan perusahaan. policies.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
23. Melakukan aktivitas audit dan memberikan penilaian 23. Conducting audit activities and assessing effectiveness
atas efektivitas dan efisiensi di bidang keuangan, and efficiency in finance, asset security, operations,
pengamanan asset, operasional, sumber daya manusia, human resources, information technology, and other
teknologi informasi dan kegiatan lainnya. activities.
24. Menginformasikan kepada fungsi anti fraud atas indikasi 24. Informing the anti-fraud function of any indications of
fraud (kecurangan) yang ditemukan oleh tim Internal fraud found by the Internal Audit team.
Audit.
25. Membuat dan menyimpan kertas kerja audit yang 25. Preparing and storing adequate audit working papers in
memadai sesuai peraturan yang berlaku. accordance with applicable regulations.
26. Melaksanakan dan menyampaikan Quality Assurance 26. Implementing and delivering Quality Assurance and
and Improvement Programs (QAIP) yang mencakup Improvement Programs (QAIP) covering all aspects of
seluruh aspek aktivitas Audit Internal. QAIP tersebut Internal Audit activities. The QAIP includes evaluating
meliputi evaluasi kepatuhan Audit Internal terhadap the compliance of Internal Audit with the definition of
definisi Audit Internal dan Standards, serta evaluasi Internal Audit and Standards, as well as evaluating
apakah auditor menerapkan kode etik, QAIP juga menilai whether auditors apply the code of ethics. The QAIP
efektivitas dan efisiensi aktivitas Audit Internal serta also assesses the effectiveness and efficiency of
mengidentifikasi peluang untuk perbaikan. Internal Audit activities and identifies opportunities for
improvement.
27. Melaporkan kepada Direksi dan Dewan Komisaris melalui 27. Reporting to the Board of Directors and Board of
Komite Audit hasil kaji ulang. Commissioners through the Audit Committee on the
results of the review.
Wewenang Internal Audit Internal Audit Authorities
Internal Audit memiliki beberapa kewenangan dalam Internal Audit has several authorities in carrying out its
melaksanakan tugasnya, yaitu: duties, namely:
1. Memiliki akses yang tidak terbatas ke semua aktivitas, 1. Unrestricted access to all activities, functions,
fungsi, pencatatan, aset dan personel dari Perseroan records, assets, and personnel of the Company and its
dan Entitas Anak; Subsidiaries;
2. Memiliki akses komunikasi yang penuh dan bebas, 2. Having full and free access to communication,
langsung kepada Direksi dan/atau Dewan Komisaris directly with the Board of Directors and/or Board of
melalui Komite Audit; Commissioners through the Audit Committee;
3. Mengadakan rapat secara berkala dan insidentil dengan 3. Holding regular and incidental meetings with the Board
Direksi, Dewan Komisaris, dan/atau Komite Audit; of Directors, Board of Commissioners, and/or Audit
Committee;
4. Mengalokasikan sumber daya, menetapkan frekuensi, 4. Allocating resources, determining frequency, selecting
memilih subjek, menentukan ruang lingkup pekerjaan; subjects, and defining the scope of work;
5. Melakukan koordinasi kegiatannya dengan kegiatan 5. Coordinating its activities with those of the External
Auditor Eksternal; Auditor;
6. Mendapatkan bantuan dari personel dari unit-unit kerja 6. Obtain assistance from personnel from work units within
di Perseroan dimana audit dilaksanakan, serta jasa the Company where the audit is conducted, as well as
khusus lainnya (yang memerlukan keahlian khusus dan other specialized services (requiring special expertise
bersifat sementara) dari dalam maupun luar Perseroan; and of a temporary nature) from within or outside the
Company;
7. Mengikuti rapat yang bersifat strategis; 7. Attend strategic meetings;
8. Sebagai Internal Audit Induk Perseroan: 8. As the Parent Company’s Internal Audit:
a. Menentukan strategi pelaksanaan Audit Internal a. Determining the strategy for implementing Internal
Anak Perusahaan; Audits of Subsidiaries;
b. Merumuskan prinsip Audit Internal yang mencakup b. Formulating Internal Audit principles that cover audit
metodologi audit dan langkah pelaksanaan methodology and quality control implementation
pengendalian mutu; dan steps; and
c. Memantau pelaksanaan Audit Internal pada masing c. Monitoring the implementation of Internal Audits at
masing Anak Perusahaan. each Subsidiary.
Internal Audit Senior Group Head (Chief Audit Executive), Senior Group Head of Internal Audit (Chief Audit Executive),
Auditor Internal dan Quality Assurance tidak diperbolehkan Internal Auditors and Quality Assurance are not permitted
untuk: to:
1. Melakukan perangkapan tugas (baik perangkapan 1. Perform dual roles (either temporary or permanent)
secara sementara maupun perangkapan secara tetap) and carry out operational duties (line 1 or line 2) in the
dan melaksanakan tugas operasional (lini 1 maupun lini Company and Subsidiaries that are within the scope of
2) di Perusahaan dan Entitas Anak yang menjadi lingkup Internal Audit.
kerja Internal Audit.
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2. Menjadi Tim yang merupakan bagian dari proses bisnis 2. Be part of a team that is part of the business process or
atau merupakan wilayah kerja (tanggung jawab) lini 1 is the work area (responsibility) of line 1 and line 2.
dan lini 2.
3. Membubuhkan tandatangan dan/atau paraf pada 3. Affix signatures and/or initials on documents that are
dokumen-dokumen yang merupakan bagian dari part of the responsibilities of line 1 and line 2.
tanggung jawab lini 1 dan lini 2.
Pihak yang Mengangkat dan Memberhentikan Parties Appointing and Dismissing the Internal
Internal Audit Senior Group Head Audit Senior Group Head
Dalam organisasi PT Jasa Marga (Persero) Tbk., struktur Within the organisation of PT Jasa Marga (Persero) Tbk.,
dan kedudukan Internal Audit dijelaskan sebagai berikut: the structure and position of Internal Audit is described as
follows:
1. Internal Audit dipimpin oleh seorang Internal Audit 1. Internal Audit is led by an Internal Audit Senior Group
Senior Group Head. Direktur Utama Perusahaan, dengan Head. The Company’s President Director, with the
persetujuan Dewan Komisaris, mengangkat Internal approval of the Board of Commissioners, appoints the
Audit Senior Group Head dengan terlebih dahulu Internal Audit Senior Group Head after first considering
memperhatikan dan mempertimbangkan pengetahuan, and taking into account their knowledge, skills,
kecakapan, latar belakang atau pengalaman, serta background or experience, and integrity.
integritasnya.
2. Direktur Utama dapat memberhentikan Internal Audit 2. The President Director may dismiss the Senior Group
Senior Group Head, setelah mendapat persetujuan Head of Internal Audit, after obtaining the approval of
Dewan Komisaris, jika Internal Audit Senior Group the Board of Commissioners, if the Senior Group Head
Head tidak memenuhi persyaratan integritas, sikap dan of Internal Audit does not meet the requirements of
kompetensi, dan atau gagal atau tidak cakap dalam integrity, attitude and competence, and/or fails or is
menjalankan tugasnya. incompetent in carrying out their duties.
3. Setiap pengangkatan, penggantian atau pemberhentian 3. Every appointment, replacement or dismissal of the
Internal Audit Senior Group Head dilaporkan ke Otoritas Senior Group Head of Internal Audit shall be reported
Jasa Keuangan sesuai mekanisme perusahaan. to the Financial Services Authority in accordance with
company mechanisms.
4. Internal Audit Senior Group Head bertanggungjawab 4. The Senior Group Head of Internal Audit is responsible
kepada Direktur Utama yang dalam pelaksanaannya to the President Director, who is assisted by the Auditor
dibantu oleh Kelompok Auditor serta beberapa Pemimpin Group and several Work Unit Leaders two levels below
Unit Kerja dua tingkat di bawah Direksi. the Board of Directors.
5. Internal Audit Group berperan sebagai lini ketiga dalam 5. The Internal Audit Group acts as the third line in the
Model Tiga Lini (Three Lines Model) perusahaan, company’s Three Lines Model, with independent
dengan fungsi independen dalam asurans dan advisori functions in assurance and advisory to strengthen
untuk memperkuat tata kelola, manajemen risiko, dan governance, risk management, and internal control.
pengendalian internal.
6. Pelaksanaan tugas Audit Internal Terintegrasi dilakukan 6. The implementation of Integrated Internal Audit tasks
oleh Unit Kerja yang memiliki fungsi Audit Intern pada is carried out by Work Units that have Internal Audit
masing-masing entitas dalam Konglomerasi PT Jasa functions in each entity within the PT Jasa Marga
Marga (Persero) Tbk. (Persero) Tbk Conglomerate.
7. Pada Induk Perusahaan, fungsi Audit Internal dilakukan 7. At the Parent Company, the Internal Audit function is
oleh Unit Kerja Internal Audit Group. performed by the Internal Audit Group Work Unit.
8. Pada Entitas Anak yang memiliki Unit Kerja Internal Audit 8. At Subsidiary Entities that have an Internal Audit Work
dalam Struktur Organisasinya, maka fungsi Audit Internal Unit in their organisational structure, the Internal Audit
dijalankan secara mandiri oleh unit kerja dimaksud. function is carried out independently by the work unit
in question.
9. Pada Entitas Anak yang belum memiliki Unit Kerja Internal 9. At Subsidiary Entities that do not yet have an Internal
Audit dalam Struktur Organisasinya, maka fungsi Audit Audit Work Unit in their organisational structure, the
Internal dilakukan melalui layanan fungsi Audit Internal Internal Audit function is performed through the Internal
dari Internal Audit Group. Audit function services of the Internal Audit Group.
Kode Etik Auditor Auditor Code of Conduct
Dalam melaksanakan tugasnya, Internal Audit Senior Group In carrying out their duties, the Senior Group Head of Internal
Head dan seluruh staf Audit Internal harus mentaati Kode Audit and all Internal Audit staff must comply with the
Etik Perusahaan dan Kode Etik Audit Internal Perusahaan Company’s Code of Ethics and the Company’s Internal Audit
sesuai standar profesi, yaitu: Code of Ethics in accordance with professional standards,
namely:
1. Prinsip Mendemonstrasikan Integritas 1. Principle of Demonstrating Integrity
a. Kejujuran dan Keberanian Profesional a. Honesty and Professional Courage
Auditor internal harus mengungkapkan semua Internal auditors must disclose all material facts
fakta material yang mereka ketahui, yang jika tidak they know, which, if not disclosed, could affect the
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diungkapkan, dapat mempengaruhi kemampuan organisation’s ability to make appropriate decisions.
organisasi untuk mengambil keputusan yang tepat. Internal auditors must not conceal or remove
Auditor Internal tidak boleh menyembunyikan atau findings that have been supervised one level above
menghapus temuan yang sudah disupervisi satu the internal auditor.
derajat di atas auditor internal.
b. Ekspektasi Etika Organisasi b. Organisational Ethical Expectations
Auditor internal harus memahami, menghormati, Internal auditors must understand, respect, fulfil,
memenuhi, dan berkontribusi terhadap ekspektasi and contribute to the ethical expectations of
etika dari organisasi dan harus mampu mengenali the organisation and must be able to recognise
perilaku yang bertentangan dengan ekspektasi behaviour that is contrary to those expectations.
tersebut.
c. Perilaku Taat Hukum dan Etis c. Law-Abiding and Ethical Behaviour
Auditor internal tidak boleh terlibat atau menjadi Internal auditors must not engage in or be a party to
pihak dalam aktivitas apapun yang melanggar any activity that violates the law or discredits/harms
hukum atau mendiskreditkan/merugikan Perusahaan the Company and its Employees or the internal audit
dan Pegawainya atau profesi audit internal. profession.
2. Mempertahankan Objektivitas 2. Maintaining Objectivity
a. Objektivitas Individu a. Individual Objectivity
Auditor internal harus menerapkan pola pikir yang Internal auditors must apply an impartial and
tidak memihak dan tidak bias serta membuat unbiased mindset and make judgements based on a
penilaian berdasarkan asesmen yang seimbang balanced assessment of all relevant circumstances.
terhadap semua keadaan yang relevan.
b. Menjaga Objektivitas b. Maintaining Objectivity
Auditor internal harus menjaga objektivitas Internal auditors must maintain professional
profesional ketika melaksanakan seluruh aspek jasa objectivity when performing all aspects of internal
audit intern. Auditor internal tidak boleh menerima audit services. Internal auditors must not accept
barang berwujud atau tidak berwujud, seperti hadiah, tangible or intangible items, such as gifts, rewards, or
imbalan, atau bantuan, yang dapat mengganggu assistance, that could interfere with or be perceived
atau dianggap mengganggu objektivitas. as interfering with objectivity.
c. Mengungkapkan pelemahan terhadap objektivitas c. Disclose Impairment of Objectivity
Jika auditor internal mengalami pelemahan yang If an internal auditor experiences an impairment that
dapat mempengaruhi objektivitasnya, maka harus could affect their objectivity, they must disclose
mengungkapkan pelemahan tersebut kepada Internal this impairment to the Senior Group Head of
Audit Senior Group Head. Jika objektivitas Internal Internal Audit. If the objectivity of the Senior Group
Audit Senior Group Head terganggu baik secara Head of Internal Audit is impaired either in fact or
fakta maupun penampilan (in fact or appearance), in appearance, the Senior Group Head of Internal
Internal Audit Senior Group Head mengungkapkan Audit shall disclose this impairment to the Board of
kelemahan tersebut kepada Dewan komisaris. Commissioners.
3. Mendemonstrasikan Kompetensi 3. Demonstrating Competence
a. Kompetensi a. Competence
Auditor internal hanya boleh terlibat dalam jasa Internal auditors should only be involved in services
dimana Auditor internal memiliki atau dapat where they possess or can obtain the necessary
memperoleh kompetensi yang diperlukan. Secara competence. Collectively, internal audit should have
kolektif, internal audit harus memiliki keahlian di expertise in:
bidang:
i. Akuntansi dan Keuangan. i. Accounting and finance.
ii. Proses tata kelola, manajemen risiko dan ii.Governance processes, risk management and
pengendalian. control.
iii. Fungsi bisnis, seperti investasi dan teknologi iii. Business functions, such as investment and
informasi. information technology.
iv. Alat dan teknik untuk mengumpulkan, iv. Tools and techniques for collecting, analysing,
menganalisis, dan mengevaluasi data. and evaluating data.
v. Analisis fraud. v. Fraud analysis.
vi. Hukum, peraturan, dan praktik yang relevan vi. Laws, regulations, and practices relevant to the
dengan Perusahaan, sektor, dan industri. Company, sector, and industry.
b. Pengembangan Profesional Berkelanjutan b. Continuing Professional Development
Auditor internal harus memiliki sertifikasi di bidang Internal auditors must be certified in internal auditing
internal audit dan melaksanakan training sebanyak and complete 40 hours of training each year.
40 jam setiap tahun.
4. Menerapkan Kecermatan Profesional 4. Applying Professional Judgement
a. Kesesuaian dengan standar a. Compliance with standards
Metodologi fungsi audit internal harus ditetapkan, The methodology of the internal audit function
didokumentasikan, dan dipelihara selaras dengan must be established, documented, and maintained
Standar. Auditor internal harus mengikuti Standar in accordance with the Standards. Internal auditors
dan metodologi fungsi audit internal ketika must follow the Standards and methodology of the
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merencanakan dan melaksanakan jasa audit internal internal audit function when planning and performing
dan mengomunikasikan hasilnya. internal audit services and communicating the
results.
b. Kecermatan profesional b. Professional judgement
Auditor internal harus menerapkan kecermatan Internal auditors must exercise professional
profesional dengan menilai kecukupan dan judgement by assessing the adequacy and
efektivitas proses tata kelola, manajemen risiko dan effectiveness of governance, risk management and
pengendalian, dan cost benefit dari jasa audit internal control processes, and the cost-benefit of internal
yang akan dilakukan. Termasuk menilai kemungkinan audit services to be performed. This includes
kesalahan signifikan, fraud, ketidakpatuhan, dan assessing the possibility of significant errors, fraud,
risiko lain yang mungkin mempengaruhi tujuan, non-compliance, and other risks that may affect
operasi, atau sumber daya. objectives, operations, or resources.
c. Skeptisisme Profesional Internal Auditor harus c. Professional scepticism Internal auditors must be
bersikap kritis terhadap semua informasi, menjaga critical of all information, maintain a curious attitude
sikap rasa ingin tahu dan mencari bukti tambahan and seek additional evidence to make judgements
untuk membuat penilaian tentang informasi dan about information and statements that may be
pernyataan yang mungkin tidak lengkap, tidak incomplete, inconsistent, incorrect or misleading.
konsisten, salah, atau menyesatkan.
5. Menjaga Kerahasiaan 5. Maintaining Confidentiality
a. Penggunaan Informasi a. Use of Information
Auditor internal harus menggunakan informasi hanya Internal auditors must use information solely for the
untuk tujuan penugasan internal audit. Auditor purposes of the internal audit assignment. Internal
internal tidak boleh menggunakan informasi yang auditors must not use information obtained from the
diperoleh dari audit untuk keuntungan pribadi atau audit for personal gain or in a manner that is contrary
dengan cara yang bertentangan atau merugikan to or detrimental to the Company.
Perusahaan.
b. Perlindungan Informasi b. Protection of Information
Internal Audit harus membuat dan mematuhi Internal Audit must establish and comply with
mekanisme perlindungan informasi melalui information protection mechanisms through the
pengamanan, retensi, dan pemusnahan catatan security, retention, and destruction of assignment
penugasan; pemberian catatan penugasan kepada records; the provision of assignment records to
pihak internal dan eksternal; penanganan, akses, internal and external parties; and the handling, access,
atau salinan informasi rahasia ketika tidak lagi or copying of confidential information when it is no
diperlukan. Hasil penggunaan informasi hanya longer needed. The results of the use of information
dikomunikasikan kepada auditi, Direktur Utama dan shall only be communicated to the auditee, the Chief
Dewan Komisaris, ataupun pihak lain yang diatur Executive Officer and the Board of Commissioners, or
dalam regulasi. other parties as stipulated in the regulations.
Struktur Organisasi Internal Audit Internal Audit Organizational Structure
Struktur Organisasi Perseroan berdasarkan Keputusan The Company’s Organisational Structure pursuant to Board
Direksi Nomor: 11/KPTS/2022 tanggal 31 Jan 2022 tentang of Directors’ Resolution No. 11/KPTS/2022 dated 31 January
Organisasi dan Uraian Jabatan Kantor Pusat PT Jasa 2022 concerning the Organisation and Job Descriptions
Marga (Persero) Tbk sebagaimana terakhir diubah dengan of the Head Office of PT Jasa Marga (Persero) Tbk, as
Keputusan Direksi Nomor 01/KPTS/2026 tanggal 02 Januari last amended by Board of Directors’ Resolution No. 01/
2026. KPTS/2026 dated 2 January 2026.
Bagan Struktur Organisasi Internal Audit
Chart of Internal Audit Organizational Structure
Internal Audit Group
Internal Audit Planning & Internal Audit Monitoring &
Group of Auditors Group of Quality Assurance
Execution Department Operational Department
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Jumlah dan Komposisi Personel Internal Audit Number and Composition of Internal Audit
Personnel
Personel Unit Audit Internal beserta sertifikasi yang dimiliki The personnel of the Internal Audit Unit and their
dapat dilihat pada tabel berikut ini: certifications can be seen in the following table:
Tabel Personel Internal Audit
Table of Internal Audit Personnel
Nama Sertifikasi
Name Certification
Agung Laksana Pranata 1. Certified Internal Audit Executive CIAE
Internal Audit Senior Group Head 2. Qualified Internal Auditor QIA
3. Qualified Chief Risk Officer QCRO
4. Certified Legal Auditor CLA
5. Certified Human Resources Practitioner CHRP
6. Standarts, Certified Anti Fraud Profesional CAFP
Dias August Surya Putra 1. Qualified Internal Auditor QIA
Senior Auditor 2. Certified Procurement Officer CPOF
Sigit Sutarno 1. Certified Practitioner of Internal Audit CPIA
IA Planning & Execution Dept. Head 2. Qualified Internal Auditor QIA
3. Certified Internal Audit Executive CIAE
4. Certified Risk Professional CRP
Krisma Perwita Sari 1. Qualified Internal Auditor QIA
IA Monitoring & Operational Management Dept. Head 2. Certified Practitioner of Internal Audit CPIA
3. Certified Lead Implementer ISO 37001
4. Certified Lead Auditor ISO 37001
5. Certified Risk Professional CRP
Saga Hayyu Suyanto Putra 1. Qualified Internal Auditor QIA
Auditor
Hokie Fitriawan 1. Certified Risk Associate
Auditor 2. Qualified Internal Auditor QIA
3. Certified Practitioner of Internal Audit CPIA
Ajeng Manda Pratiwi 1. Certified Risk Professional CRP
Auditor 2. Certified Human Capital Management CHCM
3. Certified Procurement Specialist CPSp
4. Qualified Internal Auditor QIA
Fajhar Willys Hendra Prasetya 1. ISO 37001 Lead Auditor
Auditor 2. Certified Information Secutiry Manager CISM
3. COBIT 2019 Foundation
4. ITIL Foundation Certificate in IT Service Management
5. Certified Information System Auditor CISA
6. Certified Risk Professional CRP
7. Qualified Internal Auditor QIA
Indri Astuti 1. Certified Contract Drafter
Quality Assurance 2. Certified Risk Professional CRP
3. Qualified Internal Auditor QIA
4. CIA Course Review
Corry Annelia Poundti H 1. Certified Data Analysis
IA Planning & Execution Senior Specialist
Alif Aditya Suwandaru* 1. Certified Indonesian Professional Engineer
IA Planning & Execution Senior Specialist
Indri Kurnia Lestari 1. Certified Practitioner of Internal Audit CPIA
IA Monitoring & Operational Management Senior Specialist
Aulia Rahmi Halida* 1. Certified Procurement Officer CPOF
IA Monitoring & Operational Management Senior Specialist 2. Certified Professional Level Foundation
Mochammad Mulyanto 1. Certified Practitioner of Internal Audit CPIA
IA Planning & Execution Specialist 2. Certified Risk Associate CRA
3. Sertifikat Tingkat Dasar Ahli Pengadaan/Basic Level Certificate in
Procurement Expertise
4. Barang/Jasa/Goods/Services
Iwan Setianto* 1. Certified Procurement Officer CPOF
IA Planning & Execution Specialist
Sriwahyuni* 1. Certified Procurement Officer CPOF
IA Monitoring & Operational Management Specialist 2. COBIT 2019 Foundation
3. TIL Foundation Certificate in IT Service Management
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 699
Page 700
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Personel Internal Audit
Table of Internal Audit Personnel
Nama Sertifikasi
Name Certification
Juairiah 1. Certified Procurement Officer CPOF
IA Monitoring & Operational Management Assistant 2. Certified Risk Associate CRA
3. Certified Practitioner of Internal Audit CPIA
Boyke Jaguar 1. Certified Practitioner of Internal Audit CPIA
IA Monitoring & Operational Management Assistant 2. Certified Risk Associate CRA
3. Certified Procurement Officer CPOF
4. Qualified Internal Auditor QIA
Diah Ayu Damayanti 1. Certified Risk Associate CRA
IA Planning & Execution Senior Officer
Keterangan/Note
*) Personil baru/Personil baru
Program Pengembangan Kompetensi Internal Internal Audit Senior Group Head Competency
Audit Senior Group Head Development Program
Pengembangan kompetensi Internal Audit Senior Group Competency development for the Internal Audit Senior
Head dapat dilihat pada Bab Profil Perusahaan dalam buku Group Head is available in the Company Profile Chapter of
Laporan Tahunan ini. this Annual Report.
Pelaksanaan Tugas Tahun 2025 Duty Implementation in 2025
Sesuai Program Kerja Pengawasan Tahunan Tahun 2025 In accordance with the 2025 Annual Supervision Work
(PKPT), sampai dengan Triwulan IV Tahun 2025 fungsi Audit Programme (PKPT), until the fourth quarter of 2025, the
Internal merealisasikan program kerja pengawasan meliputi Internal Audit function will implement a supervision work
kegiatan Assurance, Advisory dan Monitoring dengan programme covering Assurance, Advisory and Monitoring
penjelasan sebagai berikut: activities, with the following details:
1. Laporan Pelaksanaan dan Pokok Hasil Kegiatan Audit 1. Report on the Implementation and Main Results of
Internal. Internal Audit Activities.
Audit Internal mencakup dua jenis kegiatan utama, Internal Audit covers two main types of activities,
yaitu assurance dan advisory, yang dirancang untuk namely assurance and advisory, which are designed to
mendukung evaluasi tata kelola, pengendalian internal, support the evaluation of corporate governance, internal
dan pengelolaan risiko perusahaan. Laporan ini control, and risk management. This report aims to
bertujuan untuk memberikan gambaran menyeluruh atas provide a comprehensive overview of efforts to improve
upaya peningkatan kepatuhan, efisiensi operasional, compliance, operational efficiency, and process quality
dan kualitas proses di perusahaan. Kegiatan assurance within the company. Assurance activities are carried
dilakukan melalui audit dan review yang mencakup out through audits and reviews that cover the stages of
tahapan perencanaan, pelaksanaan, hingga pemantauan planning, implementation, and systematic monitoring,
secara sistematis, dengan tujuan memastikan kepatuhan with the aim of ensuring compliance with regulations
terhadap peraturan dan meningkatkan efisiensi and improving operational efficiency.
operasional.
Sementara itu, kegiatan advisory meliputi penyediaan Meanwhile, advisory activities include the provision of
layanan konsultasi dan asistensi yang bertujuan untuk consulting and assistance services aimed at improving
meningkatkan kualitas proses dan sistem yang ada. the quality of existing processes and systems. Through
Melalui kegiatan ini, diharapkan manajemen dapat these activities, it is hoped that management can make
mengambil keputusan secara lebih efektif dan efisien. decisions more effectively and efficiently.
Tabel Pelaksanaan Assurance di Tahun 2025
Table of Assurance Implementation in 2025
Unit Kerja Regional Anak Perusahaan
Work Unit Regions Subsidiaries
Human Capital Development Group JNT Regional Division PT Jasamarga Japek Selatan
Accounting & Tax Group JMT Regional Division PT Trans Marga Nusantara (Joint Audit)
Procurement & Fixed Group PT Marga Sarana Jabar (Joint Audit)
Information Technology Group PT Jasamarga Tollroad Maintenance
Operation and Maintenance Management Group PT Jasamarga Solo Ngawi (Joint Audit)
Risk Quality & Quality, Helath, Safety & Environment Group PT Jasamarga Ngawi Kertosono (Joint Audit)
700 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 701
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pelaksanaan Assurance di Tahun 2025
Table of Assurance Implementation in 2025
Unit Kerja Regional Anak Perusahaan
Work Unit Regions Subsidiaries
PT Jasamarga Semarang Batang (Joint Audit)
PT Jasamarga Kualanamu Tol (Perbantuan Personel Auditor/
Auditor Personnel Assistance)
PT Jasamarga Transjawa Tol (Perbantuan Personel Auditor/ Auditor
Personnel Assistance)
PT Jasamarga Tollroad Operator (Perbantuan Personel Auditor/
Auditor Personnel Assistance)
2. Program Peningkatan Kompetensi 2. Competency Improvement Programme
Sepanjang tahun 2025 telah dilaksanakan program Throughout 2025, competency improvement programmes
peningkatan kompetensi berupa (Directorship) were implemented in the form of (Directorship) Strategic
Pengenalan Strategis Merger & Acquisition, Kick Off Introduction to Mergers & Acquisitions, Kick Off and
dan Workshop "Desain dan Implementasi Internal Workshop on ‘Design and Implementation of Internal
Control over Financial Reporting (ICOFR) PT Jasa Marga Control over Financial Reporting (ICOFR) at PT Jasa
(Persero) Tbk", Pelatihan Internal Manajemen Risiko Marga (Persero) Tbk’, 2025 Internal Risk Management
2025 (Batch 2), Qualified Internal Auditor (QIA) Tingkat Training (Batch 2), Basic Level Qualified Internal Auditor
Dasar, Qualified Internal Auditor (QIA) Tingkat Lanjutan, (QIA), Advanced Level Qualified Internal Auditor (QIA),
Internal Control COSO - 2013, Workshop Implementasi COSO Internal Control - 2013, Internal Control Over
Internal Control Over Reporting (ICOFR), Seminar Reporting (ICOFR) Implementation Workshop, 2025
Nasional Internal Audit (SNIA) 2025, dan Certified National Internal Audit Seminar (SNIA), and Certified
Practitioner of Internal Audit (CPIA). Practitioner of Internal Audit (CPIA).
3. Program Monitoring Tindak Lanjut Hasil Audit 3. Audit Follow-Up Monitoring Program
Aktivitas monitoring terhadap hasil pemeriksaan/audit Monitoring activities of the results of examinations/
yang dilakukan Internal Audit Group Kantor Pusat, audits conducted by the Internal Audit Group at the Head
Regional, Anak Perusahaan Lini Bisnis Konsesi Jalan Office, Regional Offices, Toll Road Concession Business
Tol, Anak Perusahaan Lini Bisnis Pengoperasian Jalan Line Subsidiaries, Toll Road Operation Business Line
Tol, dan Anak Perusahaan Lini Bisnis Prospektif sebagai Subsidiaries, and Prospective Business Line Subsidiaries
tindakan monitoring/pemantauan berkelanjutan. Progres as a form of continuous monitoring/supervision. The
monitoring tindak lanjut hasil Audit Operasional dapat progress of monitoring the follow-up of Operational
dilihat pada bagian Temuan dan Tindak Lanjut Hasil Audit results can be seen in the Audit Findings and
Audit. Follow-up section.
4. Pendampingan Audit Eksternal 4. External Audit Assistance
a. Pemeriksaan BPK AKN IV Berdasarkan Surat Tugas a. BPK AKN IV Examination Based on Assignment Letter
Anggota IV Badan Pemeriksa Keuangan (BPK) Nomor: of Member IV of the Audit Board of Indonesia (BPK)
78/T/ST/ANGGOTA-IV/PPN.03/08/2025 tanggal 1 Number: 78/T/ST/ANGGOTA-IV/PPN.03/08/2025
Agustus 2025 untuk melakukan Pemeriksaan Dengan dated August 1, 2025 to conduct a Special Purpose
Tujuan Tertentu atas Pengusahaan Jalan Tol s.d. Audit on Toll Road Management up to the Third
Triwulan Ill Tahun 2025 pada Direktorat Jenderal Bina Quarter of 2025 at the Directorate General of
Marga, Direktorat Jenderal Pembiayaan lnfrastruktur Highways, Directorate General of Infrastructure
Pekerjaan Umum dan Badan Pengatur Jalan Tol Financing for Public Works, and the Toll Road
Kementerian Pekerjaan Umum serta Instansi Terkait Regulatory Agency of the Ministry of Public Works
Lainnya di Provinsi DKI Jakarta, Banten, Jawa Barat, as well as Other Related Agencies in the Provinces
Jawa Tengah, Jawa Timur, Sulawesi Utara dan of DKI Jakarta, Banten, West Java, Central Java, East
Sulawesi Selatan. Java, North Sulawesi, and South Sulawesi.
b. Pemeriksaan BPK AKN VII berdasarkan Surat b. BPK AKN VII's audit is based on the Assignment Letter
Tugas Anggota BPK Nomor 84/T/ST/ANGGOTA- of BPK Member Number 84/T/ST/ANGGOTAVII/
VII/PBN.01/09/2025 tanggal 3 September 2025 PBN.01/09/2025 dated September 3, 2025 to carry
untuk melaksanakan Pemeriksaan Kinerja atas out a Performance Audit on the Toll Road Business
Pengusahaan Bisnis Jalan Tol pada PT Jasa Marga Operations at PT Jasa Marga (Persero) Tbk, its
(Persero) Tbk, Anak Perusahaan, dan Instansi Terkait subsidiaries, and related agencies for the year 2023
Tahun 2023 s.d. Semester I 2025 di DKI Jakarta, up to the first semester of 2025 in DKI Jakarta, West
Jawa Barat, Jawa Tengah, DI Yogyakarta, dan Jawa Java, Central Java, DI Yogyakarta, and East Java;
Timur;
c. Pelaksanaan Kegiatan Pemantauan Tindak Lanjut c. Implementation of Monitoring Activities for the
Rekomendasi Hasil Pemeriksaan (TLRHP) BPK Follow-Up of Audit Recommendation Results
Semester II Tahun 2024 pada PTJasa Marga (TLRHP) by BPK for Semester II 2024 at PT Jasa
(Persero) Tbk; Marga (Persero) Tbk;
d. Audit Umum Laporan Keuangan Konsolidasian dan d. General Audit of the Consolidated Financial
Laporan Keuangan Program Pendanaan Usaha Mikro Statements and the Financial Statements of the
dan Usaha Kecil (PUMK) PT Jasa Marga (Persero) Micro and Small Business Funding Program (PUMK)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 701
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tbk Tahun Buku 2025 oleh KAP Amir Abadi Jusuf, of PT Jasa Marga (Persero) Tbk for Fiscal Year 2025
Aryanto,Mawar & Rekan (RSM Indonesia); by Public Accounting Firm Amir Abadi Jusuf, Aryanto,
Mawar & Partners (RSM Indonesia);
e. Tindak Lanjut Laporan Auditor Independen Tahun e. Follow-up on the Independent Auditor's Report for
buku 2024 atas, Kepatuhan terhadap Peraturan fiscal year 2024 regarding Compliance with Laws
Perundang-undangan dan atas Kepatuhan terhadap and Regulations and Compliance with Internal
Pengendalian Internal; dan Controls; and
f. Pendampingan BPKP dalam rangka pelksanaan f. BPKP assistance in the implementation of the
penugasan Evaluasi Akuntabilitas Kinerja dan assignment to Evaluate Performance and Financial
Keuangan BUMN Pas PT Jasa Marga (Persero) Tbk Accountability of SOEs, specifically PT Jasa Marga
sesuai Surat Deputi Bidang Akuntan Negara Nomor: (Persero) Tbk, in accordance with the Letter
PE.09.02/S-577/D5/01/2025 tanggal 14 Juli 2025 from the Deputy for State Accountants Number:
dan surat Tugas Direktur Pengawasan Badan Usaha PE.09.02/S-577/D5/01/2025 dated July 14, 2025
Agrobisnis dan Infrastruktur Nomor: PE.09/02/ST- and the Assignment Letter from the Director of
180//D501/3/2025 tanggal 10 Juli 2025. Supervision of Agribusiness and Infrastructure
State-Owned Enterprises Number: PE.09/02/ST-
180//D501/3/2025 dated July 10, 2025.
Rapat Unit Audit Internal dengan Direksi, Dewan Internal Audit Unit Meetings with the Board of Directors,
Komisaris, dan/atau Komite Audit Board of Commissioners, and/or Audit Committee
Pertemuan dalam rangka pembahasan hal-hal terkait Meetings to discuss audit-related matters are held by
audit dilakukan oleh Internal Audit bersama jajaran Dewan Internal Audit together with the Board of Commissioners
Komisaris dan/atau manajemen puncak untuk memberikan and/or top management to provide the latest information for
informasi terkini guna pengambilan keputusan Perseroan the Company to make appropriate decisions.
secara tepat.
Tabel Daftar Rapat Audit Internal dengan Direksi, Dewan Komisaris, dan/atau Komite Audit
Table of Internal Audit Meetings with the Board of Directors, Board of Commissioners, and/or Audit Committee
Dewan Komite
Direksi
Tanggal Rapat Agenda Rapat Komisaris Audit
No. Board of
Meeting Date Meeting Agenda Board of Audit
Directors
Commissioners Committee
1. Senin, 13 januari 2025 Progress Meeting KAP Tahap VII.
Monday, January 13, 2025 Progress Meeting KAP Phase VII.
2. 1. Progress Audit Tahun 2024.
2. Laporan Kemajuan ICOFR Tahap Lanjutan.
Kamis, 30 Januari 2025 3. Laporan Tahunan Internal Audit Tahun 2024.
Thursday, January 30, 2025 1. 2024 Progress Audit.
2. Advanced Stage ICOFR Progress Report.
3. 2024 Internal Audit Annual Report.
3. Jum'at, 21 Februari 2025 Progress Meeting KAP ke – 10.
Friday, February 21, 2025 10th KAP Progress Meeting.
4. Selasa, 22 April 2025 Penjelasan KAK & Klarifikasi dan Negosiasi.
Tuesday, April 22, 2025 Explanation of TOR & Clarification and Negotiation.
5. 1. Pembahasan Program Kerja Triwulan 2 SPI
Tahun 2025.
2. Hasil Tindaklanjut Review ICOFR Grand
Jum'at, 25 Juli 2025
Mercure Yogyakarta.
Friday, July 25, 2025
1. Discussion of Triwulan Work Program
2. SPI Year 2025. 2. Follow-up Results of ICOFR
Review Grand Mercure Yogyakarta.
6. Laporan Progress Meeting Audit 31 Desember 2025
Kamis, 9 Oktober 2025 untuk APJT Konstruksi.
Thursday, October 9, 2025 Progress Meeting Audit Report December 31, 2025
for APJT Construction.
7. Jum'at - Sabtu, 14 -15 November 2025 Laporan Triwulan III Internal Audit Tahun 2025.
Friday - Saturday, November 14-15, 2025 Third Quarter Internal Audit Report for 2025.
Temuan dan Tindak Lanjut Hasil Audit Audit Findings and Follow-Up Actions
Temuan dari hasil pelaksanaan audit operasional Findings from operational audits result in recommendations
menghasilkan rekomendasi yang disepakati bersama agreed upon with the audited entity for improvement. In 2025,
dengan entitas yang diaudit untuk dilakukan perbaikan. Pada the findings and follow-up actions on the recommendations
tahun 2025, hasil temuan dan tindak lanjut rekomendasinya are presented in the Audit Findings and Follow-up Actions
disajikan dalam Tabel Temuan dan Tindak Lanjut Hasil Audit. Table.
702 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 703
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Terhadap temuan yang status rekomendasinya ‘belum For findings with an “incomplete” recommendation status,
selesai’ maka Internal Audit Group akan melakukan kegiatan the Internal Audit Group will conduct Audit Findings Follow-
Monitoring Tindak Lanjut Hasil Audit untuk memastikan up Monitoring activities to ensure corrective actions are
tindakan korektif yang dilakukan sesuai dengan rekomendasi taken in accordance with the recommendations. The
yang diberikan, proses monitoring dilakukan melalui Rapat monitoring process is carried out through Coordination
Koordinasi penyelesaian rekomendasi hasil audit dengan Meetings on the completion of audit recommendations with
Unit/Regional/Anak Perusahaan yang dilaksanakan secara Units/Regions/Subsidiaries, held every quarter, and through
periodik per triwulan, dan penyampaian rekapitulasi the submission of a recapitulation of the completion of audit
penyelesaian rekomendasi hasil audit kepada unit/Regional/ recommendations to Units/Regions/Subsidiaries, also held
Anak Perusahaan dilaksanakan secara periodik per triwulan. every quarter.
Tabel Penyelesaian Rekomendasi Hasil Audit Periode Audit Tahun 2025
Table of Audit Recommendation Completion for the 2025 Audit Period
Status
Jumlah Jumlah
Klien Temuan Rekomendasi Sesuai Belum Sesuai Belum
No. Tidak Dapat
Client Total Total Rekomendasi Rekomendasi Ditindaklanjuti
Ditindaklanjuti
Findings Recommendation As Not yet According Not Followed-
Not Actionable
Recommendation to Recommendation up yet
1. Human Capital Development Group 15 25 10 3 12 0
2. PT Jasamarga Japek Selatan 12 21 17 4 0 0
3. Information Technology Group 27 36 34 2 0 0
4. Procurement and Fix Asset Group 5 12 1 0 11 0
5. Regional Meropolitan Tollroad 1 6 0 0 6 0
6. Regional Nusantara Tollroad 4 8 2 0 6 0
7. Accounting & Tax Group 1 2 0 0 2 0
8. PT Marga Trans Nusantara 24 40 18 21 1 0
Operation & Maintenance
9. 8 19 0 0 19 0
Management Group
10. PT Marga Sarana Jabar 23 34 22 7 5 0
Jumlah
253 455 349 48 67 0
Total
The recommendations generated from the 2024 and
Rekomendasi yang dihasilkan dari hasil audit pada tahun 2025 audits totalled 455, and follow-up monitoring is
2024 dan 2025 adalah sebanyak 455 dan masih terus still ongoing to ensure that each relevant work unit is
dilaksanakan monitoring tindak lanjutnya untuk memastikan responsible for following up on these recommendations
agar setiap unit kerja terkait bertanggung jawab untuk within the specified time frame. As of the date of this report,
menindaklanjuti rekomendasi tersebut sesuai dengan batas 328 recommendations from the audit results have been
waktu yang telah ditetapkan. Hingga laporan ini disusun, completed, including 92 recommendations from the 2025
328 rekomendasi dari hasil audit yang telah diselesaikan di audit period, while the rest are still being processed by the
antaranya 92 Rekomendasi pada periode audit tahun 2025 Work Units.
dan yang lainnya masih dalam proses penyelesaian oleh Unit
Kerja.
The recommendations are aimed at improving the
Pemberian rekomendasi bertujuan untuk meningkatkan effectiveness of internal controls, regulatory compliance,
efektivitas pengendalian internal, kepatuhan terhadap operational efficiency, and mitigation of potential risks that
regulasi, efisiensi operasional, serta mitigasi terhadap could have a negative impact on the organisation. The Group
potensi risiko yang dapat berdampak negatif terhadap Internal Audit systematically monitors the implementation of
organisasi. Internal Audit Grup secara sistematis these follow-up actions, which cover work units at the Head
melaksanakan pemantauan atas realisasi tindak lanjut ini, Office, Regional Offices, and Subsidiaries, to ensure that all
yang mencakup unit kerja di Kantor Pusat, kantor-kantor internal audit recommendations are followed up effectively..
Regional, serta Anak Perusahaan, guna memastikan bahwa
semua rekomendasi audit internal ditindaklanjuti secara
efektif.
Internal Audit Performance Assessment Based on
Penilaian Kinerja Internal Audit Berdasarkan Key Key Performance Indicators (KPI)
Performance Indicator (KPI)
The results of the Internal Audit performance assessment
Hasil penilaian kinerja Internal Audit disajikan dalam Tabel are presented in the 2025 Internal Audit Performance
Penilaian Kinerja Internal Audit Tahun 2025. Pencapaian Assessment Table. Performance achievements based on
kinerja berdasarkan KPI di Internal Audit Group tahun 2025 KPIs in the Internal Audit Group in 2025 are 109.1% of the
adalah 109,1% terhadap rencana. plan.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 703
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01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kantor Akuntan Publik
Public Accounting Firm
Kebijakan Penunjukan Kantor Akuntan Public Accounting Firm Appointment
Publik Policy
Fungsi pengawasan independen terhadap aspek keuangan Independent oversight of the Company’s financial aspects is
Perseroan dilakukan dengan melaksanakan pemeriksaan carried out through an External Audit conducted by a Public
Audit Eksternal yang dilakukan oleh Kantor Akuntan Publik Accounting Firm (KAP). The External Auditor who audits the
(KAP). Auditor Eksternal yang memeriksa laporan keuangan Company’s financial statements for the 2025 fiscal year is
Perseroan tahun buku 2025 ditetapkan melalui RUPS appointed by the Annual GMS based on recommendations
Tahunan berdasarkan rekomendasi dari Dewan Komisaris from the Board of Commissioners and the Audit Committee.
dan Komite Audit. Proses pemilihannya dilakukan sesuai The selection process is carried out in accordance with the
dengan mekanisme pengadaan barang dan jasa yang applicable goods and services procurement mechanism. To
berlaku. Untuk menjamin independensi dan kualitas hasil ensure the independence and quality of the audit results,
pemeriksaan, Auditor Eksternal yang ditunjuk tidak boleh the appointed External Auditor must not have any conflicts
memiliki benturan kepentingan dengan Perseroan. of interest with the Company.
Penunjukan Kantor Akuntan Publik Public Accounting Firm Appointment
Pada RUPS Tahunan Jasa Marga tanggal 7 Mei 2025, At the Annual GMS of Jasa Marga on May 7, 2025, the
Perseroan telah menetapkan Kantor Akuntan Publik (KAP) Company appointed the Public Accounting Firm (KAP) Amir
Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia) Abadi Jusuf, Aryanto, Mawar & Partner (RSM Indonesia) as
sebagai Kantor Akuntan Publik yang akan melakukan audit the Public Accounting Firm that will audit the Company’s
atas Laporan Keuangan Konsolidasian Perseroan Tahun Consolidated Financial Statements for the 2025 Fiscal Year
Buku 2025 serta Laporan Keuangan Program Pendanaan as well as the Financial Statements for the Micro and Small
Usaha Mikro dan Usaha Kecil (PUMK), serta Laporan lainnya Business Funding Program (PUMK), and other reports for
untuk Tahun Buku 2025. the 2025 Fiscal Year.
Tabel Kantor Akuntan Publik, Nama Akuntan, Biaya dan Izin Akuntan Publik Periode 5 Tahun Terakhir
Table of Public Accounting Firms, Accountant Names, Fees, and Public Accountant Licenses for the Last 5 Years
Nama Akuntan
Izin Akuntan
Nama Kantor Akuntan Publik (Partner Periode Biaya Jasa
Tahun Publik
(KAP) Periode KAP Penanggung Akuntan Audit (Rp)
Year Public
Public Accounting KAP Period Jawab) Accounting Audit Service
Accountant
Firm (KAP) Name Accountant Name Period Fees (Rp)
License
(Partner in Charge)
Amir Abadi Jusuf, Aryanto,
Mawar & Rekan (RSM Indonesia)
Periode ke-4 Periode ke-4
2025 Amir Abadi Jusuf, Aryanto, Dedi Sukrisnadi 2.263.155.000 AP.0645
Fourth Period Fourth Period
Mawar & Partners (RSM
Indonesia)
Amir Abadi Jusuf, Aryanto,
Mawar & Rekan (RSM Indonesia)
Periode ke-3 Periode ke-3
2024 Amir Abadi Jusuf, Aryanto, Dedi Sukrisnadi 1.980.000.000 AP.0645
Third Period Third period
Mawar & Partners (RSM
Indonesia)
Amir Abadi Jusuf, Aryanto,
Mawar & Rekan (RSM Indonesia)
Periode ke-2 Periode ke-2
2023 Amir Abadi Jusuf, Aryanto, Dedi Sukrisnadi 2.135.942.500 AP.0645
Second Period Second period
Mawar & Partners (RSM
Indonesia)
Amir Abadi Jusuf, Aryanto,
Mawar & Rekan (RSM Indonesia)
Periode ke-1 Periode ke-1
2022 Amir Abadi Jusuf, Aryanto, Dedi Sukrisnadi 1.898.100.000 AP.0645
First Period First period
Mawar & Partners (RSM
Indonesia)
Purwantono, Sungkoro & Surja Periode ke-6 Dagmar Zevilianty Periode ke-2
2021 3.700.760.000 AP.0690
(Ernst & Young) Sixth Period Djamal Second period
Purwantono, Sungkoro & Surja Periode ke-6 Dagmar Zevilianty Periode ke-1
2020 3.702.314.000 AP.0690
(Ernst & Young) Sixth Period Djamal First period
704 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 705
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Jasa yang Diberikan Kantor Akuntan Services Provided by Public Accounting
Publik dan Akuntan Publik Firms and Public Accountants
Jasa Audit Audit Services
Lingkup pekerjaan jasa audit yang dilakukan KAP Amir Abadi The scope of audit services performed by KAP Amir Abadi
Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia) adalah Jusuf, Aryanto, Mawar & Partners (RSM Indonesia) is as
sebagai berikut: follows:
1. Audit atas Laporan Keuangan Konsolidasian Perseroan 1. Audit of the Consolidated Financial Statements of the
Tahun Buku 2025 yang berakhir pada 31 Desember Company for the Fiscal Year 2025 ending on December
2025. 31, 2025.
2. Laporan Keuangan Program Pendanaan Usaha Mikro 2. Report on the Financial Statements of the Micro and
dan Usaha Kecil (PUMK) periode Tahun Buku 2025 yang Small Business Funding Program (PUMK) for the 2025
berakhir pada 31 Desember 2025. fiscal year ending on December 31, 2025.
3. Laporan lainnya untuk Tahun Buku 2025. 3. Other reports for the 2025 fiscal year.
Jasa Non Audit Non-Audit Services
Untuk menjaga independensinya, Kantor Akuntan Publik (KAP) To maintain its independence, the Public Accounting Firm
Amir Abadi Jusuf, Aryanto, Mawar & Rekan (RSM Indonesia) (KAP) Amir Abadi Jusuf, Aryanto, Mawar & Partners (RSM
dan Akuntan Publik tidak melakukan jasa non audit. Indonesia), and the Public Accountants do not provide non-
audit services.
Besarnya Fee untuk Jasa Audit yang Fees for Audit Services Provided by Public
Diberikan oleh Kantor Akuntan Publik Accounting Firms in the Last Fiscal Year
pada Tahun Buku Terakhir
Fee Jasa Audit Audit Service Fees
Besarnya biaya jasa audit laporan keuangan untuk tahun The cost of financial statement audit services for the fiscal
buku yang berakhir pada tanggal 31 Desember 2025 adalah year ending December 31, 2025, is Rp2,038,878,378 (two
sebesar Rp 2.038.878.378,- (dua miliar tiga puluh delapan billion thirty-eight million eight hundred seventy-eight
juta delapan ratus tujuh puluh delapan ribu tiga ratus tujuh thousand three hundred seventy-eight rupiah) excluding
puluh delapan rupiah) belum termasuk Pajak Pertambahan Value Added Tax (VAT) in accordance with applicable
Nilai (PPN) sesuai peraturan yang berlaku. Besaran tersebut regulations. This amount does not include reimbursable
belum termasuk out of pocket expenses (OPE) yang bersifat out-of-pocket expenses (OPE), which consist of business
reimbursable yang terdiri dari biaya perjalanan dinas, travel expenses, accommodation including hotels in and
akomodasi termasuk hotel dalam dan luar kota Jakarta, outside Jakarta, transportation, computer rental fees,
transportasi, biaya sewa komputer, biaya komunikasi, biaya communication costs, office stationery costs, document
alat tulis kantor, biaya penggandaan dokumen, dan biaya duplication costs, and report printing costs borne by the
cetak laporan yang menjadi beban Perseroan dengan jumlah Company with a maximum amount of Rp170,390,000 (one
maksimum Rp170.390.000,- (seratus tujuh puluh juta tiga hundred and seventy million, three hundred and ninety
ratus sembilan puluh ribu rupiah). thousand rupiah).
Fee Jasa Non Audit Non-Audit Service Fees
Kantor Akuntan Publik (KAP) Amir Abadi Jusuf, Aryanto, The Public Accounting Firm (KAP) Amir Abadi Jusuf,
Mawar & Rekan (RSM Indonesia) dan Akuntan Publik tidak Aryanto, Mawar & Partners (RSM Indonesia), and the Public
melakukan jasa non audit. Accountant do not provide non-audit services.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 705
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01 02 03 04 05 Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions Koordinasi Auditor Eksternal dan Komite Coodination between External Auditors Audit and Audit Committee Dalam rangka memastikan pelaksanaan audit eksternal dapat To ensure the external audit is conducted effectively, the berjalan secara efektif, Komite Audit melakukan pemantauan Audit Committee monitors the External Auditor’s audit. The terhadap pelaksanaan audit yang dilakukan oleh Auditor Audit Committee also ensures that the audit is not hindered Eksternal. Komite Audit juga memastikan agar pelaksanaan and that all findings are followed up on. Coordination and audit tidak menemui hambatan dan seluruh temuan dapat communication with the External Auditor are scheduled ditindaklanjuti. Koordinasi dan komunikasi dengan Auditor to ensure any obstacles in the audit process are resolved Eksternal dilakukan secara terjadwal, sehingga apabila immediately. At every coordination meeting held by terdapat kendala dalam proses audit dapat segera dicarikan management with the relevant work units, the Board of penyelesaiannya. Dalam setiap rapat koordinasi yang Directors monitors the follow-up on the findings of the dilakukan manajemen dengan satuan-satuan kerja terkait, audit conducted by the External Auditor to ensure they are Direksi melakukan monitoring tindak lanjut atas temuan- addressed and that the same findings are not repeated. temuan hasil audit yang dilakukan Auditor Eksternal untuk memastikan temuan-temuan tersebut telah ditindaklanjuti dan agar temuan yang sama tidak akan terulang kembali. Manajemen Risiko Risk Management Dalam menjalankan kegiatan usaha, Jasa Marga menyadari In conducting its business activities, Jasa Marga recognizes bahwa risiko merupakan bagian yang tidak terpisahkan that risk is an integral part of every business process that dalam setiap proses bisnisnya dimana dapat memengaruhi can affect the Company's business results and performance. hasil usaha dan kinerja Perseroan. Mengingat bisnis jalan Given that the toll road business involves significant tol merupakan bisnis dengan nilai investasi besar dengan investment, long-term returns, and high uncertainty pengembalian jangka panjang dan memiliki ketidakpastian during construction and operations, risk management has tinggi baik selama masa pembangunan maupun pada saat become increasingly important for Jasa Marga to ensure the pengoperasiannya, maka penerapan manajemen risiko sustainability of its business. menjadi semakin penting bagi gerak langkah Jasa Marga dalam memastikan keberlanjutan usahanya. Manajemen risiko membantu pengambilan keputusan dengan Risk management supports decision-making by considering mempertimbangkan ketidakpastian dan pengaruhnya uncertainty and its impact on achieving the Company's terhadap pencapaian tujuan strategis Perseroan. Menyadari strategic objectives. Recognizing the risks faced, the akan risiko-risiko yang dihadapi, Perseroan secara proaktif Company proactively strives to improve its risk management berusaha untuk meningkatkan kemampuan manajemen capabilities. To gain legitimacy across the organization, risk risiko di Perseroan. Untuk dapat memperoleh legitimasi management implementation policies need to be reinforced di seluruh organisasi, kebijakan penerapan manajemen through management commitments aligned with the risiko perlu ditegaskan melalui komitmen manajemen yang applicable rules. disesuaikan dengan aturan yang berlaku. Kebijakan Manajemen Risiko Risk Management Policy Direksi menetapkan Kebijakan Manajemen Risiko sebagai The Board of Directors has established a Risk Management acuan dalam mencapai Sasaran Jangka Panjang Perusahaan Policy as a reference for achieving the Company’s Long- dan Manual Manajemen Risiko sebagai wujud komitmen Term Objectives and a Risk Management Manual as a untuk penerapan manajemen risiko di seluruh organisasi manifestation of its commitment to implementing risk secara luas dan terintegrasi, dalam rangka menunjang management throughout the organization in a broad and kepastian pencapaian Sasaran Jangka Panjang Perseroan, integrated manner, to support the certainty of achieving the serta memberikan kerangka penerapan manajemen Company’s Long-Term Objectives, as well as to provide a risiko secara sistematis dan terukur sesuai persyaratan framework for implementing risk management systematically internasional. and measurably per international requirements. Sejak tahun 2007, Jasa Marga telah menerapkan Sistem Since 2007, Jasa Marga has implemented a Risk Management Manajemen Risiko yang berbasis pada standar AS/NZS System based on AS/NZS 4360:1999, as stipulated in 4360:1999 sebagaimana ditetapkan dalam Keputusan Direksi Board of Directors Decree No. 139/KPTS/2007 on the No. 139/KPTS/2007 tentang Manual Pengelolaan Risiko. Risk Management Manual. In 2009, risk management was Pada tahun 2009, pengelolaan manajemen risiko mengacu aligned with ISO 31000:2009 through the issuance of Jasa 706 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 707
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
pada standar ISO 31000:2009 dengan diterbitkannya Marga Board of Directors Decree No. 129.2/KPTS/2010 on
Keputusan Direksi Jasa Marga No. 129.2/KPTS/2010 tentang the Risk Management Policy and Risk Management Manual
Kebijakan Manajemen Risiko dan Manual Manajemen Risiko at PT Jasa Marga (Persero) Tbk.
di Lingkungan PT Jasa Marga (Persero) Tbk.
Pada tahun 2018, Perseroan kembali melakukan tinjauan In 2018, the Company reviewed the implementation of
terhadap implementasi Manajemen Risiko yang berbasis Risk Management in accordance with ISO 31000:2018 and
pada standar ISO 31000:2018 dan melakukan pembaruan updated the Risk Management document by issuing Jasa
dokumen Manajemen Risiko tersebut dengan menerbitkan Marga Board of Directors Decree No. 119/KPTS/2019,
Keputusan Direksi Jasa Marga No. 119/KPTS/2019 tentang which established the Risk Management Policy and the
Kebijakan Manajemen Risiko dan Pedoman Manajemen Domain Risk Management Manual within PT Jasa Marga
Risiko di Lingkungan PT Jasa Marga (Persero) Tbk serta (Persero) Tbk. Furthermore, there were other changes to
kebijakan manajemen risiko terdapat perubahan kembali the risk management policy in which were aligned with the
yang menyelaraskan dengan Peraturan Menteri Badan Minister of State-Owned Enterprises Regulation No. PER-2/
Usaha Milik Negara No. PER-2/MBU/03/2023 tanggal MBU/03/2023 dated March 24, 2023, on Guidelines
24 Maret 2023, tentang Pedoman Tata Kelola dan Kegiatan for Corporate Governance and Significant Corporate
Korporasi Signifikan Badan Usaha Milik Negara beserta Activities of State-Owned Enterprises along with Technical
dengan Petunjuk Teknisnya sebagaimana tertuang dalam Guidelines as stipulated in the Joint Decree of the Board
Keputusan Bersama Dewan Komisaris dan Direksi No. KEP- of Commissioners and Board of Directors No. KEP-183/
183/XI/2024 dan No. 227/KPTS/2024 Tentang Kebijakan XI/2024 and No. 227/KPTS/2024 on Policies and Guidelines
dan Pedoman Manajemen Risiko Terintegrasi di Lingkungan for Integrated Risk Management within PT Jasa Marga
PT Jasa Marga (Persero) Tbk tanggal 12 November 2024. (Persero) Tbk dated November 12, 2024.
Pengelolaan risiko di Perseroan mengacu pada beberapa Risk management in the Company refers to several
Peraturan Menteri Badan Usaha Milik Negara dan Regulations of the Minister of State-Owned Enterprises,
PT Danantara Asset Management (DAM), antara lain: including:
1. Peraturan Menteri Badan Usaha Milik Negara No. PER-2/ 1. Ministry of State-Owned Enterprises Regulation
MBU/03/2023, tanggal 24 Maret 2023,tentang Pedoman No. PER-2/MBU/03/2023, dated March 24, 2023, on
Tata Kelola dan Kegiatan Korporasi Signifikan Badan Guidelines for Corporate Governance and Significant
Usaha Milik Negara. Corporate Activities of State-Owned Enterprises.
2. Permintaan Data Profil Q3-2025 berdasarkan surat dari 2. Request for Q3-2025 Profile Data based on a letter from
PT DAM No. SR.014/DI-DAM/MDR/2025 tanggal 9 Oktober PT DAM No. SR.014/DI-DAM/MDR/2025 dated October
2025. 9, 2025.
3. Keputusan Deputi Bidang Keuangan dan Manajemen 3. Deputy for Finance and Risk Management of the
Risiko Kementerian Badan Usaha Milik Negara Republik Ministry of State-Owned Enterprises Decree No. SK-3/
Indonesia No. SK-3/DKU.MBU/05/2023 tentang Petunjuk DKU.MBU/05/2023 on Technical Guidelines for the
Teknis Komposisi dan Kualifikasi Organ Pengelola Risiko Composition and Qualifications of Risk Management
di Lingkungan Badan Usaha Milik Negara. Bodies within State-Owned Enterprises.
4. Keputusan Deputi Bidang Keuangan dan Manajemen 4. Deputy for Finance and Risk Management of the
Risiko Kementerian Badan Usaha Milik Negara Republik Ministry of State-Owned Enterprises Decree No. SK-6/
Indonesia No. SK-6/DKU.MBU/10/2023 tentang Petunjuk DKU.MBU/10/2023 on Technical Guidelines for the
Teknis Proses Manajemen Risiko dan Agregasi pada Risk Management Process and Aggregation in the Risk
Taksonomi Risiko Portofolio Badan Usaha Milik Negara. Taxonomy of State-Owned Enterprise Portfolios.
5. Keputusan Deputi Bidang Keuangan dan Manajemen Risiko 5. Deputy for Finance and Risk Management of the
Kementerian Badan Usaha Milik Negara Republik Indonesia Ministry of State-Owned Enterprises Decree No. SK-7/
No. SK-7/DKU.MBU/10/2023 tentang Petunjuk Teknis DKU.MBU/10/2023 on Technical Guidelines for Risk
Pelaporan Manajemen Risiko Badan Usaha Milik Negara. Management Reporting of State-Owned Enterprises.
6. Keputusan Deputi Bidang Keuangan dan Manajemen 6. Deputy for Finance and Risk Management of the Ministry
Risiko Kementerian Badan Usaha Milik Negara Republik of State-Owned Enterprises Decree No. SK-8/DKU.
Indonesia No. SK-8/DKU.MBU/12/2023 tentang Petunjuk MBU/12/2023 on Technical Guidelines for Risk Maturity
Teknis Penilaian Indeks Kematangan Risiko Risk Maturity Index Assessment in State-Owned Enterprises.
Index) di Lingkungan Badan Usaha Milik Negara.
Ditandatanganinya Kebijakan Manajemen Risiko oleh The signing of the Risk Management Policy by all Board of
semua Direksi menunjukkan komitmen, kesungguhan dan Directors demonstrates the Board of Directors commitment,
kepedulian Direksi terhadap pentingnya manajemen risiko sincerity, and concern regarding the importance of risk
dalam keberlangsungan hidup dan mengamankan sasaran management to the Company’s survival and the achievement
Perseroan. of its objectives.
Tujuan Kebijakan & Pedoman Manajemen Risiko tersebut The Risk Management Policy is as follows:
adalah sebagai berikut:
1. Melindungi nilai Perusahaan dari konsekuensi negatif 1. Protecting the Company’s value from adverse
yang bisa terjadi baik akibat kejadian eksternal maupun consequences that may arise from both external and
internal; internal events;
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 707
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
2. Menciptakan nilai bagi Perusahaan dengan 2. Creating value for the Company by leveraging
mengeksploitasi peluang yang mungkin bisa diambil dan opportunities that can be identified and utilized for the
dimanfaatkan untuk kepentingan Perusahaan; benefit of the Company;
3. Menjadikan pengelolaan risiko sebagai budaya 3. Embedding risk management as part of the Company’s
Perusahaan dalam berperilaku, bertindak, dan culture in how the Company behaves, acts, and makes
mengambil keputusan yang telah melalui pertimbangan decisions through careful and prudent consideration;
yang matang;
4. Menjadikan Perusahaan menjadi Perusahaan yang 4. Enabling the Company to remain agile and sustainable
tangkas dan berkelanjutan (agile and sustainable) over the long term through the proper implementation of
secara jangka panjang dengan penerapan Manajemen risk management;
Risiko yang benar;
5. Memperbesar peluang tercapainya sasaran Perusahaan 5. Increasing the likelihood of achieving the Company’s
dalam memenuhi tugasnya sebagai Perusahaan objectives in carrying out its role as a trusted toll road
pengelola jalan tol yang terpercaya; operator;
6. Menyediakan suatu sistem dasar pengambilan 6. Providing a structured and measurable foundation for
keputusan, perencanaan, dan tindakan, yang sistematis decision-making, planning, and actions;
dan terukur;
7. Menyediakan sistem pembuatan pelaporan yang 7. Providing a reporting framework that delivers meaningful
memberikan informasi berharga atas apa yang telah information on what has occurred, what may occur,
terjadi, akan terjadi, dan persiapan atas segala and preparedness for uncertainties that may affect the
ketidakpastian yang mempengaruhi sasaran Perusahaan; Company’s objectives; and
dan
8. Memitigasi tantangan perubahan iklim secara menyeluruh 8. Addressing climate change challenges comprehensively
melalui Manajemen Risiko fisik terkait potensi bencana by managing physical risks related to potential natural
alam, dan risiko transisi terkait peraturan, reputasi, dan/ disasters and transition risks related to regulations,
atau perubahan pasar akibat perubahan iklim, dengan reputation, and/or market shifts arising from climate
mengintegrasikannya dalam strategi dan operasional change, through integration into the Company’s strategy
Perusahaan. and operations.
Sasaran penggunaan Kebijakan & Pedoman Manajemen The objectives of applying the Risk Management Policy &
Risiko tersebut adalah sebagai berikut, namun tidak terbatas Guidelines include, but are not limited to, the following:
pada:
1. Bagian dari pembuatan perencanaan RJPP, RKAP, 1. Serving as an integral part of the development of the
rencana proyek dan seluruh perencanaan yang bersifat Long-Term Corporate Plan (RJPP), the Annual Work
strategis, serta perencanaan aktivitas atau program Plan and Budget (RKAP), project plans, and all strategic
yang mempengaruhi sasaran strategis; planning, as well as the planning of activities or programs
that affect strategic objectives;
2. Dasar pengambilan keputusan strategis dan keputusan 2. Serving as a basis for strategic decision-making and
yang mempengaruhi sasaran strategis; decisions that affect strategic objectives;
3. Dasar dalam setiap kegiatan di Perusahaan (risk based 3. Serving as a basis for risk-based activities across all
activity) pada seluruh level dan menjadi dasar seluruh levels and as a foundation for all risk-based standards
standar berbasis Risiko yang digunakan oleh Perusahaan applied by the Company (integration);
(integration);
4. Dasar hubungan sebab-akibat dalam proses bisnis 4. Serving as a basis for establishing cause-and-effect
Perusahaan di seluruh level proses bisnis (integrated); linkages within the Company’s business processes
across all levels (integrated);
5. Bagian atas semua laporan dari seluruh aktivitas 5. Forming part of all reports on the Company’s activities
Perusahaan yang memberikan informasi tentang that provide information on threats and opportunities
ancaman dan peluang dari segala ketidakpastian dalam arising from uncertainties in operations;
kegiatan;
6. Bagian dari proses pengawasan (audit surveillance) 6. Forming part of the monitoring process (audit
serta evaluasi dan peninjauan (evaluation dan review) surveillance), as well as the evaluation and review of all
dari seluruh kegiatan Jasa Marga Group; dan activities within Jasa Marga Group; and
7. Bagian dari upaya peningkatan berkelanjutan (innovation) 7. Forming part of Jasa Marga Group’s continuous
Jasa Marga Group. improvement efforts (innovation).
Sistem Manajemen Risiko Risk Management System
Sistem manajemen risiko dilakukan dengan pendekatan The risk management system is implemented using
yang sistematis, terstruktur dan terintegrasi untuk a systematic, structured, and integrated approach to
mengantisipasi suatu ketidakpastian atau kerugian yang anticipate uncertainties or losses that may occur in the
mungkin terjadi dalam pengelolaan bisnis Perseroan. Saat ini management of the Company’s business. Currently,
Jasa Marga menerapkan Sistem Manajemen Risiko berbasis Jasa Marga implements an ISO 31000:2018-based Risk
708 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
ISO 31000:2018 untuk membentuk karakteristik sistem Management System to achieve more effective and efficient
manajemen risiko yang lebih efektif dan efisien. Sistem risk management. The risk management system is always in
manajemen risiko senantiasa sejalan dengan Rencana Jangka line with the Company’s Long-Term Plan (RJPP), Corporate
Panjang Perusahaan (RJPP), Key Performance Indicator (KPI) Key Performance Indicators (KPIs), Key Risk Indicators
Korporat, Key Risk Indicator (KRI) serta arahan strategis dari (KRIs), and strategic directives from shareholders. The
pemegang saham. Implementasi Sistem Manajemen Risiko implementation of the Risk Management System includes
meliputi strategi, kebijakan dan tata kelola manajemen risiko strategies, policies, and governance of risk management,
yang meliputi, perencanaan, penerapan, pemantauan dan which encompass planning, implementation, monitoring, and
evaluasi manajemen risiko serta pelaporan manajemen risiko evaluation of risk management, as well as risk management
sebagaimana yang tergambar dalam pilar berikut: reporting, as illustrated in the following pillars:
Gambar Pilar Tata Kelola Manajemen Risiko Jasa Marga Grup
Jasa Marga Group Risk Management Governance Pillars
Penerapan Manajemen Risiko
Klasfikasi Risiko: Sistemik A dan Konglomerasi
Tujuan: Melindungi dan Menciptakan Nilai
Risk Management Implementation
Risk Classification: Systemic A and Conglomeration
Aim: Protecting and Creating Value
Perencanaan, Penerapan, Pemantauan, dan Evaluasi MR
Kebijakan Manajemen Risiko Pelaporan Manajemen Risiko
Risk Management Planning, Implementation, Monitoring,
Risk Management Policy and Evaluation Risk Management Reporting
ISO 31000-2018 - Risk Strategi Risiko Laporan Penerapan Manajemen Risiko
Management - Guidelines Risk Strategy Risk Management Implementation Report
Profil Risiko Kajian Risiko Khusus
Peraturan Menteri BUMN Nomor:
Risk Profile Special Risk Assessment
Regulation of the Minister of State-
Owned Enterprises Number:
Peta Risiko Peringkat Komposit Risiko
• PER-2/MBU/03/2023
Risk Map Composite Risk Rating
• SK-3/DKU/.MBU/05/2023
• SK-6/DKU.MBU/10/2023
Audit Eksternal | External Audit
• SK-7/DKU.MBU/10/2023 Target perhitungan risiko inheren dan risiko residual Loss Event Database
• SK-8/DKU.MBU/12/2023 yang disusun dalam format triwulan dan tahunan
Regulator | Regulator
Targets for inherent and residual risk calculations
prepared on a quarterly and annual basis Contigency Plan
Surat Edaran PT DAM Nomor:
PT DAM Circular Letter No.:
• SR.122/DI-DAM/DO/2025 Hasil Stress Testing
Rencana pelaksanaan perlakuan risiko dan
• SR.014/DI-DAM/MDR/2025 Stress Testing Results
anggaran biaya
• SR.193/DI-DAM/DO/2025
Risk Treatment Action Plan and Cost Budget
Hasil Internal Control Testing
Internal Control Testing Results
Kebijakan dan Pedoman Manajemen
Parameter Risiko dan Strategi Pengelolaan Risiko
Risiko Terintegrasi di Lingkungan Sistem Manajemen Kelangsungan Usaha
Risk Parameters and Risk Management Strateg
PT Jasa Marga (Persero) Tbk Business Continuity Management System
Integrated Risk Management Policy
and Guidelines within PT Jasa Marga Expected Loss, Unexpected Loss dan Tail Loss
Expected Loss, Unexpected Loss and Tail Loss Risk Maturity Index RMI
(Persero) Tbk
Laporan Manajemen Risiko Insidental
Incidental Risk Management Report
Penerapan Three Lines of Model
Implementation of the Three Lines Model
Peta Jalan Pengembangan Sistem Jasa Marga Risk Management System
Manajemen Risiko Jasa Marga Development Roadmap
Skema perjalanan Jasa Marga dalam menerapkan Jasa Marga’s journey in implementing risk management
manajemen risiko dapat dilihat pada Peta jalan is shown in the Risk Management System Development
Pengembangan Sistem Manajemen Risiko di bawah ini. Peta Roadmap below. This roadmap is updated annually in line with
jalan ini diperbaharui setiap tahun mengikuti perkembangan developments in the environment and the Company’s internal
lingkungan serta kebijakan internal dan eksternal Perseroan. and external policies. The 2025-2029 Risk Management
Peta Jalan Pengembangan Sistem Manajemen Risiko 2025- System Development Roadmap was prepared based on the
2029 disusun dengan mempertimbangkan hasil penilaian results of the 2024 Risk Maturity Index (RMI) assessment,
Risk Maturity Indeks (RMI) tahun 2024 yang berdasarkan as per the Deputy for Finance and Risk Management of the
Keputusan Deputi Bidang Keuangan dan Manajemen Risiko Ministry of State-Owned Enterprises Decree No. SK-8/DKU.
Kementerian Badan Usaha Milik Negara Republik Indonesia MBU/12/2023 on Technical Guidelines for Risk Maturity
No. SK-8/DKU. MBU/12/2023 tentang Petunjuk Teknis Index Assessment in State-Owned Enterprises, as shown in
Penilaian Indeks Kematangan Risiko Risk Maturity Index) the following image:
di Lingkungan Badan Usaha Milik Negara seperti dalam
gambar berikut:
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kerangka Manajemen Risiko Risk Management Framework
Kerangka kerja manajemen risiko disusun untuk membantu The 2025-2029 Risk Management Framework was
Perseroan dalam mengintegrasikan manajemen risiko ke developed to assist the Company in integrating risk
sistem manajemen yang berlaku di lingkungan Perseroan management into its management systems, enabling its
sehingga penerapan manajemen risiko dapat berjalan implementation to run effectively and efficiently and to align
secara efektif dan efisien dan selaras dengan seluruh with all of the Company’s strategies. The effectiveness of
strategi Perseroan. Efektivitas penerapan manajemen risk management implementation depends on its integration
risiko bergantung pada integrasi manajemen risiko dengan with corporate governance, including in decision-making.
tata kelola Perusahaan termasuk pada saat pengambilan Through this framework, the Company must continuously
keputusan Perseroan. Melalui kerangka kerja ini, Perseroan evaluate the implementation and processes of risk
harus terus melakukan evaluasi penerapan dan proses management and identify and address any deficiencies
manajemen risiko, mengidentifikasi serta menangani therein. The following is a risk management framework
kekurangan yang terdapat di dalamnya. Berikut adalah developed with consideration of the principles of risk
kerangka kerja manajemen risiko yang disusun dengan management and the Company’s characteristics.
mempertimbangkan prinsip-prinsip manajemen risiko dan
karakteristik Perseroan.
Bagan Skema Kerangka Kerja Manajemen Risiko Jasa Marga (Berdasarkan ISO 31000 2018)
Jasa Marga Risk Management Framework Diagram (Based on ISO 31000 2018)
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n
Imp n
lementatio
Tata Kelola Risiko Tiga Lini/Three Lines Three Lines Model in the Risk
Model dalam Proses Pengelolaan Risiko Management Process
Dewan Komisaris
Board of Directors
Board of Commissioners
Direktur
Director
External Audit
Lini Pertama Lini Kedua Lini Ketiga
Regulator
Eksternal
1st Line 2nd Line 3rd Line
Audit
(Unit pemilik risiko yang langsung (Fungsi manajemen risiko dan kepatuhan (Fungsi audit intern yang memastikan
mengidentifikasi dan mengelola independen yang bertugas mengukur, tata kelola, pengendalian risiko, dan
risiko dalam proses bisnis) memantau, dan mengelola risiko pengendalian internal diterapkan secara
(Risk Owner Unit that directly secara agregat, serta mengembangkan efektif oleh Perusahaan)
identifies and manages risks in metodologi, kebijakan, dan kerangka kerja (Internal audit function that ensures
business processes) manajemen risiko Perusahaan, termasuk governance and risk control is applied
aspek kepatuhan) effectively by the company)
(Risk Management and Independent
Compliance Functions that measure,
monitor and treat aggregate risks, develop
company risk management methodologies
and policies)
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Struktur Tata Kelola Manajemen Risiko Jasa Marga Jasa Marga’s Risk Management Governance Structure uses
menggunakan pendekatan Model Tiga Lini (Three Lines the Three Lines Model, with risk management processes
Model) dengan proses pengelolaan risiko dilakukan oleh spanning all lines of the organization. Currently, the
semua lini organisasi. Adapun saat ini Komite Tata Kelola Integrated Governance Committee has been established
Terintegrasi sudah terbentuk berdasarkan Keputusan Dewan pursuant to the Board of Commissioners Decree No. KEP-
Komisaris No. KEP-039/III/2024 tanggal 22 Maret 2024 039/III/2024, dated March 22, 2024, which is in line with the
yang selaras dengan Peraturan Menteri BUMN No. PER-2/ Minister of State-Owned Enterprises Regulation No. PER-2/
MBU/03/2023 tentang Pedoman Tata Kelola dan Kegiatan MBU/03/2023 on Guidelines for Governance and Significant
Korporasi Signifikan Badan Usaha Milik Negara. Pada lini Corporate Activities of State-Owned Enterprises. In the first
pertama (First Line Model), setiap unit kerja baik di kantor line (First Line Model), each work unit, whether at the head
pusat, regional, representative office, anak perusahaan office, regional office, representative office, subsidiary,
serta kantor proyek berperan sebagai risk owner yang or project office, acts as a risk owner whose function is
fungsinya mengidentifikasi dan mengelola risiko dalam to identify and manage risks in their respective business
proses bisnis masing-masing dan bertanggung jawab untuk processes and is responsible for preparing risk management
menyusun rencana pengelolaan risiko serta melaporkan plans and reporting the realization of residual risk reduction
realisasi penurunan risiko residual pada setiap triwulan. every quarter.
Pada lini kedua (Second Line Model), terdapat Risk & Pada lini kedua (Second Line Model), terdapat Risk &
Quality, Health, Safety, & Environment Group dan Legal & Quality, Health, Safety, & Environment Group dan Legal &
Compliance Group yang melakukan fungsi manajemen Compliance Group yang melakukan fungsi manajemen
risiko dan kepatuhan independen yang mengukur, risiko dan kepatuhan independen yang mengukur,
memantau, dan memperlakukan risiko secara agregat dan memantau, dan memperlakukan risiko secara agregat dan
serta mengembangkan metodologi dan kebijakan terkait serta mengembangkan metodologi dan kebijakan terkait
manajemen risiko dan kepatuhan. manajemen risiko dan kepatuhan
Pada lini ketiga (Third Line Model), Internal Audit Group Pada lini ketiga (Third Line Model), Internal Audit Group
bertanggung jawab untuk melakukan audit berbasis risiko bertanggung jawab untuk melakukan audit berbasis risiko
serta memastikan tata kelola dan sistem pengendalian telah serta memastikan tata kelola dan sistem pengendalian telah
diterapkan secara efektif di Perusahaan. diterapkan secara efektif di Perusahaan.
Profil Pejabat Manajemen Risiko Risk Management Officer Profile
Profil Risk & Quality, Health, Safety, & Environment Group The profile of the Risk & Quality, Health, Safety, &
Head dapat dilihat pada bagian Profil Pejabat Eksekutif di Environment Group Head is available in the Executive Officer
Bab Profil Perusahaan dalam Laporan Tahunan ini. Profile section at the Company Profile Chapter of this Annual
Report.
Fungsi, Tugas, dan Tanggung Jawab Functions, Duties, and Responsibilities
Risk & Quality, Health, Safety, & Environment (RQM) Group The Risk & Quality, Health, Safety, & Environment (RQM)
merupakan unit kerja yang membawahi Risk Management Group is a work unit that oversees the Risk Management
Department, Quality, Health, Safety, & Environment Department, the Quality, Health, Safety, & Environment
Department, serta Internal Control Over Financial Reporting Department, and the Internal Control Over Financial
(ICOFR) Department dalam mendukung penguatan tata Reporting (ICOFR) Department to support the strengthening
kelola dan pengendalian internal Perusahaan. Di bawah of the Company's governance and internal control. Under
RQM Group, Risk Management Department memiliki fungsi the RQM Group, the Risk Management Department has
mengendalikan pelaksanaan kegiatan Sistem Manajemen the function of controlling the implementation of the
Risiko dan Sistem Manajemen Kelangsungan Usaha, Risk Management System and the Business Continuity
termasuk di dalamnya penyusunan roadmap, program Management System. This includes the development of
kerja dan anggaran, pengembangan manual dan prosedur, roadmaps, work programs, and budgets; the development
pelaksanaan program kerja, evaluasi, monitoring dan of manuals and procedures; the implementation of work
penyusunan laporan untuk memastikan berjalannya setiap programs; evaluation and monitoring activities; and the
aktivitas dan program di lingkungan Perusahaan. preparation of reports to ensure that all activities and
programs within the Company are carried out effectively
Pihak yang Mengangkat dan Parties Appointing and Dismissing the
Memberhentikan Pejabat Manajemen Risiko Risk Management officers
Pejabat Manajemen Risiko diangkat dan diberhentikan oleh Risk Management Officers are appointed and dismissed by
Direksi, hal ini sebagaimana diatur pada Surat Keputusan the Board of Directors, as stipulated in Board of Directors
Direksi No. 115/KPTS/2022 tanggal 15 September 2022. Decree No. 115/KPTS/2022 dated September 15, 2022.
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01 02 03 04 05 Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions Pengembangan Kompetensi Personel Competency Development for Risk Manajemen Risiko Management Personnel Pengembangan kompetensi anggota Risk & Quality, Health, The competency development of members of the Risk & Safety, & Environment Group dapat dilihat pada bagian Quality, Health, Safety, & Environment Group is available Pengembangan Kompetensi di Bab Profil Perusahaan dalam in the Competency Development section of the Company buku Laporan Tahunan ini. Profile chapter in this Annual Report. Penjelasan Mengenai Risiko-Risiko yang Explanation of Company Risks Dihadapi Perseroan Direksi Jasa Marga berkomitmen untuk The Board of Directors of Jasa Marga is committed to mengimplementasikan manajemen risiko secara efektif implementing risk management effectively and efficiently. dan efisien. Untuk itu, pada setiap jenjang organisasi To that end, at every level of the Company’s organization, Perseroan, yaitu korporat dan unit bisnis, harus menerapkan i.e., the corporate and business units, risk management must manajemen risiko dengan memperhatikan prioritas dan be implemented by considering the priorities and benefits of manfaat tiap program kerja/proyek bagi kelangsungan each work program/project for the Company’s sustainability. Perseroan. Terdapat 2 (dua) proses pengelolaan risiko di Jasa Marga, There are two risk management processes at Jasa Marga, yaitu pengelolaan risiko yang bersifat secara top-down dan namely top-down risk management and bottom-up risk monitoring risiko secara bottom-up. Pada pengelolaan risiko monitoring. In top-down risk management, the risks used secara top-down, risiko yang digunakan berasal dari Key are derived from Corporate Key Performance Indicators Performance Indicator (KPI) Korporat yang diturunkan kepada (KPIs) that are passed down to the relevant Work Units. Unit Kerja terkait. Sedangkan untuk monitoring risiko secara Meanwhile, for bottom-up risk monitoring, risks originate bottom-up, risiko yang digunakan berasal dari Unit Kerja, from Work Units, Regions, and Subsidiaries through the Risk Regional, dan Anak Perusahan melalui Rencana Pengelolaan Management Plan (RPR) in the JM Sm@rt application. The Risiko (RPR). Proses pengelolaan risiko atas aksi korporasi risk management process for corporate actions to be carried yang akan dilakukan Perseroan dilakukan melalui Rencana out by the Company is carried out through a Special Risk Pengelolaan Risiko Khusus (RPRK). Proses identifikasi risiko Management Plan (RPRK). The risk identification process dilakukan pada setiap aktivitas dan/atau transaksi usaha is carried out in every activity and/or business transaction dalam proses bisnis Perseroan. Identifikasi harus dilakukan in the Company’s business processes. Identification must secara teliti agar risiko yang teridentifikasi merupakan risiko be carried out thoroughly so that the risks identified are yang relevan dengan proses bisnis Perseroan, termasuk relevant to the Company’s business processes, including risiko-risiko yang berada di luar kendali Perseroan. Analisis those beyond the Company’s control. Risk analysis is then risiko kemudian dilakukan untuk mengetahui besaran carried out to determine the likelihood of risks occurring and kemungkinan terjadinya risiko serta dampak yang ditimbulkan, their impact, both qualitatively and quantitatively. Next, risk baik yang bersifat kualitatif dan/atau kuantitatif. Selanjutnya, evaluation is conducted to determine the acceptability of evaluasi risiko dilakukan untuk mengetahui keberterimaan risks based on the results of the risk analysis. Risk evaluation risiko dengan memperhatikan hasil analisis risiko yang is conducted to identify risks that require management, telah dilakukan. Evaluasi risiko dilakukan untuk mengetahui based on the set objectives. The following is a list of risk risiko yang memerlukan penanganan risiko berdasarkan references, organized by risk category, for all risk managers, sasaran yang telah ditetapkan. Berikut terdapat beberapa including Work Units, Construction Subsidiaries, Operating daftar acuan risiko berdasarkan kategori risiko yang akan Subsidiaries, and Other Business Subsidiaries, to use in digunakan oleh seluruh pengelola risiko baik oleh Unit Kerja, preparing the Risk Management Plan (RPR). Anak Perusahaan Konstruksi, Anak Perusahaan Operasi dan Anak Perusahaan Usaha Lain dalam penyusunan Rencana Pengelolaan Risiko (RPR). Taksonomi Risiko BUMN SOE Risk Taxonomy Untuk mendukung proses agregasi risiko BUMN di BP BUMN, To support the risk aggregation process for SOEs at the Perseroan telah menyusun taksonomi risiko sesuai dengan Ministry of SOEs, the Company has developed a risk taxonomy Peraturan Menteri Badan Usaha Milik Negara No. PER-2/ per the Ministry of State-Owned Enterprises Regulation No. MBU/03/2023, tanggal 24 Maret 2023, tentang Pedoman PER-2/MBU/03/2023, dated March 24, 2023, on Guidelines Tata Kelola dan Kegiatan Korporasi Signifikan Badan Usaha for Corporate Governance and Significant Corporate Activities Milik Negara Pasal 66 yaitu BUMN wajib memiliki Taksonomi of State-Owned Enterprises Article 66, namely that SOEs are Risiko BUMN dan Anak Perusahaan BUMN yang terintegrasi required to have an integrated SOE and SOE Subsidiary Risk sesuai dengan kebutuhan pengawalan target kinerja BUMN Taxonomy following the needs of monitoring the performance dan Anak Perusahaan BUMN. Perseroan telah menyusun targets of SOEs and SOE Subsidiaries. The Company has taksonomi risiko terdiri dari: developed a risk taxonomy consisting of: 712 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
1. Tema Risiko (T1) yang merupakan kumpulan Risiko 1. Risk Theme (T1), which is a collection of risks based on
berdasarkan perspektif penanggung jawab Risiko Utama the perspective of the primary risk owner and represents
dan merupakan tingkat pengelompokkan tertinggi; the highest level of grouping;
2. Kategori Risiko (T2) yang menjabarkan Risiko spesifik 2. Risk Categories (T2), which elaborate on specific risks
dari masing-masing tema Risiko; from each risk theme;
3. Kelompok Peristiwa Risiko Agregasi (T3) yang 3. Aggregate Risk Event Groups (T3), which group risk
mengelompokkan peristiwa-peristiwa Risiko dalam events into homogeneous risk categories;
kategori Risiko yang homogen;
4. Kelompok Peristiwa Risiko Agregasi (T4) yang 4. Risk Event Sub-Groups (T4), which group Risk events in
mengelompokkan peristiwa-peristiwa Risiko secara more detail; and
lebih detail; dan
5. Peristiwa Risiko (T5) yang dapat digunakan Jasa Marga 5. Risk Events (T5) that Jasa Marga Group can use in
Grup dalam mengidentifikasi Risiko yang mengacu identifying Risks that refer to the Joint Decree of
pada Keputusan Bersama Dewan Komisaris dan Direksi the Board of Commissioners and Board of Directors
No. KEP-183/XI/2024 dan No. 227/KPTS/2024 Tentang No. KEP-183/XI/2024 and No. 227/KPTS/2024 on the
Kebijakan dan Pedoman Manajemen Risiko Terintegrasi Policy and Guidelines for Integrated Risk Management
di Lingkungan PT Jasa Marga (Persero) Tbk tanggal within PT Jasa Marga (Persero) Tbk dated November 12,
12 November 2024. 2024.
Taksonomi Risiko Portofolio Perseroan
Company Risk Portfolio Taxonomy
Tema Risiko Kategori Risiko Kelompok Peristiwa Risiko
Risk Theme Risk Categories Risk Event Groups
(T1) (T2) (T3)
1. Risiko Portofolio Bisnis 1.1. Risiko Fiskal 1.1.1. Risiko Dividen
Business Portfolio Risk 1.1. Fiscal Risk 1.1.1. Dividend Risk
1.1.3 Risiko Subsidi dan Kompensasi
Subsidy and Compensation Risk
1.2 Risiko Kebijakan 1.2.4 Risiko Kebijakan Sumber Daya Manusia
1.2 Policy Risk 1.2.4 Human Resource Policy Risk
1.2.5 Risiko Kebijakan Sektoral
1.2.5 Sectoral Policy Risk
1.3 Risiko Komposisi 1.3.6 Risiko Konsentrasi Portofolio
1.3 Composition Risk 1.3.6 Portfolio Concentration Risk
2. Risiko Struktur Korporasi dan 2.4 Risiko Struktur Korporasi 2.4.7 Risiko Struktur Korporasi
Organisasi 2.4 Corporate Structure Risk 2.4.7 Corporate Structure Risk
Corporate Structure Risk and
2.5 Risiko Restrukturisasi dan Reorganisasi 2.5.8 Risiko Penggabungan, Pengambilalihan,
Organisasi
2.5 Restructuring and Reorganization Risks Peleburan, Pemisahan, Pembubaran, Likuidasi,
Kemitraan, dan Restrukturisasi
2.5.8 Mergers, Acquisitions, Consolidations, Spin-
offs, Dissolutions, Liquidations, Partnerships, and
Restructuring Risks
3. Risiko Bisnis BUMN 3.6 Risiko Industri Umum 3.6.9 Risiko Formulasi Strategis
SOE Business Risks 3.6 General Industry Risks 3.6.9 Strategic Formulation Risks
3.6.10 Risiko Pasar dan Makro Ekonomi
3.6.11 Risiko Keuangan
3.6.11 Financial Risk
3.6.12 Risiko Hukum, Reputasi, dan Kepatuhan
3.6.12 Legal, Reputation, and Compliance Risks
3.6.13 Risiko Proyek
3.6.13 Project Risk
3.6.14 Risiko Teknologi Informasi dan Keamanan Siber
3.6.14 Information Technology and Cybersecurity Risks
3.6.15 Risiko Sosial dan Lingkungan
3.6.15 Social and Environmental Risks
3.6.16 Risiko Operasional
3.6.16 Operational Risks
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Sejalan dengan arahan PT DAM berdasarkan surat dari Sejalan dengan arahan PT DAM berdasarkan surat dari
PT DAM No. SR.014/DI-DAM/MDR/2025, Perseroan PT DAM No. SR.014/DI-DAM/MDR/2025, Perseroan
melakukan penyesuaian taksonomi risiko menjadi 8 melakukan penyesuaian taksonomi risiko menjadi 8
(delapan) kategori risiko, yaitu: (delapan) kategori risiko, yaitu:
• Strategic Risk • Strategic Risk
• Market Risk • Market Risk
• Financial Risk • Financial Risk
• Credit/Counterparty Credit Risk • Credit/Counterparty Credit Risk
• Operational Risk • Operational Risk
• Investment/Project Risk • Investment/Project Risk
• Reputational Risk • Reputational Risk
• Regulatory, Legal & Compliance Risk • Regulatory, Legal & Compliance Risk
sesuai dengan pedoman tersebut. in accordance with the said guidelines.
Strategi Risiko Risk Strategy
Dalam rangka menciptakan dan melindungi nilai serta To create and protect value and support the Company’s
mendukung pertumbuhan bisnis Perseroan yang sustainable business growth in accordance with the
berkelanjutan sesuai dengan implementasi Peta Jalan implementation of the Company’s Roadmap for 2025–2029,
Perseroan tahun 2025–2029, Perseroan memiliki strategi the Company has a risk strategy as outlined in the Risk
risiko yang dituangkan dalam asersi selera risiko atau Risk Appetite Statement or RAS which considers the risk appetite
Appetite Statement/”RAS” yang telah memperhatikan selera of the Ministry of SOE. The Company’s Risk Strategy
risiko dari BP BUMN. Adapun Strategi Risiko Perseroan is in accordance with the Deputy for Finance and Risk
menyesuaikan pada Keputusan yang ada sebelumnya yaitu Management of the Ministry of State-Owned Enterprises
Keputusan Deputi Bidang Keuangan dan Manajemen Risiko Decree No. SK-6/DKU.MBU/10/2023 on Technical Guidelines
Kementerian Badan Usaha Milik Negara Republik Indonesia for Risk Management and Aggregation Processes in the
No. SK-6/DKU. MBU/10/2023 tentang Petunjuk Teknis Taxonomy of State-Owned Enterprise Portfolio Risk, which
Proses Manajemen Risiko dan Agregasi pada Taksonomi consists of:
Risiko Portofolio Badan Usaha Milik Negara yang terdiri dari:
1. Pernyataan selera risiko (risk appetite statement) 1. The Company’s risk appetite statement, in line with the
Perseroan dengan memperhatikan selera risiko Ministry of SOE’s risk appetite.
Kementerian BUMN (saat ini menjadi BP BUMN).
2. Nilai ambang risiko di level korporat yang memuat risk 2. Corporate-level risk thresholds that include risk capacity,
capacity, risk appetite, risk tolerance, dan risk limit. risk appetite, risk tolerance, and risk limits.
3. Metrik strategi risiko. 3. Risk strategy metrics.
Pernyataan Selera Risiko Risk Appetite Statement
Perseroan telah menyusun pernyataan selera risiko (Risk The Company has prepared a Risk Appetite Statement that
Appetite Statement) yang telah memperhatikan selera considers the Ministry of SOE’s risk appetite as stated in
risiko BP BUMN yang terdapat pada Surat Menteri BUMN the Minister of SOE Letter No. S-468/MBU/09/2024 dated
Nomor S-468/MBU/09/2024 tanggal 30 September 2024 September 30, 2024, on Shareholder Aspirations for the
perihal Aspirasi Pemegang Saham untuk Penyusunan Preparation of the 2025 Work Plan and Company Budget,
Rencana Kerja dan Anggaran Perusahaan Tahun 2025, serta and as part of the Company’s efforts to provide certainty
sebagai salah satu upaya Perseroan dalam memberikan to stakeholders that the Company fully understands the
kepastian kepada stakeholders bahwa Perseroan memahami risks within the Company and the risks under its control,
sepenuhnya risiko yang ada di dalam Perseroan dan risiko the Company always develops and updates its risk appetite
yang berada di bawah kendali, Perseroan selalu melakukan and risk tolerance, which will be taken into consideration
pengembangan dan pembaruan terhadap risk appetite dan in every strategic decision made by the Company. The
risk tolerance yang akan menjadi pertimbangan dalam setiap following is the Risk Appetite Statement (RAS) of PT Jasa
pengambilan keputusan strategis Perseroan. Berikut adalah Marga (Persero) Tbk for 2025.
Risk Appetite Statement (RAS) PT Jasa Marga (Persero) Tbk
Tahun 2025.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pernyataan Selera Risiko
Table of Risk Appetite Statement
Kategori Risiko Sikap terhadap
BUMN Risiko
No. Risk Appetite Statement
SOE Risk Category Stance toward
Risk
1. Risiko Dividen Jasa Marga memiliki postur tidak toleran terhadap Risiko yang berkaitan dengan Tidak Toleran
Dividend Risk pembayaran dividen kepada shareholder dan APBN. Perusahaan berkomitmen untuk Intolerant
memberikan pengembalian atas investasi dan membagi keuntungan perusahaan
sesuai dengan kepemilikan saham.
Jasa Marga has an intolerant stance towards risks related to dividend payments to
shareholders and the state budget. The Company is committed to providing returns
on investment and distributing company profits in accordance with share ownership.
2. Risiko Hukum, Reputasi, Jasa Marga memiliki postur tidak toleran terhadap Risiko yang berkaitan dengan Tidak Toleran
dan Kepatuhan pelanggaran hukum dan prinsip tata kelola yang baik sesuai dengan undang-undang Intolerant
Legal, Reputation, and yang berlaku. Jasa Marga berkomitmen untuk mengutamakan core value AKHLAK
Compliance Risk dan menjaga citra perusahaan dari ancaman reputasi yang dapat mempengaruhi
keberlangsungan bisnis.
Jasa Marga has an intolerant stance toward risks related to legal violations and
violations to good governance principles in accordance with applicable laws. Jasa
Marga is committed to prioritizing its core values of AKHLAK and protecting the
company's image from reputational threats that could affect business continuity.
3. Risiko Teknologi Jasa Marga memiliki postur tidak toleran terhadap Risiko yang berkaitan dengan Tidak Toleran
Informasi & Keamanan kelalaian terhadap keamanan siber dan pelindungan data pribadi. Intolerant
Siber* Jasa Marga has an intolerant stance toward risks related to negligence in
Information Technology cybersecurity and personal data protection.
& Cybersecurity Risks*
4. Risiko Subsidi dan Jasa Marga memiliki postur konservatif terhadap Risiko yang berkaitan dengan Konservatif
Kompensasi pengajuan kompensasi. Perusahaan berkomitmen untuk memastikan pemenuhan Conservative
Subsidy and prasyarat secara tepat waktu untuk mendapatkan kompensasi.
Compensation Risk Jasa Marga has a conservative stance on risks related to compensation claims. The
Company is committed to ensuring that prerequisites are met on time to receive
compensation.
5. Risiko Struktur Jasa Marga memiliki postur konservatif terhadap Risiko yang berkaitan dengan Anak Konservatif
Korporasi Perusahaan BUMN dan/atau Perusahaan Afiliasi BUMN. Perusahaan berkomitmen Conservative
Corporate Structure untuk meningkatkan komunikasi dan koordinasi serta melakukan pemantauan
Risk kinerja dan evaluasi rutin Anak Perusahaan dan/atau Perusahaan Afiliasi BUMN.
Jasa Marga takes a conservative stance on risks associated with SOE Subsidiaries
and/or Affiliates. The Company is committed to improving communication and
coordination, as well as monitoring the performance and conducting regular
evaluations of SOE Subsidiaries and/or Affiliates.
6. Risiko Keuangan Jasa Marga memiliki postur konservatif terhadap Risiko keuangan yang berkaitan Konservatif
Financial Risk dengan penguatan aspek fundamental keuangan perusahaan. Jasa Marga Conservative
berkomitmen untuk mempertahankan struktur keuangan yang sehat dan menjaga
keberlangsungan usaha secara berkesinambungan.
Jasa Marga has a conservative stance on financial risks related to strengthening the
company's financial fundamentals. Jasa Marga is committed to maintaining a sound
financial structure and ensuring business continuity.
7. Risiko Operasional Jasa Marga memiliki postur konservatif terhadap Risiko operasional yang berkaitan Konservatif
Operational Risk dengan bisnis jalan tol dan usaha lainnya. Jasa Marga berkomitmen untuk Conservative
menjalankan bisnis utama jalan tol dan usaha lainnya secara tepat sasaran dan
dengan itikad baik yang berlandaskan prinsip kehati-hatian dalam mengambil Risiko
serta memprioritaskan kestabilan dan keberlanjutan usaha.
Jasa Marga has a conservative stance on operational risks across its toll roads and
other businesses. Jasa Marga is committed to running its main toll road business
and other businesses in a targeted, good-faith manner, based on the principle of
prudence in risk-taking and prioritizing business stability and sustainability.
8. Risiko Kebijakan Jasa Marga memiliki postur konservatif terhadap Risiko terkait kebijakan Konservatif
Sumber Daya Manusia SDM. Jasa Marga berkomitmen dalam melakukan pengembangan dan inovasi Conservative
Human Resource Policy dalam pengelolaan SDM mulai tahap rekrutmen sampai masa pensiun dengan
Risk mempertimbangkan Risiko kebijakan SDM.
Jasa Marga takes a conservative stance on risks associated with human resource
policies. Jasa Marga is committed to developing and innovating in human resource
management from recruitment through retirement, while accounting for human
resource policy risks.
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Pernyataan Selera Risiko
Table of Risk Appetite Statement
Kategori Risiko Sikap terhadap
BUMN Risiko
No. Risk Appetite Statement
SOE Risk Category Stance toward
Risk
9. Risiko Pasar dan Makro Jasa Marga memiliki postur moderat terhadap Risiko pasar dan makro ekonomi Moderat
Ekonomi yang berkaitan dengan variabel makro ekonomi global. Jasa Marga berkomitmen Moderate
Market and untuk melakukan inovasi-inovasi keuangan serta penataan portofolio dengan
Macroeconomic Risk memperhatikan kondisi makro ekonomi global dan nasional serta menganalisis
dampaknya terhadap bisnis Jasa Marga untuk penyiapan tindak lanjut yang
dibutuhkan.
Jasa Marga has a moderate stance on market and macroeconomic risks related
to global macroeconomic variables. Jasa Marga is committed to implementing
financial innovations and portfolio restructuring, considering global and national
macroeconomic conditions and analyzing their impact on Jasa Marga's business to
prepare for necessary follow-up actions.
10. Risiko Teknologi Jasa Marga memiliki postur moderat terhadap Risiko terkait teknologi informasi yang Moderat
Informasi & Keamanan berkaitan dengan kebutuhan bisnis Jasa Marga. Jasa Marga berkomitmen untuk Moderate
Siber* memberikan keandalan infrastruktur teknologi informasi dengan mengembangkan
Information Technology roadmap teknologi terintegrasi, mempercepat adopsi teknologi pengoperasian
& Cybersecurity Risk* serta meningkatkan aspek strategi, infrastruktur, manajemen data dan aplikasi
terkait teknologi informasi.
Jasa Marga has a moderate stance on information technology risks relevant to its
business needs. Jasa Marga is committed to providing reliable information technology
infrastructure by developing an integrated technology roadmap, accelerating the
adoption of operating technology, and improving strategy, infrastructure, data
management, and information technology applications.
11. Risiko Kebijakan Jasa Marga memiliki postur strategis dalam pemenuhan kebijakan sektoral dengan Strategis
Sektoral berpartisipasi aktif selama penyusunan kebijakan serta antisipatif terhadap Strategic
Sectoral Policy Risk perubahan kebijakan dengan mempertimbangkan Risiko yang berkaitan dengan
pemenuhan kebijakan pemerintah terkait sektor jalan tol.
Jasa Marga has a strategic stance in complying with sectoral policies by actively
participating in policy formulation and anticipating policy changes, while accounting
for risks associated with compliance with government policies in the toll road sector.
12. Risiko Proyek Jasa Marga memiliki postur strategis terhadap hal yang berkaitan dengan lelang Strategis
Project Risk proyek, analisis perencanaan yang kurang komprehensif, keterlambatan pemenuhan Strategic
AMDAL, delay dan cost overrun dalam pembebasan lahan, penolakan warga
terhadap hasil appraisal lahan, cost overrun dalam konstruksi, keterlambatan
penyelesaian proyek, perbedaan mutu hasil proyek, keterlambatan pengembalian
Dana Talangan Tanah, dan pembangunan rest area/Tempat Istirahat dan Pelayanan
(TIP) yang dipertimbangkan secara holistik untuk mengoptimalkan keberhasilan
proyek.
Jasa Marga has a strategic position in matters related to project tenders, incomplete
planning analysis, delays in fulfilling environmental impact assessments (AMDAL),
delays and cost overruns in land acquisition, community rejection of land appraisal
results, cost overruns in construction, project completion delays, differences in
project quality, delays in the return of Land Loan Funds, and the construction of rest
areas/istration and Service Areas (TIP), which are considered holistically to optimize
project success.
13. Risiko Konsentrasi Jasa Marga memiliki postur strategis dalam mengevaluasi, mengoptimalkan, Strategis
Portofolio dan mendiversifikasi portofolio asetnya dengan tetap mempertimbangkan Risiko Strategic
Portfolio Concentration yang berkaitan dengan konsentrasi portofolio aset pendapatan perusahaan dan
Risk operasional.
Jasa Marga has a strategic posture for evaluating, optimizing, and diversifying its
asset portfolio, while considering the risks associated with the concentration of the
company's income and operational assets.
716 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 717
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pernyataan Selera Risiko
Table of Risk Appetite Statement
Kategori Risiko Sikap terhadap
BUMN Risiko
No. Risk Appetite Statement
SOE Risk Category Stance toward
Risk
14. Risiko Penggabungan, Jasa Marga memiliki postur strategis dalam membuat perencanaan aksi Strategis
Pengambilalihan, korporasi yang komprehensif serta melakukan evaluasi berkelanjutan dengan Strategic
Peleburan, Pemisahan, mempertimbangkan Risiko yang berkaitan dengan aksi korporasi dan kerja sama
Pembubaran, Likuidasi, strategis.
Kemitraan, dan Jasa Marga has a strategic position in making comprehensive corporate action plans
Restrukturisasi and conducting ongoing evaluations while considering the risks associated with
Mergers, Acquisitions, corporate actions and strategic partnerships.
Divestitures,
Dissolutions,
Liquidations,
Partnerships, and
Restructuring Risks
15. Risiko Formulasi Jasa Marga memiliki postur strategis dalam melakukan pengembangan kapasitas Strategis
Strategis dengan melakukan peningkatan investasi dan menyesuaikan dengan kondisi industri Strategic
Strategic Formulation dengan mempertimbangkan aspek Environmental, Social, dan Governance (ESG)
Risk serta Risiko terkait formulasi strategis, sosial, dan lingkungan.
Jasa Marga has a strategic position in capacity building by increasing investment and
16. Risiko Sosial dan
adapting to industry conditions, considering Environmental, Social, and Governance
Lingkungan
(ESG) aspects as well as risks related to strategic, social, and environmental
Social and
formulation.
Environmental Risks
*) Taksonomi Risiko Teknologi Informasi & Keamanan Siber memiliki dua sikap risiko.
*) The Information Technology Risk & Cybersecurity Risk Taxonomy has two risk stances.
Penjelasan Sikap dari Risk Appetite Statement
Explanation on Risk Appetite Statement Stance
Postur Penjelasan
Posture Explanation
Tidak Toleran • Sangat berhati-hati dalam mengambil risiko dan lebih memilih menjaga stabilitas dan konsistensi dalam operasi bisnis.
Intolerant • Keputusan bisnis didasarkan pada pemeliharaan modal.
• Very cautious in taking risks and prefers to maintain stability and consistency in business operations.
• Business decisions are based on capital preservation.
Konservatif • Berhati-hati dalam mengambil risiko, dengan memilih beberapa risiko yang terkendali tetapi tetap memprioritaskan
Conservative kestabilan usaha.
• Keputusan bisnis didasarkan pada upaya untuk melindungi nilai dari risiko besar yang tidak terduga termasuk
didalamnya menghindari paparan terhadap fluktuasi pasar yang signifikan serta dapat menanggung beban yang kecil.
• Cautious in taking risks, choosing a few controlled risks but still prioritizing business stability.
• Business decisions are based on efforts to protect value from unexpected major risks, including avoiding exposure to
significant market fluctuations and being able to bear small burdens.
Moderat • Bersedia mengambil risiko dalam batas tertentu untuk mencapai pertumbuhan dan keuntungan, tetapi tetap
Moderate memperhatikan perlindungan terhadap kerugian besar.
• Keputusan bisnis mempertimbangkan peluang pertumbuhan dan dampak risiko secara bersamaan dan dapat
menanggung beban yang sedang.
• Willing to take risks within certain limits to achieve growth and profit, but still paying attention to protection against
major losses.
• Business decisions consider growth opportunities and risk impacts simultaneously and can bear moderate burdens.
Strategis • Secara aktif menerapkan strategi yang melibatkan pengelolaan risiko sebagai bagian integral dari rencana bisnis,
Strategic mengambil risiko lebih tinggi dalam rangka mencapai pertumbuhan dan inovasi yang lebih besar.
• Keputusan bisnis didasarkan pada analisis risiko dan potensi pengembalian investasi jangka panjang serta dapat
menanggung beban yang besar.
• Actively implements strategies that involve risk management as an integral part of the business plan, taking higher
risks to achieve greater growth and innovation.
• Business decisions are based on risk analysis and long-term potential returns on investment and can bear a large
burden.
Strategis Keputusan bisnis didasarkan pada analisis risiko dan potensi pengembalian investasi jangka panjang serta dapat
Strategic menanggung beban yang besar.
Business decisions are based on risk analysis and potential long-term investment returns and can bear a large burden.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 717
Page 718
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Perlakuan Risiko Risk Treatment
Berdasarkan Keputusan Bersama Dewan Komisaris dan Based on the Joint Decree of the Board of Commissioners
Direksi No. KEP-183/XI/2024 dan Nomor: 227/KPTS/2024 and Board of Directors No. KEP-183/XI/2024 and No. 227/
Tentang Kebijakan dan Pedoman Manajemen Risiko KPTS/2024 on Integrated Risk Management Policies and
Terintegrasi di Lingkungan PT Jasa Marga (Persero) Tbk Guidelines at PT Jasa Marga (Persero) Tbk dated November
tanggal 12 November 2024 strategi tindak lindung risiko 12, 2024, the Company’s risk hedging strategy can be seen
Perseroan dapat dilihat pada tabel berikut ini: in the following table:
Perlakuan Risiko
Risk Treatment
Level Pilihan Opsi Perlakuan Risiko
Risk Treatment Option Selection
Low Accept/Monitor
Reduce/Mitigate atau Accept/Monitor
Low to Moderate
Reduce/Mitigate or Accept/Monitor
Moderate Reduce/Mitigate
Reduce/Mitigate atau Transfer/Sharing
Moderate to High
Reduce/Mitigate or Transfer/Sharing
Reduce/Mitigate atau Hindari/Avoid
High
Reduce/Mitigate or Hindari/Avoid
Keterangan (Definisi): Description (Definition):
• Diterima: Risiko yang berada di level sangat rendah • Accept: The risk is at a very low level
• Ditolak: Risiko yang berada di level rendah/moderat/tinggi/ekstrem • Reject: Risks that are at low/moderate/high/extreme levels
• Menghindari: Tidak melakukan hal-hal yang dapat menyebabkan timbulnya risiko • Avoid: Not doing things that could cause risks
• Memindahkan: Memindahkan risiko kepada pihak ketiga • Transfer: Transferring the risk to a third party
• Mitigasi: Mengurangi terjadinya penyebab dan dampak • Mitigate: Reducing the causes and impacts
• Eskalasi: Penanganan risiko oleh pihak dengan level lebih tinggi • Escalate: Risk handling by parties at a higher level
Profil Risiko Korporat Profil Risiko Korporat
Untuk mencapai sasaran dan strategi usaha, Perseroan To achieve its business objectives and strategies,
berkomitmen mengimplementasikan manajemen risiko the Company is committed to implementing effective
secara efektif dan efisien. Pada setiap jenjang organisasi, and efficient risk management. At every level of the
baik tingkat korporat maupun unit bisnis, penerapan organization, both at the corporate and business unit levels,
manajemen risiko dilakukan dengan memperhatikan risk management is implemented by taking into account the
sasaran, prioritas, serta kebermanfaatan setiap program objectives, priorities, and benefits of each work program to
kerja guna mendukung keberlangsungan usaha Perseroan. support the Company's business continuity.
Dalam penyusunannya, profil risiko korporat disajikan In its preparation, the corporate risk profile is presented in
dalam dua pendekatan, yaitu profil risiko yang mengacu two approaches: the risk profile based on the provisions
pada ketentuan Peraturan Menteri BUMN Nomor PER-02/ of the Minister of State-Owned Enterprises Regulation No.
MBU/03/2023, dan profil risiko berdasarkan arahan PT DAM PER-02/MBU/03/2023, and the risk profile based on the
sebagaimana tertuang dalam surat PT DAM No. SR.014/DI- direction of PT DAM as stated in the PT DAM letter No.
DAM/MDR/2025 mengenai Permintaan Data Profil Q3-2025. SR.014/DI-DAM/MDR/2025 regarding the Q3-2025 Profile
Data Request.
Mengacu pada PER-02/MBU/03/2023, Perseroan Referring to PER-02/MBU/03/2023, the Company has
mengidentifikasi profil risiko korporat yang disajikan sebagai identified the following corporate risk profile:
berikut:
718 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 719
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko Penyebab Risiko Dampak Risiko Mitigasi
No. Risk Risk Cause Risk Impact Mitigation
1. Potensi ketidaktercapaian 1. Perbaikan jalan Tidak tercapai nya 1. Contraflow
Lalu Lintas Harian Rata-Rata 2. Perubahan moda transportasi pendapatan tol akibat 2. Melakukan analisis dampak moda
(LHR) pengguna jalan seperti adanya moda rendahnya Lalu Lintas transportasi lain
Potential failure to achieve transportasi masal baru Harian Rata-Rata (LHR) 3. Evaluasi lalu lintas dan pendapatan tol
Average Daily Traffic (ADT) 3. Bencana alam Failure to achieve toll road 4. Dibuat SOP pengendalian bencana longsor
4. Perlambatan perekonomian revenue targets due to low 5. Dibentuk Tim satgas beserta susun jadwal
5. Kondisi jalan tol kurang baik Average Daily Traffic (ADT) tugas inspeksi
1. Road improvements 6. Segera dilakukan tindakan jika ditemukan
2. Changes in road users' modes kejadian-kejadian di lapangan
of transportation, such as the 7. Memaksimalkan pemanfaatan media sosial
introduction of new modes of mass untuk mensosialisasikan tempat wisata
transportation dan kuliner sekitar jalan tol serta benefit
3. Natural disasters menggunakan jalan tol
4. Economic slowdown 8. Pemeliharaan dan Perbaikan jalan tol
5. Poor condition of toll roads 1. Contraflow
2. Analyze the impact of other modes of
transportation
3. Evaluate traffic and toll revenue
4. SOP for landslide disaster control established
5. A task force team has been formed, and an
inspection schedule has been drawn up
6. Immediate action taken if incidents are found
in the field
7. Maximize social media use to promote tourist
attractions and culinary spots along the toll
road, as well as the toll road's benefits
8. Maintenance and repair of the toll road
2. Potensi Mitra Usaha Keterbatasan kemampuan keuangan Defisiensi kas yang Berkoordinasi dengan Para Pemegang Saham
tidak bersedia membayar mitra usaha menghambat kegiatan baik secara administratif persuratan dan rapat
setoran modal kepada Anak Limited financial capacity of business operasional Perusahaan untuk menindaklanjuti strategi kebutuhan
Perusahaan Konstruksi partners Cash deficits hinder the pendanaan
Potential Business Partners Company's operational Coordinate with Shareholders both
are unwilling to pay activities administratively through correspondence and
capital deposits to the meetings to follow up on funding strategy needs
Construction Subsidiary
3. Potensi meningkatnya suku 1. Perjanjian kredit investasi dengan Naiknya bunga pinjaman Refinancing Kredit Investasi
bunga pinjaman skema semi-floating rate ATD+4 korporasi berpotensi Refinancing of Investment Loans
Potential increase in loan 2. Fluktuasi BI Rate menambah beban bunga
interest rates 1. Investment credit agreement with a dan kebutuhan pendanaan
semi-floating rate scheme of ATD+4 Rising corporate loan
2. BI Rate fluctuations interest rates have the
potential to increase
interest expenses and
funding requirements
4. Potensi kenaikan biaya 1. Kenaikan tarif pajak sesuai kebijakan Peningkatan beban 1. Bekerja sama atau berdiskusi dengan
pembayaran PBB akibat pemerintah pusat atau daerah biaya bagi perusahaan, pemerintah daerah untuk mendapatkan
penetapan/perubahan tarif 2. Kenaikan NJOP menurunnya EBITDA margin keringanan atau insentif pajak jika kenaikan
pajak berdasarkan kebijakan 1. Increase in tax rates in accordance Increased costs for tarif PBB terlalu membebani
masing-masing daerah tiap with central or local government companies, decreased 2. Koordinasi secara berkala terkait rencana
tahunnya policies EBITDA margin penerbitan SPPT PBB
Potential increase in 2. Increase in NJOP 1. Collaborate or discuss with local
property tax payments due governments to obtain tax relief or
to the determination/change incentives if the increase in PBB rates is too
of tax rates based on the burdensome
policies of each region every 2. Regular coordination regarding plans to issue
year PBB SPPT
5. Potensi anak perusahaan 1. Mundurnya jadwal proyek pekerjaan Tidak tercapainya KPI 1. Memastikan RKAP APUL (JMTO dan JMTM)
usaha lain belum mampu 2. Kapabilitas kompetitor lebih baik Direktorat dan KPI Unit tercapai
memberikan profit yang 1. Project schedule delays Failure to achieve 2. Melakukan rapat teknis dan strategis melalui
diharapkan 2. Competitors' capabilities are better Directorate KPIs and Unit rapat kinerja setiap bulan
The potential of other KPIs 3. Melakukan kajian model bisnis
business subsidiaries has 1. Ensuring that the APUL (JMTO and JMTM)
not been able to generate RKAP is achieved
the expected profits 2. Conducting technical and strategic meetings
through monthly performance meetings
3. Conducting a business model review
6. Potensi pengajuan 1. Kategori kejadian merupakan risiko 1. Tidak tercapainya IRR 1. Pengajuan kompensasi berdasarkan biaya
kompensasi penyesuaian bisnis menurut PPJT jika kompensasi tidak SPM rest area
tarif ditolak sebagian/ 2. Adanya perubahan nilai persyaratan didapatkan 2. Penambahan lingkup investasi pada ruas ABC
seluruhnya kompensasi kenaikan tarif tol yang 2. Kehilangan pendapatan Semarang
Potential for tariff diajukan ke BPJT tol 1. Submission of compensation based on SPM
adjustment compensation 3. Ketidaksesuian perhitungan usulan 3. Terganggunya keuangan rest area costs
claims to be partially/fully kompensasi Perusahaan 2. Expansion of investment scope on the ABC
rejected 1. The incident category is a business 1. Failure to achieve the Semarang section
risk according to PPJT IRR if compensation is
2. Changes in the value of not obtained
compensation requirements for toll 2. Loss of toll revenue
rate increases submitted to BPJT 3. Disruption of the
3. Inconsistency in the calculation of Company's finances
the proposed compensation
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 719
Page 720
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko Penyebab Risiko Dampak Risiko Mitigasi
No. Risk Risk Cause Risk Impact Mitigation
7. Potensi adanya 1. Perubahan kebijakan Kehilangan pendapatan 1. Koordinasi dengan regulator terkait
keterlambatan penyesuaian 2. Pengajuan penyesuaian tarif ke BPJT tol atas keterlambatan 2. Membuat persiapan dari persuratan
tarif tol terlambat penyesuaian tarif pemenuhan SPM 6 bulan sebelum jadwal
Potential for delays in toll 3. Waktu transaksi melebihi standar Loss of toll revenue due to penyesuaian tarif
rate adjustments 4. Keterlambatan penyampaian data delays in tariff adjustments 3. Peningkatan koordinasi dengan pihak terkait
dari permohonan/unit kerja terkait 4. Monitoring & inspeksi perkerasan jalan
5. SFO Scrapping, Filling, Overlay) 1. Coordination with relevant regulators
1. Policy changes 2. Preparation of SPM compliance
2. Late submission of toll rate documentation six months prior to the tariff
adjustment proposals to BPJT adjustment schedule
3. Transaction time exceeds standard 3. Enhanced coordination with relevant parties
4. Delays in the submission of data from 4. Monitoring & inspection of road pavement
related applications/work units
5. SFO (Scrapping, Filling, Overlay)
8. Potensi kalah dalam lelang 1. Kelengkapan administrasi kurang dari 1. Terganggunya bisnis 1. Melakukan penyusunan paket layanan
untuk proyek baru Anak yang dipersyaratkan Perusahaan dalam 2. Berkoordinasi dengan Pembina di Perusahaan
Perusahaan Usaha Lain 2. Tidak dapat memenuhi regulasi yang jangka panjang Induk
Potential to lose in tender berlaku 2. Perusahaan tidak 3. Update mengenai regulasi yang baru
for new projects of other 3. Kurangnya rekanan supplier mendapatkan hak 4. Rapat berkala terkait regulasi baru
subsidiaries bahan, upah dan alat yang dapat pengusahaan jalan tol 5. Melakukan survey serta analisa harga
memberikan harga yang bersaing baru berdasarkan pendekatan-pendekatan
1. Administrative requirements are not 1. Disruption of the teknis untuk penyusunan standarisasi harga
fully met Company's business in penawaran
2. Unable to comply with applicable the long term 6. Membuat database rekanan suplier bahan,
regulations 2. The Company does upah, dan alat
3. Lack of suppliers of materials, not obtain the right to 1. Develop service packages
labor, and equipment that can offer operate a new toll road 2. Coordinate with supervisors at the parent
competitive prices company
3. Provide updates on new regulations
4. Hold regular meetings regarding new
regulations
5. Conduct surveys and price analyses
based on technical approaches to develop
standardized bid prices
6. Create a database of suppliers of materials,
labor, and tools
9. Potensi adanya cost 1. Tidak optimalnya metode kerja 1. Realisasi capex jalan tol 1. Koordinasi lebih intens antara Tim Proyek dan
overrun dalam proses kontraktor di atas RKAP Tim Teknik
konstruksi 2. Adanya kondisi lapangan yang tidak 2. Keterlambatan 2. Koordinasi lebih intens antara Tim Proyek dan
Potential for cost overruns terdeteksi pada saat penyusunan DED penyelesaian konstruksi Tim Lahan
in the construction process 3. Kondisi ketersediaan lahan tidak sesuai 3. Tidak tercapainya 3. Koordinasi dengan Kontraktor dan Konsultan
dengan rencana kerja kontraktor tingkat pengembalian Perencana
4. Klaim penyesuaian harga dari investasi (IRR) proyek 4. Melakukan value engineering terhadap
kontraktor jalan tol kondisi lapangan
5. Terdapat perubahan desain dan 1. Realization of toll road 1. More intensive coordination between the
lingkup proyek capex above the RKAP Project Team and the Engineering Team
6. Ketidaksesuaian kondisi lapangan dan 2. Delays in construction 2. More intensive coordination between the
desain completion Project Team and the Land Team
1. Suboptimal contractor work methods 3. Failure to achieve the toll 3. Coordination with Contractors and Planning
2. Conditions on site that were not road project's internal Consultants
detected during the preparation of the rate of return (IRR) 4. Performing value engineering on field
detailed engineering design conditions
3. Land availability conditions are not
in accordance with the contractor's
work plan
4. Price adjustment claims from the
contractor
5. Changes in design and project scope
6. Mismatch between field conditions
and design
10. Potensi terlambatnya Kelengkapan administrasi kurang dari Adanya selisih cost of fund 1. Berkoordinasi dengan Para Pihak, di antaranya
pengembalian Dana yang dipersyaratkan yang ditanggung oleh APJT Kontraktor dan Konsultan terkait, termasuk
Talangan Tanah dari Administrative requirements not fully Cost of fund differences Konsultan Hukum untuk mengantisipasi tidak
Pemerintah met borne by APJT terpenuhinya compliance atas administrasi/
Potential delay in the return dokumentasi pelaksanaan proses konstruksi
of Land Loan Funds from 2. Verifikasi dengan PPK lahan dan BPN
the Government 3. Berkoordinasi dengan BPJT dan Bina Marga
PUPR
1. Coordinate with relevant parties, including
contractors and consultants, including legal
consultants, to anticipate non-compliance with
the administration of the Construction Process
Implementation Documentation
2. Verify with PPK and BPN
3. Coordinate with the BPJT and Bina Marga PUPR
720 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 721
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko Penyebab Risiko Dampak Risiko Mitigasi
No. Risk Risk Cause Risk Impact Mitigation
11. Potensi kenaikan 1. Kenaikan Inflasi Tidak tercapainya target 1. Bermitra dengan Service Provider pelayanan
biaya operasional dan 2. Kecelakaan/kelalaian pengguna jalan EBITDA, EBITDA Margin, & operasional dan pemeliharaan jalan tol
pemeliharaan jalan tol tol EBITDA Growth 2. Penyusunan laporan, monitoring penyampaian
Potential increase 3. Kesalahan perencanaan anggaran Failure to achieve EBITDA, laporan dan koordinasi dengan service provider
in operational and 4. Perubahan kebijakan EBITDA Margin, & EBITDA terkait kerusakan/hambatan tersebut
maintenance costs for toll 5. Kendaraan Over Dimension Over Load Growth targets 3. Kerjasama dengan service provider pelayanan
roads 1. Inflation increase operasi dan pemeliharaan untuk perbaikan
2. Accidents/negligence of toll road kerusakan/hambatan tersebut
users 4. Koordinasi dengan Unit Kerja
3. Budget planning errors 5. Meningkatkan kordinasi dengan BPJT/JBH
4. Policy changes 6. Operasi ODOL
5. Over-dimensioned and overloaded 7. Melakukan proses efisiensi penggunaan
vehicles anggaran
8. Melakukan rapat teknis dan strategis melalui
rapat kinerja secara berkala
1. Partnering with service providers for toll road
operation and maintenance services
2. Preparing reports, monitoring report delivery,
and coordinating with service providers
regarding damage/obstacles
3. Collaborating with service providers for
operation and maintenance services to repair
damage/obstacles
4. Coordinating with work units
5. Improving coordination with BPJT/JBH
6. ODOL operations
7. Implementing budget efficiency processes
8. Conducting technical and strategic meetings
through regular performance reviews
12. Potensi terdapat kerusakan 1. Perkerasan jalan sudah mendekati umur 1. Tidak terpenuhinya SPM 1. Melaksanakan program pemeliharaan
pada jalan tol, jembatan tol desain Perseroan perkerasan jalan tol
dan prasarananya 2. Jembatan sudah mendekati umur desain 2. Biaya operasional dan 2. Melaksanakan program pemeliharaan
Potential damage to toll 3. Kapasitas penampang saluran tidak pemeliharaan lebih tinggi jembatan jalan tol
roads, toll bridges, and their sebanding dengan debit air yang harus dari anggaran Perseroan 3. Melaksanakan program pemeliharaan saluran
infrastructure ditampung dikarenakan kondisi endapan 1. Failure to meet the jalan tol
4. Kondisi tanah timbunan lereng yang Company's SPM 4. Melaksanakan program pemeliharaan lereng
jenuh air dan kemiringan lereng yang 2. Operational and jalan tol
curam maintenance costs 5. Koordinasi dengan service provider untuk
5. Adanya penambahan biaya are higher than the membuat rambu tambahan
pemeliharaan yang tidak ditanggung Company's budget 6. Melakukan monitoring lapangan
service provider 7. Melakukan Pemeliharaan Rutin untuk menjaga
6. Karakteristik tanah kualitas infrastruktur Jalan Tol
7. Umur aset 8. Melaksanakan pengadaan asuransi CECR
8. Terdapat aktivitas konstruksi yang (Civil Engineering Completed Risk)
bersinggungan dengan aset eksisting 9. Melakukan inspeksi secara berkelanjutan
9. Nilai kerusakan sarana pelengkap yang 10. Segera melakukan tindakan jika ditemukan
terjadi melebihi loss limit yang di cover kejadian-kejadian di lapangan
oleh pihak Asuransi 11. Dibuat jadwal tugas inspeksi
1. Road pavement is approaching its 1. Implementing toll road pavement maintenance
design life programs
2. The bridge is approaching its design life 2. Implementing the toll road bridge maintenance
3. The cross-sectional capacity of program
the channel is not proportional to 3. Implementing the toll road drainage
the water discharge that must be maintenance program
accommodated due to sediment 4. Implementing the toll road slope maintenance
conditions program
4. The saturated soil conditions of the 5. Coordinating with service providers to install
embankment slopes and the steep slope additional signs
gradients 6. Conducting field monitoring
5. Additional maintenance costs not 7. Performing routine maintenance to maintain
covered by the service provider the quality of toll road infrastructure
6. Soil characteristics 8. Implementing CECR (Civil Engineering
7. Asset age Completed Risk) insurance procurement
8. There are construction activities that 9. Conducting continuous inspections
interfere with existing assets 10. Take immediate action if incidents are found
9. The value of damage to ancillary in the field
facilities exceeds the loss limit covered 11. Creating an inspection task schedule
by the insurance company
13. Potensi adanya Force 1. Kawasan rawan gempa bumi 1. Potensi kerusakan Menyediakan Asuransi Civil Engineering
Majeure 2. Letak Jalan Tol Bali Mandara aset akibat kerusakan Completed Risk (CECR) yang mencakup
Potential for force majeure termasuk dalam daftar wilayah yang infrastruktur oleh kerusakan akibat gempa bumi akan mengurangi
berpotensi tinggi gempa. Secara gempa bumi mencakup beban finansial perusahaan dalam perbaikan dan
tektonik, Bali sendiri merupakan gangguan operasional pemulihan, memastikan stabilitas operasional
wilayah yang diapit dua sumber dan pemulihan dan finansial pasca kejadian
gempa potensial 2. Potensi kehilangan Providing Civil Engineering Completed Risk
1. Earthquake-prone area pendapatan tol (CECR) insurance that covers earthquake
2. The Bali Mandara Toll Road is 1. Potential damage damage will reduce the company's financial
included in the list of areas with high to assets due to burden in repairs and recovery, ensuring
earthquake potential. Tectonically, infrastructure damage operational and financial stability after the event
Bali itself is an area flanked by two caused by earthquakes
potential earthquake sources includes operational
disruption and recovery
2. Potential loss of toll
revenue
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 721
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko Penyebab Risiko Dampak Risiko Mitigasi
No. Risk Risk Cause Risk Impact Mitigation
14. Potensi keterlambatan 1. Terdapat perubahan desain dan 1. Mundurnya rencana 1. Melakukan pemantauan dan evaluasi rutin
penyelesaian proyek jalan lingkup proyek operasional Jalan Tol aspek biaya dan pelaksanaan konstruksi
tol 2. Minimnya sumber (quarry) material 2. Berpotensi 2. Mengevaluasi secara berkala sisa kebutuhan
Potential delays in the 3. Peralatan yang dibutuhkan untuk bertambahnya biaya material timbunan dan sisa deposit material
completion of toll road menunjang penyelesaian pekerjaan konstruksi pada Quarry yang tersedia, serta mencari opsi
projects struktur tidak sesuai dengan 1. Delay in the operational Quarry lain
kebutuhan plan for the toll road 3. Mengevaluasi jadwal rencana kerja dengan
4. Terhambatnya pembebasan lahan 2. Potential increase in menentukan lintasan kritis pada setiap
1. There are changes to the project's construction costs tahapan pekerjaan dan mengatur sequence
design and scope perpindahan peralatan
2. Limited availability of material 4. Berkoordinasi intens dengan pihak PPK lahan
sources (quarries) dan BPN untuk proses pembebasan lahan
3. The equipment needed to complete (P1, P2)
structural work does not meet the 1. Conducting routine monitoring and
requirements evaluation of cost aspects and construction
4. Delays in land acquisition implementation
2. Periodically evaluate the remaining stockpile
material requirements and remaining material
deposits at the available quarry, and seek
other quarry options
3. Evaluate the work plan schedule by
determining the critical path for each work
phase and arranging the sequence of
equipment movement
4. Coordinate intensively with PPK and the BPN
for the land acquisition process (P1, P2)
15. Potensi terjadinya Malware dan ransomware Akan berdampak pada 1. Program Operasional Sistem dan Infrastruktur
kebocoran data pribadi dan/ Malware and ransomware. reputasi perusahaan yaitu TI
atau Jasa Marga pemberitaan negatif di 2. Program Pemeliharan dan Pengoperasian
Potential for personal and/ media Aplikasi
or Jasa Marga data leaks Will impact the company's 3. Program Pengembangan Sistem dan
reputation, i.e., negative Infrastruktur TI
media coverage 1. Operational Program for IT Systems and
Infrastructure
2. Application Maintenance and Operation
Program
3. IT System and Infrastructure Development
Program
16. Potensi disrupsi penerapan 1. Terdapat kebijakan implementasi Pengalihan hak 1. Melakukan penyusunan kajian transformasi
teknologi nontunai teknologi transaksi nontunai pengumpulan tol dari BUJT model bisnis
nirsentuh nirhenti nirsentuh nirhenti ke Pemerintah melalui 2. Melakukan pengembangan model bisnis baru
pengoperasian jalan tol 2. Perubahan sistem peralatan tol BUP dapat menimbulkan 3. Melakukan rapat dan diskusi dengan BPJT
Potential disruption from 1. There is a policy for implementing potensi penurunan untuk memastikan kejelasan dan kepastian
the implementation of contactless cashless transaction penerimaan pendapatan tol mekanisme penerapan teknologi ini
contactless cashless technology dikarenakan ketidakpastian 1. Conducting a review of business model
technology in toll road 2. Changes to the toll equipment dalam penegakan hukum, transformation
operations system ketidakakuratan data 2. Developing new business models
transaksi, dan berbagai hal 3. Holding meetings and discussions with BPJT
teknis yang lain to ensure clarity and certainty regarding the
The transfer of toll mechanism for implementing this technology
collection rights from BUJT
to the Government through
BUP may lead to a potential
decline in toll revenue
due to uncertainty in law
enforcement, inaccuracies
in transaction data, and
various other technical
issues
17. Potensi kegagalan/ Tidak terdapat kesepakan transaksi Beban bunga yang harus Berkoordinasi dengan RNT dan ruas APJT,
keterlambatan pencapaian No transaction agreement dibayarkan akibat gagalnya serta konsultan independen terkait kajian
target aksi korporasi aksi korporasi aksi korporasi dan melakukan monitoring
strategis Jasa Marga Interest expenses payable pelaksanaan aksi korporasi tersebut
Potential failure/delay in due to corporate actions Coordinate with RNT and APJT, as well as
achieving Jasa Marga's failures independent consultants, on corporate action
strategic corporate action studies, and monitor the implementation of
targets these corporate actions.
722 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko Penyebab Risiko Dampak Risiko Mitigasi
No. Risk Risk Cause Risk Impact Mitigation
18. Potensi terjadinya 1. Kelalaian pekerja dalam Potensi meningkatnya 1. Melakukan sosialisasi terkait K3 secara
gangguan kesehatan dan melaksanakan pekerjaan tingkat kematian di periodik
keselamatan kerja 2. Kurangnya pemahaman karyawan tempat kerja atau yang 2. Melakukan surveillance Sistem Manajemen
Potential for occupational akan prosedur keselamatan kerja disebabkan oleh kondisi K3 berbasis ISO 45001:2018
health and safety hazards 3. Penggunaan peralatan keselamatan kerja yang berbahaya 3. Melakukan simulasi tanggap darurat secara
yang tidak tepat dapat menyebabkan periodik
4. Kondisi lingkungan kerja yang kurang dampak reputasi yang 4. Pemberian Alat Pelindung Diri yang sesuai
aman besar dan mengakibatkan dengan SNI, serta pemenuhan kelengkapan
1. Employee negligence in performing denda dari pihak regulator K3
work serta pemberian sanksi 1. Conducting periodic OSH awareness
2. Lack of employee understanding of perusahaan oleh pemerintah campaigns
occupational safety procedures The potential for increased 2. Conducting surveillance of the OSH
3. Inappropriate use of safety workplace fatalities or Management System based on ISO
equipment those caused by hazardous 45001:2018
4. Unsafe working conditions working conditions 3. Conducting periodic emergency response
can result in significant simulations
reputational damage and 4. Providing personal protective equipment that
lead to fines from regulators complies with SNI, and ensuring compliance
and government sanctions with OSH requirements
against the Company.
19. Potensi tidak mencapai 1. Ketidakpuasan masyarakat terhadap Penurunan ESG rating 1. Mengadakan sosisalisasi dan workshop
standar Environmental, dampak sosial pembangunan Sustainalytic mengenai perhitungan program TJSL
Social, and Governance infrastruktur, seperti penggusuran Decline in ESG Sustainalytic menggunakan perhitungan SROI
(ESG) yang diharapkan oleh atau gangguan lingkungan sekitar rating 2. Pertemuan dan diskusi rutin dari level
pemangku kepentingan dan 2. Kurangnya inisiatif untuk tertinggi Key Stakeholder dan pelaksanaan
lembaga pemeringkat pemberdayaan masyarakat setempat program CSR di daerah sekitar jalan tol
Potential failure to meet atau pelibatan dalam pengembangan 1. Holding disseminations and workshops on
the Environmental, Social, infrastruktur the TJSL program calculations using SROI
and Governance (ESG) 1. Community dissatisfaction with calculations
standards expected by the social impacts of infrastructure 2. Regular meetings and discussions at the
stakeholders and rating development, such as evictions or highest level of Key Stakeholders, and
agencies environmental disturbances implementation of CSR programs in areas
2. Lack of initiatives for community surrounding the toll road
empowerment or involvement in
infrastructure development
20. Potensi adanya kasus 1. Tidak teridentifikasinya risiko 1. Publikasi negatif 1. Memastikan dan melakukan pengecekan
penyuapan dan/atau penyuapan yang timbul dari proses mencapai skala berkala akan teridentifikasinya risiko
konflik kepentingan yang bisnis pada Unit Kerja dalam internasional yang penyuapan yang timbul dari proses bisnis
melibatkan Jasa Marga dokumen Penilaian Risiko Penyuapan tersebar di sosial pada unit kerja dalam dokumen penilaian
Potential for bribery and/ (BRA) media dan/atau risiko penyuapan
or conflicts of interest 2. Belum optimalnya pengendalian memerlukan penanganan 2. Mengadakan program peningkatan
involving Jasa Marga eksisting dan rencana mitigasi dalam kewenangan Kantor pemahaman atas kebijakan dan pemenuhan
pengukuran dokumen Penilaian Risiko Pusat persyaratan ISO 37001
Penyuapan (BRA) 2. Terjadinya pelanggaran 1. Ensuring and conducting periodic checks to
3. Kurangnya pemahaman atas ketentuan/kepatuhan identify bribery risks arising from business
kebijakan dan pemenuhan 3. Pemberitaan negatif di processes within work units, as documented
persyaratan ISO 37001 media in bribery risk assessment documents
4. Kurangnya monitoring penerapan 1. Negative publicity 2. Conducting programs to enhance
SMAP Perseroan reaching an international understanding of policies and compliance
5. Kurangnya kompetensi personel scale, spread across with ISO 37001 requirements
Perseroan terkait dengan SMAP social media, and/or
1. The risk of bribery arising from requires handling by the
business processes in Work Units Head Office
is not identified in the Bribery Risk 2. Occurrence of violations
Assessment (BRA) document of regulations/
2. Suboptimal existing controls and compliance
mitigation plans in the measurement 3. Negative media
of the Bribery Risk Assessment (BRA) coverage
document
3. Lack of understanding of policies
and compliance with ISO 37001
requirements
4. Insufficient monitoring of the
implementation of the Company's
SMAP
5. Lack of personnel competence
related to SMAP
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 723
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Profil Risiko Korporat
Table of Corporate Risk Profile
Risiko Penyebab Risiko Dampak Risiko Mitigasi
No. Risk Risk Cause Risk Impact Mitigation
21. Potensi kegagalan 1. Kurangnya kualifikasi dan kompetensi 1. Kegagalan dalam 1. Mengoptimalkan penanaman budaya risiko
implementasi roadmap personil Manajemen Risiko merespons atau 2. Melakukan penyusunan Business Continuity
manajemen risiko 2. Perubahan prioritisasi dari pemegang mengatasi risiko dapat Management System (BCMS)
Potential failure to saham mempengaruhi citra 3. Melakukan Kaji Ulang Peraturan
implement the risk 3. Perubahan kebijakan perusahaan 1. Optimizing the implementation of a risk culture
management roadmap 1. Lack of qualifications and 2. Perusahaan tidak siap 2. Implementing a Business Continuity
competence of Risk Management dalam menghadapi Management System (BCMS)
personnel ancaman yang datang 3. Reviewing Regulations
2. Changes in shareholder priorities 3. Mengakibatkan kerugian
3. Policy changes finansial, seperti kerugian
investasi, biaya hukum,
atau biaya pemulihan
pasca-kejadian tak
terduga
1. Failure to respond to or
address risks can affect
the company's image
2. The company is not
prepared to face threats
3. Resulting in financial
losses, such as
investment losses, legal
costs, or post-incident
recovery costs
Selanjutnya, sesuai arahan PT Danantara Asset Selanjutnya, sesuai arahan PT Danantara Asset
Management, Perseroan juga menyusun profil risiko korporat Management, Perseroan juga menyusun profil risiko korporat
berbasis parameter risiko. Profil risiko berbasis parameter berbasis parameter risiko. Profil risiko berbasis parameter
ini digunakan untuk memberikan gambaran risiko yang lebih ini digunakan untuk memberikan gambaran risiko yang lebih
terukur melalui penetapan risk limit, risk appetite, dan risk terukur melalui penetapan risk limit, risk appetite, dan risk
tolerance, sehingga mendukung konsistensi pemantauan tolerance, sehingga mendukung konsistensi pemantauan
risiko serta pengambilan keputusan manajemen. risiko serta pengambilan keputusan manajemen.
Profil risiko Perseroan berdasarkan parameter risiko tersebut Profil risiko Perseroan berdasarkan parameter risiko tersebut
disajikan pada tabel berikut: disajikan pada tabel berikut:
Parameter Strategi Pengendalian
No. Parameters Control Strategy
1 Strategic Risk
a. Potensi kehilangan • Melakukan koordinasi aktif dengan BPJT dan Kementerian PU untuk percepatan proses evaluasi
pendapatan tol tarif.
akibat penundaan • Melakukan optimalisasi biaya O&M sesuai kebutuhan operasional yang memperhatikan pemenuhan
penyesuaian tarif SPM dan aspek keselamatan agar arus kas tetap sehat.
Potential loss of toll • Mempercepat penanganan tindak lanjut seluruh temuan SPM oleh Kementerian PU.
revenue due to delays • Actively coordinating with BPJT and the Ministry of Public Works to accelerate the tariff evaluation
in tariff adjustments process.
• Optimising O&M costs in line with operational requirements, taking into account SPM compliance
and safety aspects to maintain healthy cash flow.
• Accelerating the follow-up of all SPM findings by the Ministry of Public Works.
b. Potensi deviasi volume • Pelaksanaan rekayasa lalu lintas Contra Flow pada hari kerja dan akhir pekan untuk penambahan
lalu lintas kapasitas lajur pada ruas-ruas Metropolitan maupun pada ruas-ruas lain saat event-event nasional
Potential traffic volume seperti Lebaran dan Nataru.
deviation • Peningkatan kapasitas transaksi gerbang tol pada gerbang tol yang terjadi kepadatan melalui
penambahan lajur transaksi, penambahan Oblique Approach Booth (OAB) maupun penggunaan
mobile reader guna memperlancar transaksi di Gerbang Tol.
• Pengelolaan Lanjutan Model Lalu Lintas Pulau Jawa Terintegrasi Perkotaan Jabodetabek-Bandung
Raya.
• Implementation of Contra Flow traffic engineering on weekdays and weekends to increase lane
capacity on metropolitan roads and other roads during national events such as Eid al-Fitr and
Christmas and New Year.
• Increasing toll gate transaction capacity at toll gates experiencing congestion by adding
transaction lanes, adding Oblique Approach Booths (OABs) and using mobile readers to streamline
transactions at toll gates.
• Continued management of the Integrated Urban Traffic Model for Java Island in the Greater
Jakarta-Greater Bandung area.
724 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Parameter Strategi Pengendalian
No. Parameters Control Strategy
c. Potensi kehilangan • Penetapan diskon berbasis waktu (periode libur panjang dan untuk mendistribusi persebaran
pendapatan tol akibat traffic).
adanya diskon tarif tol • Monitoring penerapan diskon tarif setiap periodenya.
Potential loss of toll • Review bulanan terhadap realisasi revenue dan proyeksinya.
revenue due to toll • Setting time-based discounts (long holiday periods and to distribute traffic).
discounts • Monitoring the application of tariff discounts for each period.
• Monthly review of revenue realisation and projections.
2 Market Risk
a. Potensi beban bunga • Evaluasi realisasi beban secara berkala.
yang dapat diserap • Optimalisasi beban untuk meningkatkan EBITDA.
terhadap EBITDA • Efisiensi biaya operasional.
Potential interest • Periodic evaluation of expense realisation.
expense that can be • Optimisation of expenses to increase EBITDA.
absorbed by EBITDA • Operational cost efficiency.
b. Effective Rate Floating • Melakukan koordinasi berkala dengan perbankan untuk update trend rate dan negosiasi.
Interest • Mencari pinjaman dengan suku bunga paling kompetitif.
• Pengelolaaan struktur pendanaan dengan menjaga komposisi fixed & floating rate.
• Coordinate regularly with banks to update rate trends and negotiations.
• Seek loans with the most competitive interest rates.
• Manage funding structures by maintaining the composition of fixed and floating rates.
3 Financial Risk (inc. Liquidity Risk, Insurance Risk)
a. Current ratio • Mengoptimalkan cash management.
• Pengelolaan jadwal utang jangka pendek.
• Prioritisasi dan Penjadwalan Belanja Operasional & Capex.
• Optimising cash management.
• Managing short-term debt schedules.
• Prioritising and scheduling operational and capital expenditure.
b. Debt to Equity Ratio • Melakukan percepatan pelunasan hutang.
(DER) • Melakukan penguatan perencanaan arus kas dan laba ditahan.
• Melakukan evaluasi rencana pendanaan dan investasi terhadap dampaknya pada DER.
• Accelerating debt repayment.
• Strengthening cash flow and retained earnings planning.
• Evaluating funding and investment plans for their impact on the debt-equity ratio.
c. Operating Margin Ratio • Mengoptimalkan beban usaha tanpa mengurangi standar pelayanan minimum (SPM).
• Peningkatan produktivitas dan utilisasi aset operasional.
• Pengendalian biaya pemeliharaan dengan pemeliharaan yang bersifat preventif.
• Optimising operational costs without compromising minimum service standards (SPM).
• Improving productivity and utilisation of operational assets.
• Controlling maintenance costs through preventive maintenance.
4 Credit/Counterparty Credit Risk
a. Persentase kerugian • Melakukan negosiasi ulang skema investasi dan pembagian risiko dengan mitra.
akibat mitra usaha • Melakukan koordinasi rutin dengan mitra usaha terkait progres proyek dan kebutuhan pendanaan.
tidak melakukan • Melakukan monitoring pemenuhan setoran modal secara rutin dan melakukan koordinasi dengan
setoran modal mitra secara rutin sebelum tanggal jatuh tempo.
Percentage of losses • Renegotiating investment schemes and risk sharing with partners.
due to business • Coordinating regularly with business partners regarding project progress and funding requirements.
partners not making • Monitoring capital deposits regularly and coordinating with partners regularly before the due date.
capital contributions
b. Persentase deviasi • Koordinasi dengan PPK, BPN dan LMAN terkait dokumen pendukung pengambalian Dana Talangan
pengembalian DTT Tanah.
terhadap total Account • Melakukan monitoring dan evaluasi terhadap progres & tindak lanjut atas outstanding DTT & CoF.
Receivable • Mengevaluasi target dan realisasi atas verifikasi pemenuhan dokumen untuk pengembalian DTT
Percentage deviation oleh BUJT dan menganalisa penyebab deviasinya.
of DTT returns • Coordinate with the PPK, BPN and LMAN regarding supporting documents for the repayment of
against total accounts Land Advance Funds.
receivable • Monitor and evaluate progress and follow-up on outstanding Land Advance Funds (DTT) and CoF.
• Evaluate targets and actual performance regarding the verification of document compliance for
the repayment of Land Advance Funds (DTT) by BUJT and analyse the causes of any deviations.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 725
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Parameter Strategi Pengendalian
No. Parameters Control Strategy
5 Operational Risk
a. Potensi nilai loss event • Memperkuat sistem pelaporan dan analisis loss event.
force majeure • Meningkatkan efektivitas kontrol internal operasional.
Potential loss value of • Menerapkan teknologi pemeliharaan prediktif untuk menekan potensi kerugian operasional
force majeure events terhadap biaya O&M dan menjaga efisiensi operasional perusahaan.
• Strengthen the loss event reporting and analysis system.
• Improve the effectiveness of operational internal controls.
• Implement predictive maintenance technology to minimise potential operational losses in relation
to O&M costs and maintain the company’s operational efficiency.
b. Persentase response • Penempatan petugas derek, ambulans, mobile customer service, PJR, dan rescue di lokasi
time derek, ambulan, strategis sesuai hasil evaluasi kepadatan lalu lintas.
mobile customer • Pemeliharaan rutin kendaraan operasional.
service, PJR, dan • Peningkatan koordinasi operasional lintas fungsi dan pihak eksternal.
rescue • Deployment of breakdown service vehicles, ambulances, mobile customer service units, traffic
Response time police, and rescue teams at strategic locations based on traffic density assessments.
percentage for tow • Routine maintenance of operational vehicles.
trucks, ambulances, • Enhanced cross-functional operational coordination and collaboration with external parties.
mobile customer
service, PJR, and
rescue
c. Persentase waktu • Melakukan sosialisasi tentang security awareness dan melakukan sosialisasi terkait alur pelaporan
deteksi insiden cyber insiden siber.
security • Menerapkan prinsip zero trust untuk deteksi insiden siber secara otomatis.
Percentage of time • Mengidentifikasi serangan cyber berdasarkan data historis dan data library eksternal yang disertai
taken to detect cyber dengan klasifikasi severity konsisten
security incidents • Conducting oversight through stage-gate reviews prior to cost escalation.
• Monitoring with service providers and consultants when calculating construction costs to ensure
that the cost plan accurately reflects on-site implementation.
• Maintaining strict control over the scope of work (scope discipline).
6 Investment/Project Risk
a. Deviasi capex • Melakukan pengawasan melalui stage-gate review sebelum eskalasi biaya.
konstruksi • Monitoring dengan service provider dan konsultan saat memperhitungkan biaya konstruksi agar
Construction capex perencanaan biaya menggambarkan kesesuaian pelaksanaan di lapangan.
deviation • Melakukan pengendalian ruang lingkup pekerjaan (scope discipline).
• Melakukan pengawasan melalui stage-gate review sebelum eskalasi biaya.
• Monitoring dengan service provider dan konsultan saat memperhitungkan biaya konstruksi agar
perencanaan biaya menggambarkan kesesuaian pelaksanaan di lapangan.
• Melakukan pengendalian ruang lingkup pekerjaan (scope discipline).
7 Reputational Risk
a. Media Sentiment Index: • Pemantauan berita dan publikasi media secara berkala.
Media Konvensional • Penguatan hubungan dengan jurnalis dan media baik lokal maupun nasional.
Media Sentiment Index: • Penyusunan dan pelaksanaan strategi komunikasi proaktif berupa manajemen narasi
Conventional Media • Regular monitoring of news and media publications.
• Strengthening relationships with journalists and media outlets, both local and national.
• Formulating and implementing proactive communication strategies in the form of narrative
management.
b. Social Media Sentiment • Membuat konten positif secara rutin mengenai pelayanan, keselamatan, dan inovasi Perusahaan.
Index: Media Sosial • Menangani keluhan atau komentar negatif melalui kanal resmi secara cepat dan tepat.
Social Media Sentiment • Menyiapkan template respons atas komentar negatif yang disesuaikan untuk isu-isu umum.
Index: Social Media • Regularly create positive content about the Company’s services, safety and innovation.
• Handle complaints or negative comments via official channels promptly and appropriately.
• Prepare response templates for negative comments, tailored to common issues.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Parameter Strategi Pengendalian
No. Parameters Control Strategy
8 Regulatory, Legal, and Compliance Risk
a. Persentase • Secara proaktif melakukan review dokumen kepatuhan.
pelanggaran/tidak • Melakukan sosialisasi kebijakan/peraturan serta melakukan pelatihan kepatuhan.
terpenuhinya kewajiban • Menyusun daftar kewajiban kepatuhan dan pelaksanaan Self-Assessment daftar kewajiban
kepatuhan berdasarkan kepatuhan.
self assessment daftar • Proactively reviewing compliance documents.
kewajiban kepatuhan • Disseminating policies/regulations and conducting compliance training.
Percentage of • Compiling a list of compliance obligations and conducting a self-assessment of the list of
violations/non- compliance obligations.
compliance based on
self-assessment of
compliance obligations
b. Persentase beban dari • Memastikan dokumen-dokumen terkait perkara hukum tersedia.
litigasi dan tindak lanjut • Menerapkan mediasi strategis dan bantuan dari stakeholders maupun pihak eksternal yang
temuan audit terhadap memiliki keahlian.
total beban lain-lain • Melakukan tindak lanjut dan penyelesaian temuan audit secara tepat waktu sesuai rekomendasi
Percentage of litigation hasil pemeriksaan.
and follow-up on audit • Ensuring that documents related to legal cases are available.
findings from total • Implementing strategic mediation and assistance from stakeholders and external parties with
other expenses expertise.
• Following up and resolving audit findings in a timely manner in accordance with the
recommendations of the audit results.
Evaluasi Penerapan Manajemen Risiko Risk Management Implementation
Evaluation
Evaluasi Manajemen Risiko di lingkungan Perseroan meliputi The evaluation of risk management within the Company
hal-hal sebagai berikut: covers the following aspects:
1. Proses evaluasi dilakukan dengan cara membandingkan 1. The evaluation process involves comparing the risks
risiko hasil analisis dengan kriteria yang berlaku untuk identified through analysis with the applicable criteria to
menentukan risiko yang membutuhkan tindak lindung determine which risks require mitigation measures and
dan prioritas penanganan. the priority for addressing them.
2. Kriteria untuk pengambilan keputusan tersebut 2. The criteria for such decision-making must be consistent
harus konsisten dengan konteks eksternal, internal, with the external and internal context, and with the risk
dan manajemen risiko yang telah ditetapkan selaras management framework established in alignment with
dengan sasaran Perseroan, sasaran pengelolaan risiko, the Company’s objectives, risk management objectives,
kepentingan pemangku kepentingan dan lain-lain. stakeholder interests and other relevant factors.
3. Dengan evaluasi risiko maka dapat ditetapkan risiko yang 3. Through risk evaluation, it is possible to identify risks
memerlukan tindak lindung dan prioritasnya atau risiko requiring mitigation measures and their priorities, or
tersebut demikian rendah sehingga hanya memerlukan risks that are so low that they only require monitoring.
monitor.
Monitoring Manajemen Risiko di lingkungan Perseroan Risk Management Monitoring within the Company includes
mencakup hal-hal sebagai berikut: the following:
1. Penerapan manajemen risiko dikelola oleh Unit Kerja/Unit 1. The implementation of risk management is managed
Bisnis sesuai dengan proses bisnis masing-masing Unit by the Work Unit/Business Unit in accordance with the
Kerja/Unit Bisnis. Penerapan manajemen risiko di Unit business processes of each Work Unit/Business Unit.
Kerja/Unit Bisnis menjadi tanggung jawab Unit Kerja/Unit The implementation of risk management in the Work
Bisnis yang bersangkutan dan terdokumentasikan serta Unit/Business Unit is the responsibility of the relevant
termonitor secara periodik. Work Unit/Business Unit and is documented and
monitored periodically.
2. Pemantauan penerapan manajemen risiko di Unit Kerja/ 2. Monitoring of the implementation of risk management in
Unit Bisnis dilakukan dengan membandingkan realisasi the Work Unit/Business Unit is carried out by comparing
dan rencana yang telah disusun sebelumnya secara the realization and plans that have been prepared
periodik serta terdokumentasi dengan baik. previously, periodically, and is well-documented.
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kualitas Penerapan Manajemen Risiko Quality of Risk Management
(KPMR) Implementation (KPMR)
Kualitas penerapan manajemen risiko berdasarkan indikator: The quality of risk management implementation is based on
the following indicators:
1. Pencapaian nilai eksposur risiko dibandingkan dengan 1. Achievement of risk exposure value compared to
target risiko residual. residual risk targets.
2. Pencapaian output pelaksanaan perlakuan risiko 2. Achievement of risk treatment implementation output
dibandingkan dengan target total output perlakuan risiko. compared to the total risk treatment output target.
3. Realisasi biaya pelaksanaan perlakuan risiko 3. Realization of risk treatment implementation costs
dibandingkan dengan anggaran. compared to the budget.
4. Ketepatan penilaian risiko yang meliputi indentifikasi 4. Accuracy of risk assessment, including risk identification,
risiko, kuantifikasi risiko, rencana perlakuan risiko, dan risk quantification, risk treatment plan, and risk
prioritisasi risiko. prioritization.
Berdasarkan penilaian keempat indikator di atas, maka hasil Based on the assessment of the four indicators above, the
skor penilaian terhadap Kualitas Penerapan Manajemen Quality of Risk Management Implementation score for 2025
Risiko tahun 2025 adalah Satisfactory. is Satisfactory.
Hasil Perhitungan Peringkat Komposit Composite Risk Rating Calculation
Risiko Results
Perhitungan peringkat komposit risiko berdasarkan Composite risk rating calculation based on a combination
kombinasi dari variabel: of variables:
1. Pencapaian kinerja dengan hasil yang Baik; dan 1. Performance achievement with good results; and
2. Kualitas penerapan Manajemen Risiko dengan hasil 2. Quality of Risk Management Implementation with a
Satisfactory. Satisfactory result.
Berdasarkan kedua hal tersebut, maka peringkat komposit Based on these factors, the composite risk rating is at
risiko berada pada peringkat 2 dengan kondisi Perseroan level 2, with the Company’s condition being that risks are
berupa Risiko terkendali baik dan kemungkinan tidak sufficiently controlled and the possibility of not achieving
tercapainya target kinerja tergolong rendah. performance targets is relatively low.
Tabel Matriks Peringkat Komposit Risiko
Table of Risk Composite Matrix Rating
Kinerja Kualitas Penerapan Manajemen Risiko
Performance Quality of Risk Management Implementation
Strong Satisfactory Fair Fair Marginal Unsatisfactory
Sangat Baik
1 1 2 3 3
Excellent
Baik
1 2 2 3 4
Good
Cukup
2 2 (3) 4 4
Sufficient
Kurang
2 3 4 4 5
Insufficient
Buruk
3 3 4 5 5
Bad
Level Maturitas Manajemen Risiko Risk Management Maturity Level
Jasa Marga telah melakukan pengukuran tingkat Jasa Marga has measured the maturity level (Risk
kematangan (Risk Maturity Index) dalam pengelolaan risiko Maturity Index) in risk management in 2025 for the 2024
pada tahun 2025 untuk periode pelaksanaan tahun 2024 implementation period to ensure the effectiveness of Risk
untuk memastikan efektivitas Manajemen Risiko selaras Management is in line with the Minister of SOE Regulation
dengan Peraturan Menteri BUMN No. PER-2/MBU/03/2023 No. PER-2/MBU/03/2023 on Guidelines for Governance and
Tentang Pedoman Tata Kelola dan Kegiatan Korporasi Significant Corporate Activities of State-Owned Enterprises,
Signifikan Badan Usaha Milik Negara, dan Keputusan Deputi and the Deputy for Finance and Risk Management Decree
Bidang Keuangan dan Manajemen Risiko No. SK-8/DKU. No. SK-8/DKU.MBU/12/2023 on Technical Guidelines
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
MBU/12/2023 Tentang Petunjuk Teknis Penilaian Indeks for Risk Maturity Index Assessment in State-Owned
Kematangan Risiko Risk Maturity Index) di Lingkungan Enterprises. In 2025, the measurement was carried out by
Badan Usaha Milik Negara. Tahun 2025 pengukuran RWI Consulting, with measurement standards based on the
dilakukan oleh RWI Consulting dengan standar pengukuran Deputy for Finance and Risk Management Decree No. SK-8/
mengacu pada Keputusan Deputi Bidang Keuangan dan DKU.MBU/12/2023 on Technical Guidelines for Assessing
Manajemen Risiko No. SK-8/DKU.MBU/12/2023 Tentang the Risk Maturity Index in State-Owned Enterprises, which
Petunjuk Teknis Penilaian Indeks Kematangan Risiko Risk differs from the previous year in terms of methodology
Maturity Index) di Lingkungan Badan Usaha Milik Negara, and dimensions. The measurement is carried out to assess
yang mana standar pengukuran ini berbeda dengan tahun changes in the Company’s risk management system. This
sebelumnya dalam hal metodologi dan dimensi Pengukuran measurement is important to be carried out to provide
dilakukan untuk mengetahui perubahan perkembangan direction for improvement to the risk management system
sistem manajemen risiko yang diterapkan di Perseroan. currently being implemented at Jasa Marga, with the
Pengukuran ini penting dilakukan dalam rangka memberikan following objectives:
arah perbaikan terhadap sistem manajemen risiko yang
sedang dilaksanakan di Jasa Marga, dengan tujuan sebagai
berikut:
1. Mendapatkan gambaran kondisi penerapan Manajemen 1. To obtain an overview of the implementation of Risk
Risiko beserta identifikasi aspek-aspek di dalam Management and identify aspects within the risk
perencanaan kerangka kerja manajemen risiko; management framework planning;
2. Mendapatkan data atas gap sejauh mana implementasi 2. To obtain data on the extent of the gap in the
manajemen risiko di Perseroan; implementation of risk management in the Company;
3. Mendapatkan rekomendasi (strength dan opportunity 3. To obtain recommendations (strengths and opportunities
for improvement) dan sekaligus mendapatkan arah dan for improvement) as well as direction and suggestions for
saran perbaikan dalam rangka implementasi manajemen improvement in the implementation of risk management
risiko ke depan. going forward.
Dalam pengukuran maturitas, terdiri dari 2 (dua) Aspek In measuring maturity, there are two RMI Assessment
Penilaian RMI terdiri dari: Aspects consisting of:
1. Aspek Dimensi yang terdiri dari: 1. Dimension Aspects, which include:
a. Budaya dan kapabilitas risiko a. Risk culture and capabilities
b. Organisasi dan Tata Kelola Risiko b. Organization and Risk Governance
c. Kerangka Risiko dan Kepatuhan c. Risk and Compliance Framework
d. Proses dan Kontrol Risiko d. Risk Processes and Controls
e. Model, Data, dan Teknologi Risiko e. Risk Models, Data, and Technology
2. Aspek Kinerja yang terdiri dari: 2. Performance Aspects consisting of:
a. Tingkat Kesehatan a. Soundness Level
b. Peringkat Komposit Risiko b. Composite Risk Rating
Adapun metodologi yang digunakan dalam Pengukuran The methodology used in measuring risk management
maturitas manajemen risiko yaitu melalui: maturity is:
1. Review Dokumen; 1. Document Review;
2. Wawancara atau klarifikasi; 2. Interviews or clarifications;
3. Observasi. 3. Observation.
4. Kuisioner; dan 4. Questionnaire; and
5. Site visit. 5. Site visit
Berdasarkan hasil pengukuran RMI yang mengacu kepada Based on the RMI measurement results referring to No. SK-8/
No. SK-8/DKU.MBU/12/2023 Tentang Petunjuk Teknis DKU.MBU/12/2023 on Technical Guidelines for Risk Maturity
Penilaian Indeks Kematangan Risiko Index di Lingkungan Index (Index) Assessment in State-Owned Enterprises,
Badan Usaha Milik Negara, PT Jasa Marga (Persero) Tbk PT Jasa Marga (Persero) Tbk is in the Developing Phase.
berada pada Fase Berkembang. Dengan dilakukan penilaian Based on the RMI assessment and the Areas of Improvement
RMI, berdasarkan Area Of Improvement yang didapat identified during the assessment process, the Company has
dalam proses penilaian, perusahaan menyusun Roadmap developed the following Risk Management Improvement
Perbaikan Manajemen Risiko 2025-2029 sebagai berikut: Roadmap for 2025–2029:
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Grafik Peningkatan Risk Maturity Index
Graph of Risk Maturity Index Improvement
Long-Term Roadmap
for Improvement
Aspek Dimensi: 3,48
PT Jasa Marga (Persero) Tbk Aspek Dimensi: 3,15 Fase Praktik yang Baik
Fase Praktik yang Baik 3.48* Dimension Aspects: 3,48
3.15* Dimension Aspects: 3,15 The Good Practice Phase
The Good Practice Phase Capacity Enhancement Aspek Dimensi: 3,90
Risk System Optimization (Peningkatan Kapabilitas) Fase Praktik yang Lebih Baik
2027
2026 (Optimisasi Sistem Risiko) Dimension Aspects: 3,90
3.90*
A Better Practice Phase
Risk-Based Transformation
Aspek Dimensi: 2,83 (Transformasi Berbasis
2.83 Fase Berkembang (+) Risiko) 2029
Dimension Aspects: 2,83
Developing Phase (+)
Risk Culture Transformation
2025 (Transformasi Budaya Risiko)
3.80*
Aspek Dimensi: 3,80
Fase Praktik yang Baik (+)
Dimension Aspects: 3,80
2028 The Good Practice Phase (+)
Sustainable Risk Governance
2.74 (Tata Kelola Risiko Berkelanjutan)
Aspek Dimensi: 2,74
Fase Berkembang (+)
Dimension Aspects: 2,74
2024 Developing Phase (+) * Dengan asumsi total skor Aspek Kinerja tercapai pada rentang skor >90, dan
terdapat penyesuaian sebesar -0.00 pada capaian Aspek Dimensi
Assuming that the total Performance Aspect score is achieved in the score
range >90, and there is an adjustment of -0.00 in the Dimension Aspect
achievement.
** Tahun yang tercantum merujuk pada tahun buku penilaian
The year indicated refers to the year of assessment.
Grafik Realisasi Skor RMI 2023-2024
RMI Score Realisation Chart 2023-2024
2,10 2,74
2023 2024
Level yang digunakan untuk melakukan pengukuran The maturity levels used to measure risk management
terhadap tingkat maturitas manajemen risiko menggunakan are 5 (five), reflecting the Company’s competence in
5 (lima) level yang menggambarkan kompetensi Perseroan implementing risk management.
dalam menerapkan manajemen risiko.
Contingency Plan Contingency Plan
Sehubungan dengan Peraturan Menteri Badan Usaha Per Minister of State-Owned Enterprises (SOE) Regulation
Milik Negara (BUMN) Nomor PER-2/MBU/03/2023 tanggal No. PER-2/MBU/03/2023 dated March 3, 2023, on Guidelines
3 Maret 2023 tentang Pedoman Tata Kelola dan Kegiatan for Corporate Governance and Significant Corporate
Korporasi Signifikan BUMN serta merujuk pada Aspirasi Activities of SOE and referring to Shareholder Aspirations
Pemegang Saham (APS) No. S-468/MBU/09/2024 sebagai (APS) No. S-468/MBU/09/2024 provides guidelines for the
pedoman penyusunan Rencana Kerja dan Anggaran preparation of the 2025 SOE Work Plan and Budget (RKAP),
Perusahaan (RKAP) BUMN Tahun 2025 yang mengatur which regulates the preparation of a Contingency Plan. As
penyusunan Rencana Darurat Contingency Plan), Sebagai an SOE with Systemic Category A and Conglomerate status,
BUMN dengan Kategori Sistemik A dan Konglomerasi, the Company is required to prepare a Contingency Plan.
Perusahaan wajib menyusun Contingency Plan.
Pedoman Rencana Darurat Contingency Plan) Jasa Marga The Jasa Marga Contingency Plan guidelines explain how
menjelaskan bagaimana Perusahaan berencana mengatasi the Company plans to overcome financial pressures in
tekanan keuangan apabila krisis terjadi. Contingency Plan the event of a crisis. This Contingency Plan provides a
ini mendeskripsikan perihal gambaran umum Perusahaan, general overview of the Company, including its condition
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
termasuk kondisi dan profil Perusahaan, jaringan kantor and profile, office and subsidiary networks, subsidiary
dan anak perusahaan, struktur korporasi anak perusahaan, corporate structure, business relationships, and stress-
keterkaitan usaha, analisis skenario dampak kondisi stress. scenario impact analysis. In determining scenarios under
Dalam penentuan skenario dalam kondisi stress Perusahaan stress conditions, the Company uses analyses that occur
menggunakan analisis yang terjadi baik secara eksternal both externally, domestically, and internationally (market-
yang bersifat domestik maupun internasional (market-wide wide shock), as well as individually (idiosyncratic) to the
shock) maupun secara individu (idiosyncratic) terhadap Company’s business conditions.
kondisi bisnis Perusahaan.
Contingency Plan ini juga mendeskripsikan indikator yang This Contingency Plan also describes the indicators used
digunakan dalam rencana aksi (recovery plan), pemicu in the action plan (recovery plan), trigger levels, review of
terjadinya tingkat kedaruratan (trigger level), kajian opsi recovery options, assessment of the feasibility of recovery
pemulihan, penilaian kelayakan opsi pemulihan, penetapan options, determination of recovery options and determination
opsi pemulihan dan menetapkan opsi resolusi untuk of resolution options for handling or settlement when the
penanganan atau penyelesaian saat Perusahaan dalam Company is in a state of default or bankruptcy, as well as
kondisi gagal (default) atau pailit, juga dilengkapi analisis an analysis of potential obstacles to the implementation of
potensi hambatan pelaksanaan opsi pemulihan dan opsi recovery options and resolution options.
resolusi.
Pernyataan atas Kecukupan Sistem Statement to Risk Management System
Manajemen Risiko Adequacy
Sistem Manajemen Risiko PT Jasa Marga (Persero) The Risk Management System of PT Jasa Marga (Persero)
Tbk didesain untuk mendukung pengelolaan bisnis dan Tbk is designed to support robust business management
pencapaian pertumbuhan secara berkesinambungan and the achievement of sustainable growth, in accordance
berdasarkan Surat Keputusan Bersama Dewan Komisaris with the Joint Decree of the Board of Commissioners
dan Direksi Nomor: KEP-183/XI/2024 dan Nomor: 227/ and the Board of Directors Number: KEP-183/XI/2024
KPTS/2024 Tanggal 12 November 2024 tentang Kebijakan and Number: 227/KPTS/2024, dated 12 November 2024,
dan Pedoman Manajemen Risiko berdasarkan pada ISO regarding Risk Management Policies and Guidelines based
31000:2018. on ISO 31000:2018.
Perseroan telah menerapkan Sistem Manajemen Risiko The Company has implemented a comprehensive and
secara komprehensif dan terintegrasi di seluruh lini integrated Risk Management System across all organisational
organisasi sesuai dengan pendekatan Three Lines Model, levels, aligned with the 'Three Lines Model' approach, which
yang menegaskan peran dan tanggung jawab masing- clearly delineates the roles and responsibilities of each line
masing lini dalam pengelolaan dan pengawasan atas risiko. in the management and oversight of risk. The execution of
Pelaksanaan Manajemen Risiko didukung oleh pengawasan risk management is underpinned by the active supervision
aktif Direksi dan Dewan Komisaris, kebijakan, pedoman, of the Board of Directors and the Board of Commissioners,
dan prosedur manajemen risiko, penetapan strategi risiko, established risk management policies, guidelines and
serta proses identifikasi dan pengendalian risiko yang procedures, defined risk strategies, and a continuous
berkesinambungan. process of risk identification and control.
Berdasarkan evaluasi berkala yang dilakukan terhadap Based on periodic evaluations conducted on the application
penerapan Sistem Manajemen Risiko, termasuk pengukuran of the Risk Management System, including assessments of
Risk Maturity Index dan instrumen pendukung lainnya, the Risk Maturity Index and other supporting instruments,
Direksi dan Dewan Komisaris menyatakan bahwa Sistem the Board of Directors and the Board of Commissioners
Manajemen Risiko PT Jasa Marga (Persero) Tbk telah affirm that the Risk Management System of PT Jasa Marga
dijalankan sesuai dengan kerangka dan fungsinya serta (Persero) Tbk has been operated in accordance with
dinilai memadai dalam mendukung pencapaian tujuan its framework and functions. Furthermore, it is deemed
Perseroan secara berkelanjutan dan memberikan nilai adequate to support the sustainable achievement of the
tambah bagi seluruh pemangku kepentingan. Komitmen Company’s objectives and to deliver added value to all
untuk terus menyempurnakan Sistem Manajemen Risiko akan stakeholders. Our commitment to the continuous refinement
dilaksanakan dengan mempertimbangkan perkembangan of the Risk Management System will be pursued by taking
regulasi dan praktik terbaik di industri agar Perseroan tetap into account regulatory developments and industry best
kompetitif dan mampu mengelola risiko secara efektif. practices, ensuring the Company remains competitive and
capable of managing risks effectively.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Sistem Pengendalian Internal
Internal Control System
Penerapan sistem pengendalian internal yang dilakukan Jasa Marga's implementation of the internal control system
oleh Jasa Marga mengacu pada Pasal 28 Peraturan is in accordance with Article 28 of the Minister of SOE
Menteri BUMN No. PER-2/MBU/03/2023 tentang Pedoman Regulation No. PER- 2/MBU/03/2023 on Guidelines for
Tata Kelola dan Kegiatan Korporasi Signifikan Badan Corporate Governance and Significant Corporate Activities
Usaha Milik Negara. Melalui Keputusan Direksi No. 85/ of State-Owned Enterprises. Through Board of Directors
KPTS/2020 tentang Pedoman Tata Kelola Perusahaan Decree No. 85/KPTS/2020 on the Corporate Governance
(Code of Corporate Governance) PT Jasa Marga (Persero) Code of PT Jasa Marga (Persero) Tbk, the implementation
Tbk, ditetapkan pelaksanaan Sistem Pengendalian Internal of the Company's Internal Control System (SPIP) was
Perusahaan (SPIP) yang merupakan proses yang integral established, which is an integral process in the actions and
pada tindakan dan kegiatan yang dilakukan secara terus- activities carried out continuously by management and
menerus oleh pimpinan dan seluruh karyawan untuk all employees to provide reasonable assurance that the
memberikan keyakinan memadai atas tercapainya tujuan organization's objectives are achieved through effective
organisasi melalui kegiatan yang efektif dan efisien, and efficient, reliable financial reporting, safeguarding
keandalan pelaporan keuangan, pengamanan aset Perseroan of the Company's assets, and compliance with laws and
dan ketaatan terhadap peraturan perundang-undangan. regulations.
Sistem Pengendalian Internal Perseroan terdiri atas unsur- The Company's Internal Control System consists of the
unsur sebagai berikut: following elements:
1. Lingkungan pengendalian; 1. Control environment;
2. Penilaian risiko; 2. Risk assessment;
3. Kegiatan pengendalian; 3. Control activities;
4. Informasi dan komunikasi; dan 4. Information and communication; and
5. Pemantauan pengendalian internal. 5. Internal control monitoring.
Penerapan kelima unsur tersebut dilaksanakan menyatu The implementation of these five elements is carried out
serta menjadi bagian integral dari akuntabilitas seluruh in an integrated manner and forms an integral part of the
kegiatan Perseroan. accountability of all of the Company's activities.
1. Kegiatan Pengendalian terdiri dari: 1. Control activities consist of:
a. Review atas kinerja Perseroan; a. Review of the Company's performance;
b. Pembinaan sumber daya manusia; b. Human resource development;
c. Pengendalian atas pengelolaan sistem informasi; c. Control over information system management;
d. Pengendalian fisik atas aset; d. Physical control over assets;
e. Penetapan dan review atas indikator dan ukuran e. Establishment and review of performance indicators
kinerja; and measures;
f. Pemisahan fungsi; f. Separation of duties;
g. Otorisasi atas transaksi dan kejadian yang penting; g. Authorization of important transactions and events;
h. Pencatatan yang akurat dan tepat waktu atas h. Accurate and timely recording of transactions and
transaksi dan kejadian; events;
i. Pembatasan akses atas sumber daya dan i. Restriction of access to resources and their
pencatatannya; recording;
j. Akuntabilitas terhadap sumber daya dan j. Accountability for resources and their recording; and
pencatatannya; dan
k. Dokumentasi yang baik atas sistem pengendalian k. Proper documentation of internal control systems
intern serta transaksi dan kejadian penting. and important transactions and events.
2. Direksi wajib menetapkan suatu sistem pengendalian 2. The Board of Directors is required to establish an
internal yang efektif untuk mengamankan investasi dan effective internal control system to secure the
aset Perusahaan, antara lain: mencakup lingkungan Company's investments and assets, including: covering
pengendalian, pengkajian, dan pengelolaan risiko the control environment, assessment and management
aktivitas pengendalian, sistem informasi dan komunikasi of control activity risks, information and communication
serta monitoring. systems, and monitoring.
3. Internal Audit membantu Direktur Utama dalam 3. Internal Audit assists the President Director in
melaksanakan audit intern keuangan Perseroan dan conducting internal audits of the Company's finances
operasional Perseroan serta menilai pengendalian, and operations, assessing controls, management, and
pengelolaan dan pelaksanannya serta memberikan implementation, as well as providing recommendations
saran-saran perbaikan. for improvement.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
4. Direksi menindaklanjuti laporan hasil audit Internal Audit. 4. The Board of Directors follows up on the Internal Audit
report.
5. Komite Audit menilai pelaksanaan kegiatan serta hasil 5. The Audit Committee assesses the implementation
audit yang dilakukan oleh Internal Audit, memberikan of Internal Audit activities and audit results, provides
rekomendasi penyempurnaan sistem pengendalian recommendations to improve the management control
manajemen, memastikan telah terdapatnya prosedur system, ensures that there are satisfactory review
review yang memuaskan terhadap segala informasi yang procedures for all information issued by the Company,
dikeluarkan Perseroan serta mengidentifikasi hal-hal and identifies matters that require the attention of the
yang memerlukan perhatian Dewan Komisaris. Board of Commissioners.
Lingkungan Pengendalian Control Environment
Lingkungan pengendalian dalam perusahaan yang The control environment within the company is implemented
dilaksanakan dengan disiplin dan terstruktur, terdiri dari: in a disciplined and structured manner, consisting of:
1. Integritas, nilai etika, dan kompetensi karyawan; 1. Integrity, ethical values, and employee competence;
2. Filosofi dan gaya manajemen; 2. Management philosophy and style;
3. Cara yang ditempuh manajemen dalam melaksanakan 3. The manner in which management exercises its authority
kewenangan dan tanggung jawabnya; and responsibilities;
4. Pengorganisasian dan pengembangan sumber daya 4. Organization and development of human resources; and
manusia; dan
5. Perhatian dan arahan yang dilakukan oleh Direksi. 5. Attention and guidance provided by the Board of
Directors.
Penilaian Risiko Risk Assessment
Penilaian terhadap pengelolaan risiko adalah suatu Risk assessment is the process of identifying, analyzing,
proses untuk mengidentifikasi, menganalisis dan menilai and evaluating relevant risk management.
pengelolaan risiko yang relevan.
Penjelasan terinci tentang penilaian risiko telah disajikan A detailed explanation of risk assessment is presented in
pada bagian Manajemen Risiko di Bab Tata Kelola the Risk Management section of the Corporate Governance
Perusahaan dalam Laporan Tahunan ini. chapter in this Annual Report.
Kegiatan Pengendalian Control Activities
Kegiatan Pengendalian adalah tindakan yang dilakukan Control Activities are actions taken in a control process
dalam suatu proses pengendalian terhadap kegiatan over company activities at every level and unit within the
perusahaan pada setiap tingkat dan unit dalam struktur Company’s organizational structure, including those related
organisasi Perseroan, antara lain mengenai kewenangan, to authority, authorization, verification, reconciliation,
otorisasi, verifikasi, rekonsiliasi, penilaian atas prestasi kerja, performance appraisal, division of duties, and security of
pembagian tugas, dan keamanan terhadap aset Perseroan. the Company’s assets.
Informasi dan Komunikasi Information and Communication
Sistem informasi dan komunikasi, adalah suatu proses Information and communication systems are used to report
penyajian laporan mengenai kegiatan operasional, finansial, on the Company’s operational and financial activities, as well
serta ketaatan dan kepatuhan terhadap ketentuan peraturan as its compliance with laws and regulations.
perundang-undangan oleh Perseroan.
Pemantauan Pengendalian Internal Internal Control Monitoring
Pemantauan Pengendalian Internal adalah proses penilaian Internal Control Monitoring is the process of assessing the
terhadap kualitas sistem pengendalian internal, termasuk quality of the internal control system, including the internal
fungsi internal audit pada setiap tingkat dan unit dalam audit function at every level and unit within the Company’s
struktur organisasi Perseroan, sehingga dapat dilaksanakan organizational structure, to ensure optimal implementation.
secara optimal.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kesesuaian Sistem Pengendalian Internal Internal Control System Compliance to
dan Kerangka COSO (Internal Control COSO Framework
Framework)
Sistem Pengendalian Internal di Perseroan mengadopsi The Company’s Internal Control System adopts the concept
konsep Committee of Sponsoring Organizations COSO) of of the Committee of Sponsoring Organizations (COSO) of the
the Treadway Commision yang terdiri dari 5 (lima) komponen Treadway Commission, which consists of five components
Sistem Pengendalian Internal yang efektif: of an effective Internal Control System:
1. Lingkungan Pengendalian (Control Environment). 1. Control Environment.
2. Penilaian Risiko (Risk Assessment). 2. Risk Assessment.
3. Kegiatan Pengendalian (Control Activites). 3. Control Activities.
4. Informasi dan Komunikasi (Information and 4. Information and Communication.
Communication).
5. Pemantauan Pengendalian Intern (Monitoring). 5. Internal Control Monitoring.
Review Pelaksanaan Sistem Pengendalian Review of Internal Control System
Intern Implementation
Dari Laporan-laporan Hasil Audit yang kemudian From the Audit Reports, which are then grouped by the
dikelompokkan sesuai dengan kategori sasaran (objectives) objectives and components of the Company’s Internal
dan komponen dalam Sistem Pengendalian Internal Control System and the COSO framework, periodic annual
Perusahaan dan kerangka COSO, dilakukan analisis analyses are conducted to identify components that require
secara periodik tahunan sehingga dengan demikian dapat improvement. The audit results are also analyzed to assess
dilakukan peningkatan untuk komponen-komponen yang the effectiveness of achieving the Company’s Internal
memerlukannya. Analisis Hasil Audit tersebut juga dilakukan Control System objectives (the Company’s operations,
untuk mengukur keefektifan dari pencapaian sasaran Sistem the accuracy/reliability of the Company’s reports, and
Pengendalian Internal Perusahaan (operasional Perseroan, compliance with applicable laws and regulations).
keakurasian/keandalan laporan-laporan Perseroan, serta
kepatuhan terhadap peraturan dan perundangan yang
berlaku).
Perseroan juga telah melakukan pengendalian The Company has also implemented internal control
internal kepatuhan atas pengendalian internal dan compliance, in accordance with internal control and
perundangundangan yang dilakukan oleh Kantor akuntan legislation, carried out by the public accounting firm Amir
Publik Amir Abadi Jusuf, Aryanto, Mawar dan Rekan (RSM Abadi Jusuf, Aryanto, Mawar & Partners (RSM Indonesia).
Indonesia).
Efektivitas Sistem Pengendalian Internal Internal Control System Effectiveness
Pengendalian internal adalah suatu proses yang melibatkan Internal control is a process involving the Board of
Dewan Komisaris, manajemen, dan personil lain, yang Commissioners, management, and other personnel,
dirancang untuk memberikan keyakinan memadai designed to provide reasonable assurance regarding the
tercapainya efektivitas dan efisiensi operasi dan keandalan effectiveness and efficiency of operations, the reliability
pelaporan serta kepatuhan terhadap hukum dan peraturan of reporting, and compliance with applicable laws and
yang berlaku. Penerapan sistem pengendalian internal regulations. Jasa Marga’s implementation of the internal
yang dilakukan oleh Jasa Marga mengacu pada Pasal 28 control system refers to Article 28 of the Minister of SOE
Peraturan Menteri BUMN No. PER-2/MBU/03/2023 tentang Regulation No. PER-2/MBU/03/2023 on Guidelines for
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan Corporate Governance and Significant Corporate Activities
Badan Usaha Milik Negara. of State-Owned Enterprises.
Pernyataan Kecukupan Sistem Statement of Internal Control System
Pengendalian Internal Adequacy
Melalui Keputusan Direksi No. 85/KPTS/2020 tentang Through Board of Directors Decree No. 85/KPTS/2020 on
Pedoman Tata Kelola Perusahaan (Code of Corporate the Corporate Governance Code PT Jasa Marga (Persero)
Governance) PT Jasa Marga (Persero) Tbk, ditetapkan Tbk, the implementation of the Company’s Internal Control
pelaksanaan Sistem Pengendalian Internal Perusahaan System (SPIP) has been established, which is an integral
(SPIP) yang merupakan proses yang integral pada tindakan process in the actions and activities carried out continuously
dan kegiatan yang dilakukan secara terus menerus oleh by management and all employees to provide adequate
pimpinan dan seluruh karyawan untuk memberikan assurance of the achievement of organizational objectives
keyakinan memadai atas tercapainya tujuan organisasi through effective and efficient activities, reliability of
melalui kegiatan yang efektif dan efisien, keandalan financial reporting, security of the Company’s assets, and
pelaporan keuangan, pengamanan aset Perseroan dan compliance with laws and regulations.
ketaatan terhadap peraturan perundang-undangan.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Kebijakan Pemberian Kompensasi
Jangka Panjang Berbasis Kinerja
Performance-Based Long-Term Compensation Policy
Perseroan memiliki kebijakan pemberian kompensasi The Company has a performance-based long-term
jangka panjang berbasis kinerja berdasarkan Keputusan compensation policy, as outlined in Board of Directors
Direksi No. 110/KPTS/2019 tentang Sistem Total Reward Decree No. 110/KPTS/2019 on the Employee Total Reward
Karyawan. Mengacu pada Keputusan Direksi dimaksud, System. Referring to the aforementioned Board of Directors'
berdasarkan filosofi reward, untuk meningkatkan keadilan Decree, based on the reward philosophy, to improve
dalam pengelolaan Total Reward maka penetapan reward fairness in Total Reward management, one of the reward
salah satunya adalah dengan filosofi Long to Long, artinya determinations is based on the Long to Long philosophy,
pemberian reward yang bersifat jangka panjang berdasarkan which means that long-term rewards are given based
kinerja jangka panjang baik pada masa sebelumnya atau on long-term performance, both in the past and in future
proyeksi ke depan. projections.
Selain itu, Perseroan juga memiliki Program Kepemilikan Additionally, the Company has an Employee Stock
Saham oleh Karyawan dan/atau Manajamen (Employee Ownership Program (ESOP) and/or Management Stock
Stock Ownership Program/Management Stock Ownership Ownership Program (MSOP).
Program).
Perkara Hukum
Legal Issues
Selama tahun 2025, Jasa Marga menghadapi sejumlah Throughout 2025, Jasa Marga faced several important
perkara penting berupa permasalahan hukum perdata dan cases involving civil and criminal legal issues, both those
pidana, baik yang telah selesai (telah mempunyai kekuatan that have been resolved (have permanent legal force) and
hukum yang tetap) maupun yang masih dalam proses those that are still in the process of being resolved, with the
penyelesaian dengan rincian sebagai berikut: following details:
Tabel Perkara Penting di Tahun 2025
Table of Significant Cases in 2025
Jumlah
Permasalahan Hukum Total
No. Legal Cases
Perdata Pidana
Civil Criminal
Telah mendapatkan putusan yang mempunyai kekuatan hukum tetap inckracht status
1. 13 0
Obtained a decision that has permanent legal force (inckracht status)
Dalam proses penyelesaian
2. 9 0
Ongoing Settlement Process
Total 22 0
Selama tiga tahun terakhir, tidak pernah terdapat kasus Over the past three years, there have been no cases of
ketidakpatuhan terhadap hukum, aturan, dan peraturan non-compliance with laws, rules, and regulations relating to
berkaitan dengan transaksi pihak berelasi yang signifikan significant or material related party transactions.
atau material.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Perkara Penting yang Dihadapi Perseroan Important Cases Faced by the Company
Beberapa permasalahan hukum yang dihadapi Perseroan Several legal cases faced by the Company in 2025 can be
pada tahun 2025 dapat dilihat pada tabel berikut: seen in the following table:
Perkara Perdata Civil Cases
Tabel Perkara Perdata yang Dihadapi Perseroan Tahun 2025
Table of Civil Cases Faced by the Company in 2025
Pengaruh terhadap Sanksi yang
Pokok Perkara/
Status Penyelesaian Kondisi Perseroan Upaya Manajemen dikenakan Nilai Perkara
No. Gugatan
Settlement Status Impact to the Management’s Plan Imposed Case Value
Case/Lawsuit
Company Sanction
1. Gugatan Perbuatan Perkara sudah diputus pada Tidak ada pengaruh Jasa Marga mengikuti Ganti rugi Materiil:
Melawan Hukum tingkat banding (Pengadilan signifikan terhadap jalannya persidangan sebagai Compensation Rp18.615.000.000,-
yang diajukan Tinggi Bandung) dengan kondisi Perseroan. Tergugat dan Terbanding Material:
oleh Bram Winata amar putusan menguatkan There was no serta melakukan koordinasi Rp18,615,000,000
(sengketa tanah). Putusan Pengadilan Negeri significant impact dengan Kementerian
Lawsuit for Unlawful Purwakarta dengan amar on the Company's Pekerjaan Umum selaku
Acts, filed by putusan gugatan penggugat Condition. pemilik tanah.
Bram Winata (land tidak diterima (Niet Jasa Marga participated in
dispute). Ontvantkelijk Verklaard). the trial as the Defendant and
The case has been decided Respondent and coordinated
at the appeal level (Bandung with the Ministry of Public
High Court) with a verdict Works as the landowner.
upholding the Purwakarta
District Court's verdict
that the plaintiff's lawsuit
was not accepted (Niet
Ontvantkelijk Verklaard).
2. Gugatan Perbuatan Perkara masih berjalan Tidak ada pengaruh Jasa Marga mengikuti Ganti rugi Materiil:
Melawan Hukum dan diperiksa pada signifikan terhadap jalannya persidangan sebagai Compensation Rp18.669.000.000,-
yang diajukan oleh tingkat Pengadilan Negeri kondisi Perseroan. Tergugat dan Terbanding Material:
Yani Susilawati Purwakarta. There was no serta melakukan koordinasi Rp18.669.000.000,-
(sengketa tanah). The case is still ongoing significant impact dengan Kementerian
Lawsuit for Unlawful and is being examined on the Company's Pekerjaan Umum selaku
Acts, filed by Yani at the Purwakarta District condition. pemilik tanah.
Susilawati (land Court. Jasa Marga participated in
dispute). the trial as the Defendant and
Respondent and coordinated
with the Ministry of Public
Works as the landowner.
3. Gugatan Perbuatan Perkara sudah diputus pada Tidak ada pengaruh Jasa Marga mengikuti - -
Melawan Hukum tingkat Pengadilan Negeri signifikan terhadap jalannya persidangan sebagai
yang diajukan oleh Jakarta Selatan. kondisi Perseroan. Turut Tergugat II sehingga
Abdul Kadir Al Jufri The case has been decided There was no tidak memiliki kewajiban
(sengketa tanah). at the Central Jakarta significant impact untuk ikut serta membayar
Lawsuit for Unlawful District Court. on the Company's uang ganti rugi sebagaimana
Acts, filed by Abdul condition. petitum Penggugat.
Kadir Al Jufri (land Jasa Marga participated in the
dispute). trial as Co-Defendant II and
therefore had no obligation
to participate in paying
compensation as requested
by the Plaintiff.
4. Gugatan Perbuatan Perkara masih dalam proses Tidak ada pengaruh Jasa Marga mengikuti Ganti Rugi Materiil:
Melawan Hukum banding yang diajukan signifikan terhadap jalannya persidangan Compensation Rp1.000.000.000,-
yang diajukan oleh oleh dr. Yoeswar Darisan di kondisi Perseroan sebagai Tergugat dan Imateriil:
dr. Yoeswar Darisan Pengadilan Tinggi Bandung. karena objek perkara melakukan koordinasi dengan Rp5.000.000.000,-
(sengketa tanah). The case is under appeal termasuk ke dalam Kementerian Pekerjaan Umum
Lawsuit for Unlawful process filed by dr. Yoeswar bidang tanah yang sebagai Turut Tergugat I Material:
Acts, filed by dr. Darisan at the Bandung High telah dibebaskan untuk selaku pemilik tanah. Rp1,000,000,000.-
Yoeswar Darisan Court. Pembangunan Jalan Jasa Marga participated in Immaterial:
(land dispute). Tol Jakarta Bogor the trial as the Defendant Rp5,000,000,000,-
Ciawi (Jagorawi). and coordinated with the
There is no significant Ministry of Public Works
impact on the as Co-Defendant I as the
Company as the landowner.
subject matter of the
case is land that has
been acquired for the
construction of the
Jakarta-Bogor-Ciawi
(Jagorawi) Toll Road.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Perkara Perdata yang Dihadapi Perseroan Tahun 2025
Table of Civil Cases Faced by the Company in 2025
Pengaruh terhadap Sanksi yang
Pokok Perkara/
Status Penyelesaian Kondisi Perseroan Upaya Manajemen dikenakan Nilai Perkara
No. Gugatan
Settlement Status Impact to the Management’s Plan Imposed Case Value
Case/Lawsuit
Company Sanction
5. Gugatan Perbuatan Perkara sudah diperiksa Tidak ada pengaruh Jasa Marga telah melakukan - -
Melawan Hukum dan diputus pada tingkat secara langsung dalam upaya hukum kasasi.
yang diajukan kasasi di Mahkamah Agung pengelolaan atas Jasa Marga has filed a
oleh Eucharia Republik Indonesia namun jalan tol di area objek cassation appeal.
Binti Neneng Jasa Marga belum menerima perkara karena kondisi
Sastramidjaja ke-II salinan resmi putusan Kasasi objek perkara saat
(sengketa tanah). dimaksud. ini telah difungsikan
Second Lawsuit for The case has been menjadi trase Kereta
Unlawful Acts, filed examined and decided Cepat Jakarta-
by Eucharia Binti at the cassation level in Bandung.
Neneng the Supreme Court of the There is no direct
Sastramidjaja (land Republic of Indonesia. Still, impact on the
dispute). Jasa Marga has not yet management of the toll
received an official copy of road in the case area
the cassation decision. because it has been
converted into
The Jakarta- Bandung
Fast Train route.
6. Gugatan Perbuatan Pokok Perkara sudah Tidak ada pengaruh Jasa Marga telah melakukan Ganti Rugi Materiil:
Melawan Hukum diperiksa dan diputus signifikan terhadap koordinasi dengan secara bersama Rp9.400.000.000,-
diajukan oleh Sri sampai dengan tahapan kondisi Perseroan. Kementerian Pekerjaan sama oleh Para Material:
Supartini (sengketa Peninjauan Kembali dengan There was no Umum selaku pemilik tanah Tergugat (P2T Rp9,400,000,000.-
tanah). amar putusan menyatakan significant impact dan Jamdatun dalam rangka Kabupaten
Lawsuit for Unlawful bahwa P2T Kabupaten on the Company's pendampingan hukum dan Tangerang,
Acts, filed by Sri Tangerang, Kementerian condition. penerima kuasa pelaksanaan Kementerian
Supartini (land Pekerjaan Umum, dan Jasa eksekusi terkait perkara ini. Pekerjaan Umum,
dispute). Marga dihukum membayar Jasa Marga has coordinated dan Jasa Marga).
ganti rugi. Jasa Marga with the Ministry of Public Joint
sudah mengajukan upaya Works as the landowner and compensation by
hukum perlawanan terhadap Jamdatun in the context of the Defendants
eksekusi dan sudah diputus legal assistance and power (P2T Tangerang
sampai dengan tahapan of attorney for the execution Regency, Ministry
Peninjauan Kembali dengan related to this case. of Public Works,
hasil upaya perlawanan and Jasa Marga).
ditolak.
The case has been
examined and decided up
to the Review stage, with
the verdict stating that P2T
Tangerang Regency, the
Ministry of Public Works,
and Jasa Marga are ordered
to pay compensation. Jasa
Marga has filed a legal
appeal against the execution
and has been decided up to
the Review stage, with the
result that the appeal was
rejected.
7. Gugatan Perbuatan Perkara sudah diputus pada Tidak ada pengaruh Jasa Marga telah Jasa Marga Rp178.850.000,-
Melawan Hukum tingkat pertama, tingkat signifikan terhadap memenangkan perkara pada secara bersama
diajukan oleh Budi banding, dan kasasi yang kondisi Perseroan. tingkat pertama, tingkat sama dengan
Yulianor ke-2. pada seluruh amarnya There was no banding, dan kasasi. Para Tergugat
Second Lawsuit for memenangkan Jasa significant impact Jasa Marga won lainnya
Unlawful Acts, filed Marga. Untuk itu, Perkara on the Company's the case at the first membayar ganti
by Budi Yulianor. sebagaimana dimaksud condition. instance, appeal, and rugi.
telah berstatus Inkracht cassation levels. Jasa Marga,
dengan Putusan No. 3205/K/ together with
PDT/2024 Jo. 605/Pdt/2023/ the other
PT.DKI Jo. No.355/Pdt.G defendants, paid
/2021/PN.JKT. compensation.
The case has been decided
at the first instance, appeal,
and cassation levels, with
Jasa Marga winning all
three. Therefore, the case
in question has attained
the Inkracht status with
Judgment No. 3205/K /
PDT/2024 Jo. 605/Pdt/
2023/PT.DKI Jo. No.355/
Pdt.G/2021/PN.JKT.
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Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tabel Perkara Perdata yang Dihadapi Perseroan Tahun 2025
Table of Civil Cases Faced by the Company in 2025
Pengaruh terhadap Sanksi yang
Pokok Perkara/
Status Penyelesaian Kondisi Perseroan Upaya Manajemen dikenakan Nilai Perkara
No. Gugatan
Settlement Status Impact to the Management’s Plan Imposed Case Value
Case/Lawsuit
Company Sanction
8. Gugatan perbuatan Perkara sudah diputus pada Tidak ada pengaruh Jasa Marga berkoordinasi Ganti rugi Materiil:
melawan hukum tahapan Peninjauan Kembali signifikan terhadap dengan Kementerian Compensation Rp13.505.000.000,-
yang diajukan oleh (Kementerian Pekerjaan kondisi Perseroan. Pekerjaan Umum terkait Material:
Mustafa Rachman Umum dan Jasa Marga kalah There was no upaya hukum baru yakni Rp13,505,000,000.-
(sengketa tanah). dan dihukum membayar significant impact Peninjauan Kembali kedua
Lawsuit for unlawful ganti rugi). Kementerian on the Company's yang akan diajukan oleh
acts, filed by Mustafa Pekerjaan Umum akan condition. Kementerian Pekerjaan Umum
Rachman (land mengajukan Peninjauan selaku pemilik tanah.
dispute). Kembali Kedua. Jasa Marga is coordinating
The case has been decided with the Ministry of Public
at the Review stage (the Works regarding legal action
Ministry of Public Works to be taken by the Ministry
and Jasa Marga lost and of Public Works as the
were ordered to pay landowner.
compensation). The
Ministry of Public Works will
file a Second Review.
9. Gugatan perbuatan Perkara masih berjalan Tidak ada pengaruh Jasa Marga mengikuti - -
melawan hukum oleh dan diperiksa pada tingkat signifikan terhadap jalannya persidangan sebagai
Sariyati Puspita, dkk Pengadilan Negeri Cikarang. kondisi Perseroan. Turut Tergugat III sehingga
di Pengadilan Negeri The case is still ongoing There was no tidak memiliki kewajiban
Cikarang (sengketa and is being examined significant impact untuk ikut serta membayar
tanah). at the Cikarang District on the Company's uang ganti rugi sebagaimana
Gugatan perbuatan Court. Condition. petitum Penggugat.
melawan hukum oleh Jasa Marga participated in
Sariyati Puspita, dkk the trial as Co-Defendant III
di Pengadilan Negeri and therefore had no
Cikarang (sengketa obligation to participate in
tanah). paying compensation as
requested by the Plaintiff.
Perkara Pidana Criminal Cases
Selama periode tahun 2025, tidak terdapat perkara pidana Throughout 2025, there were no criminal cases or corporate
atau tindak pidana korporasi yang melibatkan Perseroan. crimes involving the Company.
Informasi Tentang Sanksi Administratif Information on Administrative Sanctions
Selama tahun 2025, tidak terdapat sanksi administrative In 2025, there were no material administrative sanctions
material yang mempengaruhi kelangsungan usaha Jasa Marga that affected the continuity of Jasa Marga’s business, nor
dan juga tidak terdapat sanksi administratif yang dikenakan were any imposed on members of the Board of Directors or
kepada anggota Direksi maupun anggota Dewan Komisaris. the Board of Commissioners.
Selama tahun 2025, Perseroan tidak melakukan pelanggaran In 2025, the Company did not commit any legal violations
hukum apa pun (yang berkaitan dengan masalah (related to labor, employment, consumer, bankruptcy,
perburuhan, ketenagakerjaan, konsumen, kepailitan, commercial, competition or environmental issues), did
komersial, persaingan atau lingkungan), tidak mendapatkan not receive sanctions from regulators for failing to make
sanksi dari regulator karena tidak membuat pengumuman announcements within the specified time frame for material
dalam jangka waktu yang ditentukan untuk peristiwa penting events, and there is no evidence that the Company has
(material event) dan tidak ada bukti bahwa Perseroan belum failed to comply with listing rules and regulations over the
mematuhi peraturan dan peraturan pencatatan selama past year other than disclosure rules.
setahun terakhir selain dari aturan pengungkapan.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Informasi Tentang Sanksi Perkara Pajak Information on Tax Case Sanctions
Selama 3 (tiga) tahun terakhir, terhitung sejak awal tahun Over the past three years, from the beginning of 2023 to
2023 sampai dengan akhir 2025, Perseroan tidak pernah the end of 2025, the Company has never received a guilty
memperoleh putusan bersalah dari pengadilan pajak verdict from the highest tax court in any tax or tax-dispute
tertinggi berkaitan dengan pajak maupun sengketa pajak. case.
Dampak Permasalahan Hukum Terhadap Legal Issues Impact on the Company
Perseroan
Dampak permasalahan hukum perdata yang diterima Jasa The impact of civil legal issues faced by Jasa Marga through
Marga melalui proses hukum antara lain adanya potensi legal proceedings includes the potential obligation to pay
kewajiban bayar atas ganti kerugian/tuntutan yang diajukan compensation/claims arising from such issues, but the
dalam permasalahan hukum tersebut, namun Perseroan Company will endeavor to implement appropriate mitigation
akan berupaya untuk melakukan proses mitigasi yang tepat measures to avoid such impact.
agar dampak tersebut dapat dihindari.
Permasalahan Hukum yang Sedang Legal Cases involving the Board of
Dihadapi Dewan Komisaris dan Direksi Commissioners and Board of Directors
Selama periode tahun 2025, tidak ada anggota Direksi dan In 2025, no members of the Board of Directors and Board of
Dewan Komisaris Jasa Marga yang sedang menjabat yang Commissioners of Jasa Marga currently in office have any
memiliki permasalahan hukum, baik perdata maupun pidana. legal issues, either civil or criminal.
Perkara Penting yang Dihadapi Entitas Important Cases involving Subsidiaries
Anak dan Entitas Ventura Bersama and Joint Ventures
Permasalahan hukum yang dihadapi Entitas Anak dan Legal issues faced by Subsidiaries and Joint Ventures in
Entitas Ventura Bersama selama tahun 2025, dapat dilihat 2025 are shown in the table below.
pada tabel di bawah ini.
Tabel Perkara Penting yang Dihadapi Entitas Anak dan Entitas Ventura Bersama
Table of Important Cases Involving Subsidiaries and Joint Ventures
Jumlah
Entitas Anak dan Entitas Ventura Bersama Number Hubungan Industrial
No. Subsidiary and Joint Venture
Perdata Pidana Industrial Relations
Civil Criminal
1. PT Jasamarga Transjawa Tollroad (JTT) 1 0 0
2. PT Jasamarga Jogja Bawen (JJB) 1 0 0
Total 2 0 0
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kebijakan Pengungkapan Informasi
Information Disclosure Policy
Berdasarkan ketentuan POJK No. 4 Tahun 2024 tentang Based on the provisions of POJK No. 4 of 2024 concerning
Laporan Kepemilikan atau Setiap Perubahan Kepemilikan Reports on Ownership or Any Changes in Ownership of
Saham Perusahaan Terbuka dan Laporan Aktivitas Shares of Public Companies and Reports on Activities
Menjaminkan Saham Perusahaan Terbuka, Dewan Komisaris Securing Shares of Public Companies, the Board of
dan Direksi wajib melaporkan kepada Otoritas Jasa Keuangan Commissioners and Board of Directors are required
atas kepemilikan dan setiap perubahan kepemilikan saham to report to the Financial Services Authority on the
Perseroan. Atas ketentuan OJK ini, Perseroaan tunduk ownership and any changes in ownership of the Company's
dan patuh mengikuti ketentuan yang berlaku, serta shares. In accordance with this OJK regulation, the
secara tertib melaporkan kepada OJK terkait kepemilikan Company complies with and adheres to the applicable
dan setiap perubahan kepemilikan saham yang terjadi. provisions, and regularly reports to the OJK regarding
its share ownership and any changes in share ownership.
Terkait informasi kepemilikan saham Perseroan oleh Information regarding the share ownership of the Company
Anggota Dewan Komisaris dan Direksi, sebagaimana wujud by members of the Board of Commissioners and Board of
pelaksanaan atas kebijakan pengungkapan informasi Directors, as a form of implementation of the information
berdasarkan ketentuan POJK No. 4 Tahun 2024 tentang disclosure policy based on the provisions of POJK No. 4 of
Laporan Kepemilikan atau Setiap Perubahan Kepemilikan 2024 concerning Reports on Ownership or Any Changes in
Saham Perusahaan Terbuka dan Laporan Aktivitas Ownership of Shares of Public Companies and Reports on
Menjaminkan Saham Perusahaan Terbuka, dapat dilihat Activities of Pledging Shares of Public Companies, can be
pada Bab Profil Perusahaan dalam buku Laporan Tahunan found in the Company Profile chapter of this Annual Report.
ini.
Komunikasi dan Akses Informasi
dan Data Perseroan untuk Pemegang Saham
dan Masyarakat
Communication and Access to Company Information
and Data for Shareholders and the Public
Komitmen Jasa Marga dalam menerapkan nilai-nilai GCG, Jasa Marga is committed to implementing GCG values,
di antaranya melalui keterbukaan informasi dan komunikasi including transparency in information and communication,
baik secara internal maupun eksternal, baik pemegang both internally and externally, to shareholders and the
saham maupun masyarakat umum. Pengelolaan dan general public. The management and disclosure of
Keterbukaan akan informasi tentang Perseroan sangat information about the Company are very important for
penting dalam membangun citra Perseroan di mata publik building the Company’s image in the public’s eyes, especially
khususnya para stakeholder. Oleh karenanya Perseroan among stakeholders. Therefore, the Company strives to
berupaya untuk memberikan informasi yang aktual dan provide up-to-date and useful information while complying
bermanfaat dengan memperhatikan ketentuan terkait data with the provisions governing confidential Company data.
Perseroan yang tergolong rahasia.
Sepanjang tahun 2025, selain penyelenggaraan RUPS, Throughout 2025, in addition to holding the GMS,
komunikasi dengan pemegang saham yang ada maupun communication with existing and potential shareholders,
pemegang saham potensial, baik investor asing maupun both foreign and domestic investors, was conducted 71
lokal, dilakukan sebanyak 71 (tujuh puluh satu) kali melalui (seventy-one) times through activities such as One-on-One
kegiatan seperti One-on-One Meeting, Group Meeting, Meetings, Group Meetings, Non-Deal Roadshows, Analyst
Non-Deal Roadshow, Analyst Meeting, dan Conference. Meetings, and Conferences.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Public Expose Public Expose
Sesuai dengan Peraturan Bursa Efek Jakarta No. KEP- In accordance with Jakarta Stock Exchange Regulation
306/BEJ/07-2004 Peraturan No. I-E tentang Kewajiban No. KEP-306/BEJ/07-2004 Regulation No. I-E on Information
Penyampaian lnformasi, pada tanggal 12 September 2025 Disclosure Requirements, on September 12, 2025 Jasa
Jasa Marga telah melaksanakan Public Expose Live 2025 Marga held a Live Public Expose 2025, organized by the
yang diselenggarakan oleh Bursa Efek Indonesia secara Indonesia Stock Exchange, digitally via a Zoom webinar.
digital melalui media webinar Zoom Meeting. Perseroan The Company invited shareholders and the general
mengundang para pemegang saham dan masyarakat public to attend the Jasa Marga Public Expose, which
luas dalam Public Expose Jasa Marga dimaksud yang featured speakers from the Company, namely President
menghadirkan narasumber Perseroan yaitu Direktur Utama Director Rivan A. Purwantono, Director of Finance and Risk
Rivan A. Purwantono, Direktur Keuangan dan Manajemen Management Pramitha Wulanjani, Director of Business
Risiko Pramitha Wulanjani, Direktur Pengembangan Development M. Agus Setiawan, and Director of Human
Usaha M. Agus Setiawan, dan Direktur Human Capital dan Capital and Transformation Yoga Tri Anggoro.
Transformasi Yoga Tri Anggoro.
Penyelenggaraan Public Expose telah sesuai dengan The Public Expose was held in accordance with the
ketentuan Peraturan Bursa Efek Jakarta No. KEP-306/ provisions of Jakarta Stock Exchange Regulation No.
BEJ/07-2004 Peraturan No. I-E tentang Kewajiban KEP-306/BEJ/07-2004 Regulation No. I-E on Information
Penyampaian lnformasi. Rincian mengenai pelaksanaan Disclosure Obligations. Details regarding the implementation
Public Expose yang dihadiri para pemegang saham of the Public Expose attended by shareholders and the
dan masyarakat ini telah disampaikan dalam Laporan public have been submitted in the 2025 Public Expose
Pelaksanaan Public Expose 2025 kepada Bursa Efek Implementation Report to the Indonesia Stock Exchange via
Indonesia melalui surat No. AB.HM.02.04.261 tanggal 17 letter No. AB.HM.02.04.261 dated September 17, 2025 and
September 2025 dan laporan tersebut dapat diakses pada the report is accessible on the Indonesia Stock Exchange
situs web Bursa Efek Indonesia dan Perseroan. and the Company’s websites.
Korespondensi Perseroan Company Correspondence
Hubungan surat menyurat Perseroan dengan seluruh The Company’s correspondence with all stakeholders is
pemangku kepentingan dilakukan oleh Corporate Secretary handled by the Corporate Secretary and Chief Administration
and Chief Administration Officer. Penyediaan informasi Officer. Information and communication for Shareholders
dan komunikasi bagi Pemegang Saham dan pemangku and stakeholders can be accessed through various means,
kepentingan dapat lebih lanjut diakses melalui banyak cara, including:
antara lain:
Pusat Informasi Lalu Lintas dan Pelayanan Lainnya
Center for Traffic Information and Other Services
Jasa Marga Tollroad Command Center
One Call Center 24 Jam/Hours: 133
Mobile Apps Travoy
Official Jasa Marga
Alamat Kantor Pusat | Head Office Address PT Jasa Marga-Persero Tbk
Plaza Tol Taman Mini Indonesia Indah, Jakarta 13550 Indonesia
@official.jasamarga
Telepon | Phone : 021 8413630, 021 8413526
Email | Email : ppid@jasamarga.co.id @official.jasamarga
investor.relations@jasamarga.co.id @PTJASAMARGA (khusus informasi lalu lintas)/(dedicated for traffic Information)
Situs Web Perusahaan : www.jasamarga.com
@OFFICIAL_JSMR (untuk informasi umum lainnya)/(for other general information)
Company Website
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kode Etik
Code of Conduct
Dalam pengembangan GCG, Jasa Marga telah merumuskan In developing GCG, Jasa Marga has formulated various
berbagai kebijakan yang menyangkut etika Perseroan. policies concerning the Company's ethics. Jasa Marga
Jasa Marga mengupayakan penerapan standar etika strives to apply the highest ethical standards in all its
terbaik dalam menjalankan segenap aktivitas bisnisnya business activities, in accordance with its Vision, Mission,
sesuai dengan Visi, Misi, dan budaya yang dimiliki melalui and culture, through the implementation of Business Ethics
implementasi Etika Usaha dan Etika Kerja. and Work Ethics.
Tahun 2025, telah dilakukan penyesuaian-penyesuaian In 2025, adjustments were made to various Company
terhadap berbagai kebijakan Perseroan, di antaranya dalam policies, including the implementation of SNI ISO 37001 on
rangka penerapan SNI ISO 37001 tentang Sistem Manajemen Anti-Bribery Management Systems (SMAP). The Company
Anti Penyuapan (SMAP), Perseroan melakukan penyesuaian has made adjustments to the Code of Conduct and has
terhadap Pedoman Perilaku Code of Conduct) dan telah approved it through Board of Directors Decree No. 46.1/
dilakukan pengesahan melalui Keputusan Direksi No. 46.1/ KPTS/2024 on the Code of Conduct of PT Jasa Marga
KPTS/2024 tentang Pedoman Perilaku Code of Conduct) (Persero) Tbk.
PT Jasa Marga (Persero) Tbk.
Pokok-Pokok Kode Etik Key Points of the Code of Conduct
Pedoman perilaku Perseroan mengatur kebijakan nilai- The Company’s code of conduct sets out explicit ethical
nilai etis yang dinyatakan secara eksplisit sebagai suatu values as standards of behavior that all Jasa Marga
standar perilaku yang harus dipedomani oleh seluruh Insan employees must follow.
Jasa Marga.
Pedoman Perilaku Code of Conduct) berisi hal-hal sebagai The Code of Conduct contains the following:
berikut:
1. Bab I Ketentuan Umum 1. Chapter I General Provisions
2. Bab II Tata Kelola Perusahaan yang Baik (Good Corporate 2. Chapter II Good Corporate Governance (GCG)
Governance) atau GCG
3. Bab III Etika Usaha Perusahaan 3. Chapter III Company Business Ethics
4. Bab IV Etika Kerja Insan Jasa Marga 4. Chapter IV Work Ethics of Jasa Marga Personnel
5. Bab V Penegakan dan Pelaporan 5. Chapter V Enforcement and Reporting
6. Bab VI Ketentuan Lain-Lain 6. Chapter VI Miscellaneous Provisions
7. Bab VII Penutup 7. Chapter VII Closing
Prinsip-Prinsip Good Corporate Governance (GCG)
Good Corporate Governance (GCG) Principles
Transparansi (Transparency), Akuntabilitas (Accountability), Perilaku Beretika, Transparansi, Akuntabilitas,
Bertanggung Jawab (Responsibility), Kemandirian (Independency), dan Keberlanjutan
Kewajaran (Fairness) Ethical Behavior, Transparency, Accountability,
Transparency, Accountability, Responsibility, Independence, and Sustainability
Fairness
Pedoman Perilaku
Code of Conduct
Berdasarkan Keputusan Direksi No. 46.1/KPTS/2024 tentang Pedoman Perilaku Code of Conduct) PT Jasa Marga (Persero) Tbk.
Based on the Board of Directors Decree No. 46.1/KPTS/2024 on the Code of Conduct of PT Jasa Marga (Persero) Tbk.
Etika
Ethics
Nilai dan norma moral yang menjadi pegangan bagi seseorang atau suatu kelompok dalam mengatur tingkah lakunya.
The values and moral norms that serve as a guide for an individual or a group in regulating their behavior.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Etika Usaha Perusahaan Etika Kerja Insan Jasa Marga
Corporate Business Ethics Jasa Marga Personnel Work Ethics
Sistem nilai atau norma yang dijabarkan dari filosofi pendirian Sistem nilai atau norma yang dianut oleh setiap Pimpinan dan
Perusahaan dan yang dianut oleh Perusahaan sebagai acuan Karyawan dalam melaksanakan tugasnya termasuk etika hubungan
Perusahaan serta manajemennya untuk berhubungan dengan antar Karyawan dan Perseroan.
lingkungannya, baik internal maupun eksternal (Stakeholder). The value system or norms embraced by every Leader and Employee
A system of values or norms derived from the Company's founding in carrying out their duties, including the ethics of relationships
philosophy and adopted by the Company as a reference for the between Employees and the Company.
Company and its management in relating to its environment, both
internal and external (stakeholders).
1. Kepatuhan Terhadap Peraturan Perundang Undangan. 1. Komitmen Insan Jasa Marga.
2. Penanganan Gratifikasi dan Manajemen Anti Penyuapan. 2. Menjaga Nama Baik Perseroan.
3. Kepedulian Terhadap Kesehatan dan Keselamatan Kerja. 3. Menjaga Hubungan Baik antar Insan Jasa Marga.
4. Pemberian Kesempatan yang Sama kepada Karyawan untuk 4. Menjaga Kerahasiaan Perusahaan.
Mendapatkan Pekerjaan, Promosi dan Pemberhentian Kerja. 5. Menjaga dan Menggunakan Aset Perseroan.
5. Standar Etika dalam Berhubungan dengan Stakeholders: 6. Menjaga Keselamatan, Kesehatan dan Lingkungan Kerja.
• Hubungan dengan Insan Jasa Marga. 7. Perilaku Asusila, Narkotika, Obat Terlarang, Perjudian dan
• Hubungan dengan Pemerintah. Merokok.
• Hubungan dengan Pemegang Saham. 8. Melakukan Pencatatan Data Perusahaan dan Penyusunan
• Hubungan dengan Pengguna Jalan Tol dan Pelanggan Laporan.
Lainnya. 9. Menghindari Terjadinya Konflik Kepentingan Pribadi.
• Hubungan dengan Mitra Usaha 10. Insider Trading).
• Hubungan dengan Pesaing. • Komitmen Penanganan Gratifikasi.
• Hubungan dengan Kreditur/Investor. • Penolakan Gratifikasi.
• Hubungan dengan Pemasok/Kontraktor. • Pemberian Gratifikasi.
• Hubungan dengan Masyarakat dan Lingkungan Sekitar. 11. Penerimaan Gratifikasi.
• Hubungan dengan Media Massa. 12. Kewajiban Laporan Harta Kekayaan Penyelenggara Negara
• Hubungan dengan Anak Perusahaan. (LHKPN).
13. Tidak Memanfaatkan Posisi untuk Kepentingan Pribadi (Benturan
1. Compliance with Laws and Regulations. Kepentingan).
2. Handling of Gratuities and Anti-Bribery Management. 14. Aktivitas Politik.
3. Concern for Occupational Health and Safety. 15. Hak Atas Kekayaan Intelektual (Intellectual Property Right).
4. Equal Opportunity for Employees to Obtain Employment, • Standar Etika Jajaran Manajemen dan Karyawan.
Promotion, and Termination of Employment. • Perilaku sebagai Atasan terhadao Bawahan.
5. Ethical Standards in Relations with Stakeholders: • Perilaku sebagai Bawahan terhadap Atasan.
• Relationships with Jasa Marga Personnel. • Perilaku sebagai Rekan Kerja.
• Relationships with the Government.
• Relationships with Shareholders. 1. Commitment of Jasa Marga Employees.
• Relationships with Toll Road Users and Other Customers. 2. Maintaining the Company's Good Name.
• Relationships with Business Partners. 3. Maintaining Good Relations Among Jasa Marga Employees.
• Relationships with Competitors. 4. Maintaining Company Confidentiality.
• Relationships with Creditors/Investors. 5. Maintaining and Using Company Assets.
• Relationships with Suppliers/Contractors. 6. Maintaining Safety, Health, and the Work Environment.
• Relationships with the Community and the Surrounding 7. Prohibited Conduct: Immoral Behavior, Narcotics, Illegal Drugs,
Environment. Gambling, and Smoking.
• Relationships with the Media. 8. Recording Company Data and Preparing Reports.
• Relationships with Subsidiaries. 9. Avoiding Personal Conflicts of Interest (Insider Trading).
10. Commitment to Handling Gratuities.
• Refusal of Gratuities.
• Giving Gratuities.
• Acceptance of Gratuities.
11. Obligation to Report State Officials' Wealth (LHKPN).
12. Not Using Position for Personal Gain (Conflict of Interest).
13. Political Activities.
14. Intellectual Property Rights
15. Ethical Standards for Management and Employees.
• Behavior as a Supervisor towards Subordinates.
• Behavior as a Subordinate towards a Superior.
• Behavior as a Colleague.
Compliance Disclosure that the Code of
Pengungkapan Kepatuhan bahwa Kode Conduct Applies to All Organizational
Etik Berlaku bagi Seluruh Level Organisasi Levels
The Code of Conduct has been ratified through Board of
Pedoman Perilaku Code of Conduct) telah disahkan melalui Directors Decree No. 46.1/KPTS/2024 on the Code of
Keputusan Direksi No. 46.1/KPTS/2024 tentang Pedoman Conduct of PT Jasa Marga (Persero) Tbk. This Code of
Perilaku Code of Conduct) PT Jasa Marga (Persero) Tbk. Conduct applies to all Jasa Marga personnel at all levels
Pedoman Perilaku ini berlaku bagi seluruh Insan Jasa Marga of the organization, from the Board of Commissioners,
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
di semua level organisasi, mulai dari Dewan Komisaris, Board of Directors, employees of the Company, employees
Direksi, karyawan Perseroan, karyawan yang ditugaskan assigned to Subsidiaries and other agencies, as well as
di Anak Perusahaan dan instansi lainnya, serta personel other personnel who work directly for and on behalf of the
lain yang secara langsung bekerja untuk dan atas nama Company.
Perseroan.
Signing of Integrity Pact, Integrity
Penandatanganan Pakta Integritas, Declaration, and Conflict of Interest
Deklarasi Integritas dan Pernyataan Statement
Benturan Kepentingan
Every Jasa Marga personnel has signed an Integrity Pact,
Setiap Insan Jasa Marga telah menandatangani Pakta Integrity Declaration, and Conflict of Interest Statement as
Integritas, Deklarasi Integritas, dan Pernyataan Benturan a form of commitment to the implementation of GCG and
Kepentingan sebagai bentuk komitmen penerapan GCG the Anti-Bribery Management System in the Company’s
dan Sistem Manajemen Anti Penyuapan dalam operasional operations. The percentage of Jasa Marga employees who
Perseroan. Persentase penandatanganan komitmen Code have signed the Code of Conduct commitment is 100%.
of Conduct oleh Insan Jasa Marga adalah sebanyak 100%.
Code of Conduct Dissemination
Sosialisasi dan Penyebarluasan Kode Etik
The Code of Conduct is disclosed and/or disseminated to
Pedoman Perilaku diungkapkan dan/atau disebarkan kepada all employees of the Company through various Company-
semua insan Perseroan melalui berbagai media yang dimiliki owned media, including via information technology that all
Perseroan, termasuk melalui teknologi informasi yang dapat employees can easily access at any time.
diakses oleh semua pegawai dengan mudah setiap saat.
Periodically, the Board of Directors issues memos and/
Secara periodik, Direksi menyampaikan Memo dan/atau or circular letters to all Company employees regarding the
Surat Edaran tentang pelaksanaan etika bisnis kepada implementation of the Company’s business ethics.
segenap insan Perseroan.
Code of Conduct Implementation and
Upaya Penerapan dan Penegakan Kode Enforcement Efforts
Etik
To realize the behavior of Jasa Marga personnel based on
Untuk mewujudkan perilaku Insan Jasa Marga yang business ethics, several strategic initiatives are carried out,
berlandaskan etika bisnis, terdapat sejumlah inisiatif including:
strategis yang dilakukan, antara lain melalui: 1. The commitment of the Board of Directors, Board of
1. Komitmen Direksi dan Dewan Komisaris serta Karyawan Commissioners, and employees to implement Good
untuk menerapkan Tata Kelola Perusahaan yang Baik Corporate Governance in every step of the Company, as
dalam setiap langkah Perseroan, yang tertuang dalam outlined in the Integrity Pact, which is renewed at the
Pakta Integritas yang diperbaharui setiap awal tahun. beginning of each year.
2. Keteladanan Pimpinan dengan memberi contoh sikap 2. Leadership by example, demonstrating attitudes and
dan perilaku yang tidak bertentangan dengan kebijakan behaviors that do not conflict with Company policies
dan Peraturan Perusahaan mengenai Tata Kelola and regulations regarding Good Corporate Governance.
Perusahaan yang Baik.
Efforts to enforce the Code of Conduct are carried out in
Upaya penegakan Pedoman Perilaku dilakukan dengan several ways, including:
beberapa cara, di antaranya: 1. Signing of the Integrity Pact, Integrity Declaration,
1. Penandatanganan Pakta Integritas, Deklarasi Integritas, and Conflict of Interest Statement by all Jasa Marga
dan Pernyataan Benturan Kepentingan seluruh Insan personnel, which is renewed annually.
Jasa Marga yang diperbaharui setiap tahun. 2. Dissemination through the Company’s internal media
2. Sosialisasi melalui media internal Perseroan (Miles (Miles Magazine).
Magazine). 3. Submission of State Officials’ Wealth Reports (LHKPN)
3. Pelaporan Laporan Harta Kekayaan Penyelenggara up to the Department Head level.
Negara (LHKPN) sampai dengan tingkat Department
Head. 4. Reporting of Gratuities to KPK and cooperation with the
4. Pelaporan Gratifikasi kepada KPK dan kerja sama KPK’s Gratification Control Program.
Program Pengendalian Gratifikasi dengan KPK. 5. Establishment of the Jasa Marga Gratification Control
5. Pembentukan Unit Pengendali Gratifikasi Jasa Marga Unit in the Governance and Compliance Department,
di Governance and Compliance Department, Legal & Legal & Compliance Group.
Compliance Group. 6. Publication of the prohibition of gratuities and the
6. Publikasi larangan gratifikasi dan Whistleblowing System Whistleblowing System on social media and the website.
di media sosial dan website.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Sanction Types for Each Violation Type
Jenis Sanksi untuk Masing-masing Jenis Regulated in the Code of Conduct
Pelanggaran yang Diatur dalam Kode Etik Every Jasa Marga employee who is proven to have violated
Setiap Insan Jasa Marga yang terbukti melakukan the Code of Conduct will be subject to sanctions per the
pelanggaran terhadap Kode Etik akan diberikan sanksi applicable regulations and provisions of the Company, i.e.,
sesuai dengan peraturan dan ketentuan yang berlaku di Board of Directors Decree No. 168/KPTS/20204 dated
Perseroan yaitu Keputusan Direksi No. 168/KPTS/20204 August 26, 2024, on Employee Development.
tanggal 26 Agustus 2024 tentang Pembinaan Karyawan.
Sanctions for employees who commit violations are
Sanksi bagi karyawan yang melakukan pelanggaran determined by the Board of Directors after receiving a
ditetapkan oleh Direksi setelah mendapat laporan dari report from the employee’s immediate supervisor. The
atasan langsung karyawan yang bersangkutan. Direksi Board of Directors and Board of Commissioners decide
dan Dewan Komisaris memutuskan pemberian tindakan on the implementation of guidance, disciplinary sanctions,
pembinaan, sanksi disiplin dan/atau tindakan lainnya serta and/or other measures and preventive actions to be carried
pencegahan yang harus dilaksanakan oleh atasan langsung out by the immediate supervisor in their respective work
di lingkungan masing-masing. environments.
Tabel Bentuk Hukuman dan Sanksi
Table of Punishment Levels and Sanctions
Tingkat Hukuman Jenis Sanksi
Punishment Level Type of Sanction
Hukuman Disiplin Ringan Surat Peringatan Pertama, Surat Peringatan Kedua dan Surat Peringatan Ketiga secara berurutan
Light Disciplinary Punishment First Warning Letter, Second Warning Letter, and Third Warning Letter in sequence
Hukuman Disiplin Sedang Surat Peringatan Pertama dan Terakhir (SPP&T)
Moderate Disciplinary Punishment First and Final Warning Letter (SPP&T)
Hukuman Disiplin Berat Pemutusan Hubungan Kerja (PHK)
Severe Disciplinary Punishment Employment Termination (PHK)
Sanctions for Board of Directors and Board of Commissioners
Sanksi bagi Direksi dan Dewan Komisaris yang melakukan who commit violations are decided by the shareholders.
pelanggaran diputuskan oleh Pemegang Saham. Sanksi Sanctions for business partners or other stakeholders who
bagi mitra kerja atau stakeholders lain yang melakukan commit violations are in accordance with the contract’s
pelanggaran adalah sesuai ketentuan sebagaimana yang provisions. If related to criminal acts, they may be referred
tertuang dalam kontrak. Apabila terkait dengan tindak to the authorities.
pidana dapat diteruskan kepada pihak yang berwajib.
Total Code of Conduct Violations and
Jumlah Pelanggaran Kode Etik Beserta Sanctions Imposed
Sanksi yang Diberikan Throughout 2025, Jasa Marga did not record any violations
Sepanjang tahun 2025, Jasa Marga tidak mencatat adanya of the code of conduct or any sanctions imposed for such
pelanggaran atas kode etik maupun sanksi yang diberikan violations, reflecting the high level of understanding among
atas pelanggaran kode etik, hal ini mencerminkan tingginya Jasa Marga employees of the code of conduct’s importance.
pemahaman Insan Jasa Marga akan pentingnya kode etik.
Trend in Code of Conduct Implementation
Tren Penerapan Kode Etik
Over the past five years, ethical code violations within the
Dalam kurun waktu 5 (lima) tahun terakhir, pelanggaran Company have shown excellent results, as shown in the
kode etik di dalam Perseroan menunjukan hasil yang sangat following table:
baik, dapat dilihat pada tabel berikut ini:
Tabel Jumlah Pelanggaran Kode Etik
Table of Code of Conduct Violations
Tahun Jumlah Pelanggaran Kode Etik
Year Total Code of Conduct Violations
2025 -
2024 -
2023 -
2022 -
2021 -
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kebijakan Anti Korupsi/Anti Fraud
dan Sosialisasinya
Anti-Corruption/Anti-Fraud Policies and the Dissemination
Dalam upaya mendukung Jasa Marga dalam menerapkan To support Jasa Marga in implementing Good Corporate
prinsip Tata Kelola Perusahaan yang Baik, Jasa Marga juga Governance principles, Jasa Marga is also committed to
berkomitmen untuk melakukan pemberantasan Korupsi, eradicating Corruption, Collusion, and Nepotism (KKN) by
Kolusi, dan Nepotisme (KKN) melalui pembuatan kebijakan creating anti-corruption and anti-fraud policies.
anti korupsi/anti fraud.
Kebijakan Perseroan terkait Anti Korupsi/Anti Fraud telah The Company's policies related to Anti-Corruption/Anti-
diatur dalam: Fraud are regulated in:
1. Pedoman Tata Kelola Perusahaan (Code of Corporate 1. Corporate Governance Guidelines (Code of Corporate
Governance); Governance);
2. Pedoman Perilaku Code of Conduct); 2. Code of Conduct;
3. Pedoman Penanganan Gratifikasi; 3. Guidelines for Handling Gratuities;
4. Pedoman Whistleblowing System; 4. Whistleblowing System Guidelines;
5. Pedoman Benturan Kepentingan; 5. Conflict of Interest Guidelines;
6. Kebijakan Anti Penyuapan; 6. Anti-Bribery Policy;
7. Manual Sistem Manajemen Anti Penyuapan (SMAP); 7. Anti-Bribery Management System (SMAP) Manual;
8. Pedoman Laporan Harta Kekayaan Penyelenggara 8. Guidelines for State Officials' Wealth Reports (LHKPN);
Negara (LHKPN); dan and
9. Pedoman Strategi Anti Fraud. 9. Anti-Fraud Strategy Guidelines.
Pelatihan dan Sosialisasi Anti Korupsi/Anti Anti-Corruption/Anti-Fraud Training and
Fraud Dissemination
Dalam memberikan pemahaman dan pembekalan To provide understanding and knowledge of corruption
pengetahuan mengenai Korupsi beserta turunannya, and its derivatives, the Company provides regular training
Perseroan memberikan pelatihan dan sosialisasi bagi Insan and dissemination to Jasa Marga employees. In 2025,
Jasa Marga secara berkala. Selama tahun 2025, sosialisasi dissemination and training related to Anti-Corruption/Anti-
dan pelatihan terkait Anti Korupsi/Anti Fraud dapat dilihat Fraud can be seen in the table below:
pada tabel di bawah ini:
Tabel Pelatihan Anti Korupsi/Anti Fraud
Table of Anti-Corruption/Anti-Fraud Training
Nama Kegiatan Penyelenggara
Tanggal Event
Name of Activity Organizer
12 Februari 2025 Audit Forensik dan Deteksi Korupsi Lembaga Informasi
February 12, 2025 Forensic Auditing and Corruption Detection Kebijakan Nasional
(Lemiknas)
20 Februari 2025 Seminar Nasional Pencegahan & Penanggulangan Korupsi PT Jasa Marga
February 20, 2025 National Seminar on the Prevention and Combating of Corruption (Persero) Tbk
18 Februari 2025 JM Talk Pelaporan LHKPN: Komitmen Penyelenggara Negara dalam Menjaga Integritas PT Jasa Marga
February 18, 2025 dan Mencegah Korupsi (Persero) Tbk
JM Talk on LHKPN Reporting: The Commitment of Public Officials to Upholding Integrity
and Preventing Corruption
08 Mei 2025 Mencegah Tindak Pidana Korupsi dan Pencucian Uang Antisipasi OTT dalam Tindak Bintang Studi Nasional
May 8, 2025 Pidana Korupsi Tema Aspek Legal dan Kepatuhan Terhadap Pencegahan Pencucian Uang
TA 2024 serta Aspek Hukum dan Implementasi Tentang Tindak Pidana Pencucian Uang
Mencegah Tindak Pidana Korupsi dan Pencucian Uang Antisipasi OTT dalam Tindak
Pidana Korupsi Tema Aspek Legal dan Kepatuhan Terhadap Pencegahan Pencucian Uang
TA 2024 serta Aspek Hukum dan Implementasi Tentang Tindak Pidana Pencucian Uang
19 Juni 2025 Seminar Nasional Satu Hari: Implementasi Korporasi serta Gratifikasi atas Kewenangan PT Jasa Marga
June 19, 2025 & Jabatan Terkait Tindak Pidana Korupsi & Pencucian Uang di BUMN, BUMD, Swasta (Persero) Tbk
Nasional
Preventing Corruption and Money Laundering; Anticipating Raids in Corruption Cases;
Legal and Compliance Aspects of Money Laundering Prevention for the 2024 Financial
Year; and Legal Aspects and Implementation of Money Laundering Offences
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tabel Pelatihan Anti Korupsi/Anti Fraud
Table of Anti-Corruption/Anti-Fraud Training
Nama Kegiatan Penyelenggara
Tanggal Event
Name of Activity Organizer
08 Oktober 2025 Forensik dan Deteksi Korupsi Pada Korporasi BUMN/BUMD & Anak Usaha Lembaga Bina
October 8, 2025 Forensic Investigation and Corruption Detection in SOEs and LGOs & Their Subsidiaries Management Center
(BMC)
26 November 2025 Pelatihan Nasional: “Implementasi dan Strategi Pelaksanaan UU BUMN No. 16 Tahun Lembaga Informasi
November 26, 2025 2025 (Tantangan, Peluang, Keberlanjutan Bisnis & Kepastian Hukum Serta Pencegahan Kebijakan Nasional
Korupsi)” (Lemiknas)
National Training: “Implementation and Strategies for the Enforcement of Law No. 16 of
2025 on State-Owned Enterprises (Challenges, Opportunities, Business Sustainability &
Legal Certainty, and Corruption Prevention)”
26 November 2025 Seminar Impelementasi Penerapan Penyitaan Aset Pelaku Tindak Pidana Korupsi dan Badan Anti Korupsi
November 26, 2025 Tindak Pidana Pencucian Uang Nasional (Bakornas)
Seminar on the Implementation of Asset Seizure from Perpetrators of Corruption and
Money Laundering Offences
15 Desember 2025 Legal Summit: Peringatan Hakordia dan Seminar Dampak UU KUHAP "Penegakan Tindak PT Jasa Marga
December 15, 2025 Pidana Korupsi Ditinjau dari Prinsip Bussiness Judgement Rule dan Pedoman Strategis (Persero) Tbk
Bagi Korporasi dalam Menghadapi Implementasi UU KUHAP"
Legal Summit: Hakordia Commemoration and Seminar on the Impact of the Criminal
Procedure Code (KUHAP) ‘Enforcement of Corruption Offences in Light of the
Business Judgement Rule and Strategic Guidelines for Corporations in Dealing with the
Implementation of the Criminal Procedure Code (KUHAP)’
Tabel Sosialisasi Anti Korupsi/Anti-Fraud
Table of Anti-Corruption/Anti-Fraud Dissemination
Tanggal Sosialisasi Judul/Tema Tempat/Media
No.
Dissemination Date Title/Theme Venue/Media
1. 21 Mei 2025 Penyampaian Materi Sosialisasi Pedoman Strategi Anti Fraud di Buku Saku
May 21, 2025 Lingkungan Unit Kerja Perusahaan Pocket Book
Presentation of Anti-Fraud Strategy Guidelines in the Company's
Work Units
Program dan Prosedur Penanganan Anti Anti-Corruption/Anti-Fraud Program and
Korupsi/Anti Fraud Handling Procedure
Jasa Marga memiliki komitmen yang besar untuk menciptakan PT Jasa Marga (Persero) Tbk is strongly committed to
operasional Perseroan yang bersih dan bebas Kolusi, Korupsi creating clean, corruption-free operations free of collusion,
dan Nepotisme (KKN). Salah satu wujud dari komitmen corruption, and nepotism (KKN). As part of this commitment,
tersebut, pada tahun 2020 Perseroan mengimplementasikan in 2020, the Company implemented SNI ISO 37001 on Anti-
SNI ISO 37001 tentang Sistem Manajemen Anti Suap Bribery Management Systems (SMAP), and enacted the
(SMAP), dan memberlakukan Pedoman Strategi Anti Fraud Anti-Fraud Strategy Guidelines based on PT Jasa Marga
berdasarkan Keputusan Direksi PT Jasa Marga (Persero) (Persero) Tbk Board of Directors Decree No. 248/KPTS/2024
Tbk Nomor 248/KPTS/2024 tentang Pedoman Strategi Anti on the Anti-Fraud Strategy Guidelines of PT Jasa Marga
Fraud PT Jasa Marga (Persero) Tbk. Penerapan Pedoman (Persero) Tbk. These Guidelines were implemented as part
ini dilakukan sebagai upaya pencegahan dan perbaikan of ongoing efforts to improve the internal control system.
berkelanjutan terhadap sistem pengendalian internal. In addition, the Company implements Gratuity Control and
Disamping itu Perseroan juga melaksanakan Pengendalian Management.
dan Pengelolaan Gratifikasi.
Terkait dengan implementasi standar baru tersebut, In connection with the implementation of these new
Perseroan telah melakukan penyesuaian terhadap kebijakan standards, the Company has made adjustments to its internal
internal yang terkait dengan upaya untuk menciptakan policies to create a clean, corruption-free organization.
organisasi yang bersih dan bebas KKN.
Jasa Marga membentuk Fungsi Kepatuhan Anti Penyuapan Jasa Marga established an Anti-Bribery Compliance Function
(FKAP) pada Unit Kerja Internal Audit Group untuk (FKAP) within the Internal Audit Group Work Unit to oversee
mengawasi rancangan dan implementasi SMAP. Bersama the design and implementation of SMAP. Together with the
dengan Unit Kerja Kantor Pusat, Regional Metropolitan dan Head Office, the Metropolitan Regional, and the Nusantara
Regional Nusantara, FKAP melakukan penilaian atas potensi Regional Work Units, FKAP assesses the potential bribery
risiko penyuapan yang akan dihadapi oleh Perseroan serta risks faced by the Company and evaluates the suitability and
untuk mengevaluasi kesesuaian dan efektivitas kontrol yang effectiveness of the Company’s controls to reduce identified
terdapat di Perseroan guna mengurangi risiko penyuapan bribery risks. Periodically, every quarter, work units reports
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
yang teridentifikasi. Secara periodik tiap triwulan, unit-unit all activities related to the following:
kerja akan melaporkan semua kegiatan yang berkaitan
dengan hal- hal yang tercantum di bawah ini:
1. Praktik pemberian dan/atau penerimaan hadiah dan/ 1. The practice of giving and/or receiving gifts and/or
atau hiburan; entertainment;
2. Praktik pemberian dan/atau penerimaan sponsorship; 2. The practice of giving and/or receiving sponsorship;
3. Praktik pemberian sumbangan; 3. The practice of giving donations;
4. Benturan kepentingan; 4. Conflicts of interest;
5. Aktivitas uji kelayakan pada karyawan, mitra kerja sama, 5. Due diligence activities on employees, business partners,
dan penyedia barang/jasa Perseroan; dan and suppliers of goods/services of the Company; and
6. Laporan tersebut akan dievaluasi dan dilaporkan kepada 6. The report will be evaluated and submitted to the
Direktur Utama dan Komisaris. President Director and Commissioners.
Selain dilakukan oleh FKAP, Direktur Utama juga membentuk In addition to being carried out by FKAP, the President
Tim Audit Internal SMAP secara ad hoc dalam rangka Director formed an ad hoc SMAP Internal Audit Team to
pengawasan atas implementasi SMAP sebagai garis oversee the implementation of SMAP as the third line of
pertahanan ketiga. Tim akan menyiapkan laporan audit defense. The team will prepare an internal audit report
internal yang menguraikan temuan yang ditemukan, describing the findings, determine appropriate corrective
menentukan Tindakan korektif yang sesuai untuk setiap actions for each finding, submit the report, and monitor the
temuan, menyampaikan laporan audit internal, serta implementation of the recommended corrective actions.
melakukan pemantauan atas pencapaian tindakan korektif The Company also has an Anti-Corruption/Anti-Fraud
yang direkomendasikan. Perseroan juga memiliki Duta Anti Ambassador whose members come from representatives of
Korupsi/Anti Fraud yang anggotanya berasal dari perwakilan the Head Office, Regional Offices, and Subsidiaries, whose
Kantor Pusat, Regional dan Anak Perusahaan, yang memiliki duties and responsibilities include formulating preventive
tugas dan tanggung jawab antara lain menyusun perencanaan measures to prevent corruption together with leaders
langkah-langkah preventif untuk mencegah terjadinya tindak that have an impact on behavior and performance in their
korupsi bersama Pimpinan yang berdampak pada perilaku respective work units, encouraging behavioral changes to
(behaviour) dan kinerja di lingkungan unit kerja masing- reject corruption, implementing and documenting the results
masing, mendorong perubahan perilaku untuk menolak of educational and dissemination activities and increasing
korupsi, melaksanakan dan mendokumentasikan hasil employee awareness, and representing their Work Units or
kegiatan edukasi, sosialisasi dan meningkatkan kesadaran Companies to collaborate with law enforcement agencies
karyawan, menjadi perwakilan Unit Kerja atau Perusahaannya and community organizations to improve the effectiveness
untuk berkolaborasi dengan lembaga penegak hukum maupun of corruption prevention. All programs implemented will
organisasi Masyarakat untuk meningkatkan efektivitas be reported to the Internal Audit Group for review of their
pencegahan korupsi. Seluruh program yang dilaksanakan effectiveness.
nantinya akan dilaporkan kepada Internal Audit Group untuk
dilihat kembali efektivitas program tersebut.
Berkenaan dengan Anti Fraud, Perseroan menerapkan With regard to Anti-Fraud, the Company implements Anti-
Pedoman Strategi Anti Fraud yang keberlakuannya Fraud Strategy Guidelines that apply to all of the Company’s
mencakup seluruh proses bisnis Perseroan baik di Kantor business processes at the Head Office, Regional Offices,
Pusat, Regional, maupun Representative Office, serta and Representative Offices, as well as to all levels of the
diterapkan pada seluruh jenjang organisasi Perseroan dan Company’s organization and are binding on:
berlaku mengikat bagi:
1. Seluruh Insan Jasa Marga; 1. All Jasa Marga employees;
2. Hubungan antara sesama Insan Jasa Marga; dan 2. Relationships between Jasa Marga employees; and
3. Hubungan antara Insan Jasa Marga dengan pihak ketiga, 3. Relationships between Jasa Marga employees and third
antara lain kontraktor, subkontraktor, vendor, dan pihak parties, including contractors, subcontractors, vendors,
eksternal lainnya. and other external parties.
Penerapan anti fraud dilandasi dengan prinsip integritas, The implementation of anti-fraud measures is based on
tata perilaku, tata kelola perusahaan yang baik (Good the principles of integrity, code of conduct, good corporate
Corporate Governance) dan zero tolerance. governance, and zero tolerance.
Satuan Kerja Penerapan Pedoman Strategi Anti Fraud, terdiri The Anti-Fraud Strategy Implementation Unit consists of:
dari:
1. Unit Kerja Penanggung Jawab Pedoman Strategi Anti 1. The Anti-Fraud Strategy Guidelines Responsibility Unit;
Fraud; dan and
2. Unit Kerja Pelaksana Pedoman Strategi Anti Fraud. Atas 2. The Anti-Fraud Strategy Guidelines Implementation
pelaksanaan tugasnya, Unit Kerja Penanggung Jawab Unit. In carrying out its duties, the Anti-Fraud Strategy
Pedoman Strategi Anti Fraud melaksanakan pemantauan Guidelines Responsibility Unit monitors and evaluates
dan evaluasi atas setiap pelaksanaan Kebijakan Anti the implementation of each Anti-Fraud Policy and reports
Fraud, dan melaporkannya kepada Direksi dan Dewan to the Board of Directors and Board of Commissioners
Komisaris secara berkala setiap 6 (enam) bulan/ regularly every six months/semester.
semesteran.
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pengendalian Gratifikasi
Gratification Control
Perseroan senantiasa mengutamakan pengelolaan bisnis The Company always prioritizes business management that
yang bebas dari Korupsi, Kolusi dan Nepotisme (KKN). is free from Corruption, Collusion, and Nepotism (KKN). This
Artinya, pengelolaan bisnis Perseroan bukan hanya untuk means that the Company's business management is not only
mengejar keuntungan Perseroan semata, namun juga aimed at pursuing profits, but also adheres to the principles
memperhatikan prinsip-prinsip pengelolaan yang amanah, of trustworthy, transparent, and accountable management.
transparan dan akuntabel.
Dalam praktik hubungan bisnis, hal yang sering terjadi dan In business relationships, it is common and often unavoidable
sering tak terhindarkan adalah adanya Gratifikasi dari satu for one party to offer gratuities to another. However, the
pihak kepada pihak lainnya. Meskipun demikian, Perseroan Company recognizes the importance of taking a firm stance
menyadari pentingnya pelaksanaan sikap yang tegas terhadap on gratuities involving Jasa Marga employees. It is important
penanganan Gratifikasi yang melibatkan Insan Jasa Marga. to cultivate this culture within Jasa Marga as a learning
Hal ini penting untuk dibudayakan di lingkungan Jasa Marga process for Jasa Marga personnel who have high dignity
sebagai suatu proses pembelajaran bagi Insan Jasa Marga and image in business relationships with stakeholders.
yang mempunyai harkat, martabat dan citra yang tinggi dalam Therefore, it is necessary to regulate matters related to
hubungan bisnis dengan para Pemangku Kepentingan. Oleh gratuities and the Company's reporting mechanism.
sebab itu, perlu diatur hal-hal yang terkait dengan Gratifikasi
dan mekanisme pelaporannya di lingkungan Perseroan.
Saat ini, Jasa Marga telah melakukan review dan update atas Currently, Jasa Marga has reviewed and updated its Gratuity
kebijakan Pedoman Penanganan Gratifikasi sebagaimana Handling Guidelines policy as stipulated in Board of Directors
tertuang dalam Keputusan Direksi No. 118/KPTS/2022 Decree No. 118/KPTS/2022 dated September 20, 2022.
tanggal 20 September 2022. Pedoman Penanganan The Gratuity Handling Guidelines align with the Corporate
Gratifikasi selaras dengan Pedoman Tata Kelola Perusahaan Governance Guidelines (Code of Corporate Governance)
(Code of Corporate Governance) dan Pedoman Perilaku and the Code of Conduct, as well as with the Company’s
Code of Conduct) serta nilai-nilai yang berlaku di Perseroan. values.
Pengelolaan Pengendalian Gratifkasi Gratification Control Management
Suatu Gratifikasi akan berubah menjadi tindak pidana suap/ A gratuity may constitute a criminal act of bribery/illegal
Gratifikasi ilegal apabila memenuhi unsur-unsur sebagai gratuity if it meets the following elements:
berikut:
1. Gratifikasi tersebut berhubungan dengan wewenang/ 1. The gratification is related to the authority/position of
jabatan Insan Jasa Marga di Perseroan, sehingga dapat Jasa Marga personnel within the Company, thereby
menimbulkan benturan kepentingan yang mempengaruhi creating a conflict of interest that affects their
independensi, objektivitas, maupun profesionalisme independence, objectivity, and professionalism.
Insan Jasa Marga.
2. Gratifikasi tersebut tidak dilaporkan dalam jangka waktu 2. The gratuity is not reported within 30 working days to
30 (tiga puluh) hari kerja kepada Komisi Pemberantasan the Corruption Eradication Commission (KPK) from the
Korupsi (KPK) sejak tanggal penerimaan Gratifikasi. date of receipt of the gratuity.
Beberapa Kriteria Gratifikasi yang dianggap suap, antara lain Some criteria for gratuities that are considered bribery
sebagai berikut: include the following:
1. Uang atau setara uang yang diberikan kepada Insan 1. Money or money equivalents given to Jasa Marga
Jasa Marga sebagai ucapan terima kasih dari pihak employees as a token of appreciation from other parties
lain, sehubungan dengan telah terpilihnya atau telah in connection with their selection or completion of a
selesainya suatu pekerjaan atau kegiatan lainnya dalam job or other activity in the context of performing the
rangka pelaksanaan tugas dan jabatan Insan Jasa Marga duties and responsibilities of the Jasa Marga employee
yang bersangkutan. concerned.
2. Pemberian tidak resmi dalam bentuk uang atau setara 2. Informal gifts in the form of money or money equivalents,
uang sebagai tanda terima kasih yang diterima Insan Jasa as a token of gratitude, received by Jasa Marga
Marga dari pihak lain terkait dengan proses pemeriksaan employees from other parties in connection with the
kelayakan pekerjaan atau proses persetujuan atau process of assessing the suitability of work or the process
pemantauan atas pekerjaan pihak lain tersebut. of approving or monitoring the work of other parties.
3. Pemberian dalam bentuk apapun dari pihak lain 3. Gifts in any form from other parties in connection with the
sehubungan dengan kenaikan pangkat dan jabatan promotion and new position of Jasa Marga personnel,
baru Insan Jasa Marga yang biasanya dilakukan sebagai which are usually given as a sign of introduction.
tanda perkenalan.
4. Pinjaman dari Bank atau lembaga keuangan lainnya 4. Loans from banks or other financial institutions received
yang diterima karena hubungan pribadi, jabatan dan due to the personal relationships, positions, and
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kewenangan dari Insan Jasa Marga yang bersangkutan authority of the relevant Jasa Marga personnel and not
dan tidak berlaku bagi masyarakat umum. available to the general public.
5. Kesempatan atau keuntungan termasuk jumlah/ 5. Opportunities or benefits, including special interest
persentase bunga khusus atau diskon komersial yang rates or commercial discounts, received by Jasa Marga
diterima Insan Jasa Marga karena hubungan pribadi atau employees due to personal relationships or positions,
jabatan dan tidak berlaku bagi masyarakat umum. which do not apply to the general public.
6. Makanan, minuman dan hiburan yang diberikan secara 6. Food, beverages, and entertainment provided
khusus, dikarenakan jabatan atau kewenangan Insan specifically due to the position or authority of the
Jasa Marga yang bersangkutan, yang dilakukan di luar relevant Jasa Marga employee, which is carried out
dan tidak berhubungan dengan tugas kedinasan. outside of and unrelated to official duties.
7. Pemberian fasilitas transportasi, akomodasi, uang atau 7. The provision of transportation facilities, accommodation,
setara uang sehubungan dengan pelaksanaan tugas money, or cash equivalents in connection with the
dan kewajiban Insan Jasa Marga yang bersangkutan di implementation of the duties and obligations of the
Perseroan pihak lain, yang dilakukan berdasarkan pada relevant Jasa Marga personnel at another company,
penunjukan langsung atau undangan dari pihak lain carried out based on a direct appointment or invitation
tersebut. from the other party.
8. Pemberian hiburan, paket wisata, voucher, yang 8. The provision of entertainment, tour packages, and
dilakukan terkait dengan pelaksanaan tugas dan vouchers, carried out in connection with the performance
kewajiban Insan Jasa Marga di perusahaan pihak lain, of duties and obligations of Jasa Marga personnel at
yang tidak relevan atau tidak ada hubungannya dengan other companies, which are irrelevant or unrelated to the
maksud penugasan Insan Jasa Marga tersebut. purpose of the assignment of the Jasa Marga personnel.
9. Jamuan makan, akomodasi dan fasilitas lainnya yang 9. Meals, accommodation, and other facilities provided to
diberikan kepada Insan Jasa Marga oleh Pihak lain Jasa Marga personnel by other parties during on-site
pada saat melakukan check on the spot untuk proses inspections of the other party’s workplace by a team
pemeriksaan tempat domisili kerja Pihak lain oleh tim assigned by Jasa Marga.
yang ditugaskan oleh Jasa Marga.
10. Akomodasi, fasilitas, perlengkapan dan/atau voucher 10. Accommodation, facilities, equipment, and/or vouchers,
termasuk dan namun tidak terbatas pada tiket pesawat, including but not limited to airline tickets, hotel vouchers,
voucher hotel, olahraga, voucher hiburan yang dilakukan sports vouchers, and entertainment vouchers, provided
terkait dengan pelaksanaan tugas dan kewajiban Insan in connection with the performance of duties and
Jasa Marga di perusahaan Pihak lain yang tidak relevan/ obligations of Jasa Marga personnel at other companies
tidak berhubungan dengan maksud penugasan Insan that are irrelevant/unrelated to the purpose of the
Jasa Marga tersebut. assignment of Jasa Marga personnel.
11. Pemberian fasilitas biaya pengobatan gratis pada saat 11. Provision of free medical treatment facilities when the
Insan Jasa Marga yang bersangkutan berobat ke salah relevant Jasa Marga personnel seek treatment at one
satu rumah sakit yang oleh Pihak lain yang dilakukan pada of the hospitals provided by the other party during the
saat pelaksanaan tugas dan kewajiban penugasannya. performance of their duties and obligations.
12. Pemberian kepada Insan Jasa Marga, sehubungan 12. The provision to Jasa Marga personnel, in connection
dengan suatu perayaan, namun tidak terbatas pada with a celebration, but not limited to birthdays, weddings,
perayaan ulang tahun, pernikahan, kelulusan, khitanan graduations, circumcisions, and others, given by the
dan lainnya, yang diberikan oleh Pihak lain, dengan other party, with a material value in Rupiah exceeding
nilai materiilnya dalam mata uang Rupiah melebihi Rp1,000,000 (one million rupiah).
Rp1.000.000 (satu juta rupiah).
13. Pemberian fasilitas berupa jasa boga/catering dari Pihak lain 13. The provision of facilities in the form of catering services
pada saat Insan Jasa Marga yang bersangkutan menggelar from other parties when Jasa Marga Personnel holds
perayaan, termasuk namun tidak terbatas pada perayaan celebrations, including but not limited to weddings,
pernikahan, ulang tahun, kelulusan, khitanan dan lainnya. birthdays, graduations, circumcisions, and others.
14. Pemberian bingkisan/parsel dalam bentuk apapun 14. The provision of gifts/parcels in any form to Jasa Marga
kepada Insan Jasa Marga dari Pihak lain sehubungan employees from third parties in connection with religious
dengan perayaan hari raya keagamaan. holidays.
Yang termasuk dalam situasi yang tidak memungkinkan Situations where refusal is not possible include the following:
untuk menolak adalah sebagai berikut:
1. Jika Insan Jasa Marga tersebut tidak mengetahui 1. If the Jasa Marga employee is unaware of the gift-giving
pelaksanaan pemberiannya, waktu dan lokasi process, the time and location of the gratuity, and does
diberikannya Gratifikasi, serta tidak mengetahui not know the identity and address of the giver.
identitas dan alamat Pemberi.
2. Jika menurut pertimbangan logika yang wajar pada 2. If, based on reasonable logic, refusal could disrupt the
umumnya, tindakan penolakan dapat menyebabkan good relationship between Jasa Marga and the giver.
terganggunya hubungan baik antara Jasa Marga dengan The gift is not in the form of money and/or money
Pemberi. Pemberian tersebut bukan dalam bentuk uang equivalents and/or securities with a value not exceeding
dan/atau setara uang dan/atau surat berharga yang Rp1,000,000 (one million rupiah) from each giver.
nilainya tidak melebihi Rp1.000.000 (satu juta rupiah)
dari masing-masing Pemberi.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pengelola Laporan Gratifikasi Gratification Report Management
Berdasarkan Keputusan Direksi No. 118/KPTS/2022 tanggal Based on Board of Directors Decree No. 118/KPTS/2022
20 September 2022, Unit Pengendali Gratifikasi (UPG) Jasa dated September 20, 2022, the Gratification Control Unit
Marga adalah Corporate Secretary and Chief Administration (UPG) of Jasa Marga is the Corporate Secretary and Chief
Officer dalam hal ini Legal and Compliance Group Head, Administration Officer, specifically the Head of the Legal and
yaitu pada Governance & Compliance Department. Compliance Group, within the Governance & Compliance
Department.
Tugas dan Tanggung Jawab UPG UPG Duties and Responsibilities
1. Menerima, menganalisis dan mengadministrasikan 1. Receiving, analyzing, and administering reports of
laporan penerimaan Gratifikasi dari Insan Jasa Marga; gratuity receipts from Jasa Marga personnel;
2. Menerima dan mengadministrasikan laporan penolakan 2. Receiving and administering reports of gratification
gratifikasi dalam hal insan Jasa Marga melaporkan refusals in cases where Jasa Marga personnel report
penolakan gratifikasi; such refusals;
3. Meneruskan laporan penerimaan gratification kepada 3. Forwarding reports of gratification receipts to KPK;
KPK;
4. Melaporkan rekapitulasi laporan penerimaan dan 4. Reporting periodic summaries of gratuity acceptance
penolakan Gratifikasi secara periodik kepada KPK; and rejection reports to KPK;
5. Menyampaikan hasil pengelolaan laporan penerimaan 5. Communicating the results of the management of
dan penolakan Gratifikasi dan usulan kebijakan reports on the acceptance and rejection of gratuities
Pengendalian Gratifikasi kepada pimpinan instansi; and proposals for gratification control policies to the
6. Melakukan sosialisasi aturan Gratifikasi kepada pihak leadership of the institution;
internal dan eksternal instansi; 6. Conducting dissemination of gratification regulations to
7. Melakukan pemeliharaan barang Gratifikasi sampai internal and external parties of the institution;
dengan adanya penetapan status barang tersebut; dan 7. Maintaining gratuity items until their status is determined;
and
8. Melakukan pemantauan dan evaluasi penerapan 8. Monitoring and evaluating the implementation of
Pengendalian Gratifikasi. Gratification Control.
Governance and Compliance Department
Legal and Compliance Group
PT Jasa Marga (Persero) Tbk
Plaza Toll TMI, Jakarta 13550
upg@jasamarga.co.id
Unit Pengendali Gratifikasi
Gratification Control Unit
Pelaporan Gratifikasi Gratification Reporting
Apabila terdapat penerimaan Gratifikasi di luar batasan, If there is a receipt of gratuities beyond the limits, Jasa
maka Insan Jasa Marga wajib melaporkan hal tersebut Marga personnel are required to report this through the
melalui Unit Pengendali Gratifikasi, yang kemudian akan Gratification Control Unit, which will then be processed
diproses lebih lanjut. Mekanisme penerimaan pelaporan further. The mechanism for receiving gratuity reports is as
gratifikasi adalah sebagai berikut: follows:
1. Pelaporan melalui Unit Pengendali Gratifikasi yang 1. Reports submitted through the Gratification Control
dilakukan oleh Insan Jasa Marga yang menerima Unit by Jasa Marga personnel who receive Gratification
Gratifikasi wajib disampaikan selambat-lambatnya 10 must be submitted no later than ten working days from
(sepuluh) hari kerja sejak tanggal penerimaan Gratifikasi the date of receipt of the Gratification by Jasa Marga
oleh Insan Jasa Marga, dengan menggunakan form personnel, using the reporting form.
pelaporan.
2. Untuk penerimaan yang merupakan barang yang cepat 2. For perishable gifts (e.g., food and beverages), they may
kedaluwarsa (contoh: makanan dan minuman), maka be handed over to social institutions by submitting proof
dapat diserahkan kepada lembaga sosial dengan of receipt from the social institution to the Gratification
menyampaikan bukti tanda terima dari lembaga social Control Unit.
tersebut kepada Unit Pengendali Gratifikasi.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
3. Untuk penerimaan yang merupakan barang yang tidak 3. For non-perishable gifts (e.g., money, gold), they must
cepat kadaluwarsa (contoh: uang, emas, dan lainnya), first be stored in the Finance Department of the relevant
wajib disimpan terlebih dahulu di Bagian Keuangan di Insan Jasa Marga workplace until the Corruption
lingkungan kerja Insan Jasa Marga yang bersangkutan, Eradication Commission (KPK) determines the ownership
sampai dengan ditentukannya status kepemilikan atas status of the gifts, by submitting proof of storage to the
penerimaan tersebut oleh pihak Komisi Pemberantasan Gratification Control Unit.
Korupsi (KPK), dengan menyampaikan bukti tanda
penyimpanan kepada Unit Pengendali Gratifikasi.
4. Unit Pengendali Gratifikasi meneruskan laporan 4. The Gratification Control Unit forwards the Gratification
penerimaan Gratifikasi, kepada Komisi Pemberantasan receipt report to the Corruption Eradication Commission
Korupsi (KPK) selambat-lambatnya 10 (sepuluh) hari (KPK) no later than ten working days from the date
kerja sejak tanggal diterimanya pelaporan Gratifikasi of receipt of the complete Gratification report by the
oleh Unit Pengendali Gratifikasi secara lengkap. Gratification Control Unit.
5. Setelah disampaikannya laporan penerimaan Gratifikasi 5. After the Gratification Control Unit submits the
oleh Unit Pengendali Gratifikasi kepada Komisi Gratification receipt report to the Corruption Eradication
Pemberantasan Korupsi (KPK), maka untuk proses Commission (KPK), the Company will follow the
penentuan atas Status kepemilikan penerimaan mechanism/procedure established by the Corruption
Gratifikasi tersebut, Perseroan akan mengikuti Eradication Commission (KPK) to determine the
mekanisme/prosedur yang ditetapkan oleh Komisi ownership status of the Gratification receipt.
Pemberantasan Korupsi (KPK).
Bagan Mekanisme Pelaporan Penerimaan Gratifikasi
Chart of Gratuity Receipt Reporting Mechanism
Penerima/penolak Gratifikasi Unit Pengendali Gratifikasi
Recipient/Objector of Gratification Gratification Control Unit
10 (sepuluh) hari kerja sejak 10 (sepuluh) hari kerja sejak
Gratifikasi diterima/ditolak Gratifikasi diterima/ditolak
10 (ten) business days after the 10 (ten) business days after the
acceptance/rejection of gratification acceptance/rejection of gratification
Rekapitulasi kepada KPK
Recapitulation to KPK
Mengikuti mekanisme
yang berlaku di KPK
Following Mechanism
at KPK
Status penerimaan
Gratifikasi/Status Unit Pengendali Gratifikasi
Penerimaan Pelaporan melakukan penetapan status
Penolakan Gratifikasi penerimaan/penolakan
Status of gratification Gratification Control Unit Conduct
acceptance/Status Monitoring over the status of
of the Submission of gratification acceptance/rejection
Report on the Rejection
of Gratification
Keterangan/Note:
Pelaporan Gratifikasi yang dilakukan melalui Whistleblowing System Jasa Marga akan ditindaklanjuti sesuai mekanisme Whistleblowing System yang berlaku di
Perseroan.
Gratification reports submitted through Jasa Marga's Whistleblowing System will be followed up in accordance with the Whistleblowing System mechanism applicable
within the Company.
Kegiatan Unit Pengendali Gratifikasi (UPG) Gratification Control Unit (UPG) Activities
Tahun 2025 in 2025
Throughout 2025, the Gratification Control Unit (UPG)
Sepanjang tahun 2025, Unit Pengendali Gratifikasi (UPG)
carried out activities to control gratuities. These activities
melaksanakan kegiatan sebagai upaya pengendalian
included:
gratifikasi. Adapun kegiatan tersebut, yaitu:
1. Fraud Publication of Commitments and Implementation
1. Publikasi Komitmen dan Implementasi Tata Kelola
of Good Corporate Governance (GCG), Anti-Gratification
Perusahaan yang Baik, Pengendalian Gratifikasi, Sistem
Controls, Anti-Bribery Management System (SMAP),
Manajemen Anti Penyuapan (SMAP) dan Pencegahan.
and Fraud Prevention.
Jasa Marga publishes the Commitment and
Jasa Marga menerbitkan publikasi Komitmen dan
Implementation of Good Corporate Governance (GCG),
Implementasi Tata Kelola Perusahaan yang Baik,
Anti-Gratification Controls, Anti-Bribery Management
Pengendalian Gratifikasi, Sistem Manajemen Anti
System (SMAP), and Fraud Prevention as the Company’s
Penyuapan (SMAP) dan Pencegahan Fraud sebagai
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
realisasi komitmen Perseroan dalam implementasi dan commitment to governance and anti-gratification
pengendalian gratifikasi yang disosialisasikan kepada measures. The publication is socialised to external
pihak eksternal Perseroan sebagai para Pemangku stakeholders of the Company through advertisements in
Kepentingan (stakehoders) Perseroan. Publikasi mass media and on social media, published in the run-up
dimaksud dilakukan dalam bentuk Iklan di media massa to the Company’s anniversary, Eid al-Fitr, and the Nataru
dan media sosial, yang diterbitkan menjelang HUT Jasa period (Year-End Holiday Season).
Marga, Idul Fitri dan Nataru.
Publikasi Komitmen dan Implementasi Tata Kelola The Publication of Commitment and Implementation
Perusahaan yang Baik, Pengendalian Gratifikasi, Sistem of Good Corporate Governance, Anti-Gratification
Manajemen Anti Penyuapan dan Pencegahan Fraud Controls, Anti-Bribery Management System (SMAP),
selama 2025 adalah sebagai berikut: and Fraud Prevention for 2025 is as follows:
Publikasi Komitmen dan Implementasi Tata Kelola Perusahaan yang Baik, Pengendalian Gratifikasi, SMAP dan Pencegahan Fraud
Publication of Commitments and Implementation of Good Corporate Governance (GCG), Anti-Gratification Controls, Anti-Bribery
Management System (SMAP), and Fraud Prevention
1 2 3
4 5 6
Penerbitan dan Tanggal Publikasi
Media
Publication and Publication Date
Menjelang HUT Jasa Marga | Ahead of Jasa Marga's anniversary
1. Kontan
27/02/2025
Menjelang HUT Jasa Marga | Ahead of Jasa Marga's anniversary Media Sosial
2.
27/02/2025 Social Media
• Investor Daily
Menjelang Idul Fitri | Ahead of Eid al-Fitr
3. • Kontan
24/04/2025
• Media Indonesia
Menjelang Idul Fitri | Ahead of Eid al-Fitr Media Sosial
4.
24/04/2025 Social Media
Menjelang Nataru | Ahead of Christmas and New Year • Investor Daily
5.
22/12/2025 • Kontan
Menjelang Nataru | Ahead of Christmas and New Year Media Sosial
6.
22/12/2025 Social Media
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
2. Survey Efektivitas WBS, Gratifikasi, Benturan 2. Effectiveness Survey of WBS, Gratification, Conflict of
Kepentingan, Anti Fraud, dan SMAP Interest, Fraud Prevention, and SMAP
Pada tahun 2025, dilakukan Survey Efektivitas WBS, In 2025, a Survey of the Effectiveness of the WBS
Gratifikasi, Benturan Kepentingan, Anti Fraud, dan (Whistleblowing System), Gratification, Conflicts of
SMAP, dalam rangka melakukan pengukuran terhadap Interest, Fraud Prevention, and SMAP (Anti-Bribery
efektivitas implementasi GCG di Perseroan. Management System) was conducted to measure the
effectiveness of GCG (Good Corporate Governance)
implementation within the Company.
Survey dimaksud dilakukan dengan tujuan sebagai The survey was conducted with the following objectives:
berikut:
a. Mengukur tingkat pemahaman karyawan. a. To gauge employees’ level of understanding.
b. Mengidentifikasi area yang perlu perbaikan. b. To identify areas requiring improvement.
c. Mengevaluasi efektivitas sosialisasi dan pelatihan. c. To evaluate the effectiveness of communications
and training.
d. Memenuhi Sasaran SMAP terkait tingkat pemahaman d. To meet the SMAP target regarding the level of
SMAP. SMAP understanding.
Kegiatan yang dilakukan adalah sebagai berikut: Activities undertaken:
a. Membuat perencanaan survey. a. Development of survey planning.
b. Pengembangan materi survey. b. Development of survey materials.
c. Pelaksanaan survey. c. Conducting the survey.
d. Koordinasi unit terkait. d. Coordination with relevant units.
e. Pengumpulan Data Survei. e. Collection of survey data.
f. Analisis kuantitatif dan evaluasi hasil survey. f. Quantitative analysis and evaluation of survey results.
g. Pembuatan Visualisasi Data. g. Data visualisation.
h. Dokumentasi hasil survey sebagai bukti kepatuhan. h. Documentation of survey findings as evidence of
compliance.
i. Penyusunan laporan dan penyampaian kepada i. Preparation of the report and submission to Senior
Manajemen Puncak. Management.
Survey dilakukan terhadap karyawan unit kerja Kantor The survey was administered to employees across
Pusat, Regional, dan Anak Perusahaan melalui Aplikasi Headquarters, Regional offices, and Subsidiaries via the
JM Click dengan persentase target kelulusan sebesar JM Click application, with a passing target of 75%. Based
75%. Berdasarkan hasil survey, dari 1044 jumlah on the survey results, out of 1,044 respondents to the
karyawan yang menjadi responden Survey Pemahaman SMAP Understanding Survey, 945 participants achieved
SMAP, sebanyak 945 peserta survey memenuhi a passing score of 70 or higher, equivalent to 90.5% of
passing score 70 atau setara dengan 90.5% responden respondents passing. Consequently, the percentage of
yang dinyatakan lulus. Dengan demikian, persentase passing respondents exceeded the established target.
responden yang lulus lebih tinggi dari target yang
ditetapkan.
3. Peringatan Hari Anti Korupsi Sedunia (Hakordia) 3. World Anti-Corruption Day (Hakordia)
Pada tahun 2025, dalam rangka memperingati In 2025, to mark World Anti-Corruption Day
Peringatan Hari Anti Korupsi Sedunia (Hakordia) 2025, (Hakordia) 2025, Jasa Marga organised the Hakordia
Jasa Marga menyelenggarakan kegiatan Legal Summit Commemoration Legal Summit and a Seminar on the
Peringatan Hakordia dan Seminar Dampak UU KUHAP Impact of the KUHAP Law, with the theme “Enforcing
dengan tema “Penegakan Tindak Pidana Korupsi Ditinjau Corruption Offences: A Perspective from the Business
dari Prinsip Business Judgement Rule” pada tanggal 15 Judgement Rule” on December 15, 2025. In the second
Desember 2025. Kemudian pada sesi kedua, narasumber session, a speaker delivered a presentation on “Strategic
memberikan paparan tentang “Pedoman Strategis Bagi Guidelines for Corporates in Responding to KUHAP
Korporasi dalam Menghadapi Implementasi UU KUHAP”. Implementation”.
Penyelenggaraan kegiatan dilaksanakan secara luring The event was conducted in person at Hotel Avenzel
bertempat di Hotel Avenzel Cibubur, Jakarta dan secara Cibubur, Jakarta, and online via Zoom.
daring melalui zoom meeting.
Perseroan menghadirkan beberapa nasarumber yang The Company engaged several speakers from credible
berasal dari lembaga-lembaga yang kredibel untuk institutions to deliver presentations, with attendance by
memberikan paparan yang dihadiri Insan Jasa Marga Jasa Marga personnel both onsite and online.
baik secara luring maupun daring.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Paparan dan Narasumber dalam Hakordia
Presentations and Speakers at Hakordia
Paparan Narasumber
No. Presentation Resource Person
1. Penegakan Tindak Pidana Korupsi Ditinjau dari Prinsip Business Judgement Rule 1. Yudi Purnomo Harahap (Penyidik KPK | KPK investigator)
Enforcing Corruption Offences: A Perspective from the Business Judgement Rule 2. M. Agus Salim (Hakim Ad-Hoc Tindak Pidana Korupsi Pengadilan
Negeri Jakarta Pusat | Ad Hoc Judge for Corruption Crimes at the
Central Jakarta District Court)
2. Pedoman Strategis bagi Korporasi dalam Menghadapi Implementasi KUHAP 2025 Bobby R Manalu (Partner Siregar Setiawan Manalu Partnership)
Strategic Guidelines for Corporates in Responding to KUHAP Implementation 2025
4. Pelatihan Terkait Anti Korupsi/Anti Fraud/Anti Penyuapan 4. Training Related to Anti-Corruption/Anti-Fraud/Anti-
Selama tahun 2025, Perseroan menyelenggarakan Bribery
pelatihan dengan menghadirkan beberapa narasumber During 2025, the Company organised training sessions
dari lembaga-lembaga yang kredibel untuk featuring several speakers from credible institutions
memberikan paparan terkait anti korupsi/anti fraud, to deliver presentations on anti-corruption/anti-fraud
yang diselenggarakan bersamaan dengan acara yang topics. These sessions were run in conjunction with
diselenggarakan Perseroan yang dihadiri Insan Jasa events hosted by the Company and attended by Insan
Marga baik secara luring maupun daring. Jasa Marga both in-person and online.
Rincian kegiatan pemaparan terkait anti korupsi The details of the anti-corruption presentations are as
dimaksud adalah sebagai berikut: follows:
Pelatihan Anti Korupsi/Anti Fraud/Anti Penyuapan
Anti-Corruption/Anti-Fraud/Anti-Bribery Training
Tanggal Pelatihan Pelatihan Narasumber Tempat
No. Training
Training Date Resource Person Place
1. 12-13 Juni 2025 Awareness SMAP PT Madhava Dwikarya Technology Classroom JLI
June 12-13, 2025
2. 15 Desember 2025 Penegakan Tindak Pidana Korupsi Ditinjau 1. Yudi Purnomo Harahap (Penyidik KPK) Luring: Hotel Avenzel Cibubur
December 15, 2025 dari Prinsip Business Judgement Rule 2. M. Agus Salim (Hakim Ad-Hoc Tindak Jakarta
Enforcement of Corruption Crimes Pidana Korupsi Pengadilan Negeri Daring: aplikasi Zoom Meeting
Reviewed from the Principle of Business Jakarta Pusat | Ad Hoc Judge for Offline: Hotel Avenzel Cibubur
Judgement Rule Corruption Crimes at the Central Jakarta Online: Zoom Meeting
Jakarta District Court) application
Penerimaan Laporan Gratifikasi Receipt of Gratuity Reports
Selama tahun 2025, tidak terdapat Laporan Gratifikasi yang In 2025, no Gratuity Reports were submitted to the UPG.
masuk ke UPG.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Kebijakan Pengadaan Barang dan Jasa
Procurement Policy
Kebijakan Perseroan dalam menerapkan Pengadaan The Company's policy on the procurement of goods and
Barang dan Jasa tertuang dalam Keputusan Direksi services is outlined in Board of Directors Decree No. 110/
No. 110/KPTS/2023 tanggal 25 September 2023 tentang KPTS/2023 dated September 25, 2023, on Guidelines for
Pedoman Pelaksanaan Pengadaan Barang dan Jasa di the Procurement of Goods and Services within PT Jasa
Lingkungan PT Jasa Marga (Persero) Tbk yang mengacu Marga (Persero) Tbk, which refers to Minister of SOE
pada Peraturan Menteri BUMN Nomor PER-2/MBU/03/2023 Regulation No. PER-2/MBU/03/2023 dated March 24, 2023,
tanggal 24 Maret 2023 tentang Pedoman Tata Kelola dan on Guidelines for Corporate Governance and Significant
Kegiatan Korporasi Signifikan Badan Usaha Milik Negara. Corporate Activities of State-Owned Enterprises.
Kebijakan ini mengatur proses Pengadaan Barang dan This policy governs the Goods and Services Procurement
Jasa mulai dari Tahap Perencanaan, Pemilihan Penyedia, process from the Planning Stage through Selection of
Pelaksanaan Kontrak sampai dengan Serah Terima Providers, Contract Implementation, and Handover of Work,
Pekerjaan sesuai dengan tugas dan kewenangan Para Pihak in accordance with the Parties' duties and authorities.
dalam proses Pengadaan Barang dan Jasa.
Selain Keputusan Direksi tersebut, pelaksanaan teknis In addition to the Board of Directors' Decree, the technical
Pengadaan Barang dan Jasa di lingkungan Perseroan juga implementation of Goods and Services Procurement within
berpedoman pada Keputusan Procurement and Fixed Asset Persero adheres to the Procurement and Fixed Asset Group
Group Head No. 79/KPTS-GH/2022 tanggal 17 Mei 2022 Head Decree No. 79/KPTS-GH/2022 dated May 17, 2022, on
tentang Pedoman Teknis Pelaksanaan Pengadaan Barang Technical Guidelines for the Implementation of Goods and
dan Jasa di Lingkungan PT Jasa Marga (Persero) Tbk. Services Procurement within PT Jasa Marga (Persero) Tbk.
Selain Keputusan Direksi tersebut, pelaksanaan teknis Selain Keputusan Direksi tersebut, pelaksanaan teknis
Pengadaan Barang dan Jasa di lingkungan Perseroan juga Pengadaan Barang dan Jasa di lingkungan Perseroan juga
berpedoman pada Keputusan Procurement and Fixed Asset berpedoman pada Keputusan Procurement and Fixed Asset
Group Head No. 79/KPTS-GH/2022 tanggal 17 Mei 2022 Group Head No. 79/KPTS-GH/2022 tanggal 17 Mei 2022
tentang Pedoman Teknis Pelaksanaan Pengadaan Barang tentang Pedoman Teknis Pelaksanaan Pengadaan Barang
dan Jasa di Lingkungan PT Jasa Marga (Persero) Tbk. dan Jasa di Lingkungan PT Jasa Marga (Persero) Tbk.
Penyusunan dokumen yang digunakan oleh Panitia Pemilihan Penyusunan dokumen yang digunakan oleh Panitia Pemilihan
pada proses Pengadaan Barang dan Jasa berpedoman pada pada proses Pengadaan Barang dan Jasa berpedoman pada
Keputusan PFA Group Head Nomor 207/KPTS/2022 tanggal Keputusan PFA Group Head Nomor 207/KPTS/2022 tanggal
7 Desember 2022 tentang Pedoman Standar Dokumen 7 Desember 2022 tentang Pedoman Standar Dokumen
Kualifikasi, Informasi Umum dan Instruksi Kepada Peserta di Kualifikasi, Informasi Umum dan Instruksi Kepada Peserta di
Lingkungan PT Jasa Marga (Persero) Tbk. Lingkungan PT Jasa Marga (Persero) Tbk.
Kebijakan Umum Pengadaan Barang dan General Policy on Goods and Services
Jasa Procurement
Kebijakan Umum Pengadaan Barang dan Jasa sesuai General Policy on Procurement of Goods and Services
dengan Keputusan Direksi No. 110/KPTS/2023 tanggal 25 in accordance with Board of Directors Decree No. 110/
September 2023 tentang Pedoman Pelaksanaan Pengadaan KPTS/2023 dated September 25, 2023 on Guidelines for
Barang dan Jasa di Lingkungan PT Jasa Marga (Persero) the Implementation of Procurement of Goods and Services
Tbk, yaitu: within PT Jasa Marga (Persero) Tbk, namely:
1. Meningkatkan kualitas perencanaan yang konsolidatif 1. Improving the quality of consolidated planning and
dan strategi Pengadaan Barang dan Jasa guna procurement strategies for goods and services to
mengoptimalkan value for money; optimize value for money;
2. Menyelaraskan tujuan Pengadaan Barang dan Jasa 2. Aligning the objectives of Goods and Services
dengan pencapaian tujuan Perusahaan; Procurement with the achievement of the Company’s
objectives;
3. Melaksanakan Pengadaan Barang dan Jasa yang lebih 3. Conducting procurement of goods and services that is
transparan, kompetitif, dan akuntabel; more transparent, competitive, and accountable;
4. Mengutamakan produk dalam negeri sesuai ketentuan 4. Prioritizing domestic products in accordance with
pendayagunaan produksi dalam negeri; regulations on the utilization of domestic production;
5. Memberi kesempatan pada pelaku usaha nasional, 5. Providing opportunities for national businesses, micro
Usaha Mikro dan Usaha Kecil; businesses, and small businesses;
6. Memperkuat kapasitas kelembagaan dan Sumber Daya 6. Strengthening institutional capacity and human resources
Manusia di bidang Pengadaan Barang dan Jasa; in the field of Goods and Services Procurement;
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
7. Memanfaatkan teknologi informasi; 7. Utilizing information technology;
8. Memberikan kesempatan kepada Anak Perusahaan dan/ 8. Providing opportunities to subsidiaries and/or synergies
atau sinergi antar BUMN dan/atau Anak Perusahaan between SOEs and/or subsidiaries and/or companies
dan/atau Perusahaan Terafiliasi BUMN; affiliated with SOEs;
9. Melaksanakan Pengadaan Barang dan Jasa yang 9. Implementing strategic, modern, innovative, and/or
strategis, modern, inovatif, dan/atau; procurement of goods and services; and/or
10. Memperkuat pengukuran kinerja Pengadaan Barang dan 10. Strengthening the measurement of performance
Jasa dan pengelolaan risiko. in the procurement of goods and services and risk
management.
Etika Perseroan dalam Penyediaan Barang Company Ethics in Goods and Services
dan Jasa Procurement
Perseroan melaksanakan pengadaan barang dan jasa The Company conducts procurement of goods
berdasarkan prinsip-prinsip efisien, efektif, kompetitif, and services based on the principles of efficiency,
transparan, adil danwajar, terbuka dan akuntabel. Perilaku effectiveness, competitiveness, transparency, fairness
etis yang diharapkan dalam berhubungan dengan penyedia and reasonableness, openness, and accountability. The
barang dan jasa sesuai dengan Keputusan Direksi No. 110/ ethical behavior expected in dealing with goods and
KPTS/2023 tanggal 25 September 2023 tentang Pedoman services providers is in accordance with Board of Directors
Pelaksanaan Pengadaan Barang dan Jasa di Lingkungan Decree No. 110/KPTS/2023 dated September 25, 2023, on
PT Jasa Marga (Persero) Tbk, yaitu: Guidelines for the Implementation of Goods and Services
Procurement within PT Jasa Marga (Persero) Tbk, namely:
1. Melaksanakan tugas secara tertib disertai rasa 1. Performing duties in an orderly manner with a sense of
tanggung jawab untuk mencapai sasaran, kelancaran, responsibility to achieve the objectives, smoothness,
dan ketepatan tujuan Pengadaan Barang dan Jasa; and accuracy of the Goods and Services Procurement;
2. Bekerja secara profesional, mandiri, dan menjaga 2. Working professionally, independently, and maintaining
kerahasiaan informasi yang menurut sifatnya harus the confidentiality of information that, by its nature,
dirahasiakan untuk mencegah penyimpangan must be kept confidential to prevent deviations in the
Pengadaan Barang dan Jasa; procurement of goods and services;
3. Tidak saling mempengaruhi baik langsung maupun tidak 3. Avoid influencing each other, either directly or indirectly,
langsung yang berakibat persaingan usaha tidak sehat; which could result in unfair business competition;
4. Menerima dan bertanggung jawab atas segala 4. Accepting and being responsible for all decisions made
keputusan yang ditetapkan sesuai dengan kesepakatan in accordance with the written agreement of the relevant
tertulis pihak terkait; parties;
5. Menghindari dan mencegah terjadinya Benturan 5. Avoiding and preventing conflicts of interest of related
Kepentingan pihak yang terkait, baik secara langsung parties, either directly or indirectly, which result in unfair
maupun tidak langsung, yang berakibat persaingan business competition in the Procurement of Goods and
usaha tidak sehat dalam Pengadaan Barang dan Jasa; Services;
6. Menghindari dan mencegah pemborosan dan kebocoran 6. Avoiding and preventing waste and leakage of state/
keuangan negara/Perusahaan; company finances;
7. Menghindari dan mencegah penyalahgunaan wewenang 7. Avoiding and preventing abuse of authority and/or
dan/atau kolusi; dan collusion; and
8. Tidak menerima, tidak menawarkan dan/atau tidak 8. Not accepting, offering, and/or promising to give or
menjanjikan untuk memberi atau menerima hadiah, receive gifts, rewards, commissions, rebates, and
imbalan, komisi, rabat dan apa saja dari atau kepada anything else from or to anyone known or reasonably
siapa pun yang diketahui atau patut diduga berkaitan suspected to be related to the Procurement of Goods
dengan Pengadaan Barang dan Jasa. and Services.
Transformasi Pengadaan Barang dan Jasa Transformation of Goods and Services
Procurement
Transformasi Pengadaan Barang dan Jasa di Perseroan The transformation of Goods and Services Procurement in
dilaksanakan sebagai berikut: the Company is carried out as follows:
1. Peningkatan fungsi dan peran Procurement and Fixed 1. Enhancing the functions and roles of the Procurement
Asset Group sebagai 1 (satu) unit kerja yang berada and Fixed Asset Group as a single work unit under the
di bawah Corporate Secretary,dengan peningkatan Corporate Secretary, whereby the enhanced roles and
peran dan fungsi dari Procurement and Fixed Asset functions of the Procurement and Fixed Asset Group
Group maka Pengadaan Barang dan Jasa dapat lebih will enable the procurement of goods and services to be
dilaksanakan secara efektif dan efisien; carried out more effectively and efficiently;
2. Perubahan Kebijakan Pengadaan Barang dan Jasa sesuai 2. Changes to the Goods and Services Procurement
dengan proses bisnis di Perseroan serta kebutuhan Policy in accordance with the Company’s business
Pengadaan Barang dan Jasa di Perseroan dengan processes and Goods and Services Procurement needs,
tetap mengutamakan kepatuhan terhadap Peraturan while still prioritizing compliance with applicable laws
Perundang-undangan yang berlaku dan prinsip-prinsip and regulations and the principles of Good Corporate
Good Corporate Governance; Governance;
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3. Perencanaan Pengadaan yang merupakan Identifikasi 3. Procurement planning, which is the identification of the
kebutuhan atas Barang dan Jasa Perseroan. Company’s needs for Goods and Services. Procurement
Perencanaan Pengadaan disusun selaras dengan planning is prepared in line with the preparation of the
penyusunan Rencana Kerja Anggaran Perusahaan Company’s Work and Budget Plan (RKAP) in the form
(RKAP) dalam bentuk Rencana Umum Pengadaan (RUP) of a General Procurement Plan (RUP) and becomes the
dan menjadi dasar dalam melaksanakan Pengadaan basis for implementing the Procurement of Goods and
Barang dan Jasa setelah ditetapkannya Rencana Umum Services after the General Procurement Plan has been
Pengadaan tersebut; determined;
4. Pengembangan sistem Aplikasi e-Procurement di 4. Development of an e-Procurement Application system in
Perseroan yang disesuaikan dengan proses bisnis dan the Company that is tailored to the business processes
kebutuhan Pengadaan Barang dan Jasa di Perseroan; and needs of Goods and Services Procurement in the
Company;
5. Implementasi Pasar Digital (PaDi) UMKM BUMN kepada 5. Implementasi Pasar Digital (PaDi) UMKM BUMN kepada
Kantor Pusat, Regional Division sampai dengan Anak Kantor Pusat, Regional Division sampai dengan Anak
Perusahaan Jalan Tol dan Service Provider. Kontribusi Perusahaan Jalan Tol dan Service Provider. Kontribusi
Perseroan pada PaDi UMKM BUMN tersebut kini telah Perseroan pada PaDi UMKM BUMN tersebut kini telah
terdapat 717 penyedia yang tergabung dalam Pengampu terdapat 717 penyedia yang tergabung dalam Pengampu
PT Jasa Marga untuk jumlah transaksi Per 31 Desember PT Jasa Marga untuk jumlah transaksi Per 31 Desember
2025 terdapat 717 (data per Desember 2025) transaksi 2025 terdapat 717 (data per Desember 2025) transaksi
dengan nilai transaksi sebesar Rp133.467.676.650 (data dengan nilai transaksi sebesar Rp133.467.676.650 (data
per Desember 2025); per Desember 2025);
6. Sosialisasi Peraturan tentang Pedoman Pengadaan 6. Dissemination of Regulations on Guidelines for Procurement
Barang dan Jasa kepada Pihak Internal (Kantor Pusat dan of Goods and Services to Internal Parties (Head Office
regional) dan Proses Ratifikasinya di Anak Perusahaan and regional offices) and the Ratification Process in
dilakukan secara bertahap dan berkala; Subsidiaries is carried out gradually and periodically;
7. Sosialisasi kebijakan implementasi P3DN pada key 7. Dissemination of the P3DN implementation policy to
resources (Sumber Daya Kunci) di lingkungan Jasa key resources within the Jasa Marga Group, including
Marga Grup termasuk Anak Perusahaan, serta pihak subsidiaries, as well as external parties, namely goods
eksternal yaitu penyedia barang dan jasa; and service providers;
8. Pelaksanaan Perencanaan, Monitoring dan Evaluasi 8. Implementation of Planning, Monitoring, and Evaluation
P3DN di lingkungan Jasa Marga Grup; of P3DN within the Jasa Marga Group;
9. Pemanfaatan Aplikasi Pengadaan Digital yaitu: 9. Utilization of the Digital Procurement Application,
namely:
a. Daftar Rekanan Jasa Marga (DRJM); a. Jasa Marga Partner List (DRJM);
b. Rencana Umum Pengadaan (RUP); b. General Procurement Plan (RUP);
c. e-Catalogue; c. e-Catalogue;
d. e-Tender; d. e-Tender;
e. e-Invoice; e. e-Invoice;
f. e-Dashboard. f. e-Dashboard.
10. Penyesuaian Pedoman Pelaksanaan Pengadaan Barang 10. Adjustment of the Guidelines for the Implementation
dan Jasa di Lingkungan PT Jasa Marga (Persero) Tbk of Goods and Services Procurement within PT Jasa
yang mengacu pada Peraturan Menteri BUMN No. PER-2/ Marga (Persero) Tbk, which refers to the Minister of SOE
MBU/03/2023 tanggal 24 Maret 2023 tentang Pedoman Regulation No. PER-2/MBU/03/2023 dated March 24, 2023,
Tata Kelola dan Kegiatan Korporasi Signifikan Badan on Guidelines for Corporate Governance and Significant
Usaha Milik Negara; dan Corporate Activities of State-Owned Enterprises; and
11. Enhancement sistem e-procurement dengan fitur P3DN 11. Enhancement of the e-procurement system with P3DN
untuk mendorong implementasi P3DN pada proses features to encourage its implementation in the planning
perencanaan Pengadaan Barang dan Jasa. process for the Procurement of Goods and Services.
Implementasi Kebijakan Penggunaan Domestic Component Level (P3DN) Policy
Tingkat Komponen Dalam Negeri (P3DN) Implementation
Berdasarkan INPRES No. 2 Tahun 2022 Tentang Percepatan Based on Presidential Instruction No. 2 of 2022 on the
Peningkatan Penggunaan Produk Dalam Negeri dan Produk Acceleration of Increasing the Use of Domestic Products
Usaha Mikro, Usaha Kecil, dan Koperasi dalam rangka and Products of Micro, Small Businesses, and Cooperatives
menyukseskan Gerakan Nasional Bangga Buatan Indonesia to succeed in the National Movement of Pride in Indonesian
Pada Pelaksanaan Pengadaan Barang/Jasa Pemerintah, Products in the Implementation of Government Goods/
maka dilakukan Pembentukan Tim P3DN melalui Surat Services Procurement, a P3DN Team was formed through
Keputusan Direksi No. 147/KPTS/2023 tanggal 14 November Board of Directors Decree No. 147/KPTS/2023 dated
2023 tentang Pembentukan Tim Peningkatan Penggunaan November 14, 2023, on the Formation of a Team for the
Produk Dalam Negeri (P3DN) Di Lingkungan Jasa Marga Increased Use of Domestic Products (P3DN) within the
Grup dan Keputusan Direksi No. 71/KPTS/2022 tanggal 2 Jasa Marga Group and Board of Directors Decree No. 71/
Juni 2022 tentang Roadmap Penggunaan Produk Dalam KPTS/2022 dated June 2, 2022, on the Roadmap for the Use
Negeri dan Tingkat Komponen Dalam Negeri (TKDN) Di of Domestic Products and the Domestic Component Level
Lingkungan PT Jasa Marga (Persero) Tbk. (TKDN) within PT Jasa Marga (Persero) Tbk.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Penerapan e-Procurement e-Procurement Implementation
e-Procurement adalah Sistem Pengadaan Barang dan E-Procurement is a Goods and Services Procurement
Jasa yang digunakan untuk proses Pemilihan Penyedia System used for the selection of Goods and Services
Barang dan Jasa di Lingkungan Unit Kerja Kantor Pusat Providers within the Head Office and Regional Division Work
dan Regional Division, yang dikembangkan sesuai dengan Units, developed per the Procurement process and the
proses Pengadaan dan ketentuan Pelaksanaan Pengadaan applicable Goods and Services Procurement Implementation
Barang dan Jasa yang berlaku di lingkungan Perseroan. provisions within the Company.
Implementasi e-Procurement di Perseroan didasarkan The e-Procurement implementation in the Company is based
pada Keputusan Direksi Nomor 110/KPTS/2023 tanggal on Board of Directors Decree No. 110/KPTS/2023 dated
25 September 2023 tentang Pedoman Pelaksanaan September 25, 2023 on Guidelines for the Implementation
Pengadaan Barang dan Jasa di Lingkungan PT Jasa Marga of Goods and Services Procurement within PT Jasa
(Persero) Tbk yang mengacu pada Peraturan Menteri BUMN Marga (Persero) Tbk, which refers to the Minister of SOE
Nomor PER-2/MBU/03/2023 tanggal 24 Maret 2023 tentang Regulation No. PER-2/MBU/03/2023 dated March 24, 2023
Pedoman Tata Kelola dan Kegiatan Korporasi Signifikan on Guidelines for Corporate Governance and Significant
Badan Usaha Milik Negara. Corporate Activities of State-Owned Enterprises.
Jasa Marga senantiasa mengembangkan implementasi Jasa Marga continues to develop its e-Procurement
e-Procurement dan sejak tahun 2020 dan implementation, and since 2020, it has implemented
mengimplementasikan e-Procurement sehingga proses e-Procurement, making the Supplier Selection process
Pemilihan Penyedia oleh Panitia Pemilihan menjadi lebih by the Selection Committee more transparent and
transparan dan dapat dipantau secara menyeluruh. Bagi more comprehensively monitorable. For the Company,
Perseroan, e-Procurement tidak hanya meningkatkan e-Procurement not only increases transparency but also
transparansi, tetapi juga meningkatkan efisiensi dengan enhances efficiency with competitive prices and a more
harga yang kompetitif, dan siklus pengadaan yang lebih effective procurement cycle. The implementation of Goods
efektif. Implementasi Pengadaan Barang dan Jasa dengan and Services Procurement using e-Procurement is also
e-Procurement juga dilakukan dengan menggunakan standar carried out in accordance with the Anti-Bribery Management
Sistem Manajemen Anti Penyuapan (SMAP) ISO: 37001 System (ABMS) ISO: 37001 standard to prevent conflicts of
untuk menghindari terjadinya Benturan Kepentingan di interest in the procurement of goods and services.
bidang Pengadaan Barang dan Jasa.
Bagan Sistem Aplikasi e-Procurement Barang dan Jasa
Chart of e-Procurement Goods and Services App System
6
Modul Aplikasi
Application Modules
Modules E-Procurement
Jasa Marga
1 2 3
DAFTAR REKANAN JASA MARGA
Sebagai sarana pendaftaran Penyedia Barang/Jasa
yang akan mengikuti proses pengadaan Barang/ E-CATALOGUE
Jasa di Lingkungan Jasa Marga dan Menyediakan RENCANA UMUM PENGADAAN (RUP)
Menyediakan Barang sesuai kebutuhan Jasa
Daftar Penyedia Barang/Jasa yang sesuai Rencana Umum Pengadaan (RUP) yang
Marga dan dapat langsung dibeli secara
kebutuhan Jasa Marga disusun untuk periode 1 tahun sesuai
online
dengan RKAP
JASA MARGA VENDOR LIST MANAGEMENT (DRJM) E-CATALOGUE
As a means of registering goods/services providers PROCUREMENT GENERAL PLAN
Provide Goods based on requirement of
who will follow the process of procuring goods/ Procurement General Plan that prepared
Jasa Marga’s requirement and available to be
services within the Jasa Marga environment and for 1 year period based on RKAP
purchased online.
providing a list of goods/services providers according
to Jasa Marga’s needs
6 5 4
E-INVOICE
E-DASHBOARD Menyediakan sarana informasi dan penagihan E-TENDER
Menyediakan informasi untuk monitoring pembayaran secara elektronik yang terintegrasi dengan Menyediakan sarana Pemilihan Penyedia
proses Pengadaan Barang/Jasa Secara SAP Jasa Marga untuk proses pembayaran yang telah Barang/Jasa secara elektronik khususnya
menyeluruh dilaksanakan melalui E-Tender dan E-Catalogue untuk Metode Tender/Seleksi dan
Penunjukan Langsung
E-DASHBOARD E-INVOICE
Provide information for comprehensive Providing electronic payment information and billing E-TENDER
Goods/Services Procurement process facilities that are integrated with SAP Jasa Marga for Provide electronic Goods/Services Suppliers
monitoring. payment processes that have been carried out through Selection, particularly for Tender/Selection
E-Tender and E-Catalogue and Direct Selection Methods.
Modul aplikasi sistem e-Procurement yang telah terintegrasi The e-Procurement system app module integrated with
dengan SAP adalah terkait dengan e-Invoice yang digunakan SAP is related to e-Invoice, which is used for online billing
untuk penagihan secara online oleh Penyedia Barang dan by Goods and Services Providers. The management of Jasa
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Jasa. Pengelolaan Daftar Rekanan Jasa Marga (DRJM) sejak Marga’s Service Partner List (DRJM) since 2020 has been
tahun 2020 dilaksanakan berdasarkan data administrasi carried out based on the general administrative data of
umum perusahaan Penyedia Barang dan Jasa sebagai syarat Goods and Services Providers as a prerequisite for Provider
Pra Kualifikasi Penyedia, yang meliputi sebagai berikut: Pre-Qualification, which includes the following:
1. Akta Pendirian dan Perubahan Terakhir Perusahaan; 1. Company Articles of Association and Latest Amendments;
2. Laporan keuangan Perusahaan yang telah Audit KAP; 2. Company financial statements that have been audited
by a public accounting firm;
3. Kepemilikan Izin Perusahaan; 3. Company License Ownership;
4. Laporan Pajak Tahunan Perusahaan; 4. Company Annual Tax Reports;
5. Pengalaman Pekerjaan Perusahaan; dan 5. Company Work Experience; and
6. Kepemilikan Sertifikat Keahlian dari Personal Perusahaan. 6. Company Personnel’s Professional Certification.
Bagan Pengelolaan Daftar Rekanan Jasa Chart of Jasa Marga Service Partners
Marga Managemenet
Verifikator Aktivator
Vendor Evaluator
Verificator Activator
Mulai Mulai Mulai Mulai
Start Start Start Start
Registrasi DRJM Verifikasi data Vendor Evaluasi data Vendor Aktivasi Vendor
DRJM Registration Vendor data verification Vendor data Evaluation Vendor Activation
Mengisi data Memenuhi Memenuhi
Kualifikasi Persyaratan Persyaratan
Fill in qualification data No Fullfill Ya No Fullfill Ya
Tidak Requirement Yes Tidak Requirement Yes
Selesai
Finish
Ya
Yes
Keterangan/Remarks:
Mengajukan
Memberi Persetujuan
Perubahan data Registrasi Vendor Update data Vendor
Give Approval
Propose Data Change Vendor Registration Vendor Data Update
Sejak Oktober 2020, Jasa Marga juga melakukan Since October 2020, Jasa Marga has also added an
penambahan evaluasi Penilaian Tingkat Risiko Penyuapan evaluation of the Corruption Risk Assessment of Goods
Penyedia Barang dan Jasa dan Form Deklarasi Integritas and Service Providers and the Integrity Declaration Form
sebagai bentuk implementasi ISO: 37001 Sistem Manajemen as part of the implementation of ISO: 37001 Anti-Bribery
Anti Penyuapan (SMAP) dalam proses Pengadaan Barang Management System (SMAP) in the Goods and Services
dan Jasa di lingkungan Perseroan. Procurement process within the Company.
Pakta Integritas Penyedia Barang dan Integrity Pact for Goods and Services
Jasa Providers
Sebagai bentuk komitmen penerapan GCG serta dalam As a form of commitment to the implementation of GCG
rangka penerapan ISO: 37001 tentang Sistem Manajemen and in the context of implementing ISO: 37001 on Anti-
Anti Penyuapan (SMAP), Penyedia Barang dan Jasa Bribery Management Systems (SMAP), Goods and Services
diwajibkan untuk menandatangani Pakta Integritas dan Providers are required to sign an Integrity Pact and Integrity
Formulir Deklarasi Integritas Penyedia Barang dan Jasa. Declaration Form for Goods and Services Providers.
Pakta Integritas Insan Jasa Marga Integrity Pact for Jasa Marga Personnel
Dalam setiap proses pengadaan barang dan jasa, Perseroan In every procurement process, the Company also requires
juga mewajibkan Insan Jasa Marga untuk menandatangani Jasa Marga Personnel to sign an Integrity Pact to ensure
Pakta Integritas sebagai bentuk tidak adanya benturan non-conflict of interest and transparency.
kepentingan dan sebagai wujud transparansi dalam proses
pengadaan barang dan jasa.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Laporan Harta Kekayaan
Penyelenggara Negara (LHKPN)
State Officials’ Wealth Report (LHKPN)
Dalam rangka memenuhi Undang-Undang No. 28 tahun 1999 To comply with Law No. 28 of 1999 on Clean and Corruption-
tentang Penyelenggaraan Negara yang Bersih dan Bebas dari Free State Administration, through Board of Directors
Korupsi Kolusi dan Nepotisme, melalui Surat Keputusan Direksi Decree No. 135/KPTS/2018 dated November 27, 2018, on
No. 135/KPTS/2018 tanggal 27 November 2018 tentang the State Officials' Wealth Report Management Unit within
Unit Pengelola Laporan Harta Kekayaan Penyelenggara the Company, Jasa Marga has essentially implemented the
Negara di Lingkungan Perseroan, pada dasarnya Jasa Marga obligation to submit State Officials' Wealth Reports (LHKPN)
telah menerapkan kewajiban penyampaian Laporan Harta to the Corruption Eradication Commission (KPK) for:
Kekayaan Penyelenggara Negara (LHKPN) kepada Komisi
Pemberantasan Korupsi (KPK) bagi:
1. Dewan Komisaris. 1. Board of Commissioners.
2. Direksi. 2. Board of Directors.
3. Corporate Secretary & CAO/Senior Group Head/Group 3. Corporate Secretary & CAO/Senior Group Head/Group
Head/Senior General Manager/General Manager/ Head/Senior General Manager/General Manager/Project
Pemimpin Proyek atau yang setingkat. Leader or equivalent.
4. Departement Head atau yang setingkat. 4. Department Head or equivalent.
5. Jabatan fungsional meliputi Senior Advisor/Advisor 5. Functional positions, including Senior Advisor/Advisor
6. Jabatan di Anak Perusahaan, Dana Pensiun Jasa Marga, 6. Positions in Subsidiaries, Jasa Marga Pension Fund, and
dan Perusahaan Asosiasi Pengurus, meliputi: Associated Companies Management, including:
a. Komisaris/Dewan Pengawas dan Direksi. a. Commissioner/Supervisory Board and Board of
Directors.
b. Jabatan Struktural sampai dengan 2 (dua) tingkat di b. Structural positions up to two levels below the Board
bawah Direksi. of Directors.
c. Jabatan fungsional 1 (satu) tingkat di bawah Direksi. c. Functional positions one level below the Board of
Directors.
Selain itu, Jasa Marga juga telah menunjuk Unit Pengelola In addition, Jasa Marga has appointed an LHKPN
LHKPN yaitu sebuah satuan tugas yang akan menjadi Management Unit, which is a task force that will partner with
mitra kerja KPK dalam melakukan Pengelolaan LHKPN di the KPK in managing LHKPN within PT Jasa Marga (Persero)
lingkungan PT Jasa Marga (Persero) Tbk yang terdiri dari: Tbk, consisting of:
1. Penanggung Jawab yaitu Corporate Secretary yang 1. The Person in Charge, i.e., the Corporate Secretary, with
bertugas: the following duties:
a. Berkoordinasi dengan KPK dalam hal sebagai berikut: a. Coordinating with the KPK in the following matters:
i. Monitoring dan evaluasi terhadap kepatuhan Wajib i. Monitoring and evaluating the compliance of
LHKPN dalam penyampaian dan pengumuman LHKPN obligors in submitting and announcing
LHKPN; LHKPN;
ii. Memfasilitasi dan mengkoordinasikan sosialisasi ii. Facilitating and coordinating the dissemination of
kewajiban LHKPN dan bimbingan teknis information on LHKPN obligations and providing
mengenai tata cara pengisian dan penyampaian technical guidance on how to fill out and submit
LHKPN melalui aplikasi e-LHKPN (Modul LHKPN through the e-LHKPN application
e-Filing); (e-Filing Module);
iii. Hal-hal lainnya yang dapat mendukung iii. Other matters that may support the smooth
kelancaran Pengelolaan LHKPN. management of LHKPN.
b. Mengkoordinasikan seluruh kegiatan Pengelolaan b. Coordinating all LHKPN management activities
LHKPN di lingkungan Perseroan bersama-sama within the Company together with the Personnel
dengan Koordinator Bidang Kepegawaian dan Coordinator and the Supervision Coordinator.
Koordinator Bidang Pengawasan.
2. Koordinator Bidang Kepegawaian yaitu Human Capital 2. The Personnel Coordinator is the Human Capital
Services Group yang bertugas: Services Group, whose duties include:
a. Melakukan koordinasi dengan KPK mengenai data a. Coordinating with KPK regarding LHKPN data within
Wajib LHKPN di lingkungan Perseroan setiap tahun; the Company every year;
b. Melakukan monitoring terhadap Administrator b. Monitoring the SOE Administrator and Work Unit
BUMN dan Administrator Unit Kerja dalam hal Administrator in terms of updating and maintaining
pemutakhiran data kepegawaian (antara lain: entry, personnel data (including entry, update, validation)
update, validasi) data Wajib LHKPN melalui aplikasi of LHKPN Obligors through the e-LHKPN application
e-LHKPN (Modul e-Registration); (e-Registration Module);
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
c. Pendistribusian formulir permohonan aktivasi c. Distributing e-Filing activation request forms
e-Filing dan dokumen korespondensi lainnya kepada and other correspondence documents to LHKPN
Wajib LHKPN; Obligors;
d. Membantu Penanggung Jawab, Koordinator d. Assisting the Person in Charge, Personnel
Kepegawaian dan Koordinator Pengawasan dalam Coordinator, and Supervision Coordinator in
melakukan monitoring kepatuhan Wajib LHKPN di monitoring LHKPN Obligors' compliance within SOEs.
lingkungan BUMN.
3. Koordinator Bidang Pengawasan yaitu Internal Audit 3. The Supervision Coordinator is the Internal Audit Group,
Group yang bertugas: which is tasked with:
a. Melakukan terhadap kepatuhan Wajib LHKPN; a. Ensuring compliance with LHKPN requirements;
b. Melakukan koordinasi dengan KPK mengenai b. Coordinating with KPK regarding compliance with
kepatuhan Wajib LHKPN di lingkungan Perseroan; LHKPN requirements within the Company;
c. Membuat rekomendasi kepada Direksi agar terhadap c. Making recommendations to the Board of Directors
Wajib LHKPN yang tidak patuh dalam penyampaian so that those who are not compliant with LHKPN
LHKPN diberikan sanksi Administrasi sesuai dengan reporting requirements are given administrative
ketentuan yang berlaku. sanctions per applicable regulations.
Realisasi LHKPN 2025 LHKPN Realization in 2025
Jasa Marga telah menyampaikan Kebijakan LHKPN Jasa Marga has communicated its LHKPN Policy, including
termasuk penyebaran formulir serta penjelasan pengisian the distribution of forms and explanations on how to fill
formulir LHKPN melalui Intranet/Portal Internal Perseroan out LHKPN forms, through the Company’s Intranet/Internal
www.jasamarga.co.id yang dapat diakses oleh seluruh Insan Portal www.jasamarga.co.id, which can be accessed by
Jasa Marga. Realisasi penyampaian LHKPN oleh Wajib Lapor all Jasa Marga employees. The submission of LHKPN by
LHKPN 2025 (untuk periode pelaporan 2024) Jasa Marga LHKPN 2025 reporting obligors (for the 2024 reporting
telah terealisasi yaitu sebanyak 449 orang. Wajib Lapor period) at Jasa Marga has been realized, with a total of 449
telah menyampaikan LHKPN dan sebanyak 100% Wajib individuals. Reporting obligors have submitted their LHKPN,
Lapor telah menyampaikan LHKPN dengan tepat waktu. and 100% of reporting obligors have submitted their LHKPN
on time.
Whistleblowing System
Sistem Pelaporan Pelanggaran (Whistleblowing System/ The Whistleblowing System (WBS) is a system that manages
WBS) adalah sistem yang mengelola pengaduan/ complaints/disclosures regarding unlawful behavior and
penyingkapan mengenai perilaku melawan hukum, perbuatan unethical/improper conduct in a confidential, anonymous,
tidak etis/tidak semestinya secara rahasia, anonim dan and independent manner, used to optimize the participation
mandiri yang digunakan untuk mengoptimalkan peran serta of Jasa Marga personnel and other parties in reporting
Insan Jasa Marga dan pihak lainnya dalam mengungkapkan violations within the Company.
pelanggaran yang terjadi di lingkungan Perseroan.
Perseroan telah menyediakan sarana WBS yang dikelola oleh The Company has provided a WBS reporting platform,
pihak independen dan profesional, yang dapat digunakan managed by an independent and professional party, which
oleh seluruh Insan Jasa Marga maupun pihak eksternal has been used by all Jasa Marga personnel and external
sejak tanggal 16 Januari 2013. Pengelolaan WBS dilakukan parties since January 16, 2013. The management of the WBS
dengan berpedoman pada Keputusan Bersama Direksi dan is carried out in accordance with the Joint Decree of the
Dewan Komisaris PT Jasa Marga (Persero) Tbk sebagaimana Board of Directors and Board of Commissioners of PT Jasa
terakhir diubah dengan Keputusan Bersama Direksi dan Marga (Persero) Tbk, as last amended by the Joint Decree of
Dewan Komisaris No. 191/KPTS/2024 dan No. KEP 149/ the Board of Directors and Board of Commissioners No. 191/
IX/2024 tentang Pedoman Whistleblowing System PT Jasa KPTS/2024 and No. KEP 149/IX/2024 on the Whistleblowing
Marga (Persero) Tbk. System Guidelines of PT Jasa Marga (Persero) Tbk.
Jenis Pelanggaran Violation Types
Jenis pelanggaran yang dapat dilaporkan adalah Tindakan The types of violations that can be reported are actions that
yang dapat merugikan Perseroan, meliputi hal-hal sebagai may harm the Company, including the following:
berikut:
1. Penyimpangan dari peraturan dan perundangan yang 1. Deviations from applicable regulations and laws.
berlaku.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
2. Penyalahgunaan jabatan untuk kepentingan lain di luar 2. Abuse of position for interests outside the Company.
Perseroan.
3. Pemerasan. 3. Extortion.
4. Perbuatan curang. 4. Fraudulent acts.
5. Benturan kepentingan. 5. Conflict of interest.
6. Gratifikasi. 6. Gratification.
7. Penyuapan. 7. Bribery.
8. Perbuatan yang melanggar etika, susila, dan norma 8. Acts that violate ethics, morality, and norms of decency.
kesopanan.
Jenis Sanksi Sanction Types
Setiap laporan yang masuk akan dipelajari, diklasifikasikan Every report received will be examined, classified, and
dan ditindaklanjuti melalui penyelidikan mendalam followed up through an in-depth investigation based on
berdasarkan fakta-fakta yang diperoleh. Keputusan terhadap the facts obtained. Decisions regarding the validity of the
terbukti atau tidaknya pelaporan tersebut akan dibuat dan report will be made and taken based on consideration of
diambil berdasarkan pertimbangan akibat tindakan, derajat the consequences of the action, the degree of intent, and
kesengajaan dan motif tindakan. Sanksi yang dijatuhkan the motive for the action. Penalties imposed may range from
dapat berupa teguran lisan, surat peringatan (I, II, III), hingga verbal warnings to written warnings (I, II, III) to termination of
pemutusan hubungan kerja (PHK). Perseroan tidak akan employment. The Company does not tolerate any violations
menoleransi setiap pelanggaran terkait dengan integritas. related to integrity.
Bagan Alur Proses Sistem Pelaporan Pelanggaran
Whistleblowing System Flowchart
Memenuhi Telaah Awal oleh
Dilaporkan ke Direksi
Kriteria Tim WBS
Reported to Board of
Meeting the Early investigation by
Directors
Criteria WBS Team
Pelapor
Reporter Mematuhi
Lanjutan
Dilaporkan ke Meeting
Diteruskan ke fungsi terkait Komisaris Criteria to be
Forwarded to related function Reported to Board of followed up
Commissioners
Tanggapan
Feedback
Internal Investigasi Internal Khusus
Internal Investigation Special intern
Tim WBS
WBS Team
Laporan Hasil Investigasi
Report on Investigation
Results
Penindakan sesuai dengan sistem & Putusan Direksi/
prosedur yang berlaku Komisaris
Punishment according to applicable Decisions of Board
system and procedure of Directors/
Commissioners
Berkas ditutup
Catatan/Note: Case closed
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.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Sosialisasi Whistleblowing System Whistleblowing System Dissemination
Sosialisasi Sistem Pelaporan Pelanggaran atau dikenal The dissemination of the Whistleblowing System (WBS)
dengan istilah Whistleblowing System (WBS) di internal within the Company is carried out through various media,
Perseroan disampaikan melalui berbagai media seperti including internal newsletters, roll banners, and e-mails
buletin internal, roll banner, dan surat elektronik kepada to all employees, as well as ethics dissemination and
semua karyawan, sosialisasi etika maupun presentasi direct presentations to relevant work units. Externally,
langsung kepada unit kerja terkait. Untuk eksternal, dissemination is carried out through the Company’s website,
sosialisasi dilakukan melalui website Perseroan, media sosial social media, and the distribution of circulars/memos.
Perseroan, dan pengiriman surat edaran/memo.
Mekanisme Penyampaian Laporan Mechanism for Submitting Violation
Pelanggaran Reports
Penyampaian pengaduan/penyingkapan oleh Pelapor harus The submission of violation reports/disclosures by the
memperhatikan hal-hal sebagai berikut: Reporter must consider the following:
1. Pelapor wajib memberikan indikasi awal yang dapat 1. The Reporter must provide initial indications that can be
dipertanggungjawabkan, meliputi: accounted for, including:
a. Pelanggaran yang diadukan, meliputi jumlah kerugian a. The reported violation, including the amount of
(apabila dapat ditentukan). 1 (satu) Pengaduan/ loss (if determinable). Each report/disclosure
Penyingkapan sebaiknya hanya untuk 1 (satu) should cover only one violation to be handled more
pelanggaran agar penanganannya dapat lebih fokus. effectively.
b. Pihak yang terlibat, yaitu siapa yang seharusnya b. The parties involved, i.e., who should be held
bertanggung jawab atas pelanggaran tersebut, responsible for the violation, including witnesses
termasuk saksi-saksi dan pihak yang diuntungkan and parties who benefited or suffered losses as a
atau dirugikan atas pelanggaran tersebut. result of the violation.
c. Lokasi pelanggaran, yaitu meliputi nama, tempat, c. Location of the violation, including the name, place,
atau lokasi unit kerja dimana terjadinya pelanggaran or location of the work unit where the violation
tersebut. occurred.
d. Waktu pelanggaran, yaitu periode pelanggaran d. The time of the violation, including the period of the
baik berupa hari, minggu, bulan, tahun atau tanggal violation, whether in terms of days, weeks, months,
tertentu pada saat pelanggaran tersebut terjadi. years, or the specific date when the violation occurred.
e. Bagaimana/kronologis terjadinya pelanggaran e. The chronology of the violation.
tersebut.
f. Bukti-bukti pendukung telah terjadinya pelanggaran. f. Supporting evidence that the violation occurred.
g. Apakah pelanggaran tersebut pernah dilaporkan g. Whether the violation has been reported to another
kepada pihak lain atau dilaporkan sebelumnya. party or reported previously.
h. Apakah pelanggaran tersebut pernah terjadi h. Whether the violation has occurred previously.
sebelumnya.
2. Untuk mempercepat dan mempermudah proses 2. To expedite and facilitate the follow-up process for the
tindak lanjut Pengaduan/Penyingkapan, maka Pelapor Report/Disclosure, the Reporter is advised to provide
disarankan untuk memberikan informasi mengenai information regarding their identity, including at least
identitas diri, yang sekurang-kurangnya memuat alamat/ their address/telephone number/mobile phone number/
nomor telepon/handphone/faksimile/email. fax number/email address.
3. Apabila Pelapor memilih untuk menggunakan anonym 3. If the Reporter chooses to remain anonymous when
dalam penyampaian Pengaduan/Penyingkapan, maka submitting a Report/Disclosure, the Administration
Pengelola Administrasi wajib menjaga kerahasiaan Manager is required to maintain the confidentiality of the
data diri Pelapor, kecuali apabila proses Pengaduan/ Reporter’s personal data, unless an External Investigator
Penyingkapan tersebut telah ditangani oleh External has handled the Report/Disclosure process and/or the
Investigator dan/atau secara hukum diperlukan Reporter’s identity is legally required in Report Handling/
identitas diri Pelapor dalam penanganan Pengaduan/ Disclosure.
Penyingkapan tersebut.
4. Insan Jasa Marga wajib untuk menghubungi dan meminta 4. Jasa Marga employees are required to contact and
saran kepada Fungsi Kepatuhan Anti Penyuapan terkait seek advice from the Anti-Bribery Compliance Function
tindakan apa yang harus dilakukan jika dihadapkan pada regarding what actions to take when faced with attempts
upaya atau situasi yang dapat melibatkan penyuapan. or situations that may involve bribery.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Sarana/Media Pelaporan Whistleblowing Jasa Marga Whistleblowing System Media
System Jasa Marga
https://idn.deloitte-halo.com/whistleblowing.tips/wbs/@jasamarga/
Email : jasamarga.wbs@tip offs.info
Hotline : +62 21 3952 8855
Whatsapp : +62 8111 9785 03
PO BOX : 3025 JKP 10030
Perlindungan bagi Whistleblower Whistleblower Protection
Perseroan menyediakan fasilitas saluran pelaporan (telepon, The Company provides independent, free, and confidential
surat, email) yang independen, bebas, dan rahasia bagi reporting channels (telephone, mail, email) for reporters to
pelapor, agar terlaksana proses pelaporan yang aman. ensure a safe reporting process. In addition, the Company
Selain itu, Perseroan memberikan perlindungan terhadap protects reporters by:
pelapor dengan cara:
1. Identitas pelapor dijamin kerahasiaannya. 1. The reporter’s identity will remain confidential.
2. Perseroan menjamin perlindungan terhadap pelapor dari 2. The Company guarantees protection for whistleblowers
segala bentuk ancaman, intimidasi, ataupun tindakan from any threats, intimidation, or other unpleasant
tidak menyenangkan dari pihak manapun selama pelapor actions by any party, provided the whistleblower
menjaga kerahasiaan pelanggaran yang diadukan dari maintains the confidentiality of the reported violation.
pihak manapun.
3. Perlindungan terhadap pelapor berlaku bagi para pihak 3. Protection for the reporter applies to parties conducting
yang melaksanakan investigasi maupun pihak-pihak investigations as well as other parties providing
lainnya yang memberikan informasi terkait dengan information related to the report/disclosure.
pengaduan/penyingkapan tersebut.
Penanganan Pengaduan Report Handling
Pelapor menyampaikan laporan dalam bentuk surat The reporter submits a report in the form of a letter
dengan disertai dokumen pendukung yang diperlukan. accompanied by the necessary supporting documents. This
Laporan ini disampaikan melalui sarana/media pelaporan report is submitted through the Jasa Marga Whistleblowing
Whistleblowing System Jasa Marga. System reporting channel/media.
Jika dokumen dan bukti-bukti yang disampaikan lengkap, If the submitted documents and evidence are complete,
Tim Pengelolaan WBS melakukan pemilahan data dan the WBS Management Team reviews the data and decides
memutuskan apakah kasus tersebut dapat dilanjutkan ke whether the case can proceed to the investigation stage. If
tingkat penyelidikan. Jika keputusannya adalah cukup bukti, the decision is that there is sufficient evidence, the report
maka laporan tersebut akan ditingkatkan statusnya ke tahap will be escalated to the investigation stage.
penyelidikan.
Laporan yang tidak terbukti akan dikembalikan kepada Reports that are not proven will be returned to the reporter.
pelapor. Namun apabila terbukti, Tim Pengelolaan WBS However, if proven, the WBS Management Team will report
akan melaporkan hasil temuannya tersebut kepada Direksi. its findings to the Board of Directors. Reports related to
Laporan yang berkaitan dengan jajaran manajemen di bawah management under the Board of Directors are submitted
Direksi disampaikan dalam bentuk surat dan ditujukan kepada in the form of a letter addressed to the President Director,
Direktur Utama, sedangkan laporan-laporan yang berkaitan while reports related to the Board of Directors are addressed
dengan Direksi akan ditujukan kepada Dewan Komisaris. to the Board of Commissioners.
Pihak yang Mengelola Pengaduan Parties Managing Report
Whistleblowing System Jasa Marga dikelola secara The Jasa Marga Whistleblowing System is professionally
professional dan independen bekerja sama dengan managed and operated independently, in collaboration with
PT DC Solutions sehingga memberikan kesempatan untuk PT DC Solutions, providing an opportunity to report various
melaporkan berbagai pelanggaran yang terjadi di Jasa violations that occur at Jasa Marga and fall within the scope
Marga dan termasuk dalam ruang lingkup pelanggaran yang of violations that can harm Jasa Marga.
dapat merugikan Jasa Marga.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Berdasarkan Surat Keputusan Direksi No. 53/KPTS/2022 Based on the Board of Directors Decree No. 53/KPTS/2022
tanggal 13 April 2022 tentang Tim Pengelolaan dated April 13, 2022, on the PT Jasa Marga (Persero) Tbk
Whistleblowing System PT Jasa Marga (Persero) Tbk, Whistleblowing System Management Team, the composition
susunan Tim Pengelolaan WBS di Perseroan dapat dilihat of the WBS Management Team at the Company can be seen
pada tabel berikut: in the following table:
Tabel Tim Pengelolaan Whistleblowing System Jasa Marga
Table of Jasa Marga Whistleblowing System Management Team
Susunan Anggota Kedudukan dalam Tim
No. Member Arrangement Position in the Team
1. Internal Audit Senior Group Head Ketua Merangkap Anggota | Chairman concurrently as Member
2. Legal and Compliance Group Head Sekretaris Merangkap Anggota | Secretary concurrently as Member
3. Corporate Secretary & Chief Administration Officer Anggota | Member
4. Human Capital Services Group Head Anggota | Member
5. Risk and Quality, Health, Safety & Environment Group Head Anggota | Member
Jumlah Pengaduan yang Masuk dan Total Reports Received and Processed in
Diproses pada Tahun 2025 2025
Pada tahun 2025, terdapat 211 (dua ratus sebelas) laporan In 2025, there were 211 reports of alleged violations
dugaan pelanggaran yang disampaikan melalui mekanisme submitted through the WBS mechanism. Of these, 201
WBS. Dari jumlah tersebut, sebanyak 201 (dua ratus satu) reports fall under the category of violations outside the
laporan masuk dalam kategori jenis pelanggaran di luar scope that can be handled through the Jasa Marga WBS
lingkup yang dapat ditangani melalui mekanisme WBS Jasa mechanism, and 10 reports fall within the scope of WBS
Marga, dan sebanyak 10 (sepuluh) laporan masuk dalam and are processed in accordance with the WBS reporting
ruang lingkup WBS dan diproses sesuai dengan mekanisme mechanism.
pelaporan WBS.
Tabel Jumlah Pengaduan melalui Whistleblowing System di Tahun 2025
Table of Total Reports via the Whistleblowing System in 2025
Status 31 Desember 2025
Status on December 31, 2025
Media Pelaporan Jumlah Pelaporan
No.
Reporting Media Total Report Closed Open
(Jumlah/Total) (Jumlah/Total)
1. Situs Web
4 4 0
Website
2. Surel
194 194 0
Email
3. SMS 0 0 0
4. WhatsApp 13 12 1
5. PO Box 0 0 0
Jumlah
211 210 1
Total
Sanksi/Tindak Lanjut atas Pengaduan yang Sanctions/Follow-up on Reports
Telah Selesai Diproses pada Tahun Buku Processed in the Fiscal Year
Dari seluruh laporan yang masuk melalui sarana WBS dan Of all reports submitted through the WBS system and
diproses pada tahun 2025, sebanyak 10 (sepuluh) laporan processed in 2025, 10 (ten) reports fell into the category
masuk dalam kategori jenis pelanggaran dalam lingkup yang of violations that could be handled through the Jasa Marga
dapat ditangani melalui mekanisme WBS Jasa Marga, dan WBS mechanism, and 9 (nine) reports have been followed
sebanyak 9 (sembilan) laporan telah selesai ditindaklanjuti up (report status: closed), while 1 (one) report was still
(status laporan closed), sedangkan sebanyak 1 (satu) under investigation by the end of 2025.
laporan sampai dengan akhir tahun 2025 masih dalam
proses pemeriksaan.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Kebijakan Insider Trading
Insider Trading Policy
Perseroan memiliki sejumlah kebijakan untuk mencegah The Company has several policies to prevent insider trading
terjadinya transaksi orang dalam (insider trading) dengan with the intent to obtain personal gain. Prohibitions on
maksud memperoleh keuntungan pribadi. Larangan praktik- insider trading practices for Jasa Marga employees are
praktik insider trading bagi Insan Jasa Marga antara lain outlined in the Company's policies, including:
tertuang dalam kebijakan Perseroan berupa:
1. Board Manual yang merupakan pedoman kerja Dewan 1. The Board Manual, which is a work guideline for the
Komisaris dan Direksi. Board of Commissioners and Directors.
2. Keputusan Direksi No. 46.1/KPTS/2024 tentang Pedoman 2. Board of Directors Decree No. 46.1/KPTS/2024 on the
Perilaku Code of Conduct) PT Jasa Marga (Persero) Tbk. Code of Conduct of PT Jasa Marga (Persero) Tbk.
3. Keputusan Direksi No. 78/KPTS/2020 tentang Pedoman 3. Board Resolution No. 78/KPTS/2020 on Conflict of
Benturan Kepentingan Conflict of Interest) di PT Jasa Interest Guidelines at PT Jasa Marga (Persero) Tbk.
Marga (Persero) Tbk.
Selain dituangkan dalam 3 (tiga) kebijakan tersebut, In addition to being outlined in these 3 (three) policies, the
Perseroan juga pernah mengeluarkan Surat Edaran No. 19/ Company has issued Circular Letter No. 19/SE-DIR/2008
SE-DIR/2008 Perihal Larangan Melakukan Transaksi Saham on the Prohibition of Trading PT Jasa Marga (Persero) Tbk
PT Jasa Marga (Persero) Tbk oleh Orang Dalam Perusahaan Shares by Insiders During the PT Jasa Marga (Persero)
Selama Masa Pembelian Kembali Saham PT Jasa Marga Tbk Share Buyback Period and Circular Letter No. 04/
(Persero) Tbk dan Surat Edaran No. 04/SE- DIR/2020 Perihal SE- DIR/2020 regarding the Prohibition of Trading PT Jasa
Larangan Melakukan Transaksi Saham PT Jasa Marga Marga (Persero) Tbk ("Company" or "Jasa Marga") Shares
(Persero) Tbk (“Perseroan” atau “Jasa Marga”) oleh Orang by Insiders of the Company During the Company's Share
Dalam Perseroan Selama Masa Pembelian Kembali Saham Buyback Period.
Perseroan.
Dalam Surat Edaran disebutkan, Orang Dalam Emiten The Circular Letter states that Insiders of the Issuer are
dilarang melakukan transaksi atas saham Emiten pada masa prohibited from conducting transactions on the Issuer's
Pembelian Kembali Saham. Adapun pihak-pihak yang masuk shares during the Share Buyback Period. The parties
dalam klasifikasi Orang Dalam Perseroan, yaitu: classified as Insiders of the Company are:
1. Anggota Dewan Komisaris, Direksi, Pegawai dan 1. Members of the Board of Commissioners, Directors,
Sekretaris Dewan Komisaris Perseroan. Employees, and the Secretary to the Board of
Commissioners of the Company.
2. Pemegang Saham Utama Perseroan. 2. Major Shareholders of the Company.
3. Perorangan yang karena kedudukannya atau profesinya 3. Individuals who, due to their position or profession or
atau karena hubungan usahanya dengan Perseroan their business relationship with the Company, have
memungkinkan orang tersebut memperoleh informasi access to Inside Information of the Company.
Orang Dalam Perseroan.
4. Pihak-pihak yang tidak lagi menjadi pihak sebagaimana 4. Parties who are no longer parties as referred to in points
dimaksud dalam angka 1,2, dan 3 di atas dalam kurun 1, 2, and 3 above within the last six months.
waktu 6 (enam) bulan terakhir.
Surat Edaran tersebut juga menegaskan, Orang Dalam The Circular Letter also emphasizes that Insiders of the
Perseroan yang terbukti melanggar aturan mengenai Company who are found to have violated the rules on insider
larangan insider trading dapat dikenakan sanksi oleh trading may be subject to sanctions by the regulator in
regulator sesuai dengan peraturan perundang-undangan accordance with applicable laws and regulations.
yang berlaku.
Dalam 3 (tiga) tahun terakhir, tidak pernah terjadi transaksi In the past 3 (three) years, there have been no insider
orang dalam yang melibatkan Dewan Komisaris beserta transactions involving the Board of Commissioners and its
organ pendukungnya, Direksi beserta manajemen yang supporting bodies, the Board of Directors and its subordinate
berada di bawahnya, dan Karyawan Perseroan. management, and the Company's employees.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Informasi tentang Pembelian Kembali
Saham dan Obligasi
Information on Share and Bond Buybacks
Sepanjang tahun 2025 Jasa Marga tidak melakukan Throughout 2025, Jasa Marga did not repurchase shares
pembelian kembali saham dan obligasi. and bonds.
Penyediaan Dana untuk Kegiatan Politik
Fund Provision for Political Activities
Selama tahun 2025, Perseroan tidak menyediakan In 2025, the Company did not provide funds for political
Dana untuk kegiatan politik atau kepada partai politik. activities or to political parties. This is in accordance with
Hal ini sesuai dengan kebijakan Perseroan yang tidak the Company's policy of not supporting or donating to
diperkenankan untuk mendukung dan memberikan donasi political causes.
untuk kepentingan politik.
Transparansi Praktik Bad Governance
Transparency of Bad Governance Practices
Sepanjang tahun 2025, Perseroan memegang teguh Throughout 2025, the Company upheld its commitment to
komitmen dalam menerapkan tata kelola perusahaan yang implementing good corporate governance by complying
baik dengan memenuhi seluruh regulasi yang terkait dengan with all applicable regulations governing its activities and
aktivitas Perseroan dan melaksanakan kewajibannya dengan fulfilling its obligations in full. Neither the Company nor its
baik. Baik Perseroan maupun organ Perseroan dan organ organs and supporting organs engaged in any practices of
pendukung dalam menjalankan kegiatan operasionalnya bad corporate governance in carrying out their operational
tidak pernah melakukan praktik bad corporate governance. activities.
Tabel Transparansi Praktik Bad Governance
Table of Transparency of Bad Governance Practices
Keterangan Praktik
No.
Information Practice
Terdapat laporan atas kegiatan Perseroan yang mencemari lingkungan Nihil
1.
Any report on the company’s activities that pollute the environment None
Ketidakpatuhan dalam pemenuhan kewajiban perpajakan Nihil
2.
Non-compliance with tax obligations fulfillment None
Ketidaksesuaian penyajian laporan tahunan dan laporan keuangan dengan peraturan yang berlaku
dan standar akuntansi keuangan (SAK) Nihil
3.
Inconsistency in annual reports and financial Statements Presentation with prevailing regulations None
and financial accounting standards (SAK)
Tidak menyampaikan kasus/perkara hukum terkait buruh dan karyawan Nihil
4.
Not submitting legal cases/cases related to workers and employees None
Tidak mengungkapkan tinjauan segmen operasi Nihil
5.
Not disclosing the operating segment review None
Ketidaksesuaian berkas Laporan Tahunan Nihil
6.
Annual Report file mismatch None
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Tata Kelola Teknologi Informasi
Information Technology Governance
Jasa Marga berkomitmen untuk senantiasa menerapkan Jasa Marga is committed to continuously implementing
praktik Tata Kelola Perusahaan yang baik dengan kualitas high-quality, best-practice corporate governance. To
dan standar yang tinggi. Untuk mendukung penerapan Good support the implementation of Good Corporate Governance
Corporate Governance (GCG) dalam kaitannya dengan (GCG) in relation to Information Technology, Jasa Marga has
Teknologi Informasi, Jasa Marga telah menerapkan Tata implemented Information Technology and Data Governance
Kelola Teknologi Informasi dan Data (IT & Data Governance) (IT & Data Governance) across its business processes to
ke dalam proses bisnis guna memastikan pengembangan ensure that the development and management of Information
dan pengelolaan Teknologi Informasi mampu memberikan Technology deliver optimal benefits to the Company. This
manfaat yang optimal bagi Perseroan. Tata kelola tersebut governance is outlined in the Board of Directors' Decree
tertuang dalam Keputusan Direksi tentang Kebijakan Tata on Information Technology and Data Governance Policy
Kelola Teknologi Informasi dan Data No. 201/KPTS/2024. No. 201/KPTS/2024.
Tujuan dari penerapan Kebijakan Tata Kelola Teknologi The purpose of implementing the Information Technology
Informasi dan Data adalah untuk memberikan panduan and Data Governance Policy is to provide comprehensive
proses pengelolaan TI dan data yang standar secara guidance on standard IT and data management processes,
menyeluruh, sesuai lingkup kebutuhan bisnis Perseroan dan aligned with the Company's business needs and in
memenuhi kepatuhan terhadap peraturan yang berlaku. compliance with applicable regulations. Meanwhile, the
Sedangkan, sasaran dari penerapan Kebijakan Tata Kelola objective of implementing the Information Technology and
Teknologi Informasi dan Data adalah peningkatan nilai Data Governance Policy is to continuously improve the
tingkat kematangan proses pengelolaan Teknologi Informasi maturity level of the Company's IT management processes.
Perseroan yang berkesinambungan.
Mengacu pada Keputusan Direksi No. 11/KPTS/2022, saat In accordance with Board of Directors Decree No. 11/
ini kedudukan Teknologi Informasi di Jasa Marga sudah KPTS/2022, the Information Technology position at Jasa
mengalami transformasi, tidak hanya sebagai pendukung Marga has transformed not only to support achieving
untuk mencapai efisiensi dan efektifitas proses bisnis efficiency and effectiveness in business processes, but
namun sebagai inovasi untuk menjaga ketahanan bisnis dan also to drive innovation to maintain business resilience
meningkatkan pendapatan Perseroan. Organisasi pengelola and increase the Company's revenue. The organization
proses Teknologi Informasi Jasa Marga yaitu Information managing Jasa Marga's Information Technology processes
Technology Group yang strukturnya dapat dilihat pada is the Information Technology Group, whose structure can
bagan di bawah ini: be seen in the chart below:
Bagan Struktur Unit Kerja Information Technology Group
Organizational Structure Chart of the Information Technology Group
Information
Technology Group
IT Support & IT Control &
IT Planning IT Development Internet of
Services Compliance
Department Department Things
Department Department
Kebijakan Tata Kelola Teknologi Informasi Information Technology Governance
Policy
Berdasarkan Peraturan Menteri BUMN No. PER-2/ Based on the Minister of SOE Regulation No. PER-2/
MBU/03/2023 tentang Pedoman Tata Kelola dan Kegiatan MBU/03/2023 on Guidelines for Governance and Significant
Korporasi Signifikan, maka Jasa Marga telah menetapkan Corporate Activities, Jasa Marga has established an IT and
Kebijakan Tata Kelola TI dan Data sebagai panduan dalam Data Governance Policy as a guide for the implementation
implementasi Tata Kelola TI dan Data yang menyeluruh of comprehensive IT and Data Governance and to optimize
dan untuk mengoptimalkan kontribusi TI dalam pencapaian the contribution of IT in achieving the Company’s Long-Term
Sasaran Jangka Panjang Perseroan. Selain Peraturan Goals. In addition to the Minister of SOE Regulation, the IT
Menteri BUMN (saat ini Kepala BP BUMN), Kebijakan Tata and Data Governance Policy refer to international standards
Kelola TI dan Data mengacu pada standar internasional such as COBIT (Control Objectives for Information and
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
COBIT (Control Objectives for Information and Related Related Technologies), ITIL (Information Technology
Technologies), ITIL Information Technology Infrastructure Infrastructure Library), ISO 27001, and DMBOK, which have
Library), ISO:27001, dan DMBOK, yang sudah disesuaikan been adapted to the Company’s needs.
dengan kebutuhan Perseroan.
Bagan Kebijakan Tata Kelola Informasi
Chart of Information Governance Policy
Buku Rencana Strategis Teknologi
Informasi PT Jasa Marga (Persero) Tbk
2022 - 2025 Tanggal 5 Mei 2025
PT Jasa Marga (Persero) Tbk Information
Technology Strategic Plan 2022-2025 dated
May 5, 2025
Keputusan Direksi No. 201/KPTS/2024 tanggal Keputusan Direksi No. 48/KPTS/2019 tanggal
11 Oktober 2024 Kebijakan Tata Kelola Teknologi 20 Mei 2019 tentang Pengelolaan Layanan
Informasi dan Data di Lingkungan Jasa Marga Grup Teknologi Informasi
Decision of the Board of Directors No. 201/ Decision of the Board of Directors No. 48/
KPTS/2024 dated October 11, 2024 concerning the KPTS/2019 dated May 20, 2019 concerning
Information Technology and Data Governance Policy Information Technology Service Management
in the Jasa Marga Group Environment
Keputusan Direksi No. 77/KPTS/2023 tanggal 3
Juli 2023 tentang Pembentukan Komite Pengarah
Teknologi Informasi (IT Steering Committee)
Decision of the Board of Directors No. 77/KPTS/2023
dated July 3, 2023 concerning Establishment of
Information Technology Steering Committee (IT
Steering Committee)
Dengan disahkannya berbagai Kebijakan Tata Kelola TI, With the enactment of various IT Governance Policies, the
maka Direksi telah melaksanakan amanat Peraturan Menteri Board of Directors has implemented the mandate of the
Negara BUMN No. PER-2/MBU/03/2023 Pasal 31 ayat (1) Minister of SOE Regulation No. PER-2/MBU/03/2023 Article
yang menyatakan bahwa “Direksi dapat menerapkan Tata 31 paragraph (1), which states that “the Board of Directors
Kelola TI BUMN yang baik”. may implement good SOE IT Governance.”
Prinsip-Prinsip Tata Kelola Teknologi Information Technology Governance
Informasi Principles
Prinsip-prinsip tata kelola Teknologi Informasi (TI) Perseroan The Company’s Information Technology (IT) governance
yaitu sebagai berikut: principles are as follows:
1. Perencanaan TI yang terarah dan sistematis sehingga 1. Targeted and systematic IT planning to ensure alignment
terjadi kesesuaian antara pengembangan dan between IT development and implementation and the
implementasi TI dengan Tujuan Bisnis Perseroan. Company’s business objectives.
2. Investasi TI sejalan dan selaras dengan strategi 2. IT investments aligned with the Company’s strategy,
Perseroan dengan memperhitungkan kapabilitas TI taking into account IT capabilities to deliver optimal
sehingga memberikan keuntungan optimal. benefits.
3. Implementasi TI yang objektif dan dapat 3. Objective and accountable IT implementation that
dipertanggungjawabkan dengan mempertimbangkan considers quality and risk in accordance with the
mutu dan risiko sesuai peraturan Perseroan. Company’s regulations.
4. Pengelolaan operasional TI yang efektif dan efisien. 4. Effective and efficient IT operational management.
5. Pengendalian yang konsisten terhadap kinerja 5. Consistent control over IT operational performance and
operasional TI dan kepatuhan terkait peraturan dan compliance with applicable regulations and laws.
perundangan yang berlaku.
6. Perbaikan berkelanjutan terhadap seluruh dimensi 6. Continuous improvement across all dimensions of IT
pengelolaan TI. Prinsip-prinsip tersebut akan diterapkan management. These principles will be further applied to
lebih lanjut ke aktivitas pengelolaan TI serta pelaksanaan IT management activities and to the implementation of
peta jalan pengembangan TI sesuai Master Plan TI the IT development roadmap in accordance with the IT
melalui berbagai pedoman dan standar yang disahkan Master Plan, through various guidelines and standards
oleh Information Technology Group Head dengan approved by the Information Technology Group Head,
pengawasan Komite Pengarah TI. under the supervision of the IT Steering Committee.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Road Map Tata Kelola Teknologi Informasi Information Technology Governance
Roadmap
Target yang ingin dicapai oleh Perseroan dari penerapan The target the Company aims to achieve through the
Tata Kelola Teknologi Informasi adalah proses perbaikan implementation of Information Technology Governance is
berkelanjutan terhadap pengelolaan TI dilihat dari 4 siklus a continuous improvement process for IT management, as
utama proses TI yaitu Perencanaan, Pengembangan atau reflected in the four main IT cycles: Planning, Development
Akuisisi, Pengoperasian serta Pemantauan, dan Evaluasi. or Acquisition, Operation and Monitoring, and Evaluation.
Indikator dari keberhasilan penerapan Tata Kelola TI adalah The indicator of IT Governance implementation success is
Skor Maturitas TI. the IT Maturity Score.
Bagan Road Map Tata Kelola Teknologi Informasi
Chart of Information Technology Governance Roadmap
Inisiatif Pengembangan
No. Inisiatif Pengembangan 2025 2026 2027 2028 2029
IT01 Pembentukan Standar Pengembangan TI dan DevSecOps
Establishment of IT Development Standards and DevSecOps Integration.
IT02 Penyempurnaan Proses dan Kebijakan TI
Refinement of IT Processes and Policies.
IT03 Perancangan Tata Kelola Arsitektur TI di JM Group
Strategic Design of IT Architecture Governance within Jasa Marga Group.
IT04 Penyesuaian Peran/Fungsi TI pada Struktur Organisasi
Alignment of IT Roles and Functions within the Organizational Structure.
IT05 Peningkatan Kompetensi SDM TI
Enhancement of IT Human Capital Competencies.
Assessment Maturity Level Tata Kelola Information Technology Governance
Teknologi Informasi Maturity Level Assessment
Pengukuran Maturity Level Tata Kelola TI merupakan Maturity Level Measurement of IT Governance is a
mekanisme untuk mengukur tingkat penerapan Tata Kelola mechanism for assessing the level of IT Governance
TI dengan keluaran berupa Skor Maturitas TI dengan rentang implementation, producing an IT Maturity Score ranging
level dari 0 (non eksis) hingga 5 (optimal) yang menunjukkan from 0 (non-existent) to 5 (optimal) that indicates the quality
kualitas pelaksanaan dari masing-masing pengendalian of implementation of each control within the Company's
didalam organisasi Perseroan. organization.
Pada tahun 2025, Perseroan telah melakukan Pengukuran In 2025, the Company conducted an IT Maturity Level
IT Maturity Level menggunakan COBIT 2019 dan nilai Measurement using COBIT 2019 and obtained a score
yang didapatkan dari proses tersebut adalah 3,12. Hasil of 3.12. The measurement results show that, in general,
pengukuran menunjukkan bahwa secara umum tingkat the Company's IT maturity level is adequate, with some
kematangan TI Perseroan telah berada pada level yang areas still requiring improvement. Within the COBIT 2019
memadai, dengan beberapa area yang masih memerlukan framework, level 3 falls under the Defined category, where
peningkatan. Dalam kerangka COBIT 2019, level 3 berada processes are documented, standardized, and consistently
pada kategori Defined, yaitu kondisi dimana proses telah implemented throughout the organization. The Company
terdokumentasi, distandardisasi, dan diterapkan secara has established a continuous improvement program to
konsisten di seluruh organisasi. Perseroan telah menetapkan ensure full alignment with applicable regulations and best
program perbaikan berkelanjutan untuk memastikan practices.
keselarasan penuh dengan ketentuan dan praktik terbaik
yang berlaku.
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Perseroan juga melakukan penerapan Sistem Manajemen The company also implements an Information Security
Keamanan Informasi (SMKI) sesuai dengan arahan Badan Management System (ISMS) in accordance with the
Siber dan Sandi Negara (BSSN) yang mengharuskan directives of the National Cyber and Crypto Agency (BSSN),
penyelenggara layanan transaksi elektronik untuk melakukan which requires electronic transaction service providers to
penerapan SMKI. Hasil dari penerapan ini dibuktikan melalui implement an ISMS. The results of this implementation are
diterbitkannya sertifikat ISO 27001:2022 untuk Keamanan evidenced by the issuance of ISO 27001:2022 certification
Fisik Data Center serta Pengembangan, dan Pengoperasian for Data Centre Physical Security and the Development and
Aplikasi JM-Click setelah dilakukan audit eksternal oleh Operation of the JM-Click Application after an external audit
lembaga sertifikasi. by a certification body.
Perseroan telah menyelesaikan Asesmen Indonesia Industry The Company has completed the Indonesia Industry 4.0
4.0 Readiness Index (INDI 4.0) sesuai dengan arahan Readiness Index (INDI 4.0) Assessment in accordance with
Kementerian BUMN yang mengharuskan setiap BUMN untuk the directives of the Ministry of State-Owned Enterprises,
melakukan Asesmen INDI 4.0. Adapun proses asesmen ini which requires every state-owned enterprise to conduct
dilakukan untuk mendukung program pemerintah Making an INDI 4.0 Assessment. This assessment process was
Indonesia 4.0. Pelaksanaan asesmen INDI 4.0 Perseroan ini carried out to support the government's Making Indonesia
telah selesai di tahun 2022 dengan hasil 3,10. 4.0 programme. The Company's INDI 4.0 assessment was
completed in 2022 with a score of 3.10.
Proses Tata Kelola Teknologi Informasi Information Technology Governance
Process
Tata Kelola Teknologi Informasi yang diterapkan oleh The Company’s Information Technology Governance
Perseroan telah mencakup terkait penanganan gangguan covers disruption management, cybersecurity, and disaster
(disruption), keamanan dunia maya (cyber security), dan, recovery to ensure that all major risks are identified,
pemulihan bencana (disaster recovery) untuk memastikan managed, and reported to the Board of Directors. The
semua risiko utama telah didentifikasi, dikelola, dan, realization of this is as follows:
dilaporkan pada Direksi. Adapun realisasi atas hal tersebut,
sebagai berikut:
1. Penanganan Gangguan (Disruption) 1. Disruption Management
Dalam mencegah dan menangani gangguan yang To prevent and handle disruptions such as phishing,
muncul, seperti phishing, malware, denial of service, malware, denial-of-service attacks, and ransomware,
dan ransomware, Perseroan sedang melakukan the Company is forming a CSIRT (Computer Security
pembentukan CSIRT (Computer Security Incident Incident Response Team). The purpose of the CSIRT
Response Team). Keberadaan CSIRT ini bertujuan untuk is to provide a rapid and comprehensive response to
menyediakan respons yang cepat dan komperehensif information security incidents, minimizing their impact
terhadap insiden keamanan informasi sehingga dampak and preventing their spread. The CSIRT consists of
dari insiden dapat diminimalisir dan tidak menyebar representatives from the Information Technology
luas. CSIRT terdiri dari perwakilan unit Information Group and the Corporate Communication & Community
Technology Group dan Corporate Communication & Development Group.
Community Development Group.
2. Keamanan Dunia Maya (Cyber Security) 2. Cybersecurity
Guna mencegah terjadinya serangan maupun ancaman To prevent attacks and threats to the Company through
yang masuk ke Perseroan melalui dunia maya, Perseroan cyberspace, the Company has taken measures,
telah melakukan upaya-upaya, antara lain: including:
a. Menerapkan Sistem Manajemen Keamanan Informasi a. Implementing an Information Security Management
sesuai dengan standar ISO 27001:2022. System per ISO 27001:2022 standard.
b. Menerapkan Security Operation Center untuk b. Implementing a Security Operations Center to
melakukan pemantauan terhadap kondisi keamanan monitor the security status of the Company’s
sistem informasi yang ada di Perseroan. information systems.
c. Menerapkan perlindungan berlapis terhadap sistem c. Implementing layered protection for the Company’s
informasi maupun jalur komunikasi yang ada di information systems and communication channels
Perseroan dengan menerapkan konsep Defense by applying the Defense in Depth concept. This
in Depth. Konsep ini bertujuan untuk memperkuat concept aims to strengthen information security
keamanan informasi dengan penerapan kontrol yang by applying layered controls to data and systems
berlapis terhadap data dan sistem sehingga risiko to minimize security risks. Examples of protections
keamanan terhadap data tersebut dapat diminimalisir. implemented include: Next Generation Firewall, Web
Contoh perlindungan yang diterapkan antara lain: Application Firewall, Vulnerability Management,
Next Generation Firewall, Web Application Firewall, Email Security, Endpoint Protection, Network Trace
Vulnerability Management, Email Security, Endpoint Analysis, and SD-WAN.
Protection, Network Trace Analysis, dan SD-WAN.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
3. Pemulihan Bencana (Disaster Recovery) 3. Disaster Recovery
Sebagai langkah penanganan dalam hal terjadi bencana, To address disasters that may impact the Company’s
sehingga berdampak pada data Perseroan, konsep data, the Company has prepared a disaster recovery
yang telah dipersiapkan oleh Perseroan adalah melalui management concept. The activities carried out in this
manajemen pemulihan bencana. Adapun kegiatan yang management process are as follows:
dilakukan dalam proses manajemen ini adalah sebagai
berikut:
a. Service Impact Analysis, proses penentuan tingkat a. Service Impact Analysis, a process of determining
kekritisan aplikasi dengan mempertimbangkan the criticality level of applications by considering
faktor-faktor tertentu. Hasil dari aktivitas ini akan certain factors. The results of this activity will
berpengaruh terhadap frekuensi backup yang affect the frequency of backups performed and the
dilakukan dan perlakuan disaster recovery yang disaster recovery measures to be implemented.
akan diterapkan.
b. Backup & Restore Management, pembuatan rencana b. Backup & Restore Management, the creation of
backup data terhadap sistem informasi yang berjalan a data backup plan for the information systems
di Perseroan sesuai dengan hasil dari Service Impact running at the Company in accordance with the
Analysis. results of the Service Impact Analysis.
c. Disaster Recovery Plan, pembuatan rencana c. Disaster Recovery Plan, the creation of a recovery
pemulihan untuk sistem informasi yang ada di plan for the Company’s information systems in
Perseroan sesuai dengan hasil dari Service Impact accordance with the results of the Service Impact
Analysis. Pemulihan yang dilakukan dapat dilakukan Analysis. Recovery can be carried out in several
melalui beberapa cara, yaitu dengan melakukan ways, namely by restoring the information system
restore terhadap hasil backup system informasi dan from backup and transferring the active site from the
melakukan pemindahan active site untuk sistem data center to the disaster recovery center.
informasi dari data center ke disaster recovery
center.
d. Melakukan security assessment testing secara d. Conducting periodic security assessment testing
berkala menggunakan pihak independen untuk using an independent party to test the security of
menguji keamanan sistem informasi yang dimiliki the information systems owned by the Company.
oleh Perseroan.
Jasamarga Tollroad Command Center (JMTC)
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07 Tanggung Jawab Sosial
dan Lingkungan
Social and Environmental Responsibility
Tanggung Jawab Sosial dan Lingkungan
776
Social and Environmental Responsibility
Melalui penerapan prinsip ESG dan program TJSL
yang terarah, Jasa Marga memastikan setiap
langkah pembangunan jalan tol tidak hanya
membuka akses, tetapi juga menghadirkan nilai
keberlanjutan bagi masyarakat dan lingkungan.
Through the implementation of ESG principles and targeted
TJSL programs, Jasa Marga ensures that every step in toll
road development not only opens access, but also delivers
sustainable value to communities and the environment.
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Tanggung Jawab Sosial dan Lingkungan
Social and Environmental Responsibility
Jasa Marga telah menyusun Laporan Keberlanjutan Tahun 2025 secara terpisah Jasa Marga has prepared a separate Sustainability Report for 2025, which
namun tetap menjadi bagian dari Laporan Tahunan Tahun 2025. Di dalam remains an integral part of the 2025 Annual Report. In this report, the Company
laporan tersebut, Perseroan menjabarkan pencapaian kinerja keberlanjutan dan outlines its sustainability performance achievements and the implementation
pelaksanaan Tanggung Jawab Sosial dan Lingkungan Perseroan untuk periode of its Social and Environmental Responsibility for the reporting period from
pelaporan dari 1 Januari 2025 hingga 31 Desember 2025. Penyusunan laporan January 1, 2025, to December 31, 2025. The preparation of this report refers
tersebut mengacu pada ketentuan dalam Peraturan Otoritas Jasa Keuangan to the provisions in Financial Services Authority (OJK) Regulation No. 51/
(OJK) No. 51/POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan Bagi POJK.03/2017 on the Application of Sustainable Finance for Financial Services
Lembaga Jasa Keuangan, Emiten, Dan Perusahaan Publik (lampiran II) dan Institutions, Issuers, and Public Companies (Appendix II) and OJK Circular Letter
Surat Edaran OJK No. 16/SEOJK.04/2021 tentang Bentuk dan Isi Laporan No. 16/SEOJK.04/2021 on the Form and Content of Annual Reports of Issuers
Tahunan Emiten atau Perusahaan Publik (lampiran II). Selain ketentuan tersebut, or Public Companies (Appendix II). In addition to these provisions, the 2025
Laporan Keberlanjutan Tahun 2025 juga disusun dengan menggunakan standar Sustainability Report was prepared using international standards issued by the
internasional yang dikeluarkan oleh Global Sustainability Standards Board Global Sustainability Standards Board (GSSB), i.e., the Global Reporting Initiative
(GSSB) yaitu Global Reporting Initiative (GRI) Standard dengan GRI 1 yang (GRI) Standard, with GRI 1 used as GRI 1: Foundation 2021.
digunakan adalah GRI 1: Landasan 2021.
Komitmen Keberlanjutan
Sustainability Commitment
Perseroan berkomitmen untuk mengintegrasikan prinsip Environmental, Social, The Company is committed to integrating Environmental, Social, and Governance
and Governance (ESG) ke dalam seluruh aspek operasional guna menciptakan (ESG) principles into all aspects of its operations to create a sustainable, positive
dampak positif yang berkelanjutan bagi lingkungan, masyarakat, serta tata kelola impact on the environment, society, and corporate governance. This commitment
perusahaan. Komitmen ini diwujudkan melalui implementasi program Tanggung is realized through the implementation of a Social and Environmental Responsibility
Jawab Sosial dan Lingkungan (TJSL), yang tidak hanya berfokus pada pertumbuhan (TJSL) program, which not only focuses on business growth but also aims to
bisnis, tetapi juga berorientasi pada kontribusi nyata terhadap perbaikan sosial dan make a real contribution to social improvement and environmental preservation.
pelestarian lingkungan. Pelaksanaan TJSL mengacu pada standar ISO 26000, The implementation of TJSL refers to the ISO 26000 standard, resulting in the
sehingga dibentuk Komite Sustainability sebagai wujud keterlibatan seluruh unit formation of a Sustainability Committee as a form of involvement of all units in
dalam memastikan keberlanjutan program tersebut. Selain itu, program ini juga ensuring the sustainability of the program. In addition, this program is in line with
selaras dengan Tujuan Pembangunan Berkelanjutan (TPB) untuk meningkatkan the Sustainable Development Goals (SDGs) to improve economic welfare, maintain
kesejahteraan ekonomi, menjaga keberlanjutan sosial dan lingkungan, serta social and environmental sustainability, and realize inclusive development for future
mewujudkan pembangunan inklusif bagi generasi mendatang. generations.
Sebagai wujud keseriusan dalam mengintegrasikan prinsip Environmental, As a manifestation of its seriousness in integrating Environmental, Social, and
Social, and Governance (ESG) ke seluruh aspek operasional, Perseroan telah Governance (ESG) principles into all aspects of its operations, the Company has
menyusun Peta Jalan (Roadmap) ESG sebagai panduan strategis jangka developed an ESG Roadmap as a long-term strategic guide. This roadmap outlines
panjang. Peta jalan ini memetakan tahapan implementasi keberlanjutan yang a systematic implementation plan for sustainability for the period from 2025 to
sistematis untuk periode 2025 hingga 2029, memastikan setiap inisiatif berjalan 2029, ensuring that every initiative is measurable, from strengthening governance
terukur mulai dari penguatan tata kelola hingga pencapaian ketahanan iklim to achieving climate resilience, to support sustainable business growth.
(resilience) demi mendukung pertumbuhan bisnis yang berkelanjutan.
Roadmap ESG
2029
(Resilience)
Menjadi Perusahaan yang tahan
2028 dengan perubahan iklim
(Grow) Becoming a company resilient to
Menerapkan prinsip-prinsip ESG climate change
2027 secara konsisten, mendorong
(Accelerate) pertumbuhan berkelanjutan
2026 Mempercepat pencapaian
Consistently implementing ESG
2025 Move tujuan keberlanjutan
principles, driving sustainable
growth
Prepare) Memulai inisiatif keberlanjutan Accelerating the achievement
Memperkuat ESG Tata Kelola Starting a sustainability of sustainability goals
Strengthening ESG Governance initiative
776 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 777
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Pada tahun 2025, Perseroan menyelenggarakan berbagai program Tanggung Jawab In 2025, the Company organized various Social and Environmental Responsibility (TJSL)
Sosial dan Lingkungan (TJSL) sebagai bentuk komitmen terhadap pencapaian Tujuan programs as a form of commitment to achieving the Sustainable Development Goals
Pembangunan Berkelanjutan (SDGs) yang mencakup tiga pilar utama, yakni Ekonomi, (SDGs), which cover three main pillars: Economy, Social, and Environment. The following
Sosial, dan Lingkungan. Berikut disajikan ringkasan pelaksanaan program selama tahun is a summary of the program implementation during 2025, with a total distribution value
2025 dengan total nilai penyaluran sebesar Rp17,58 miliar, sementara uraian yang lebih of Rp17.58 billion, with a more comprehensive description available in the Company’s
komprehensif dapat dilihat pada Laporan Keberlanjutan Perseroan Tahun 2025. 2025 Sustainability Report.
Sosial | Social Ekonomi | Economy
Jasa Marga Tanggap Bencana Pengembangan dan Pemasaran UMK
Jasa Marga Disaster Response Development and Marketing of MSMEs
Sebagai bentuk kepedulian kepada masyarakat terdampak bencana, Jasa Marga aktif Jasa Marga mendukung penguatan UMKM melalui keikutsertaan dalam berbagai pameran
menyalurkan bantuan berupa kebutuhan pokok, logistik, dan bantuan lainnya kepada korban nasional dan regional serta pengembangan UMKM binaan melalui penyediaan Kampoeng
banjir di wilayah DKI Jakarta (Jakarta Utara, Jakarta Barat, dan Jakarta Timur), Jawa Barat UMKM di Rest Area, pemberdayaan Green House Rumah Tumbuh, dukungan sertifikasi
(Kabupaten Cianjur, Tasikmalaya, Sukabumi, Garut, Purwakarta, serta Kota dan Kabupaten Halal, pelatihan dan pendampingan usaha, serta penyediaan sarana produksi guna
Bekasi), Jawa Tengah (Kabupaten Pekalongan dan Kendal), Jawa Timur, Provinsi Bali, serta meningkatkan daya saing dan keberlanjutan UMKM.
Sumatera Utara. Selain itu, bantuan juga diberikan kepada korban bencana banjir dan tanah
Jasa Marga supports the strengthening of micro, small and medium enterprises (UMKM)
longsor di Kabupaten Pekalongan, Kendal, Garut, dan Sumatera Barat, korban tanah longsor
through participation in various national and regional exhibitions and the development
di Kabupaten Purwakarta, korban erupsi Gunung Semeru di Kabupaten Lumajang, Jawa Timur,
of UMKM under its guidance by providing UMKM villages in rest areas, empowering
serta dukungan kemanusiaan bagi masyarakat terdampak bencana di wilayah Sumatra.
Green House Rumah Tumbuh, supporting halal certification, providing business training
As an act of solidarity to communities affected by disasters, Jasa Marga actively distributed and assistance, and providing production facilities to improve the competitiveness and
aid in the form of basic necessities, logistics, and other assistance to flood victims in the DKI sustainability of UMKM.
Jakarta area (North Jakarta, West Jakarta, and East Jakarta), West Java (Cianjur, Tasikmalaya,
Sukabumi, Garut, Purwakarta Regencies, as well as Bekasi City and Regency), Central Java
(Pekalongan and Kendal Regencies), East Java, Bali, and North Sumatra. In addition, assistance
was provided to victims of floods and landslides in Pekalongan, Kendal, Garut, and West Mengurangi Ketimpangan dengan Pemberdayaan Masyarakat
Sumatra Regencies, landslide victims in Purwakarta Regency, victims of the Mount Semeru Reducing Inequality through Community Empowerment
eruption in Lumajang Regency, East Java, as well as humanitarian support for communities Komitmen Jasa Marga terhadap inklusivitas ekonomi diwujudkan melalui Program TJSL
affected by disasters in the Sumatra region. Paket Bakti Sosial 6 Panti Asuhan Dalam Perayaan Natal BKK Jasa Marga tahun 2025
sebagai bagian dari upaya meningkatkan akses dan kualitas pendidikan inklusif.
Jasa Marga’s commitment to economic inclusivity is realized through the TJSL Social
Budaya Kita Berbagi Service Package Program for six Orphanages during the 2025 BKK Jasa Marga Christmas
Our Culture of Sharing Celebration as part of efforts to improve access to and quality of inclusive education.
Melalui program Budaya Kita Berbagi, Jasa Marga menyalurkan bantuan 7.750 paket sembako
ke berbagai yayasan dan lembaga sosial di DKI Jakarta, Jawa Barat, Jawa Tengah, Banten,
Bandung Barat. Program ini juga mencakup pemberian hewan kurban serta pembagian 12.750 Lingkungan | Lingkungan
takjil dalam kegiatan BUKBER (Budaya Kita Berbagi).
Through the Our Culture of Sharing program, Jasa Marga distributed 7,750 food packages to
various foundations and social institutions in DKI Jakarta, West Java, Central Java, Banten,
Akses Air Bersih dan Sanitasi Layak
and West Bandung. This program also included the donation of sacrificial animals and the
Access to Clean Water and Proper Sanitation
distribution of 12,750 takjil during the BUKBER (Our Culture of Sharing) event.
Jasa Marga berperan aktif dalam menyediakan akses air bersih melalui pembangunan
fasilitas Water Treatment di Rest Area Travoy KM 575A Ruas Tol Solo-Ngawi guna
meningkatkan sanitasi di berbagai wilayah operasional.
Jasa Marga Medical Keliling
Jasa Marga Mobile Medical Jasa Marga plays an active role in providing access to clean water through the construction
of a water treatment facility at the Travoy KM 575A Rest Area on the Solo-Ngawi Toll Road
Dalam upaya meningkatkan kesehatan masyarakat, Jasa Marga menghadirkan layanan Medical to improve sanitation in various operational areas.
Keliling, yang menyediakan Konsultasi & Pengobatan Gratis, Cek Kesehatan Dasar (Pemeriksaan
Fisik dan Tes Darah), Edukasi Kesehatan, dan Bantuan nutrisi & obat bagi masyarakat sekitar
proyek Jalan Tol Jogja-Bawen dan Jalan Tol Solo-Yogyakarta-NYIA Kulon Progo. Dalam
Peningkatan Sarana dan Prasarana (Umum dan Ibadah)
mendukung peningkatan kesehatan masyarakat, Jasa Marga juga turut memberikan bantuan
Improvement of Facilities and Infrastructure (Public and Religious)
perbaikan sarana olahraga, bantuan posyandu, bantuan program stunting, dan bantuan paket
cek kesehatan veteran serta tenaga penunjang operasional PT Jasamarga Transjawa Tol. Sebagai bentuk kepedulian terhadap fasilitas publik dan kesejahteraan masyarakat, Jasa
Marga menyalurkan berbagai bantuan sarana dan prasarana, antara lain pembangunan
To improve public health, Jasa Marga provides a Mobile Medical Service, which offers free
dan perbaikan jalan desa, sarana ibadah, fasilitas pendidikan, posyandu, ruang sekretariat,
consultations and treatment, basic health checks (physical examinations and blood tests),
balai kelurahan serta penerangan jalan umum (PJU). Perseroan juga mendukung
health education, and nutritional and medication assistance to communities near the Jogja-
penguatan kelembagaan dan aktivitas sosial masyarakat melalui bantuan peralatan
Bawen Toll Road and Solo-Yogyakarta-NYIA Kulon Progo Toll Road projects. In supporting the
olahraga, kesenian, perlengkapan kebersihan, sarana umum, serta dukungan bagi
improvement of public health, Jasa Marga also assists in repairing sports facilities, posyandu
kelompok tani, pesantren, dan organisasi kemasyarakatan.
(integrated health services posts), stunting programs, and health check packages for veterans
and operational support staff of PT Jasamarga Transjawa Tol. As a part of its pledge to improve public facilities and community welfare, Jasa Marga
distributes various facilities and infrastructure assistance, including the construction and
repair of village roads, religious facilities, educational facilities, integrated health service
Jasa Marga Peduli Pendidikan posts, secretariat rooms, village halls, and public street lighting (PJU). The Company also
Development and Marketing of MSMEs supports institutional strengthening and community social activities through the provision
of sports equipment, arts equipment, cleaning equipment, public facilities, and support for
Jasa Marga berkontribusi dalam penguatan sektor pendidikan melalui pemberian sarana dan farmer groups, Islamic boarding schools, and community organizations.
prasarana pembelajaran, seperti komputer, laptop, printer, buku bacaan, alat permainan edukatif,
serta perlengkapan sekolah bagi sekolah, madrasah, pesantren, PAUD, dan lembaga pendidikan
non-formal. Program ini dilaksanakan di berbagai wilayah, meliputi DKI Jakarta, Jawa Barat (Bogor,
Penanaman Pohon dan Pelestarian Lingkungan
Bekasi, Depok, Karawang, Cianjur, Sukabumi, dan Cirebon), Banten, Jawa Tengah (Banyumas),
Tree Planting and Environmental Conservation
Jawa Timur (Surabaya), Sumatera Utara (Medan), serta Daerah Istimewa Yogyakarta. Selain itu,
Jasa Marga juga mendukung peningkatan kualitas lingkungan belajar melalui pembangunan dan Jasa Marga berkontribusi dalam pelestarian lingkungan melalui berbagai program
renovasi ruang kelas, taman baca, serta pembangunan Taman Lalu Lintas di Rest Area Jasa Marga penghijauan dan pengelolaan lingkungan di sekitar jalan tol dan rest area. Perseroan
sebagai sarana edukasi keselamatan berlalu lintas bagi anak-anak. melakukan penanaman pohon serta mendukung pengelolaan kebersihan melalui
penyediaan mesin pemotong rumput, motor viar, dan bak sampah. Selain itu, Perseroan
Jasa Marga contributes to strengthening the education sector by providing learning facilities
juga membangun biopori di Akses Patimban sebagai upaya meningkatkan daya serap
and infrastructure, such as computers, laptops, printers, reading books, educational games,
air dan mengurangi risiko banjir. Perseroan juga melakukan inisiatif pembuatan tempat
and school supplies for schools, madrasas, Islamic boarding schools, early childhood education
sampah Waste Dropbox di lingkungan kantor Perseroan.
centers, and non-formal educational institutions. This program is implemented in various regions,
including DKI Jakarta, West Java (Bogor, Bekasi, Depok, Karawang, Cianjur, Sukabumi, and Jasa Marga contributes to environmental conservation through various environmental
Cirebon), Banten, Central Java (Banyumas), East Java (Surabaya), North Sumatra (Medan), management programs around toll roads and rest areas. The Company plants trees and
and the Yogyakarta province. In addition, Jasa Marga supports the improvement of the learning supports cleanliness management by providing lawn mowers, motorcycles, and trash
environment through the construction and renovation of classrooms, reading parks, and the bins. In addition, the Company has built biopores in Akses Patimban to increase water
construction of Traffic Parks at Jasa Marga Rest Areas as a means of educating children about absorption and reduce the risk of flooding. The Company has also initiated the creation of
traffic safety. Waste Dropbox trash bins in the company’s office environment.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 777
Page 778
08 Referensi POJK, SEOJK,
dan Kriteria ARA
Reference of POJK, SEOJK, and ARA Criteria
Referensi POJK No. 29/POJK.04/2016 dan
SEOJK No. 16/SEOJK.04/2021
780
POJK No. 29/POJK.04/2016 and SEOJK No. 16/
SEOJK.04/2021 Reference
Kriteria Annual Report Award (ARA)
799
Annual Report Award (ARA) Criteria
778 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 779
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 779
Page 780
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Referensi POJK No. 29/POJK.04/2016
dan SEOJK No. 16/SEOJK.04/2021
POJK NO. 29/POJK.04/2016
and SEOJK No. 16/SEOJK.04/2021 Reference
Uraian Halaman
No. Description Page
1. Ketentuan Umum
General Terms
a. Laporan Tahunan paling sedikit memuat informasi mengenai:
1. Ikhtisar data keuangan penting;
2. Informasi saham (jika ada);
3. Laporan Direksi;
4. Laporan Dewan Komisaris;
5. Profil Emiten atau Perusahaan Publik;
6. Analisis dan pembahasan manajemen;
7. Tata kelola Emiten atau Perusahaan Publik;
8. Tanggung jawab sosial dan lingkungan Emiten atau Perusahaan Publik;
9. Laporan keuangan tahunan yang telah diaudit; dan
10. Surat pernyataan anggota Direksi dan anggota Dewan Komisaris tentang tanggung jawab atas Laporan
Tahunan;
a. The Annual Report shall at least include the following information:
1. An overview of important financial data;
2. Share information (if any);
3. Board of Directors’ report;
4. Board of Commissioners’ report;
5. Issuer or Public Company profiles;
6. Management discussion and analysis;
7. Issuer or Public Company governance;
8. Issuer or Public Company social and environmental responsibility;
9. Audited annual financial statements; and
10. Statement from the Board of Directors and the Board of Commissioners on their responsibility for the Annual
Report;
b. Laporan Tahunan dapat menyajikan informasi berupa gambar, grafik, tabel, dan/atau diagram dengan mencantumkan
judul dan/atau keterangan yang jelas, sehingga mudah dibaca dan dipahami
Annual reports can present information in the form ofpictures, graphs, tables, and/or diagrams clearly statingthe
title and/or description, which is easy to read and understand
2. Uraian Isi Laporan Tahunan
Annual Report Contents Description
A. Ikhtisar Data Keuangan Penting 20-23
Summary of Important Financial Data
Ikhtisar data keuangan penting memuat informasi keuangan yang disajikan dalam bentuk perbandingan selama 3 (tiga)
tahun buku atau sejak memulai usahanya jika Emiten atau Perusahaan Publik tersebut menjalankan kegiatan usahanya
kurang dari 3 (tiga) tahun, paling sedikit memuat:
Financial Highlights includes financial information presented in the form of comparison for 3 (three) financial years, or
since starting a business if the Issuer’s or the Public Company’s business activities are less than 3 (three) years, and
should at least include:
1. Pendapatan/penjualan; 20
Revenue/sales;
2. Laba bruto; 20
Gross profit;
3. Laba (rugi); 20
Profit (loss);
4. Jumlah laba (rugi) yang dapat diatribusikan kepada pemilik entitas induk dan kepentingan non pengendali; 20
Total profit (loss) attributable to owners of the parent and non-controlling interests;
5. Total laba (rugi) komprehensif; 20
Total comprehensive profit (loss);
780 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 781
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Uraian Halaman
No. Description Page
6. Jumlah laba (rugi) komprehensif yang dapat diatribusikan kepada pemilik entitas induk dan kepentingan 20
non pengendali;
Total comprehensive profit (loss) attributable to owners of the parent and non- controlling interests;
7. Laba (rugi) per saham; 20
Profit (loss) per share;
8. Jumlah aset; 21
Total assets;
9. Jumlah liabilitas; 21
Total liabilities;
10. Jumlah ekuitas; 21
Total equities;
11. Rasio laba (rugi) terhadap jumlah aset; 21
Profit (loss) to total assets ratio;
12. Rasio laba (rugi) terhadap ekuitas; 21
Profit (loss) to equity ratio;
13. Rasio laba (rugi) terhadap pendapatan/penjualan; 21
Profit (loss) to revenue/sales ratio;
14. Rasio lancar; 21
Current ratio;
15. Rasio liabilitas terhadap ekuitas; 21
Liabilities to equity ratio;
16. Rasio liabilitas terhadap jumlah aset; dan 21
Liabilities to total assets ratio; and
17. Informasi dan rasio keuangan lainnya yang relevan dengan Emiten atau Perusahaan Publik dan jenis industrinya. 21
Other information and financial ratios relevant to the Issuer or a Public Company and its industry type.
B. Informasi Saham 25-26
Share Information
Informasi saham bagi Perusahaan Terbuka paling sedikit memuat: 25
Share information for a Public Company shall at least contain:
1. Saham yang telah diterbitkan untuk setiap masa triwulan yang disajikan dalam bentuk perbandingan selama 2 (dua)
tahun buku terakhir, paling sedikit memuat:
Shares issued for each quarter are presented in the form of comparison for the last 2 (two) years, to include at least:
a. Jumlah saham yang beredar;
Total outstanding shares;
b. Kapitalisasi pasar berdasarkan harga pada bursa efek tempat saham dicatatkan;
Market capitalization based on the price on the Stock Exchange where the securities are listed;
c. Harga saham tertinggi, terendah, dan penutupan berdasarkan harga pada bursa efek tempat saham dicatatkan;
dan
The highest, lowest, and closing share price based on the Stock Exchange where the securities are listed; and
d. Volume perdagangan pada bursa efek tempat saham dicatatkan.
The volume of trading on the Stock Exchange where the securities are listed;
Informasi dalam huruf b), huruf c), dan huruf d) hanya diungkapkan jika sahamnya tercatat di bursa efek;
Information on the letter b), c), and d) is only disclosed if the shares are listed on the Stock Exchange;
2. Dalam hal terjadi aksi korporasi yang menyebabkan terjadinya perubahan pada saham, seperti pemecahan saham 31
(stock split), penggabungan saham (reverse stock), dividen saham, saham bonus, perubahan nilai nominal saham,
penerbitan efek konversi, serta penambahan dan pengurangan modal, informasi saham sebagaimana dimaksud
pada angka 1) ditambahkan penjelasan paling sedikit mengenai:
In the event of a corporate action that causes changes in shares, such as stock splits, reverse stock, stock dividends,
bonus shares, changes in the shares’ nominal value, conversion securities issuance, as well as capital additions and
deductions, share information as referred to in number 1) shall be added with, at least, explanation regarding:
a. Tanggal pelaksanaan aksi korporasi;
Corporate action execution date;
b. Rasio pemecahan saham (stock split), penggabungan saham (reverse stock), dividen saham, saham bonus,
jumlah efek konversi yang diterbitkan, dan perubahan nilai nominal saham;
The ratio of stock splits, reverse stock, stock dividends, bonus shares, the number of convertible securities
issued, and changes in the nominal value of shares;
c. Jumlah saham beredar sebelum dan sesudah aksi korporasi;
The number of shares outstanding before and after the corporate action;
d. Jumlah efek konversi yang dilaksanakan (jika ada); dan
The number of convertible securities exercised (if any); and
e. Harga saham sebelum dan sesudah aksi korporasi;
Share price before and after the corporate action;
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 781
Page 782
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Uraian Halaman
No. Description Page
3. Dalam hal terjadi penghentian sementara perdagangan saham (suspension) dan/atau pembatalan pencatatan 31
saham (delisting) dalam tahun buku, dijelaskan alasan penghentian sementara perdagangan saham (suspension)
dan/atau pembatalan pencatatan saham (delisting) tersebut; dan
in the event of share trading temporary suspension (suspension) and/or shares delisting during the fiscal year, the
shares’ suspension and/or delisting reasons shall be explained; and
4. Dalam hal penghentian sementara perdagangan saham (suspension) sebagaimana dimaksud pada angka 3) dan/ 31
atau proses pembatalan pencatatan saham (delisting) masih berlangsung hingga akhir periode Laporan Tahunan,
dijelaskan tindakan yang dilakukan untuk menyelesaikan penghentian sementara perdagangan saham (suspension)
dan/atau pembatalan pencatatan saham (delisting) tersebut.
If the share trading temporary suspension as referred to in number 3) and/or the delisting process is still ongoing
until the end of the Annual Report period, the actions taken to resolve the temporary suspension of share trading
and/or cancellation of the share listing (delisting) shall be explained.
C. Laporan Direksi 68-83
Board of Directors Report
Laporan Direksi paling sedikit memuat uraian singkat mengenai: 69
The Board of Directors’ Report shall, at the minimum, contain a brief description of:
1. Kinerja Emiten atau Perusahaan Publik, paling sedikit memuat:
The Board of Directors’ report shall, at the minimum, contain a brief description of:
a. Strategi dan kebijakan strategis Emiten atau Perusahaan Publik; 71-72
The strategy and strategic policy of the Issuer or Public Company;
b. Peranan Direksi dalam perumusan strategi dan kebijakan strategis Emiten atau Perusahaan Publik; 72-73
The Board of Directors’ role in formulating strategies and strategic policies of Issuers or Public Companies;
c. Proses yang dilakukan Direksi untuk memastikan implementasi strategi Emiten atau Perusahaan Publik; 73-74
The process carried out by the Board of Directors to ensure the implementation of the Issuer’s or Public
Company’s strategy;
d. Perbandingan antara hasil yang dicapai dengan yang ditargetkan Emiten atau Perusahaan Publik; dan 74-76
Comparison between the results achieved and those targeted by the Issuer or Public Company; and
e. Kendala yang dihadapi Emiten atau Perusahaan Publik; 76-77
The constraints faced by the Issuer or Public Company;
2. Gambaran tentang prospek usaha Emiten atau Perusahaan Publik; dan 78-80
Business prospects overview of the Issuer or Public Company; and
3. Penerapan tata kelola Emiten atau Perusahaan Publik. 80-82
Governance implementation of the Issuer or Public Company.
D. Laporan Dewan Komisaris 52-65
Board of Commissioners Report
Laporan Dewan Komisaris paling sedikit memuat uraian singkat mengenai: 53
The Board of Commissioners’ Report shall, at the minimum, contain a brief description of:
1. Penilaian terhadap kinerja Direksi mengenai pengelolaan Emiten atau Perusahaan Publik, termasuk pengawasan
Dewan Komisaris dalam perumusan dan implementasi strategi Emiten atau Perusahaan Publik yang dilakukan oleh
Direksi;
The Board of Directors’ performance evaluation regarding the management of Issuers or Public Companies, including
the supervision of the Board of Commissioners in the strategies formulation and implementation for Issuers or
Public Companies carried out by the Board of Directors;
2. Pandangan atas prospek usaha Emiten atau Perusahaan Publik yang disusun oleh Direksi; dan 57-58
View on the business prospects of the Issuer or Public Company prepared by the Board of Directors; and
3. Pandangan atas penerapan tata kelola Emiten atau Perusahaan Publik. 58-59
View on the Issuer or Public Company’s application of governance.
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E. Profil Emiten atau Perusahaan Publik 88-299
Profile of the Issuer or Public Company
Profil Emiten atau Perusahaan Publik paling sedikit memuat informasi: 90
Profile of the Issuer or Public Company contains, at the minimum, information of:
1. Nama Emiten atau Perusahaan Publik termasuk apabila terdapat perubahan nama, alasan perubahan, dan tanggal
efektif perubahan nama pada tahun buku;
The name of the Issuer or Public Company, including if there was any change of name, the reason for the change,
and effective date of the name change during the fiscal year;
2. Akses terhadap Emiten atau Perusahaan Publik termasuk kantor cabang atau kantor perwakilan yang memungkinkan 91,103-105
masyarakat dapat memperoleh informasi mengenai Emiten atau Perusahaan Publik, meliputi:
Access to Issuer or Public Company, including any branch offices or representative offices, which allows the public
access to information on the Issuer or Public Company, including:
a. Alamat;
Address;
b. Nomor telepon;
Telephone number;
c. Alamat surat elektronik; dan
Electronic mail address; and
d. Alamat situs web;
Web site address;
3. Riwayat singkat Emiten atau Perusahaan Publik; 92-93
A brief history of Issuer or Public Company;
4. Visi dan misi Emiten atau Perusahaan Publik serta budaya perusahaan (corporate culture) atau nilai-nilai perusahaan; 106-113
The vision and mission of the Issuer or Public Company as well as the corporate culture or corporate values;
5. Kegiatan usaha menurut anggaran dasar terakhir, kegiatan usaha yang dijalankan pada tahun buku, serta jenis 114-125
barang dan/atau jasa yang dihasilkan;
Business activities according to the last articles of association, the business activities carried out during the fiscal
year, as well as the type of goods and/or services produced;
6. Wilayah operasional Emiten atau Perusahaan Publik; 96-103
The operational area of the Issuer or Public Company;
Wilayah operasional merupakan wilayah atau daerah pelaksanaan kegiatan operasional atau jangkauan dari kegiatan
operasional perusahaan.
The operational area is the area or area for the implementation of operational activities or the range of the company’s
operating activities.
7. Struktur organisasi Emiten atau Perusahaan Publik dalam bentuk bagan, paling sedikit sampai dengan struktur 128-129
1 (satu) tingkat di bawah Direksi termasuk komite di bawah Direksi (jika ada) dan komite di bawah Dewan Komisaris,
disertai dengan nama dan jabatan;
The organizational structure of the Issuer or Public Company in the form of a chart, at the minimum, the structure of
1 (one) level below the Board of Directors including committees under the Board of Directors (if any) and the Board
of Commissioners, accompanied by names and positions;
8. Daftar keanggotaan asosiasi industri baik dalam skala nasional maupun internasional yang berkaitan dengan 94
penerapan keuangan berkelanjutan;
A list of industry association memberships both on a national and international scale related to the implementation
of sustainable finance;
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9. Profil Direksi, paling sedikit memuat: 139-145
The profile of Directors, to at least include:
a. Nama dan jabatan yang sesuai dengan tugas dan tanggung jawab;
The name and position per the duties and responsibilities;
b. Foto terbaru;
A recent photograph;
c. Usia;
Age;
d. Kewarganegaraan;
Nationality;
e. Riwayat pendidikan dan/atau sertifikasi;
Educational and/or certification history;
f. Riwayat jabatan, meliputi informasi:
Position history, including information on:
i. Dasar hukum pengangkatan sebagai anggota Direksi pada Emiten atau Perusahaan Publik yang
bersangkutan;
The legal basis for appointment as a member of the Board of Directors of the Issuer or Public Company
concerned;
ii. Rangkap jabatan, baik sebagai anggota Direksi, anggota Dewan Komisaris, dan/atau anggota komite serta
jabatan lainnya baik di dalam maupun di luar Emiten atau Perusahaan Publik. Dalam hal anggota Direksi
tidak memiliki rangkap jabatan, maka diungkapkan mengenai hal tersebut; dan
Concurrent positions, either as a member of the Board of Directors, member of the Board of Commissioners,
and/or committee member, and other positions inside and outside the Issuer or Public Company. If a
member of the Board of Directors does not have concurrent positions, then this is disclosed; and
iii. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau Perusahaan Publik.
Period of work experience both inside and outside the Issuer or Public Company.
g. Hubungan afiliasi dengan anggota Direksi lainnya, anggota Dewan Komisaris, pemegang saham utama,
dan pengendali baik langsung maupun tidak langsung sampai kepada pemilik individu, meliputi nama pihak
yang terafiliasi. Dalam hal anggota tidak memiliki hubungan afiliasi, maka Emiten atau Perusahaan Publik
mengungkapkan hal tersebut; dan
Affiliation with other members of the Board of Directors, members of the Board of Commissioners, major
shareholders, and controllers either directly or indirectly to individual owners, including the names of affiliated
parties. If the member has no affiliation relationship, the Issuer or Public Company shall disclose this matter;
and
h. Perubahan komposisi anggota Direksi dan alasan perubahannya. Dalam hal tidak terdapat perubahan komposisi
anggota Direksi, maka diungkapkan mengenai hal tersebut;
Changes in the composition of the members of the Board of Directors and the reasons for the changes. If there
is no change in the composition of the members of the Board of Directors, this matter shall be disclosed;
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No. Description Page
10. Profil Dewan Komisaris, paling sedikit memuat: 133-138
The profile of Board of Commissioners, to at least include:
a. Nama dan jabatan;
The name and position;
b. Foto terbaru;
A recent photograph;
c. Usia;
Age;
d. Kewarganegaraan;
Nationality;
e. Riwayat pendidikan dan/atau sertifikasi;
Educational and/or certification history;
f. Riwayat jabatan, meliputi informasi:
Position history, including information on:
i. Dasar hukum pengangkatan sebagai anggota Dewan Komisaris;
The legal basis for appointment as a member of the Board of Commissioners of the Issuer or Public
Company concerned;
ii. Dasar hukum pengangkatan pertama kali sebagai anggota Dewan Komisaris yang merupakan komisaris
independen pada Emiten atau Perusahaan Publik yang bersangkutan;
The legal basis for the first appointment as a member of the Board of Commissioners who is an independent
commissioner of the Issuer or Public Company concerned;
iii. Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota komite serta
jabatan lainnya baik di dalam maupun di luar Emiten atau Perusahaan Publik. Dalam hal anggota Dewan
Komisaris tidak memiliki rangkap jabatan, maka diungkapkan mengenai hal tersebut; dan
Concurrent positions, either as a member of the Board of Commissioners, member of the Board of
Directors, and/or committee member, and other positions inside and outside the Issuer or Public Company.
If a member of the Board of Commissioners does not have concurrent positions, then this is disclosed; and
iv. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau Perusahaan Publik.
Period of work experience both inside and outside the Issuer or Public Company.
g. Hubungan afiliasi dengan anggota Dewan Komisaris lainnya, pemegang saham utama, dan pengendali
baik langsung maupun tidak langsung sampai kepada pemilik individu, meliputi nama pihak yang terafiliasi;
Dalam hal anggota Dewan Komisaris tidak memiliki hubungan afiliasi, maka Emiten atau Perusahaan Publik
mengungkapkan hal tersebut;
Affiliation with other members of the Board of Commissioners, major shareholders, and controllers either
directly or indirectly to individual owners, including the names of affiliated parties. If the member has no
affiliation relationship, the Issuer or Public Company shall disclose this matter; and
h. Pernyataan independensi komisaris independen dalam hal komisaris independen telah menjabat lebih dari 2
(dua) periode; dan
Statement of independence of independent commissioners in the event that the independent commissioner
has served for more than 2 (two) terms; and
i. Perubahan komposisi anggota Dewan Komisaris dan alasan perubahannya. Dalam hal tidak terdapat perubahan
komposisi anggota Dewan Komisaris, maka diungkapkan mengenai hal tersebut;
Changes in the composition of the members of the Board of Commissioners and the reasons for the changes.
If there is no change in the composition of the members of the Board of Commissioners, this matter shall be
disclosed;
11. Dalam hal terdapat perubahan susunan anggota Direksi dan/atau anggota Dewan Komisaris yang terjadi setelah 132
tahun buku berakhir sampai dengan batas waktu penyampaian Laporan Tahunan, susunan yang dicantumkan
dalam Laporan Tahunan adalah susunan anggota Direksi dan/atau anggota Dewan Komisaris yang terakhir dan
sebelumnya;
In the event of changes in the composition of the Board of Directors and/or the Board of Commissioners’ members
that occurred after the fiscal year ends until the deadline for submission of the Annual Report, the composition to
be included in the Annual Report is the latest and the previous composition of the Board of Directors and/or the
Board of Commissioners’ members;
12. Jumlah karyawan menurut jenis kelamin, jabatan, usia, tingkat pendidikan, dan status ketenagakerjaan (tetap/ 176-178
kontrak) dalam tahun buku;
Number of employees by gender, position, age, education level, and employment status (permanent/contracted)
in the fiscal year;
Pengungkapan informasi dapat disajikan dalam bentuk tabel.
Disclosure of information can be presented in tabular form.
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13. Nama pemegang saham dan persentase kepemilikan pada awal dan akhir tahun buku, yang terdiri dari informasi 243-245
mengenai:
Shareholders names and ownership percentage at the beginning and end of the fiscal year, which consists of
information regarding:
a. Pemegang saham yang memiliki 5% (lima persen) atau lebih saham Emiten atau Perusahaan Publik;
Shareholders who own 5% (five percent) or more shares of the Issuer or Public Company;
b. Anggota Direksi dan anggota Dewan Komisaris yang memiliki saham Emiten atau Perusahaan Publik. Dalam hal
seluruh anggota Direksi dan/atau seluruh anggota Dewan Komisaris tidak memiliki saham, maka diungkapkan
mengenai hal tersebut; dan
Members of the Board of Directors and members of the Board of Commissioners who own shares in the Issuer
or Public Company. If all members of the Board of Directors and/or all members of the Board of Commissioners
do not own shares, then this matter is disclosed; and
c. Kelompok pemegang saham masyarakat, yaitu kelompok pemegang saham yang masing-masing memiliki
kurang dari 5% (lima persen) saham Emiten atau Perusahaan Publik;
Community shareholder group, namely the group of shareholders whom each own less than 5% (five percent)
of the shares of the Issuer or Public Company;
Informasi di atas dapat disajikan dalam bentuk tabel.
The above information can be presented in tabular form.
14. Persentase kepemilikan tidak langsung atas saham Emiten atau Perusahaan Publik oleh anggota Direksi dan anggota 247-248
Dewan Komisaris pada awal dan akhir tahun buku, termasuk informasi mengenai pemegang saham yang terdaftar
dalam daftar pemegang saham untuk kepentingan kepemilikan tidak langsung anggota Direksi dan anggota Dewan
Komisaris;
Percentage of Indirect Shareholding in the Issuer or Public Company by Members of the Board of Directors and
the Board of Commissioners at the Beginning and End of the Fiscal Year, Including Information on Shareholders
Registered in the Shareholder Register for the Benefit of the Indirect Shareholding of Members of the Board of
Directors and the Board of Commissioners;
Dalam hal seluruh anggota Direksi dan/atau seluruh anggota Dewan Komisaris tidak memiliki kepemilikan tidak
langsung atas saham Emiten atau Perusahaan Publik, maka diungkapkan mengenai hal tersebut.
If all members of the Board of Directors and/or Board of Commissioners do not have indirect ownership of the
shares of the Issuer or Public Company, this matter shall be disclosed.
15. Jumlah pemegang saham dan persentase kepemilikan per akhir tahun buku berdasarkan klasifikasi: 245
The number of shareholders and the percentage of ownership at the fiscal year-end based on the classification of:
a. Kepemilikan institusi lokal;
Local institutions ownership;
b. Kepemilikan institusi asing;
Foreign institutional ownership;
c. Kepemilikan individu lokal; dan
Local individual ownership; and
d. Kepemilikan individu asing;
Foreign individual ownership;
16. Informasi mengenai pemegang saham utama dan pengendali Emiten atau Perusahaan Publik, baik langsung maupun 248
tidak langsung, sampai kepada pemilik individu, yang disajikan dalam bentuk skema atau bagan;
Information regarding the major and controlling shareholders of the Issuer or Public Company, either directly or
indirectly, to the individual owners, presented in the form of schematics or charts;
17. Nama entitas anak, perusahaan asosiasi, perusahaan ventura bersama dimana Emiten atau Perusahaan Publik 249-251
memiliki pengendalian bersama entitas (jika ada), beserta persentase kepemilikan saham, bidang usaha, total aset,
dan status operasi entitas anak, perusahaan asosiasi, perusahaan ventura bersama;
The name of the subsidiary, associate, joint venture company where the Issuer or Public Company has joint control
of the entity (if any), along with the percentage of share ownership, line of business, total assets, and operating
status of the subsidiary, associated company, joint venture company;
Untuk entitas anak, ditambahkan informasi mengenai alamat entitas anak tersebut.
For a subsidiary, information about the address of the subsidiary is added.
18. Kronologis pencatatan saham, jumlah saham, nilai nominal, dan harga penawaran dari awal pencatatan hingga akhir 284
tahun buku serta nama bursa efek dimana saham Emiten atau Perusahaan Publik dicatatkan, termasuk pemecahan
saham (stock split), penggabungan saham (reverse stock), dividen saham, saham bonus, dan perubahan nilai
nominal saham, pelaksanaan efek konversi, pelaksanaan penambahan dan pengurangan modal (jika ada);
A chronological listing of shares, number of shares, nominal value, and the offer price from the start of recording
until the end of the fiscal year and the name of the Stock Exchange where the shares of the Issuer or Public
Company are listed, including stock splits, reverse stock, stock dividends, bonus shares, and changes in the nominal
value of shares, implementation of conversion effects, implementation of capital additions and subtractions (if any);
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19. Informasi pencatatan efek lainnya selain efek sebagaimana dimaksud pada angka 18, yang belum jatuh tempo 285-294
pada tahun buku paling sedikit memuat nama efek, tahun penerbitan, tingkat suku bunga/imbal hasil, tanggal jatuh
tempo, nilai penawaran, dan peringkat efek (jika ada);
Other securities listing information other than the securities as referred to in number 18), which have not yet matured
in the fiscal year, at least contain the name of the securities, year of issue, interest rate/yield, maturity date, offering
value, and securities rating (if any);
20. Informasi penggunaan jasa akuntan publik (AP) dan kantor akuntan publik (KAP) beserta jaringan/asosiasi/aliansinya 295-296
meliputi:
Information on the use of the services of a public accountant (AP) and a public accounting firm (KAP) and their
networks/associations/allies include:
a. Nama dan alamat;
Name and address;
b. Periode penugasan;
Assignment period;
c. Informasi jasa audit dan/atau non audit yang diberikan;
Information on audit and/or non-audit services provided;
d. Biaya jasa (fee) audit dan/atau non audit untuk masing-masing penugasan yang diberikan selama tahun buku;
dan
Audit and/or non-audit fee for each assignment given during the fiscal year; and
e. Dalam hal AP dan KAP beserta jaringan/asosiasi/aliansinya, yang ditunjuk tidak memberikan jasa non audit,
maka diungkapkan mengenai informasi tersebut; dan
If AP and KAP and their networks/associations/allies, which are appointed do not provide non-audit services,
then the information is disclosed; and
Pengungkapan informasi penggunaan jasa AP dan KAP beserta jaringan/asosiasi/aliansinya dapat disajikan dalam
bentuk tabel.
Disclosure of information on the use of AP and KAP services and their networks/associations/allies can be presented
in tabular form.
21. Nama dan alamat lembaga dan/atau profesi penunjang pasar modal selain AP dan KAP. 295-297
Name and address of capital market supporting institutions and/or professions other than AP and KAP.
F. Analisis dan Pembahasan Manajemen 300-418
Management Discussion and Analysis
Analisis dan pembahasan manajemen memuat analisis dan pembahasan mengenai laporan keuangan dan informasi 310-342
penting lainnya dengan penekanan pada perubahan material yang terjadi dalam tahun buku, yaitu paling sedikit memuat:
Management Discussion and Analysis shall include analysis and discussion of the financial statements and other
important information with an emphasis on material changes that occurred during the fiscal year, to at least have:
1. Tinjauan operasi per segmen usaha sesuai dengan jenis industri Emiten atau Perusahaan Publik, paling sedikit
mengenai:
A review of operations per operating segment based on the Issuer or Public Company’s type of industry, to name
a few:
a. Produksi, yang meliputi proses, kapasitas, dan perkembangannya;
Production, including the process, capacity, and its development;
b. Pendapatan/penjualan; dan
Revenue/sales; and
c. Profitabilitas;
Profitability;
2. Kinerja keuangan komprehensif yang mencakup perbandingan kinerja keuangan dalam 2 (dua) tahun buku terakhir, 343-379
penjelasan tentang penyebab adanya perubahan dan dampak perubahan tersebut, paling sedikit mengenai:
Comprehensive financial performance including a comparison of financial performance in the last 2 (two) years, an
explanation of the cause of any changes and the impact of such changes, to name a few:
a. Aset lancar, aset tidak lancar, dan total aset;
Current assets, non-current assets, and total assets;
b. Liabilitas jangka pendek, liabilitas jangka panjang, dan total liabilitas;
Short-term liabilities, long-term liabilities, and total liabilities;
c. Ekuitas;
Equity;
d. Pendapatan/penjualan, beban, laba (rugi), penghasilan komprehensif lain, dan total laba (rugi) komprehensif;
dan
Revenue/sales, expenses, profit (loss), other comprehensive income, and total comprehensive profit (loss); and
e. Arus kas;
Cash flow;
3. Kemampuan membayar utang atau kewajiban dengan menyajikan perhitungan rasio yang relevan; 380-382
Ability to pay the debt by presenting the relevant ratios;
4. Tingkat kolektibilitas piutang Emiten atau Perusahaan Publik dengan menyajikan perhitungan rasio yang relevan; 382
The collectibility level of the Issuer’s or Public Company’s receivables by presenting the relevant ratio calculations;
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5. Struktur modal (capital structure) dan kebijakan manajemen atas struktur modal (capital structure) tersebut disertai 382-383
dasar penentuan kebijakan dimaksud;
Capital structure and management policies on capital structure accompanied by the basis for determining the policy;
6. Bahasan mengenai ikatan yang material untuk investasi barang modal dengan penjelasan paling sedikit memuat: 384
Discussion on material commitments for capital investments with explanations, to name a few:
a. Tujuan dari ikatan tersebut;
The purpose of such commitments;
b. Sumber dana yang diharapkan untuk memenuhi ikatan tersebut;
Sources of funds to meet such commitments;
c. Mata uang yang menjadi denominasi; dan
Currency-denominated; and
d. Langkah yang direncanakan Emiten atau Perusahaan Publik untuk melindungi risiko dari posisi mata uang asing
yang terkait;
Planned measures by the Issuer or Public Company to cover the risks of foreign currency positions;
7. Bahasan mengenai investasi barang modal yang direalisasikan dalam tahun buku terakhir, paling sedikit memuat: 384
Discussion regarding capital goods investments realized in the last fiscal year, to name a few:
a. Jenis investasi barang modal;
Type of capital goods investments;
b. Tujuan investasi barang modal; dan
Capital goods investment objectives; and
c. Nilai investasi barang modal yang dikeluarkan;
Value of capital goods investments realized;
8. Informasi dan fakta material yang terjadi setelah tanggal laporan akuntan (jika ada); 386-387
Material information and facts occurring after the date of the auditor’s report (if any);
9. Prospek usaha dari Emiten atau Perusahaan Publik dikaitkan dengan kondisi industri, ekonomi secara umum dan 388-389
pasar internasional disertai data pendukung kuantitatif dari sumber data yang layak dipercaya;
Business prospects of the Issuer or Public Company based on the condition of the industry, the general economy,
and the international markets supporting quantitative data from trusted data sources;
10. Perbandingan antara target/proyeksi pada awal tahun buku dengan hasil yang dicapai (realisasi), mengenai: 385-386
Comparison between the targets/projections at the beginning of the year with the results achieved (realized),
including:
a. Pendapatan/penjualan;
Revenue/sales;
b. Laba (rugi);
Profit (loss);
c. Struktur modal (capital structure); atau
Capital structure; or
d. Hal lainnya yang dianggap penting bagi Emiten atau Perusahaan Publik;
Other matters that are considered important for the Issuer or Public Company;
11. Target/proyeksi yang ingin dicapai Emiten atau Perusahaan Publik untuk 1 (satu) tahun mendatang, mengenai: 385-386
Targets/projections to be achieved by the Issuer or Public Company for 1 (one) year ahead, including:
a. Pendapatan/penjualan;
Revenues/sales;
b. Laba (rugi);
Profit (loss)
c. Struktur modal (capital structure);
Capital structure;
d. Kebijakan dividen; atau
Dividend policy; or
e. Hal lainnya yang dianggap penting bagi Emiten atau Perusahaan Publik;
Other matters that are considered important for the Issuer or Public Company;
12. Aspek pemasaran atas barang dan/atau jasa Emiten atau Perusahaan Publik, paling sedikit mengenai strategi 390-391
pemasaran dan pangsa pasar;
The Issuer or Public Company’s marketing of goods and/or services, at least including the marketing strategy and
market share;
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No. Description Page
13. Uraian mengenai dividen selama 2 (dua) tahun buku terakhir, paling sedikit: 392-393
Description of dividends for the last 2 (two) fiscal years, at least:
a. Kebijakan dividen, antara lain memuat informasi persentase jumlah dividen yang dibagikan terhadap laba bersih;
Dividend policy, which includes information on the percentage of dividends distributed to net income;
b. Tanggal pembayaran dividen kas dan/atau tanggal distribusi dividen non kas;
Date of payment of cash dividends and/or date of distribution of non-cash dividends;
c. Jumlah dividen per saham (kas dan/atau non kas); dan
The amount of dividends per share (cash and/or non-cash); and
d. Jumlah dividen per tahun yang dibayar;
The amount of dividends paid annually;
Pengungkapan informasi dapat disajikan dalam bentuk tabel. Dalam hal Emiten atau Perusahaan Publik tidak
membagikan dividen dalam 2 (dua) tahun terakhir, maka diungkapkan mengenai hal tersebut.
Disclosure of information can be presented in tabular form. If the Issuer or Public Company does not distribute
dividends in the last 2 (two) years, this matter shall be disclosed.
14. Realisasi penggunaan dana hasil penawaran umum, dengan ketentuan: 395-397
Realization of the use of proceeds from the public offering, provided that:
a. Dalam hal selama tahun buku, Emiten memiliki kewajiban menyampaikan laporan realisasi penggunaan dana,
maka diungkapkan realisasi penggunaan dana hasil penawaran umum secara kumulatif sampai dengan akhir
tahun buku; dan
If, during the fiscal year, the Issuer must submit a report on the realization of the use of funds, then the
realization of the cumulative use of the proceeds from the public offering shall be disclosed until the end of the
fiscal year; and
b. Dalam hal terdapat perubahan penggunaan dana sebagaimana diatur dalam Peraturan Otoritas Jasa Keuangan
mengenai laporan realisasi penggunaan dana hasil penawaran umum, maka Emiten menjelaskan perubahan
tersebut;
If there is a change in the use of funds as regulated in the Financial Services Authority Regulation regarding the
report on the realization of the use of the proceeds from the public offering, the Issuer shall explain the change;
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15. Informasi material (jika ada), antara lain mengenai investasi, ekspansi, divestasi, penggabungan/peleburan usaha, 398-410
akuisisi, restrukturisasi utang/modal, transaksi material, transaksi afiliasi, dan transaksi benturan kepentingan, yang
terjadi pada tahun buku, paling sedikit memuat:
Material information (if any), among others regarding investment, expansion, divestment, business merger/
consolidation, acquisition, debt/capital restructuring, material transactions, affiliated transactions, and conflict of
interest transactions, which occurred during the fiscal year, at least containing:
a. Tanggal, nilai, dan objek transaksi;
The date, value, and object of the transaction;
b. Nama pihak yang melakukan transaksi;
The name of the party conducting the transaction;
c. Sifat hubungan afiliasi (jika ada);
The nature of the affiliation relationship (if any);
d. Penjelasan mengenai kewajaran transaksi;
Explanation of the fairness of the transaction;
e. Pemenuhan ketentuan terkait; dan
Compliance with related provisions; and
f. Dalam hal terdapat hubungan afiliasi, selain mengungkapkan informasi sebagaimana dimaksud dalam huruf a)
sampai dengan huruf e), Emiten atau Perusahaan Publik juga mengungkapkan informasi:
If there is an affiliation relationship, in addition to disclosing the information as referred to in letter a) to letter e),
the Issuer or Public Company also discloses information:
i. Pernyataan Direksi bahwa transaksi afiliasi telah melalui prosedur yang memadai untuk memastikan bahwa
transaksi afiliasi dilaksanakan sesuai dengan praktik bisnis yang berlaku umum antara lain dilakukan
dengan memenuhi prinsip transaksi yang wajar (arms-length principle); dan
A statement from the Board of Directors that the affiliate transaction has gone through adequate
procedures to ensure that the affiliate transaction is carried out following generally accepted business
practices, among others, by complying with the arms-length principle; and
ii. Peran Dewan Komisaris dan komite audit dalam melakukan prosedur yang memadai untuk memastikan
bahwa transaksi afiliasi dilaksanakan sesuai dengan praktik bisnis yang berlaku umum antara lain dilakukan
dengan memenuhi prinsip transaksi yang wajar (arms-length principle);
The role of the Board of Commissioners and the audit committee in carrying out adequate procedures to
ensure that affiliated transactions are carried out following generally accepted business practices, among
others, by complying with the arms-length principle;
g. Untuk transaksi afiliasi atau transaksi material yang merupakan kegiatan usaha yang dijalankan dalam rangka
menghasilkan pendapatan usaha dan dijalankan secara rutin, berulang, dan/atau berkelanjutan, ditambahkan
penjelasan bahwa transaksi afiliasi atau transaksi material tersebut merupakan kegiatan usaha yang dijalankan
dalam rangka menghasilkan pendapatan usaha dan dijalankan secara rutin, berulang, dan/atau berkelanjutan;
For affiliated or material transactions, which are business activities carried out to generate business income and
are carried out regularly, repeatedly, and/or continuously, an explanation is added that the affiliated or material
transactions are business activities carried out to generate operating income. and run regularly, repeatedly,
and/or continuously;
Dalam hal transaksi afiliasi atau transaksi material dimaksud telah diungkapkan dalam laporan keuangan
tahunan, ditambahkan informasi mengenai rujukan pengungkapan dalam laporan keuangan tahunan tersebut.
If the affiliated or material transactions have been disclosed in the annual financial statements, additional
information regarding the disclosure reference in the annual financial statements is added.
h. Untuk pengungkapan transaksi afiliasi dan/atau transaksi benturan kepentingan yang merupakan hasil
pelaksanaan transaksi afiliasi dan/atau transaksi benturan kepentingan yang telah disetujui pemegang saham
independen, ditambahkan informasi mengenai tanggal pelaksanaan RUPS yang menyetujui transaksi afiliasi
dan/atau transaksi benturan kepentingan tersebut;
For disclosure of affiliated transactions and/or conflict of interest transactions resulting from the implementation
of affiliated transactions and/or conflict of interest transactions that have been approved by independent
shareholders, additional information regarding the date of the GMS which approved the affiliated transactions
and/or conflict of interest transactions is added;
i. Dalam hal tidak terdapat transaksi afiliasi dan/atau transaksi benturan kepentingan, maka diungkapkan
mengenai hal tersebut;
If there is no affiliated transaction and/or conflict of interest transaction; then this matter shall be disclosed;
16. Perubahan ketentuan peraturan perundang-undangan yang berpengaruh signifikan terhadap Emiten atau 412-415
Perusahaan Publik dan dampaknya terhadap laporan keuangan (jika ada); dan
Changes in regulations and legislation that significantly impact the Issuer or Public Company and the impact on the
financial statements (if any); and
17. Perubahan kebijakan akuntansi, alasan dan dampaknya terhadap laporan keuangan (jika ada). 416
Changes in accounting policies, reasons, and impact on the financial statements (if any);
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G. Tata Kelola Emiten atau Perusahaan Publik
Corporate Governance of Issuer or Public Company
Tata kelola Emiten atau Perusahaan Publik paling sedikit memuat uraian singkat mengenai:
The governance of the Issuer or Public Company shall, at the minimum, contain a brief description of:
1. RUPS, paling sedikit memuat:
GMS, at the minimum, contains:
a. Informasi mengenai keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun buku meliputi: 513-519
Information regarding the resolutions of the GMS in the fiscal year and 1 (one) year before the fiscal year 529-532
include: 532-538
i. Keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun buku yang direalisasikan pada tahun 513-519
buku; dan 529-532
The GMS’ resolutions in the fiscal year and 1 (one) year before the fiscal year are realized in the fiscal year; 532-538
and
ii. Keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun buku yang belum direalisasikan 513-519
beserta alasan belum direalisasikan; 529-532
Resolutions of the GMS in the fiscal year and 1 (one) year before the fiscal year that has not been realized 532-538
and the reasons for not realizing them;
b. Dalam hal Emiten atau Perusahaan Publik menggunakan pihak independen dalam pelaksanaan RUPS untuk 511, 526
melakukan perhitungan suara, maka diungkapkan mengenai hal tersebut;
If the Issuer or Public Company uses an independent party in the conduct of the GMS to calculate the votes,
then this matter shall be disclosed;
2. Direksi, paling sedikit memuat: 567-588
The Board of Directors, at the minimum, contains:
a. Tugas dan tanggung jawab masing-masing anggota Direksi; 571-572
Duties and responsibilities of each member of the Board of Directors;
Informasi mengenai tugas dan tanggung jawab masing-masing anggota Direksi diuraikan dan dapat disajikan
dalam bentuk tabel.
The duties and responsibilities of each member of the Board of Directors are described and can be presented
in tabular form.
b. Pernyataan bahwa Direksi memiliki pedoman atau piagam (charter) Direksi; 567
A statement that the Board of Directors has guidelines or charter for the Board of Directors;
c. Kebijakan dan pelaksanaan frekuensi rapat Direksi, rapat Direksi bersama Dewan Komisaris, dan tingkat 594, 597,
kehadiran anggota Direksi dalam rapat tersebut termasuk kehadiran dalam RUPS; 510, 525,
Policies and implementation of the Board of Directors’ meeting frequency, Board of Directors’ meeting with 597, 598
the Board of Commissioners, and the Board of Directors member’s attendance level in the meeting including
attendance at the GMS;
Informasi tingkat kehadiran anggota Direksi dalam rapat Direksi, rapat Direksi bersama Dewan Komisaris, atau
RUPS dapat disajikan dalam bentuk tabel.
Information on the Board of Directors member’s level of attendance at the meeting of the Board of Directors,
the meeting of the Board of Directors with the Board of Commissioners, or the GMS can be presented in tabular
form.
d. Pelatihan dan/atau peningkatan kompetensi anggota Direksi: 581-582
Training and/or competency improvement of the Board of Directors members:
i. Kebijakan pelatihan dan/atau peningkatan kompetensi anggota Direksi, termasuk program orientasi bagi 581-582
anggota Direksi yang baru diangkat (jika ada); dan
Training and/or improving the competence of members of the Board of Directors policy, including an
orientation program for newly appointed members of the Board of Directors (if any); and
ii. Pelatihan dan/atau peningkatan kompetensi yang diikuti anggota Direksi dalam tahun buku (jika ada); 181-185,
Training and/or competency improvement attended by members of the Board of Directors in the fiscal year 582
(if any);
e. Penilaian Direksi terhadap kinerja komite yang mendukung pelaksanaan tugas Direksi pada tahun buku paling 586-587
sedikit memuat:
The Board of Directors’ assessment of the performance of the committees that support the implementation of
the Board of Directors’ duties for the fiscal year shall at least contain:
i. Prosedur penilaian kinerja; dan
Performance appraisal procedures; and
ii. Kriteria yang digunakan seperti capaian kinerja selama tahun buku, kompetensi dan kehadiran dalam rapat;
dan
The criteria used, such as performance achievements during the fiscal year, competence and attendance
at meetings; and
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f. Dalam hal Emiten atau Perusahaan Publik tidak memiliki komite yang mendukung pelaksanaan tugas Direksi, -
maka diungkapkan mengenai hal tersebut.
If the Issuer or Public Company does not have a committee that supports the implementation of the duties of
the Board of Directors, this matter shall be disclosed.
3. Dewan Komisaris, paling sedikit memuat: 539-566
The Board of Commissioners, at the minimum, contains:
a. Tugas dan tanggung jawab Dewan Komisaris; 544-546
Duties and responsibilities of the Board of Commissioners;
b. Pernyataan bahwa Dewan Komisaris memiliki pedoman atau piagam (charter) Dewan Komisaris; 539
A statement that the Board of Commissioners has guidelines or charter for the Board of Commissioners;
c. Kebijakan dan pelaksanaan frekuensi rapat Dewan Komisaris, rapat Dewan Komisaris bersama Direksi dan 510, 525,
tingkat kehadiran anggota Dewan Komisaris dalam rapat tersebut termasuk kehadiran dalam RUPS; 592-593,
Policies and implementation of the Board of Commissioners meeting frequency, meetings of the Board 597-598
of Commissioners with the Board of Directors and the level of attendance of members of the Board of
Commissioners in such meetings including attendance at the GMS;
Informasi tingkat kehadiran anggota Dewan Komisaris dalam rapat Dewan Komisaris, rapat Dewan Komisaris
bersama Direksi, atau RUPS dapat disajikan dalam bentuk tabel.
Information on the Board of Commissioners members’ attendance level at the meeting of the Board of
Commissioners, the meeting of the Board of Commissioners with the Board of Directors, or the GMS can be
presented in tabular form.
d. Pelatihan dan/atau peningkatan kompetensi anggota Dewan Komisaris: 179-180,
Training and/or competency improvement of members of the Board of Commissioners: 557
i. Kebijakan pelatihan dan/atau peningkatan kompetensi anggota Dewan Komisaris, termasuk program 556-557
orientasi bagi anggota Dewan Komisaris yang baru diangkat (jika ada); dan
Policy on training and/or improving the Board of Commissioners members’ competence, including
orientation programs for newly appointed members of the Board of Commissioners (if any); and
ii. Pelatihan dan/atau peningkatan kompetensi yang diikuti anggota Dewan Komisaris dalam tahun buku (jika 179-180,
ada); 557
Training and/or competency improvement attended by members of the Board of Commissioners in the
fiscal year (if any);
e. Penilaian kinerja Direksi dan Dewan Komisaris serta masing-masing anggota Direksi dan anggota Dewan 561,
Komisaris, paling sedikit memuat: 589-590,
Performance appraisal of the Board of Directors and the Board of Commissioners as well as each member of 590-591
the Board of Directors and the Board of Commissioners, at the minimum containing:
i. Prosedur pelaksanaan penilaian kinerja; 589, 591
Procedures for implementing performance appraisals;
ii. Kriteria yang digunakan seperti capaian kinerja selama tahun buku, kompetensi dan kehadiran dalam rapat; 589-590,
dan 591
The criteria used such as performance achievements during the fiscal year, competence and attendance
at meetings; and
iii. Pihak yang melakukan penilaian; dan 589 591
The party conducting the assessment; and
f. Penilaian Dewan Komisaris terhadap kinerja Komite yang mendukung pelaksanaan tugas Dewan Komisaris pada 562
tahun buku meliputi:
The Board of Commissioners’ assessment of the performance of the Committees that support the implementation
of the duties of the Board of Commissioners in the fiscal year includes:
i. Prosedur penilaian kinerja; dan 562
Performance appraisal procedures; and
ii. Kriteria yang digunakan seperti capaian kinerja selama tahun buku, kompetensi dan kehadiran dalam rapat; 562
The criteria used such as performance achievements during the fiscal year, competence, and attendance
at meetings;
4. Nominasi dan remunerasi Direksi dan Dewan Komisaris, paling sedikit memuat: 599-603
The nomination and remuneration of the Board of Directors and the Board of Commissioners shall at least contain:
a. Prosedur nominasi, meliputi uraian singkat mengenai kebijakan dan proses nominasi anggota Direksi dan/atau 599
anggota Dewan Komisaris; dan
Nomination procedure, including a brief description of the policies and members nomination process of the
Board of Directors and/or the Board of Commissioners; and
b. Prosedur dan pelaksanaan remunerasi Direksi dan Dewan Komisaris, antara lain: 599-603
Procedures and implementation of remuneration for the Board of Directors and the Board of Commissioners,
among others:
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i. Prosedur penetapan remunerasi Direksi dan Dewan Komisaris; 599-600
Procedures for determining remuneration for the Board of Directors and the Board of Commissioners;
ii. Struktur remunerasi Direksi dan Dewan Komisaris seperti, gaji, tunjangan, tantiem/bonus dan lainnya; dan 600-601
The remuneration structure of the Board of Directors and the Board of Commissioners such as salary,
allowances, tantiem/bonus, and others; and
iii. Besarnya remunerasi masing-masing anggota Direksi dan anggota Dewan Komisaris; Pengungkapan 602-603
informasi dapat disajikan dalam bentuk tabel.
The amount of remuneration for each member of the Board of Directors and member of the Board of
Commissioners; Disclosure of information can be presented in tabular form.
5. Dewan pengawas syariah, bagi Emiten atau Perusahaan Publik yang menjalankan kegiatan usaha berdasarkan -
prinsip syariah sebagaimana tertuang dalam anggaran dasar, paling sedikit memuat:
The Sharia Supervisory Board, the Issuer or Public Company that runs the business activities based on sharia
principles as stated in the articles of association shall, at the minimum, include:
a. Nama;
Names;
b. Dasar hukum pengangkatan dewan pengawas syariah;
The legal basis for the appointment of the sharia supervisory board;
c. Periode penugasan dewan pengawas syariah;
The period of assignment of the sharia supervisory board;
d. Tugas dan tanggung jawab dewan pengawas syariah; dan
Duties and responsibilities of the sharia supervisory board; and
e. Frekuensi dan cara pemberian nasihat dan saran serta pengawasan pemenuhan prinsip syariah di pasar modal
terhadap Emiten atau Perusahaan Publik;
Frequency and mode of administration advice and suggestions as well as monitoring compliance with sharia
principles in the Capital Market of the Issuer or Public Company;
6. Komite audit, paling sedikit memuat: 614-632
The Audit Committee, including, at the minimum:
a. Nama dan jabatannya dalam keanggotaan komite; 146-148,
Names and positions of the committee members; 617
b. Usia; 146-148
Age;
c. Kewarganegaraan; 146-148
Nationality;
d. Riwayat pendidikan; 146-148
Education history;
e. Riwayat jabatan, meliputi informasi: 146-148
Position history, including:
i. Dasar hukum penunjukan sebagai anggota komite; 146-148
Legal basis for appointment as a committee member;
ii. Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota komite serta 146-148
jabatan lainnya (jika ada); dan
Concurrent positions as members of the Board of Commissioners, members of the Board of Directors and/
or members of committees as well as other positions (if any); and
iii. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau Perusahaan Publik; 146-148
Work experience both inside and outside the Issuer or Public Company;
f. Periode dan masa jabatan anggota komite audit; 146-148,
Period and tenure of Audit Committee members; 616
g. Pernyataan independensi komite audit; 617-618
Statement of Audit Committee independence;
h. Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada); 185-186,
Training and/or competency improvement that has been followed in the fiscal year (if any); 621
i. Kebijakan dan pelaksanaan frekuensi rapat komite audit dan tingkat kehadiran anggota komite audit dalam 621-622
rapat tersebut; dan
Policy and implementation of Audit Committee meeting frequency and level of attendance of Audit Committee
members at the meetings;
j. Pelaksanaan kegiatan komite audit pada tahun buku sesuai dengan yang dicantumkan dalam pedoman atau 621-626
piagam (charter) komite audit;
Implementation of Audit Committee activities in the fiscal year in the Audit Committee guidelines or charter;
7. Komite atau fungsi nominasi dan remunerasi Emiten atau Perusahaan Publik, paling sedikit memuat: 633-645
The nomination and remuneration committee or function of the Issuer or Public Company, at the minimum, containing:
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a. Nama dan jabatannya dalam keanggotaan komite; 149-151,
Names and positions of the committee members; 636
b. Usia; 149-151
Age;
c. Kewarganegaraan; 149-151
Nationality;
d. Riwayat pendidikan; 149-151
Education history;
e. Riwayat jabatan, meliputi informasi: 149-151
Position history, including:
i. Dasar hukum penunjukan sebagai anggota komite; 149-151
Legal basis for appointment as a committee member;
ii. Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota komite serta 149-151
jabatan lainnya (jika ada); dan
Concurrent positions as members of the Board of Commissioners, members of the Board of Directors and/
or members of committees as well as other positions (if any); and
iii. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau Perusahaan Publik; 149-151
Work experience both inside and outside the Issuer or Public Company;
f. Periode dan masa jabatan anggota komite; 149-151,
Period and tenure of committee members; 635
g. Pernyataan independensi komite; 636-637
Statement of committee independence;
h. Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada); 187, 640
Training and/or competency improvement that has been followed in the fiscal year (if any);
i. Uraian tugas dan tanggung jawab; 638-639
Description of duties and responsibilities;
j. Pernyataan bahwa telah memiliki pedoman atau piagam (charter); 634
Statement that it has established committee guidelines or charter;
k. Kebijakan dan pelaksanaan frekuensi rapat dan tingkat kehadiran anggota dalam rapat tersebut; 641-643
Policy and implementation of committee meeting frequency and level of attendance of committee members at
the meetings;
l. Uraian singkat pelaksanaan kegiatan pada tahun buku; dan 640-641
A brief description of the committee’s activities in the fiscal year;
m. Dalam hal tidak dibentuk komite nominasi dan remunerasi, Emiten atau Perusahaan Publik cukup mengungkapkan -
informasi sebagaimana dimaksud dalam huruf i) sampai dengan huruf l) dan mengungkapkan:
If no nomination and remuneration committee is formed, the Issuer or Public Company is to disclose the
information as referred to in letter i) to letter l) and disclose:
i. Alasan tidak dibentuknya komite; dan -
Reasons for not forming the committee; and
ii. Pihak yang melaksanakan fungsi nominasi dan remunerasi; -
The party carrying out the nomination and remuneration function;
8. Komite lain yang dimiliki Emiten atau Perusahaan Publik dalam rangka mendukung fungsi dan tugas Direksi (jika ada) 646-659,
dan/atau komite yang mendukung fungsi dan tugas Dewan Komisaris, paling sedikit memuat: 659-666,
Other committees owned by Issuers or Public Companies to support the functions and duties of the Board of 670-678,
Directors (if any) and/or committees that support the functions and responsibilities of the Board of Commissioners, 678-682,
at the minimum, containing: 683-689
a. Nama dan jabatannya dalam keanggotaan komite; 152-154,
Name and position in committee membership; 649, 155-
163, 661-
662, 139-
145, 165-175,
674-675,
139-145,
165-175,
680-681,
139-145,
165-175, 686
b. Usia; 152-154,
Age; 155-163
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c. Kewarganegaraan; 152-154,
Nationality; 155-163
d. Riwayat pendidikan; 152-154,
Educational history; 155-163
e. Riwayat jabatan, meliputi informasi: 152-154,
Position history, including information on: 155-163
i. Dasar hukum penunjukan sebagai anggota komite; 152-154,
Legal basis for appointment as a committee member; 155-163
ii. Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota komite serta 152-154,
jabatan lainnya (jika ada); dan 155-163
Concurrent positions, either as a member of the Board of Commissioners, member of the Board of Directors,
and/or committee member and other positions (if any); and
iii. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau Perusahaan Publik; 152-154,
Work experience and period both inside and outside the Issuer or Public Company; 155-163
f. Periode dan masa jabatan anggota komite; 152-154,
The period and term of office of the committee members; 648, 660
675,
680-681, 686
g. Pernyataan independensi komite; 649-651,
Statement of committee independence; 662-663,
677, 682, 686
h. Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada); dan 187, 653,
Training and/or competency improvement that has been followed in the fiscal year (if any); and 188-199, 664,
200-208,
676,
208-224,
682, 181-249,
686
Uraian tugas dan tanggung jawab; 651-653,
i. Description of duties and responsibilities; 663, 671-674,
679-680,
684-686
Pernyataan bahwa telah memiliki pedoman atau piagam (charter) komite; 647, 660
j. A statement that the committee has had guidelines or charters;
k. Kebijakan dan pelaksanaan frekuensi rapat komite dan tingkat kehadiran anggota komite dalam rapat tersebut; 654-655,
dan 664-665,
Policies and implementation of the frequency of committee meetings and the level of attendance of committee 677, 681-682,
members in those meetings; and 688
l. Uraian singkat pelaksanaan kegiatan komite pada tahun buku; 654-657,
A brief description of the committee’s activities for the fiscal year; 664, 677
681, 686-688
9. Sekretaris perusahaan, paling sedikit memuat: 689-698
Corporate Secretary, including, at the minimum:
a. Nama; 165, 690
Name;
b. Domisili; 165
Domicile;
c. Riwayat jabatan, meliputi: 165
Position history, including:
i. Dasar hukum penunjukan sebagai sekretaris perusahaan; dan 165
Legal basis for appointment as Corporate Secretary; and
ii. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau Perusahaan Publik; 165
Work experience both inside and outside the Issuer or Public Company;
d. Riwayat pendidikan; 165
Education history;
e. Pelatihan dan/atau peningkatan kompetensi yang diikuti dalam tahun buku; dan 207-208,
Training and/or competence improvement followed during the fiscal year; and 696
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Uraian Halaman
No. Description Page
f. Uraian singkat pelaksanaan tugas sekretaris perusahaan pada tahun buku; 693-696
A brief description of the Corporate Secretary activities in the fiscal year;
10. Unit audit internal, paling sedikit memuat:
Internal Audit Unit, including, at the minimum:
a. Nama kepala unit audit internal; 698-709
Name of the Internal Audit Unit head;
b. Riwayat jabatan, meliputi: 165
Position history, including:
i. Dasar hukum penunjukan sebagai kepala unit audit internal; dan 165
The legal basis for the appointment as Internal Audit Unit head; and
ii. Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Emiten atau Perusahaan Publik; 165
Work experience with its period both inside and outside of the Issuer or Public Company;
c. Kualifikasi atau sertifikasi sebagai profesi audit internal (jika ada); 704
Professional internal audit qualifications or certifications (if any);
d. Pelatihan dan/atau peningkatan kompetensi yang diikuti dalam tahun buku; 205, 225,
Training and/or competency improvement to be followed during the fiscal year; 705
e. Struktur dan kedudukan unit audit internal; 704
Structure and positions within the Internal Audit Unit;
f. Uraian tugas dan tanggung jawab; 699-701
Duties and responsibilities description;
g. Pernyataan bahwa telah memiliki pedoman atau piagam (charter) unit audit internal; dan 698-699
Statement that it has established Internal Audit Unit guidelines or charter; and
h. Uraian singkat pelaksanaan tugas unit audit internal pada tahun buku termasuk kebijakan dan pelaksanaan 706-707
frekuensi rapat dengan Direksi, Dewan Komisaris, dan/atau komite audit;
A brief description of the implementation of the internal audit unit’s duties for the fiscal year, including the policy
and implementation of the frequency of meetings with the Board of Directors, Board of Commissioners, and/
or audit committee;
11. Uraian mengenai sistem pengendalian internal (internal control) yang diterapkan oleh Emiten atau Perusahaan 751-753
Publik, paling sedikit memuat:
Description of the internal control system applied by the Issuer or Public Company, at the minimum, including:
a. Pengendalian keuangan dan operasional, serta kepatuhan terhadap peraturan perundang-undangan lainnya; 751
Financial and operational control and compliance with other laws and regulations; and
b. Tinjauan atas efektivitas sistem pengendalian internal; dan 753
Review of the internal control system effectiveness;
c. Pernyataan Direksi dan/atau Dewan Komisaris atas kecukupan sistem pengendalian internal; 753
Statement of the Board of Directors and/or Board of Commissioners on the adequacy of the internal control
system;
12. Sistem manajemen risiko yang diterapkan oleh Emiten atau Perusahaan Publik, paling sedikit memuat: 712-750
Description of the risk management system applied by the Issuer or Public Company, at the minimum, including:
a. Gambaran umum mengenai sistem manajemen risiko Emiten atau Perusahaan Publik; 714-715
A general description of the Issuer or Public Company risk management system;
b. Jenis risiko dan cara pengelolaannya; 731-742
Risks types and their management; and
c. Tinjauan atas efektivitas sistem manajemen risiko Emiten atau Perusahaan Publik; dan 742-746
Review of the Issuer or Public Company risk management system effectiveness;
d. Pernyataan Direksi dan/atau Dewan Komisaris atau komite audit atas kecukupan sistem manajemen risiko; 750
Statement of the Board of Directors and/or Board of Commissioners on the adequacy of the risk management
system;
13. Perkara hukum yang berdampak material yang dihadapi oleh Emiten atau Perusahaan Publik, Entitas anak, anggota 754-758
Direksi dan anggota Dewan Komisaris (jika ada), paling sedikit memuat:
Legal cases that have a material impact faced by Issuers or Public Companies, subsidiaries, members of the Board
of Directors, and members of the Board of Commissioners (if any), at the minimum, contain:
a. Pokok perkara/gugatan; 754-757
Case/litigation description;
b. Status penyelesaian perkara/gugatan; dan 754-757
Case/litigation settlement status; and
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Uraian Halaman
No. Description Page
c. Pengaruhnya terhadap kondisi Emiten atau Perusahaan Publik; 754-757
Impact on the Issuer or Public Company condition;
14. Informasi tentang sanksi administratif/sanksi yang dikenakan kepada Emiten atau Perusahaan Publik, anggota 757
Dewan Komisaris dan anggota Direksi, oleh Otoritas Jasa Keuangan dan otoritas lainnya pada tahun buku (jika ada);
Information on administrative sanctions/sanctions imposed on Issuers or Public Companies, members of the Board
of Commissioners and members of the Board of Directors, by the Financial Services Authority and other authorities
for the fiscal year (if any)
15. Informasi mengenai kode etik Emiten atau Perusahaan Publik meliputi: 761-764
Information regarding the Issuer or Public Company code of ethics, including:
a. Pokok-pokok kode etik; 761-762
Code of ethics content;
b. Bentuk sosialisasi kode etik dan upaya penegakannya; dan 763
Form of code of ethics socialization and enforcement efforts; and
c. Pernyataan bahwa kode etik berlaku bagi anggota Direksi, anggota Dewan Komisaris, dan karyawan Emiten 762-763
atau Perusahaan Publik;
Statement that the code of ethics applies to members of the Board of Directors, Board of Commissioners, and
employees of the Issuer or Public Company
16. Uraian singkat mengenai kebijakan pemberian kompensasi jangka panjang berbasis kinerja kepada manajemen dan/ 401, 754
atau karyawan yang dimiliki oleh Emiten atau Perusahaan Publik (jika ada), antara lain berupa program kepemilikan
saham oleh manajemen (management stock ownership program/MSOP) dan/atau program kepemilikan saham oleh
karyawan (employee stock ownership program/ESOP);
A brief description of the policy of providing long-term performance-based compensation to management and/or
employees owned by the Issuer or Public Company (if any), including the management stock ownership program
(MSOP) and/or employee stock ownership program (ESOP);
Dalam hal pemberian kompensasi berupa program kepemilikan saham oleh manajemen (management stock 401
ownership program/MSOP) dan/atau program kepemilikan saham oleh karyawan (employee stock ownership 754
program/ESOP), informasi yang diungkapkan paling sedikit memuat:
In terms of providing compensation in the form of a management stock ownership program (MSOP) and/or an
employee stock ownership program (ESOP), the information disclosed must at least contain:
a. Jumlah saham dan/atau opsi; 402
Number of shares and/or options;
b. Jangka waktu pelaksanaan; 402
Implementation period;
c. Persyaratan karyawan dan/atau manajemen yang berhak; dan 402
Requirements for eligible employees and/or management; and
d. Harga pelaksanaan atau penentuan harga pelaksanaan; 402
Exercise price or determination of exercise price;
17. Uraian singkat mengenai kebijakan pengungkapan informasi mengenai: 759
A brief description of the information disclosure policy regarding:
a. Kepemilikan saham anggota Direksi dan anggota Dewan Komisaris paling lambat 3 (tiga) hari kerja setelah 254-255,
terjadinya kepemilikan atau setiap perubahan kepemilikan atas saham Perusahaan Terbuka; dan 561, 586
Share ownership of members of the Board of Directors and members of the Board of Commissioners no later
than 3 (three) working days after the occurrence of ownership or any change in ownership of shares of a Public
Company; and
b. Pelaksanaan atas kebijakan dimaksud; 759
Implementation of the said policy;
18. Uraian mengenai sistem pelaporan pelanggaran (whistleblowing system) di Emiten atau Perusahaan Publik, paling 781-785
sedikit memuat:
Description of the whistleblowing system in the Issuer or a Public Company (if any), including:
a. Cara penyampaian laporan pelanggaran; 783
Violation report submission;
b. Perlindungan bagi pelapor; 784
Protection for whistle-blowers;
c. Penanganan pengaduan; 784
Complaint handling;
d. Pihak yang mengelola pengaduan; dan 784-785
The party managing the complaint;
e. Hasil dari penanganan pengaduan, paling sedikit: 785
Complaint handling results, at the minimum:
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Uraian Halaman
No. Description Page
i. Jumlah pengaduan yang masuk dan diproses dalam tahun buku; dan 785
Number of complaints received and processed during the fiscal year; and
ii. Tindak lanjut pengaduan; 785
Complaint follow up;
Dalam hal Emiten atau Perusahaan Publik tidak memiliki sistem pelaporan pelanggaran (whistleblowing system),
maka diungkapkan mengenai hal tersebut.
If the Issuer or Public Company does not have a whistleblowing system, this matter must be disclosed.
19. Uraian mengenai kebijakan anti korupsi Emiten atau Perusahaan Publik, paling sedikit memuat: 765-767
A description of the anti-corruption policy of the Issuer or Public Company, at the minimum containing:
a. Program dan prosedur yang dilakukan dalam mengatasi praktik korupsi, balas jasa (kickbacks), fraud, suap 766-767
dan/atau gratifikasi dalam Emiten atau Perusahaan Publik; dan
Programs and procedures implemented in overcoming corrupt practices, kickbacks, fraud, bribery, and/or
gratuities in Issuers or Public Companies; and
b. Pelatihan/sosialisasi anti korupsi kepada karyawan Emiten atau Perusahaan Publik; 765-766
Anti-corruption training/socialization to employees of Issuers or Public Companies;
Dalam hal Emiten atau Perusahaan Publik tidak memiliki kebijakan anti korupsi, maka dijelaskan alasan tidak
dimilikinya kebijakan dimaksud.
If the Issuer or Public Company does not have an anti-corruption policy, the reasons for not having the said policy
must be explained.
20. Penerapan atas pedoman tata kelola Perusahaan Terbuka bagi Emiten yang menerbitkan efek bersifat ekuitas atau 480-486
Perusahaan Publik, meliputi:
Implementation of Code of Corporate Governance guidelines by the Issuer that issues equity securities or the Public
Company, including:
a. Pernyataan mengenai rekomendasi yang telah dilaksanakan; dan/atau 480-486
Statement regarding recommendations have been implemented; and/or
b. Penjelasan atas rekomendasi yang belum dilaksanakan, disertai alasan dan alternatif pelaksanaannya (jika ada). 480-486
Description of the recommendations that have not been implemented, the reasons, and the implementation
alternatives (if any);
Pengungkapan informasi dapat disajikan dalam bentuk tabel.
Disclosure of information can be presented in tabular form.
H. Tanggung Jawab Sosial dan Lingkungan Emiten atau Perusahaan Publik (Lampiran SEOJK 16/2021) 774-777
Social and Environmental Responsibility of the Issuer or Public Company (SEOJK 16/2021 Attachment)
Bagian Tanggung jawab Sosial dan Lingkungan Emiten atau Perusahaan Publik disajikan dalam bentuk Laporan 774-777
Keberlanjutan (Sustainability Report) yang merupakan bagian tidak terpisahkan dalam Laporan Tahunan ini.
The Social and Environmental Responsibility section of the Issuer or Public Company is presented in the form of a
Sustainability Report, which is an integral part of this Annual Report.
I. Laporan Keuangan Tahunan yang Telah Diaudit 820-1029
Audited Annual Financial Report
Laporan keuangan tahunan yang dimuat dalam Laporan Tahunan disusun sesuai dengan standar akuntansi keuangan di 820-1029
Indonesia dan telah diaudit oleh akuntan publik yang terdaftar di Otoritas Jasa Keuangan. Laporan keuangan tahunan
dimaksud memuat pernyataan mengenai pertanggungjawaban atas laporan keuangan sebagaimana diatur dalam
Peraturan Otoritas Jasa Keuangan mengenai tanggung jawab Direksi atas laporan keuangan atau peraturan perundang-
undangan di sektor pasar modal yang mengatur mengenai laporan berkala perusahaan efek dalam hal Emiten merupakan
perusahaan efek.
The annual financial statements contained in the Annual Report are prepared following financial accounting standards
in Indonesia and have been audited by a public accountant registered with the Financial Services Authority. The said
annual financial report contains a statement regarding the accountability for financial statements as regulated in the
Financial Services Authority Regulation regarding the Board of Directors’ responsibility for financial reports or the laws
and regulations in the capital market sector which regulate the periodic reports of securities companies if the Issuer is
a securities company.
J. Surat Pernyataan Anggota Direksi dan Anggota Dewan Komisaris tentang Tanggung Jawab atas Laporan Tahunan. 86-87
Board of Directors and Board of Commissioners’ Statement on Responsibility for The Annual Report
Surat pernyataan anggota Direksi dan anggota Dewan Komisaris tentang tanggung jawab atas Laporan Tahunan disusun 86-87
sesuai dengan format Surat Pernyataan Anggota Direksi dan Anggota Dewan Komisaris tentang Tanggung Jawab atas
Laporan Tahunan
Board of Directors and Board of Commissioners’ Affidavit on the responsibility for the Annual Report prepared following
the format of the Board of Directors and Board of Commissioners’ Statement on Responsibility for the Annual Report.
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Referensi Kriteria Annual Report Award (ARA)
Annual Report Award (ARA) Criteria References
Kriteria Annual Report Award (ARA) Tahun Criteria for the 2024 Annual Report Award
2024 (ARA)
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
Annual Report
A.1.1 Uraian Isi Laporan Tahunan
Description of Contents of the Annual Report
A.1.1.1 Laporan Keuangan Tahunan yang Telah Diaudit 842-1049
Audited Annual Financial Report
A.1.1.2 Surat pernyataan anggota Direksi dan anggota Dewan Komisaris tentang tanggung jawab atas Laporan 86
Tahunan
Statement letter from members of the Board of Directors and members of the Board of Commissioners
regarding responsibility for the Annual Report
A.1.2 Ikhtisar Data Keuangan Penting 20
Overview of Important Financial Data
A.1.2.0 Informasi keuangan yang disajikan dalam bentuk perbandingan selama 3 (tiga) tahun buku atau sejak 20
memulai usahanya jika Perusahaan tersebut menjalankan kegiatan usahanya kurang dari 3 (tiga) tahun
Financial information presented in comparative form for 3 (three) fiscal years or since starting its
business if the Company has carried out its business activities for less than 3 (three) years
A.1.2.1 Rasio laba (rugi) terhadap jumlah asset 21
Profit (loss) to total assets ratio
A.1.2.2 Rasio laba (rugi) terhadap ekuitas 21
Profit (loss) to equity ratio
A.1.2.3 Rasio laba (rugi) terhadap pendapatan/penjualan 21
Profit (loss) to revenue/sales ratio
A.1.2.4 Rasio lancar 21
Current ratio
A.1.2.5 Rasio liabilitas terhadap ekuitas 21
Liabilities to equity ratio
A.1.2.6 Rasio liabilitas terhadap jumlah asset 21
Liabilities to total assets ratio
A.1.2.7 Informasi dan rasio keuangan lainnya yang relevan dengan Perusahaan dan jenis industrinya 21
Other information and financial ratios relevant to the Company and its industry type
A.1.3 Informasi Saham (Jika Ada) 25
Share Information (If Any)
A.1.3.1 Saham yang telah diterbitkan untuk setiap masa triwulan yang disajikan dalam bentuk perbandingan 21
selama 2 (dua) tahun buku terakhir.
Shares issued for each quarter are presented in the form of comparison for the last 2 (two) years.
A.1.3.1.a Jumlah saham yang beredar 21
Total outstanding shares
A.1.3.1.b Kapitalisasi pasar berdasarkan harga pada bursa efek tempat saham dicatatkan 21
Market capitalization based on the price on the Stock Exchange where the securities are listed
A.1.3.1.c Harga saham tertinggi, terendah, dan penutupan berdasarkan harga pada bursa efek tempat saham 21
dicatatkan
The highest, lowest, and closing share price based on the Stock Exchange where the securities are
listed
A.1.3.1.d Volume perdagangan pada bursa efek tempat saham dicatatkan 21
Volume of trading on the Stock Exchange where the securities are listed
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Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.3.2 Dalam hal terjadi aksi korporasi yang menyebabkan terjadinya perubahan pada saham, seperti 31
pemecahan saham, penggabungan saham, dividen saham, saham bonus, perubahan nilai nominal
saham, penerbitan efek konversi, serta penambahan dan pengurangan modal
If of a corporate action that causes changes in shares, such as stock splits, reverse stock, stock
dividends, bonus shares, changes in the shares’ nominal value, conversion securities issuance, as well
as capital additions and deductions
A.1.3.3 Dalam hal terjadi penghentian sementara perdagangan saham (suspension) dan/atau pembatalan 31
pencatatan saham (delisting) dalam tahun buku, dijelaskan alasan penghentian sementara perdagangan
saham (suspension) dan/atau pembatalan pencatatan saham (delisting) tersebut
If share trading temporary suspension (suspension) and/or shares delisting during the fiscal year, the
shares’ suspension and/or delisting reasons shall be explained
A.1.3.4 Dalam hal penghentian sementara perdagangan saham (suspension) sebagaimana dimaksud pada 31
angka 3) dan/atau proses pembatalan pencatatan saham (delisting) masih berlangsung hingga akhir
periode Laporan Tahunan, dijelaskan tindakan yang dilakukan untuk menyelesaikan penghentian
sementara perdagangan saham (suspension) dan/atau pembatalan pencatatan saham (delisting)
tersebut
If the share trading temporary suspension as referred to in number 3) and/or the delisting process
is still ongoing until the end of the Annual Report period, the actions taken to resolve the temporary
suspension of share trading and/or cancellation of the share listing (delisting) shall be explained
A.1.4 Laporan Direksi 68
Board of Directors Report
A.1.4.1 Kinerja Perusahaan 75
Company Performance
A.1.4.1.a Strategi dan Kebijakan Strategis Perusahaan 71
The strategy and strategic policy of the Company
A.1.4.1.b Peranan Direksi dalam perumusan strategi dan kebijakan strategis Perusahaan 72
Board of Directors’ role in formulating strategies and strategic policies of the Company
A.1.4.1.c Proses yang dilakukan Direksi untuk memastikan implementasi strategi 73
The Process carried out by the Board of Directors to ensure the strategy implementation
A.1.4.1.d Perbandingan antara hasil yang dicapai dengan yang ditargetkan Perusahaan 74
Comparison between the results achieved and those targeted by the Company
A.1.4.1.e Kendala yang dihadapi 76
Constraints faced by the Company
A.1.4.2 Gambaran tentang prospek usaha Perusahaan 78
Business prospects overview of the Company
A.1.4.3 Penerapan governansi Perusahaan 80
Governance implementation of the Company
A.1.5 Laporan Dewan Komisaris 52
Board of Commissioners Report
A.1.5.1 Penilaian terhadap kinerja direksi mengenai pengelolaan Perusahaan, termasuk pengawasan Dewan 53
Komisaris dalam perumusan dan implementasi strategi Perusahaan
Board of Directors’ performance evaluation regarding the Company’ management, including the
supervision of the Board of Commissioners in the strategies formulation and implementation
A.1.5.2 Pandangan atas prospek usaha Perusahaan yang disusun oleh Direksi 57
View on the business prospects of the Company prepared by the Board of Directors
A.1.5.3 Pandangan atas penerapan governansi Perusahaan 58
View on the Company’s application of governance
A.1.6 Profil Perusahaan
Profile of the Company
A.1.6.1 Akses terhadap Perusahaan termasuk kantor cabang atau kantor perwakilan yang memungkinkan 90-91
masyarakat dapat memperoleh informasi mengenai Perusahaan
Access to Issuer or Public Company, including any branch offices or representative offices, which
allows the public access to information on the Company
A.1.6.1.a Alamat 91
Address
A.1.6.1.b Nomor telepon 91
Telephone number
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.6.1.c Alamat surat elektronik 91
Electronic mail address
A.1.6.1.d Alamat situs web 91
Website address
A.1.6.2 Riwayat singkat Perusahaan 92-93
Brief history of the Company
A.1.6.3 Visi dan misi Perusahaan serta budaya perusahaan (corporate culture) atau nilai-nilai perusahaan 106-113
Vision and mission of the Company as well as the corporate culture or corporate values
A.1.6.4 Kegiatan usaha menurut anggaran dasar terakhir, kegiatan usaha yang dijalankan pada tahun buku, 114
serta jenis barang dan/atau jasa yang dihasilkan
Business activities according to the last articles of association, the business activities carried out
during the fiscal year, as well as the type of goods and/or services produced
A.1.6.5 Wilayah operasional Perusahaan. Wilayah operasional merupakan wilayah atau daerah pelaksanaan 96-97
kegiatan operasional atau jangkauan dari kegiatan operasional perusahaan
Operational area of the Company. The operational area is the area or area for the implementation of
operational activities or the range of the Company’s operating activities
A.1.6.6 Struktur organisasi Perusahaan dalam bentuk bagan, paling sedikit sampai dengan struktur 1 (satu) 128-129
tingkat di bawah Direksi termasuk komite di bawah Direksi (jika ada) dan komite di bawah Dewan
Komisaris, disertai dengan nama dan jabatan
Organizational structure of the Company in the form of a chart, at the minimum,
the structure of 1 (one) level below the Board of Directors including committees under the Board of
Directors (if any) and the Board of Commissioners, accompanied by names and positions
A.1.6.7 Daftar keanggotaan asosiasi industri baik dalam skala nasional maupun internasional yang berkaitan 94
dengan penerapan keuangan berkelanjutan
List of industry association memberships both on a national and international scale related to the
implementation of sustainable finance
A.1.6.8 Jumlah karyawan menurut jenis kelamin, jabatan, usia, tingkat pendidikan, dan status ketenagakerjaan 176-178
(tetap/kontrak) dalam tahun buku; Pengungkapan informasi dapat disajikan dalam bentuk table
Number of employees by gender, position, age, education level, and employment status (permanent/
contract) in the fiscal year; Disclosure of information can be presented in tabular form.
A.1.6.9 Informasi penggunaan jasa akuntan publik (AP) dan kantor akuntan publik (KAP) beserta jaringan/ 295-296
asosiasi/aliansinya meliputi:
Information on the use of the services of a public accountant (AP) and a public accounting firm (KAP)
and their networks/associations/allies include:
A.1.6.9.a Nama dan Alamat 295-296
Name and Address
A.1.6.9.b Periode Penugasan 295-296
Assignment Period
A.1.6.9.c Informasi Jasa Audit yang Diberikan 295-296
Information on Audit and/or Non Audit Services Provided
A.1.6.9.d Biaya jasa (fee) audit untuk masing-masing penugasan yang diberikan selama tahun buku 295-296
Audit and/or non-audit fee for each assignment given during the fiscal year
A.1.6.9.e Informasi jasa non audit yang diberikan 295-296
Information on non-audit services provided
A.1.6.9.f Biaya jasa (fee) non audit untuk masing-masing penugasan yang diberikan selama tahun buku 295-296
Audit and/or non-audit fee for each assignment given during the fiscal year
A.1.6.9.g Catatan: dalam hal AP dan KAP beserta jaringan/asosiasi/aliansinya, yang ditunjuk tidak memberikan 295-296
jasa non audit, maka diungkapkan mengenai informasi tersebut (atas poin A.1.6.9.e & f)
Note: If the appointed AP and KAP and their networks/associations/allies, which are appointed do not
provide nonaudit services, then the information is disclosed (at point A.1.6.9.e & f)
A.1.6.10 Nama dan alamat lembaga dan/atau profesi penunjang pasar modal selain AP dan KAP 295-296
Name and address of capital market supporting institutions and/or professions other than AP and KAP
A.1.7 Profil Direksi 139-145
Profile of the Board of Directors
A.1.7.1 Nama dan Jabatan yang sesuai dengan tugas dan tanggung jawab 139-145
Name and position per duties and responsibilities
A.1.7.2 Usia 139-145
Age
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A.1.7.3 Kewarganegaraan 139-145
Nationality
A.1.7.4 Riwayat Pendidikan dan/atau Sertifikasi 139-145
Educational and/or Certification History
A.1.7.5 Riwayat Jabatan, meliputi informasi: 139-145
Position History, including information on:
A.1.7.5.a Dasar hukum pengangkatan sebagai anggota Direksi pada Perusahaan yang bersangkutan 139-145
Legal basis for appointment as a member of the Board of Directors of the Company concerned
A.1.7.5.b Rangkap jabatan, baik sebagai anggota Direksi, anggota Dewan Komisaris, dan/atau anggota komite 139-145
serta jabatan lainnya baik di dalam maupun di luar Perusahaan.
Concurrent positions, either as a member of the Board of Directors, member of the Board of
Commissioners, and/or committee member, and other positions inside and outside the Company.
A.1.7.5.c Catatan: Dalam hal anggota Direksi tidak memiliki rangkap jabatan, maka diungkapkan mengenai hal 139-145
tersebut (atas poin A.1.7.5.b)
Note: If a member of the Board of Directors does not have concurrent positions, this will be disclosed
(at point A.1.7.5.b)
A.1.7.5.d Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 139-145
Period of work experience both inside and outside the Company
A.1.7.6 Hubungan afiliasi dengan anggota Direksi lainnya, anggota Dewan Komisaris, pemegang saham utama, 139-145
dan pengendali baik langsung maupun tidak langsung sampai kepada pemilik individu, meliputi nama
pihak yang terafiliasi.
Affiliation with other members of the Board of Directors, members of the Board of Commissioners,
major shareholders, and controllers either directly or indirectly to individual owners, including vthe
names of affiliated parties.
A.1.7.7 Catatan: Dalam hal anggota Direksi tidak memiliki hubungan afiliasi, maka Perusahaan mengungkapkan 139-145
hal tersebut (atas poin A.1.7.6)
Note: If a member of the Board of Directors does not have an affiliate relationship, the Company shall
disclose this (at point A.1.7.6)
A.1.7.8 Perubahan komposisi anggota Direksi dan alasan perubahannya. Dalam hal perubahan komposisi 130-132
anggota Direksi terjadi setelah tahun buku berakhir sampai dengan batas waktu penyampaian Laporan
Tahunan, susunan yang dicantumkan dalam Laporan Tahunan adalah susunan anggota Direksi yang
terakhir dan sebelumnya
Changes in the composition of members of the Board of Directors and reasons for the changes. If
a change in the composition of members of the Board of Directors occurs after the fiscal year ends
until the deadline for submitting the Annual Report, the composition listed in the Annual Report is the
composition of the latest and previous members of the Board of Director
A.1.7.9 Dalam hal tidak terdapat perubahan komposisi anggota Direksi, maka diungkapkan mengenai hal 132
tersebut (atas poin A.1.7.8).
If there is no change in the composition of the members of the Board of Directors, this matter shall be
disclosed; (at point A.1.7.8).
A.1.8 Profil Dewan Komisaris 133-138
Profile of the Board of Commissioners
A.1.8.1 Nama dan Jabatan 133-138
Name and Position
A.1.8.2 Usia 133-138
Age
A.1.8.3 Kewarganegaraan 133-138
Nationality
A.1.8.4 Riwayat Pendidikan dan/atau Sertifikasi 133-138
Educational and/or Certification History
A.1.8.5 Riwayat Jabatan, meliputi informasi: 133-138
Position history, including information on:
A.1.8.5.a Dasar hukum pengangkatan sebagai anggota Dewan Komisaris 133-138
Legal basis for appointment as a member of the Board of Commissioners
A.1.8.5.b Dasar hukum pengangkatan pertama kali sebagai anggota Dewan Komisaris yang merupakan Komisaris 133-138
Independen pada Perusahaan yang bersangkutan
Legal basis for the first appointment as a member of the Board of Commissioners who is an independent
commissioner of the Issuer or Public Company concerned
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A.1.8.5.c Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota komite 133-138
serta jabatan lainnya baik di dalam maupun di luar Perusahaan
Concurrent positions, either as a member of the Board of Commissioners, member of the Board of
Directors, and/or committee member, and other positions inside and outside the Company
A.1.8.5.c1 Catatan: Dalam hal anggota Dewan Komisaris tidak memiliki rangkap jabatan, maka diungkapkan 133-138
mengenai hal tersebut (atas poin A.1.8.5.c1).
Note: If a member of the Board of Commissioners does not have concurrent positions, then this is
disclosed (at point A.1.8.5.c1)
A.1.8.5.d Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 133-138
Period of work experience both inside and outside the Company
A.1.8.6.a Hubungan afiliasi dengan anggota Dewan Komisaris lainnya, pemegang saham utama, dan pengendali 133-138
baik langsung maupun tidak langsung sampai kepada pemilik individu, meliputi nama pihak yang
terafiliasi
Affiliation with other members of the Board of Commissioners, major shareholders, and controllers
either directly or indirectly to individual owners, including the names of affiliated parties
A.1.8.6.b Dalam hal anggota Dewan Komisaris tidak memiliki hubungan afiliasi, maka Perusahaan mengungkapkan 133-138
hal tersebut (atas poin A.1.8.6.a).
If the member has no affiliate relationship, the Company shall disclose this matter (at point A.1.8.6.a).
A.1.8.7 Pernyataan independensi komisaris independen dalam hal komisaris independen telah menjabat lebih 136-138
dari 2 (dua) periode
Statement of independence of the independent commissioner if the independent commissioner has
served more than 2 (two) terms
A.1.8.8.a Perubahan komposisi anggota Dewan Komisaris dan alasan perubahannya. Dalam hal perubahan 130-132
komposisi anggota Dewan Komisaris terjadi setelah tahun buku berakhir sampai dengan batas waktu
penyampaian Laporan Tahunan, susunan yang dicantumkan dalam Laporan Tahunan adalah susunan
anggota Dewan Komisaris yang terakhir dan sebelumnya
Changes in the composition of members of the Board of Commissioners and reasons for the changes.
If that a change in the composition of the members of the Board of Commissioners occurs after the
fiscal year ends until the deadline for submitting the Annual Report, the composition included in the
Annual Report is the composition of the latest and previous members of the Board of Commissioners
A.1.8.8.b Dalam hal tidak terdapat perubahan komposisi anggota Dewan Komisaris, maka diungkapkan mengenai 132
hal tersebut (atas poin A.1.8.8.a)
If there is no change in the composition of the members of the Board of Commissioners, this will be
disclosed (at point A.1.8.8.a)
A.1.9 Informasi Pemegang Saham
Shareholder Information
A.1.9.1 Nama pemegang saham dan persentase kepemilikan pada awal dan akhir tahun buku, yang terdiri dari 245
informasi mengenai:
Shareholders names and ownership percentage at the beginning and end of the fiscal year, which
consists of information regarding:
A.1.9.1.a Pemegang saham yang memiliki 5% (lima persen) atau lebih saham Perusahaan 245
Shareholders who own 5% (five percent) or more shares of the Public Company
A.1.9.1.b1 Anggota Direksi dan anggota Dewan Komisaris yang memiliki saham Perusahaan 247
Members of the Board of Directors and members of the Board of Commissioners who own shares in
the Company.
A.1.9.1.b2 Dalam hal seluruh anggota Direksi dan/atau seluruh anggota Dewan Komisaris TIDAK memiliki saham, 245, 133-145
maka diungkapkan mengenai hal tersebut (atas poin A.1.9.1.b.1).
If all members of the Board of Directors and/or all members of the Board of Commissioners do not own
shares, then this matter is disclosed (at point A.1.9.1.b.1);
A.1.9.1.c Kelompok pemegang saham masyarakat, yaitu kelompok pemegang saham yang masing-masing 245
memiliki kurang dari 5% (lima persen) saham Emiten atau Perusahaan Publik
Community shareholder group, namely the group of shareholders whom each own less than 5% (five
percent) of the shares of the Issuer or Public Company
A.1.9.2.a Persentase kepemilikan tidak langsung atas saham Perusahaan oleh anggota Direksi dan anggota 248
Dewan Komisaris pada awal dan akhir tahun buku, termasuk informasi mengenai pemegang saham
yang terdaftar dalam daftar pemegang saham untuk kepentingan kepemilikan tidak langsung anggota
Direksi dan anggota Dewan Komisaris
The percentage of indirect ownership of the Company’s shares by members of the Board
of Directors and members of the Board of Commissioners at the beginning and end of the fiscal
year,including information on shareholders registered in the shareholder register for the benefit of
indirect ownership of members of the Board of Directors and the Board of Commissioners
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A.1.9.2.b Dalam hal seluruh anggota Direksi dan/atau seluruh anggota Dewan Komisaris TIDAK memiliki 248
kepemilikan tidak langsung atas saham perusahaan, maka diungkapkan mengenai hal tersebut (atas
poin A.1.9.2.a)
If all members of the Board of Directors and/or Board of Commissioners do not have indirect ownership
of the shares of the Issuer or Public Company, this matter shall be disclosed (at point A.1.9.2.a)
A.1.9.3 Klasifikasi kepemilikan yang dimiliki perusahaan 243-244
Ownership classifications held by the company
A.1.9.3.a Jumlah pemegang saham dan persentase kepemilikan berdasarkan klasifikasi 243-244
Number of shareholders and percentage of ownership by classification
A.1.9.4 Informasi mengenai pemegang saham utama dan pengendali Perusahaan, baik langsung maupun tidak 243
langsung, sampai kepada pemilik individu, yang disajikan dalam bentuk skema atau bagan;
Information regarding the major and controlling shareholders of the Issuer or Public Company, either
directly or indirectly, to the individual owners, presented in the form of schematics or charts;
A.1.9.5 Apakah perusahaan memiliki pengendalian dan/atau pengendalian bersama atas:
Does the company has control and/or joint control over:
A.1.9.5.a Nama entitas anak, perusahaan asosiasi, perusahaan ventura bersama dimana Perusahaan memiliki 249-283
pengendalian bersama entitas (jika ada), beserta persentase kepemilikan saham, bidang usaha, total
aset, dan status operasi entitas anak, perusahaan asosiasi, perusahaan ventura bersama. Untuk
entitas anak, ditambahkan informasi mengenai alamat entitas anak tersebut
Name of the subsidiary, associate, joint venture company where the Company has joint control of
the entity (if any), along with the percentage of share ownership, line of business, total assets, and
operating status of the subsidiary, associated company, joint venture company; For a subsidiary,
information about the address of the subsidiary is added.
A.1.9.6 Apakah perusahaan pernah melakukan aksi korporasi berikut ini:
Does the company ever undertake the following corporate actions:
A.1.9.6.a Kronologis pencatatan saham, jumlah saham, nilai nominal, dan harga penawaran dari awal pencatatan 284
hingga akhir tahun buku serta nama bursa efek dimana saham Emiten atau Perusahaan Publik
dicatatkan, termasuk pemecahan saham (stock split), penggabungan saham (reverse stock), dividen
saham, saham bonus, dan perubahan nilai nominal saham, pelaksanaan efek konversi, pelaksanaan
penambahan dan pengurangan modal (jika ada)
Chronological listing of shares, number of shares, nominal value, and the offer price from the start
of recording until the end of the fiscal year and the name of the Stock Exchange where the shares
of the Issuer or Public Company are listed, including stock splits, reverse stock, stock dividends,
bonus shares, and changes in the nominal value of shares, implementation of conversion effects,
implementation of capital additions and subtractions (if any)
A.1.9.7 Informasi pencatatan efek lainnya selain efek sebagaimana dimaksud sebelumnya, yang belum jatuh 285-294
tempo pada tahun buku paling sedikit memuat nama efek, tahun penerbitan, tingkat suku bunga/imbal
hasil, tanggal jatuh tempo, nilai penawaran, dan peringkat efek (jika ada)
Other securities listing information other than the securities as referred before, which have
not yet matured in the fiscal year, at least contain the name of the securities, year of issue, interest
rate/yield, maturity date, offering value, and securities rating (if any);
A.1.10 Analisa dan Pembahasan Manajemen
Management Discussion and Analysis
A.1.10.1 Tinjauan operasi per segmen usaha sesuai dengan jenis industri Perusahaan 310-342
Review of operations per operating segment based on the Company’s type of industry
A.1.10.1.a Produksi, yang meliputi proses, kapasitas, dan perkembangannya 310-342
Production, including the process, capacity, and its development
A.1.10.1.b Pendapatan/Penjualan 310-342
Revenue/Sales
A.1.10.1.c Profitabilitas 310-342
Profitability
A.1.10.2 Kinerja keuangan komprehensif yang mencakup perbandingan kinerja keuangan dalam 2 (dua) tahun 343-379
buku terakhir, penjelasan tentang penyebab adanya perubahan dan dampak perubahan tersebut
Comprehensive financial performance including a comparison of financial performance in the last 2
(two) years, an explanation of the cause of any changes and the impact
A.1.10.2.a Aset lancar, aset tidak lancar, dan total asset 347-359
Current assets, non-current assets, and total assets
A.1.10.2.b Liabilitas jangka pendek, liabilitas jangka panjang, dan total liabilitas 359-367
Short-term liabilities, long-term liabilities, and total liabilities
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A.1.10.2.c Ekuitas 367-368
Equity
A.1.10.2.d Pendapatan/penjualan, beban, laba (rugi), penghasilan komprehensif lain, dan total laba (rugi), 369-378
komprehensif; dan
Revenue/sales, expenses, profit (loss), other comprehensive income, and total comprehensive profit
(loss); and
A.1.10.2.e Arus Kas 378-379
Cash Flow
A.1.10.3 Kemampuan membayar utang atau kewajiban dengan menyajikan perhitungan rasio yang relevan 380-382
Ability to pay the debt by presenting the relevant ratios
A.1.10.4 Tingkat kolektibilitas piutang Perusahaan dengan menyajikan perhitungan rasio yang relevan 382
The Company’s accounts receivable collectability level, presented with relevant ratio calculations
A.1.10.5 Struktur modal (capital structure) dan kebijakan manajemen atas struktur modal disertai dasar 382-383
penentuan kebijakan dimaksud
Capital structure and management policies on capital structure accompanied by the basis for
determining the policy
A.1.10.6 Bahasan mengenai ikatan yang material untuk investasi barang modal dengan penjelasan 384
Discussion on material commitments for capital investments with explanations
A.1.10.6.a Tujuan dari ikatan tersebut 384
Purpose of the commitments
A.1.10.6.b Sumber dana yang diharapkan untuk memenuhi ikatan tersebut 384
Sources of funds to fulfill the commitments
A.1.10.6.c Mata uang yang menjadi denominasi 384
Currency of denomination
A.1.10.6.d Langkah yang direncanakan Perubahaan untuk melindungi risiko dari posisi mata uang asing yang 384
terkait
Planned measures by the Issuer or Public Company to cover the risks of foreign currency positions
A.1.10.7 Bahasan mengenai investasi barang modal yang yang direalisasikan dalam tahun buku terakhir 384
Discussion regarding capital goods investments realized in the last fiscal year
A.1.10.7.a Jenis investasi barang modal 384
Type of capital goods investments
A.1.10.7.b Tujuan investasi barang modal 384
Capital goods investment objectives
A.1.10.7.c Nilai investasi barang modal yang dikeluarkan 384
Value of capital goods investments realized
A.1.10.8 Prospek usaha dari Perusahaan dikaitkan dengan kondisi industri, ekonomi secara umum dan pasar 388-389
internasional disertai data pendukung kuantitatif dari sumber data yang layak dipercaya
Business prospects of the Issuer or Public Company based on the condition of the industry, the general
economy, and the international markets supporting quantitative data from trusted data sources
A.1.10.9 Perbandingan antara target/proyeksi pada awal tahun buku dengan hasil yang dicapai (realisasi) 385-386
Comparison between the targets/projections at the beginning of the year with the results achieved
(realized)
A.1.10.9.a Pendapatan/penjualan 385-386
Revenue/sales
A.1.10.9.b Laba (rugi) 385-386
Profit (loss)
A.1.10.9.c Struktur modal (capital structure) 385-386
Capital structure
A.1.10.9.d Hal lainnya yang dianggap penting bagi Perusahaan 385-386
Other matters considered important to the Company
A.1.10.10 Target/proyeksi yang ingin dicapai Perusahaan untuk 1 (satu) tahun mendatang 385-386
Targets/projections to be achieved by the Company for one (1) year ahead
A.1.10.10.a Pendapatan/penjualan 385-386
Revenues/sales
A.1.10.10.b Laba (rugi) 385-386
Profit (loss)
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A.1.10.10.c Struktur modal (capital structure) 382-383
Capital structure
A.1.10.10.d Kebijakan dividen 392-393
Dividend policy
A.1.10.10.e Hal lainnya yang dianggap penting bagi Perusahaan 392-393
Other matters considered important to the Company
A.1.10.11 Aspek pemasaran atas barang dan/atau jasa Perusahaan, paling sedikit mengenai Strategi pemasaran 390
dan Pangsa pasar
Marketing aspects of the Company’s goods and/or services, at least including the marketing strategy
and market share
A.1.10.12 Uraian mengenai dividen selama 2 (dua) tahun buku terakhir 392-393
Description of dividends for the last 2 (two) fiscal years
A.1.10.12.a Kebijakan dividen, antara lain memuat informasi persentase jumlah dividen yang dibagikan terhadap 392-393
laba bersih
Dividend policy, which includes information on the percentage of dividends distributed to net income
A.1.10.12.b Tanggal pembayaran dividen kas dan/atau tanggal distribusi dividen non kas 392-393
Date of payment of cash dividends and/or date of distribution of non-cash dividends
A.1.10.12.c Jumlah dividen per saham (kas dan/atau non kas) 392-393
Amount of dividends per share (cash and/or non-cash)
A.1.10.12.d Jumlah dividen per tahun yang dibayar 392-393
Amount of dividends paid annually
A.1.10.12.d1 Catatan: Dalam hal Emiten atau Perusahaan Publik tidak membagikan dividen dalam 2 (dua) tahun 392-393
terakhir, maka diungkapkan mengenai hal tersebut
Note: If the Issuer or Public Company does not distribute dividends in the last 2 (two) years, this matter
shall be disclosed
A.1.10.13 Realisasi penggunaan dana hasil penawaran umum, dengan ketentuan: 395-397
Realization of the use of proceeds from the public offering, provided that:
A.1.10.13.a Dalam hal selama tahun buku, Emiten memiliki kewajiban menyampaikan laporan realisasi penggunaan 395-397
dana, maka diungkapkan realisasi penggunaan dana hasil penawaran umum secara kumulatif sampai
dengan akhir tahun buku
If, during the fiscal year, the Issuer must submit a report on the realization of the use of funds, then
the realization of the cumulative use of the proceeds from the public offering shall be disclosed until
the end of the fiscal year
A.1.10.13.b Dalam hal terdapat perubahan penggunaan dana sebagaimana diatur dalam Peraturan Otoritas 395-397
Jasa Keuangan mengenai laporan realisasi penggunaan dana hasil penawaran umum, maka Emiten
menjelaskan perubahan tersebut
If there is a change in the use of funds as regulated in the Financial Services Authority Regulation
regarding the report on the realization of the use of the proceeds from the public offering, the Issuer
shall explain the change
A.1.10.14 Informasi material (jika ada), antara lain mengenai investasi, ekspansi, divestasi, penggabungan/ 398-402
peleburan usaha, akuisisi, restrukturisasi utang/modal, transaksi material, transaksi afiliasi, dan
transaksi benturan kepentingan, yang terjadi pada tahun buku
Material information (if any), among others regarding investment, expansion, divestment, business
merger/consolidation, acquisition, debt/capital restructuring, material transactions, affiliated
transactions, and conflict of interest transactions, which occurred during the fiscal year
A.1.10.14. Apakah perusahaan mengalami transaksi berikut ini selama tahun buku? 398-402
Does the Company experience the following transactions during the fiscal year?
A.1.10.14.a Tanggal, nilai, dan objek transaksi 398-402
Date, value, and object of the transaction
A.1.10.14.b Nama pihak yang melakukan transaksi 398-402
Name of the party conducting the transaction
A.1.10.14.c Sifat hubungan afiliasi (jika ada) 398-402
Nature of the affiliate relationship (if any)
A.1.10.14.d Penjelasan mengenai kewajaran transaksi 398-402
Explanation of the fairness of the transaction
A.1.10.14.e Pemenuhan ketentuan terkait 398-402
Compliance with related provisions
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A.1.10.14.f Dalam hal terdapat hubungan afiliasi, selain mengungkapkan informasi sebagaimana dimaksud dalam
huruf a) sampai dengan huruf e), Perusahaan juga mengungkapkan informasi:
If there is an affiliate relationship, in addition to disclosing the information as referred to in letter a) to
letter e), the Issuer or Public Company also discloses information
A.1.10.14.f1 Pernyataan Direksi bahwa transaksi afiliasi telah melalui prosedur yang memadai untuk memastikan 409
bahwa transaksi afiliasi dilaksanakan sesuai dengan praktik bisnis yang berlaku umum antara lain
dilakukan dengan memenuhi prinsip transaksi yang wajar (arms-length principle)
Statement from the Board of Directors that the affiliate transaction has gone through adequate
procedures to ensure that the affiliate transaction is carried out following generally accepted business
practices, among others, by complying with the arms-length principle
A.1.10.14.f2 Peran Dewan Komisaris dan komite audit dalam melakukan prosedur yang memadai untuk memastikan 410
bahwa transaksi afiliasi dilaksanakan sesuai dengan praktik bisnis yang berlaku umum antara lain
dilakukan dengan memenuhi prinsip transaksi yang wajar (arms-length principle)
The role of the Board of Commissioners and the audit committee in carrying out adequate procedures
to ensure that affiliated transactions are carried out following generally accepted business practices,
among others, by complying with the arms-length principle
A.1.10.14.g Untuk transaksi afiliasi atau transaksi material yang merupakan kegiatan usaha yang dijalankan dalam 410
rangka menghasilkan pendapatan usaha dan dijalankan secara rutin, berulang, dan/atau berkelanjutan,
ditambahkan penjelasan bahwa transaksi afiliasi atau transaksi material tersebut merupakan kegiatan
usaha yang dijalankan dalam rangka menghasilkan pendapatan usaha dan dijalankan secara rutin,
berulang, dan/atau berkelanjutan
For affiliated or material transactions, which are business activities carried out to generate business
income and are carried out regularly, repeatedly, and/or continuously, an explanation is added that the
affiliated or material transactions are business activities carried out to generate operating income. and
run regularly, repeatedly, and/or continuously
A.1.10.14.h Catatan: Dalam hal transaksi afiliasi atau transaksi material dimaksud telah diungkapkan dalam laporan 398-402
keuangan tahunan, ditambahkan informasi mengenai rujukan pengungkapan dalam laporan keuangan
tahunan tersebut (atas point A.1.10.14.g)
If the affiliated or material transactions have been disclosed in the annual financial statements,
additional information regarding the disclosure reference in the annual financial statements is added
(at point A.1.10.14.g)
A.1.10.14.i Untuk pengungkapan transaksi afiliasi dan/atau transaksi benturan kepentingan yang merupakan hasil 398-402
pelaksanaan transaksi afiliasi dan/atau transaksi benturan kepentingan yang telah disetujui pemegang
saham independen, ditambahkan informasi mengenai tanggal pelaksanaan RUPS yang menyetujui
transaksi tersebut
For the disclosure of affiliated transactions and/or conflict of interest transactions resulting from
the implementation of affiliated transactions and/or conflict of interest transactions that have been
approved by independent shareholders, additional information regarding the date of the GMS which
approved the affiliated transactions and/or conflict of interest transactions is included
A.1.10.14.j Catatan: dalam hal tidak terdapat transaksi afiliasi dan/atau transaksi benturan kepentingan, maka 398-402
diungkapkan mengenai hal tersebut; (atas point A.1.10.14.i)
Note: if there is no affiliated transaction and/or conflict of interest transaction; then this matter shall
be disclosed (at point A.1.10.14.i)
A.1.10.15 Perubahan ketentuan peraturan perundang-undangan yang berpengaruh signifikan terhadap 412-415
Perusahaan dan dampaknya terhadap laporan keuangan (jika ada)
Changes in regulations and legislation that significantly impact the Issuer or Public Company and the
impact on the financial statements (if any)
A.1.11 Governansi Perusahaan 1
Corporate Governance 1
A.1.11.1.a Informasi mengenai keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun buku 505-511
Information regarding the resolutions of the GMS in the fiscal year and 1 (one) year before the fiscal 521-524
year 524-530
A.1.11.1.a1 Keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun buku yang direalisasikan pada 505-511
tahun buku 521-524
Resolutions of the GMS in the fiscal year and 1 (one) year before the fiscal year are realized in the 524-530
fiscal year
A.1.11.1.a2 Keputusan RUPS pada tahun buku dan 1 (satu) tahun sebelum tahun buku yang belum direalisasikan 505-511
beserta alasan belum direalisasikan 521-524
Resolutions of the GMS in the fiscal year and 1 (one) year before the fiscal year that has not been 524-530
realized and the reasons for not realizing them
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A.1.11.1.b Dalam hal Perusahaan menggunakan pihak independen dalam pelaksanaan RUPS untuk melakukan 503
perhitungan suara, maka diungkapkan mengenai hal tersebut; 518
If the Issuer or Public Company uses an independent party in the conduct of the GMS to calculate the
votes, then this matter shall be disclosed;
A.1.11.2 Pengungkapan terkait Direksi 559-583
Disclosures related to the Board of Directors
A.1.11.2.a Tugas dan tanggung jawab masing-masing anggota Direksi 566-573
Duties and responsibilities of each member of the Board of Directors
A.1.11.2.b Pernyataan bahwa Direksi memiliki pedoman atau piagam (charter) Direksi 559
Statement that the Board of Directors has guidelines or charter for the Board of Directors
A.1.11.2.c Kebijakan dan pelaksanaan frekuensi rapat Direksi, rapat Direksi bersama Dewan Komisaris, dan 573
tingkat kehadiran anggota Direksi dalam rapat tersebut termasuk kehadiran dalam RUPS; 586-590
Policies and implementation of the Board of Directors’ meeting frequency, Board of Directors’ meeting 502
with the Board of Commissioners, and the Board of Directors member’s attendance level in the meeting 517
including attendance at the GMS;
A.1.11.2.c1 Kebijakan terkait frekuensi rapat Direksi dan rapat Direksi bersama Dewan Komisaris 586
Policies regarding the frequency of Board of Directors meetings and meetings between the Board of 589-590
Directors and the Board of Commissioners
A.1.11.2.c2 Frekuensi pelaksanaan rapat Direksi dan rapat Direksi bersama Dewan Komisaris 586-587
Frequency of holding Board of Directors meetings and meetings between the Board of Directors and 589
the Board of Commissioners
A.1.11.2.c3 Informasi tingkat kehadiran direksi dalam rapat direksi, rapat direksi dekom, RUPS 502
Information on the Board of Directors member’s level of attendance at the meeting of the Board of 517
Directors, the meeting of the Board of Directors with the Board of Commissioners, or the GMS 589
590
A.1.11.2.d Pelatihan dan/atau peningkatan kompetensi anggota Direksi 574
Training and/or competency improvement of the Board of Directors members
A.1.11.2.d1 Kebijakan pelatihan dan/atau peningkatan kompetensi anggota Direksi, termasuk program orientasi 574
bagi anggota Direksi yang baru diangkat (jika ada)
Training and/or improving the competence of members of the Board of Directors policy, including an
orientation program for newly appointed members of the Board of Directors (if any)
A.1.11.2.d2 Pelatihan dan/atau peningkatan kompetensi yang diikuti anggota Direksi dalam tahun buku (jika ada) 181-185
Training and/or competency improvement attended by members of the Board of Directors in the fiscal 574
year (if any)
A.1.11.2.e Penilaian Direksi terhadap kinerja komite yang mendukung pelaksanaan tugas Direksi pada tahun buku 578-579
Assessment by the Board of Directors on the performance of committees supporting the implementation
of the Board of Directors’ duties for the fiscal year
A.1.11.2.e1 Prosedur penilaian kinerja 579
Performance assessment procedures
A.1.11.2.e2 Kriteria yang digunakan seperti capaian kinerja selama tahun buku, kompetensi dan kehadiran dalam 579
rapat
Criteria used, such as performance achievements during the fiscal year, competence and
attendance at meetings
A.1.11.2.f Catatan: Dalam hal Perusahaan tidak memiliki komite yang mendukung pelaksanaan tugas Direksi, 578-579
maka diungkapkan mengenai hal tersebut (atas point A.1.11.2.e1 & e2)
Note: If the Issuer or Public Company does not have a committee that supports the implementation of
the duties of the Board of Directors, this matter shall be disclosed (at point A.1.11.2.e1 & e2)
A.1.11.3 Pengungkapan terkait Dewan Komisaris 531-558
Disclosures related to the Board of Commissioners
A.1.11.3.a Tugas dan tanggung jawab Dewan Komisaris 536-548
Duties and responsibilities of the Board of Commissioners
A.1.11.3.b Pernyataan bahwa Dewan Komisaris memiliki pedoman atau piagam (charter) Dewan Komisaris 531
Statement that the Board of Commissioners has guidelines or charter for the Board of
Commissioners
A.1.11.3.c Kebijakan dan pelaksanaan frekuensi rapat Dewan Komisaris, rapat Dewan Komisaris bersama Direksi 502
dan tingkat kehadiran anggota Dewan Komisaris dalam rapat tersebut termasuk kehadiran dalam 517
RUPS; 584-585
Policies and implementation of the Board of Commissioners meeting frequency, meetings of the Board 589-590
of Commissioners with the Board of Directors and the level of attendance of members of the Board of
Commissioners in such meetings including attendance at the GMS;
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
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Number ARA Question Page
A.1.11.3.d Pelatihan dan/atau peningkatan kompetensi anggota Dewan Komisaris 179-180
Training and/or competency improvement of members of the Board of Commissioners 549
A.1.11.3.d1 Kebijakan pelatihan dan/atau peningkatan kompetensi anggota Dewan Komisaris, termasuk program 549
orientasi bagi anggota Dewan Komisaris yang baru diangkat
Policy on training and/or improving the Board of Commissioners members’ competence,
including orientation programs for newly appointed members of the Board of Commissioners
A.1.11.3.d2 Pelatihan dan/atau peningkatan kompetensi yang diikuti anggota Dewan Komisaris dalam tahun buku 179-180
(jika ada) 549
Training and/or competency improvement attended by members of the Board of Commissioners in the
fiscal year (if any)
A.1.11.3.e Penilaian kinerja Direksi dan Dewan Komisaris serta masing-masing anggota Direksi dan anggota 554,
Dewan Komisaris 581-582
Performance assessment of the Board of Directors and the Board of Commissioners as well as each 582-583
member of the Board of Directors and the Board of Commissioners
A.1.11.3.e1 Prosedur pelaksanaan penilaian kinerja 581
Procedures for implementing performance assessment 583
A.1.11.3.e2 Kriteria yang digunakan seperti capaian kinerja selama tahun buku, kompetensi dan kehadiran dalam 581-582
rapat 583
Criteria used such as performance achievements during the fiscal year, competence and
attendance at meetings
A.1.11.3.e3 Pihak yang melakukan penilaian 581
Parties conducting the assessment 583
A.1.11.3.f Penilaian Dewan komisaris terhadap kinerja Komite Dewan Komisaris terhadap kinerja komite yang 554
mendukung pelaksanaan tugas Dewan Komisaris pada tahun buku, meliputi:
The Board of Commissioners’ assessment of the performance of committees supporting the
implementation of the duties of the Board of Commissioners in the fiscal year, include:
A.1.11.3.f1 Prosedur penilaian kinerja 554
Performance assessment procedures
A.1.11.3.f2 Kriteria yang digunakan seperti capaian kinerja selama tahun buku, kompetensi dan kehadiran dalam 54
rapat
Criteria used such as performance achievements during the fiscal year, competence, and attendance
at meetings
A.1.11.4 Pengungkapan terkait Nominasi dan remunerasi Direksi dan Dewan Komisaris 591-595
Disclosures related to nomination and remuneration of the Board of Directors and Board of
Commissioners
A.1.11.4.a Prosedur nominasi, meliputi uraian singkat mengenai kebijakan dan proses nominasi anggota Direksi 591
dan/atau anggota Dewan Komisaris
Nomination procedure, including a brief description of the policies and members nomination process
of the Board of Directors and/or the Board of Commissioners
A.1.11.4.b Prosedur dan pelaksanaan remunerasi Direksi dan Dewan Komisaris, antara lain: 591-595
Procedures and implementation of remuneration for the Board of Directors and the Board of
Commissioners, among others:
A.1.11.4.b1 Prosedur penetapan remunerasi Direksi dan Dewan Komisaris 591-592
Procedures for determining remuneration for the Board of Directors and the Board of Commissioners;
A.1.11.4.b2 Struktur remunerasi Direksi dan Dewan Komisaris seperti, gaji, tunjangan, tantiem/bonus dan lainnya 592-593
Remuneration structure of the Board of Directors and the Board of Commissioners such as salary,
allowances, tantiem/bonus, and others
A.1.11.4.b3 Besarnya remunerasi masing-masing anggota Direksi dan anggota Dewan Komisaris 594-595
The amount of remuneration for each member of the Board of Directors and member of the Board of
Commissioners;
A.1.11.5 Pengungkapan terkait Dewan Pengawas Syariah, bagi Perusahaan yang menjalankan kegiatan usaha -
berdasarkan prinsip syariah sebagaimana tertuang dalam anggaran dasar
Disclosures related to the Sharia Supervisory Board, for companies that carry out business activities
based on sharia principles as stated in the articles of association
A.1.11.5.a Nama -
Name
A.1.11.5.b Dasar hukum pengangkatan Dewan Pengawas Syariah -
Legal basis for the appointment of the Sharia Supervisory Board
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A.1.11.5.c Periode penugasan Dewan Pengawas Syariah -
Period of assignment of the Sharia Supervisory Board
A.1.11.5.d Tugas dan tanggung jawab Dewan Pengawas Syariah -
Duties and responsibilities of the Shariah Supervisory Board
A.1.11.5.e Frekuensi dan cara pemberian nasihat dan saran serta pengawasan pemenuhan prinsip syariah di -
pasar modal terhadap Perusahaan
Frequency and mode of administration advice and suggestions as well as monitoring compliance with
Sharia Principles in the capital market of the Company
A.1.12 Governansi Perusahaan 2
Corporate Governance 2
A.1.11.6 Pengungkapan terkait Komite Audit 606-624
Disclosures related to the Audit Committee
A.1.11.6.a Nama dan jabatannya dalam keanggotaan komite 46-148
Name and position of the committee members 609
A.1.11.6.b Usia 146-148
Age
A.1.11.6.c Kewarganegaraan 146-148
Nationality
A.1.11.6.d Riwayat Pendidikan 146-148
Education History
A.1.11.6.e Riwayat jabatan 146-148
Position history
A.1.11.6.e1 Dasar hukum penunjukan sebagai anggota komite 146-148
Legal basis for appointment as a committee member
A.1.11.6.e2 Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota komite 146-148
serta jabatan lainnya (jika ada)
Concurrent positions as members of the Board of Commissioners, members of the Board of Directors
and/or members of committees as well as other positions (if any)
A.1.11.6.e3 Catatan: Dalam hal tidak ada rangkap jabatan, maka diungkapkan mengenai hal tersebut (atas point 146-148
A.1.11.6.e2)
Note: If there are no concurrent positions, this will be disclosed (at point A.1.11.6.e2)
A.1.11.6.e4 Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 146-148
Work experience both inside and outside the Issuer or Public Company
A.1.11.6.f Periode dan masa jabatan anggota komite audit 146-148
Period and tenure of Audit Committee members
A.1.11.6.g Pernyataan independensi komite audit 609-610
Statement of Audit Committee independence
A.1.11.6.h Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada) 185-186
Training and/or competency improvement that has been followed in the fiscal year (if any) 613
A.1.11.6.i Kebijakan dan pelaksanaan frekuensi rapat komite audit dan tingkat kehadiran anggota komite audit 613-614
dalam rapat tersebut
Policy and implementation of Audit Committee meeting frequency and level of attendance of Audit
Committee members at the meetings
A.1.11.6.j Pelaksanaan kegiatan komite audit pada tahun buku 613-618
Implementation of Audit Committee activities in the fiscal year
A.1.11.7a Pengungkapan terkait Komite atau fungsi nominasi dan remunerasi Perusahaan 625-638
Disclosures related to the Committee or the Company's nomination and remuneration functions
A.1.11.7a.a Nama dan jabatannya dalam keanggotaan komite 149-151
Name and position of the committee members 628
A.1.11.7a.b Usia 149-151
Age
A.1.11.7a.c Kewarganegaraan 149-151
Nationality
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A.1.11.7a.d Riwayat Pendidikan 149-151
Education history
A.1.11.7a.e Riwayat jabatan 149-151
Position history
A.1.11.7a.e1 Dasar hukum penunjukan sebagai anggota komite 149-151
Legal basis for appointment as a committee member
A.1.11.7a.e2 Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota komite 149-151
serta jabatan lainnya (jika ada)
Concurrent positions as members of the Board of Commissioners, members of the Board of Directors
and/or members of committees as well as other positions (if any);
A.1.11.7a.e3 Catatan: Dalam hal tidak ada rangkap jabatan, maka diungkapkan mengenai hal tersebut; (A.1.11.7a.e2) 149-151
Note: If there are no concurrent positions, this will be disclosed; (A.1.11.7a.e2)
A.1.11.7a.e4 Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 149-151
Work experience and period both inside and outside the Company
A.1.11.7a.f Periode dan masa jabatan anggota komite 149-151
Period and term of office of the committee members 627
A.1.11.7a.g Pernyataan independensi komite 628-629
Statement of committee independence
A.1.11.7a.h Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada) 187
Training and/or competency improvement that has been followed in the fiscal year (if any); 632
A.1.11.7a.i Uraian tugas dan tanggung jawab 630-631
Description of duties and responsibilities
A.1.11.7a.j Pernyataan bahwa telah memiliki pedoman atau piagam (charter) 626
Statement that the committee has had guidelines or charters
A.1.11.7a.k Kebijakan dan pelaksanaan frekuensi rapat dan tingkat kehadiran anggota dalam rapat tersebut 633-635
Policies and implementation of the frequency of committee meetings and the level of attendance of
committee members in those meetings
A.1.11.7a.l Uraian singkat pelaksanaan kegiatan pada tahun buku 632-633
Brief description of the committee’s activities for the fiscal year
A.1.11.7a.m Catatan: Dalam hal tidak dibentuk komite: -
Note: If no nomination and remuneration committee is formed
A.1.11.7a.m1 Alasan tidak dibentuknya komite -
Reasons for not forming the committee
A.1.11.7a.m2 Pihak yang melaksanakan fungsi nominasi dan remunerasi 625
Parties carrying out the nomination and remuneration function
A.1.11.7b Pengungkapan terkait Komite atau fungsi nominasi dan remunerasi Perusahaan 625-638
Disclosures related to the Committee or the Company's nomination and remuneration functions
A.1.11.7b.a Nama dan jabatannya dalam keanggotaan komite 149-151
Name and position of the committee members 628
A.1.11.7b.b Usia 149-151
Age
A.1.11.7b.c Kewarganegaraan 149-151
Nationality
A.1.11.7b.d Riwayat Pendidikan 149-151
Education history
A.1.11.7b.e Riwayat jabatan 149-151
Position history
A.1.11.7b.e1 Dasar hukum penunjukan sebagai anggota komite 149-151
Legal basis for appointment as a committee member
A.1.11.7b.e2 Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota komite 149-151
serta jabatan lainnya (jika ada)
Concurrent positions as members of the Board of Commissioners, members of the Board of
Directors and/or members of committees as well as other positions (if any)
A.1.11.7b.e3 Catatan: Dalam hal tidak ada rangkap jabatan, maka diungkapkan mengenai hal tersebut; (A.1.11.7a.e2) 149-151
Note: If there are no concurrent positions, this will be disclosed; (A.1.11.7a.e2)
A.1.11.7b.e4 Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 149-151
Work experience both inside and outside the Public Company
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A.1.11.7b.f Periode dan masa jabatan anggota komite 149-151
Period and tenure of committee members 627
A.1.11.7b.g Pernyataan independensi komite 628-629
Statement of committee independence
A.1.11.7b.h Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada) 187
Training and/or competency improvement that has been followed in the financial year (if any) 632
A.1.11.7b.i Uraian tugas dan tanggung jawab 630-631
Description of duties and responsibilities
A.1.11.7b.j Pernyataan bahwa telah memiliki pedoman atau piagam (charter) 626
Statement that it has established committee guidelines or charter
A.1.11.7b.k Kebijakan dan pelaksanaan frekuensi rapat dan tingkat kehadiran anggota dalam rapat tersebut 633-635
Policy and implementation of committee meeting frequency and level of attendance of committee
members at the meetings
A.1.11.7b.l Uraian singkat pelaksanaan kegiatan pada tahun buku 632-633
Brief description of the committee’s activities in the fiscal year
A.1.13 Governansi Perusahaan 3
Corporate Governance 3
A.1.11.8a Pengungkapan terkait Komite Manajemen Risiko 638-651
Disclosures related to the Risk Management Committee
A.1.11.8a.a Nama dan jabatannya dalam keanggotaan komite 152-154
Name and position in committee membership 641
A.1.11.8a.b Usia 152-154
Age
A.1.11.8a.c Kewarganegaraan 152-154
Nationality
A.1.11.8a.d Riwayat Pendidikan 152-154
Educational history
A.1.11.8a.e Riwayat jabatan 152-154
Position history
A.1.11.8a.e1 Dasar hukum penunjukan sebagai anggota komite 152-154
Legal basis for appointment as a committee member
A.1.11.8a.e2 Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota komite 152-154
serta jabatan lainnya (jika ada)
Concurrent positions, either as a member of the Board of Commissioners, member of the Board of
Directors, and/or committee member and other positions (if any)
A.1.11.8a.e3 Catatan: Dalam hal tidak ada rangkap jabatan, maka diungkapkan mengenai hal tersebut (atas point 152-154
A.1.11.8a.e2)
Note: If there is no concurrent positions, this will be disclosed (at point A.1.11.8a.e2)
A.1.11.8a.e4 Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 152-154
Work experience and period both inside and outside the Company
A.1.11.8a.f Periode dan masa jabatan anggota komite manajemen risiko 152-154
Period and term of office of the risk management committee members 640
A.1.11.8a.g Pernyataan independensi komite 641-643
Statement of committee independence
A.1.11.8a.h Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada) 187
Training and/or competency improvement that has been followed in the fiscal year (if any) 645
A.1.11.8a.i Uraian tugas dan tanggung jawab 643-645
Description of duties and responsibilities
A.1.11.8a.j Pernyataan bahwa telah memiliki pedoman atau piagam (charter) 639-640
Statement that it has guidelines or charter
A.1.11.8a.k Kebijakan dan pelaksanaan frekuensi rapat dan tingkat kehadiran anggota dalam rapat tersebut 646-647
Policies and implementation of the frequency of committee meetings and the level of attendance of
committee members in those meetings
A.1.11.8a.l Uraian singkat pelaksanaan kegiatan pada tahun buku 646-649
Brief description of the committee’s activities for the fiscal year
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.11.8b Pengungkapan terkait Komite lain yang dimiliki Perusahaan dalam rangka mendukung fungsi dan tugas 651-658
Direksi (jika ada) dan/atau komite yang mendukung fungsi dan tugas Dewan Komisaris: 663-671
Disclosure regarding other committees owned by the Company to support the functions and duties of 671-675
the Board of Directors (if any) and/or committees that support the functions and duties of the Board 676-682
of Commissioners:
A.1.11.8b. Apakah perusahaan memiliki komite lain dalam mendukung fungsi dan tugas Direksi dan/atau Dewan Ya
Komisaris? 651-658
Does the company have other committees to support the functions and duties of the Board of Directors 663-671
and/or Board of Commissioners? 671-675
676-682
A.1.11.8b.a Nama dan jabatannya dalam keanggotaan komite 155-163
Name and position of the committee members 653-654
139-145
165-175
667-669
139-145
165-175
673-674
139-145
165-175
679
A.1.11.8b.b Usia 155-163
Age
A.1.11.8b.c Kewarganegaraan 155-163
Nationality
A.1.11.8b.d Riwayat Pendidikan 155-163
Education history
A.1.11.8b.e Riwayat jabatan 155-163
Position history
A.1.11.8b.e1 Dasar hukum penunjukan sebagai anggota komite 155-163
Legal basis for appointment as a committee member
A.1.11.8b.e2 Rangkap jabatan, baik sebagai anggota Dewan Komisaris, anggota Direksi, dan/atau anggota komite 155-163
serta jabatan lainnya (jika ada)
Concurrent positions as members of the Board of Commissioners, members of the Board of
Directors and/or members of committees as well as other positions (if any)
A.1.11.8b.e3 Catatan: Dalam hal tidak ada rangkap jabatan, maka diungkapkan mengenai hal tersebut 155-163
Note: If there are no concurrent positions, this will be disclosed
A.1.11.8b.e4 Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 155-163
Work experience both inside and outside the Issuer or Public Company
A.1.11.8b.f Periode dan masa jabatan anggota komite lain 652
Period and tenure of other Committee members 667-668
673-674
679
A.1.11.8b.g Pernyataan independensi komite 654-655
Statement of Committee independence 670
675
679
A.1.11.8b.h Pelatihan dan/atau peningkatan kompetensi yang telah diikuti dalam tahun buku (jika ada) 188-199
Training and/or competency improvement that has been followed in the fiscal year (if any) 656
201-208
669
208-224
675
181-242
679
A.1.11.8b.i Uraian tugas dan tanggung jawab 655
Description of duties and responsibilities 664-667
672-673
677-679
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 813
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.11.8b.j Pernyataan bahwa telah memiliki pedoman atau piagam (charter) 652
Statement that it has established committee guidelines or charter
A.1.11.8b.k Kebijakan dan pelaksanaan frekuensi rapat dan tingkat kehadiran anggota dalam rapat tersebut 656-657
Policy and implementation of committee meeting frequency and level of attendance of committee 670
members at the meetings 674-675
681
A.1.11.8b.l Uraian singkat pelaksanaan kegiatan pada tahun buku 656
Brief description of the committee’s activities in the fiscal year 670
674
679-681
A.1.11.9 Pengungkapan terkait Sekretaris perusahaan 682-692
Disclosures regarding the company secretary
A.1.11.9.a Nama 165
Name 683
A.1.11.9.b Domisili 165
Domicile
A.1.11.9.c Riwayat jabatan 165
Position history
A.1.11.9.c1 Dasar hukum penunjukan sebagai Sekretaris Perusahaan 165
Legal basis for appointment as Corporate Secretary
A.1.11.9.c2 Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 165
Work experience both inside and outside the Public Company
A.1.11.9.d Riwayat Pendidikan 165
Education history
A.1.11.9.e Pelatihan dan/atau peningkatan kompetensi yang diikuti dalam tahun buku 200-201
Training and/or competence improvement followed during the fiscal year 689
A.1.11.9.f Uraian singkat pelaksanaan tugas sekretaris perusahaan pada tahun buku 687-689
Brief description of the Corporate Secretary activities in the fiscal year
A.1.14 Governansi Perusahaan 4
Corporate Governance 4
A.1.11.10 Pengungkapan terkait Unit Audit Internal, paling sedikit memuat 692-703
Disclosures related to the Internal Audit Unit contain at least
A.1.11.10.a Nama kepala unit audit internal 165
Name of the Internal Audit Unit head 693
A.1.11.10.b Riwayat jabatan 165
Position history
A.1.11.10.b1a Dasar hukum penunjukan sebagai kepala Unit Audit Internal 165
Legal basis for the appointment as Internal Audit Unit head
A.1.11.10.b1 Pengalaman kerja beserta periode waktunya baik di dalam maupun di luar Perusahaan 165
Work experience with its period both inside and outside of the Company
A.1.11.10.c Kualifikasi atau sertifikasi sebagai profesi audit internal (jika ada) 699-700
Professional internal audit qualifications or certifications (if any)
A.1.11.10.d Pelatihan dan/atau peningkatan kompetensi yang diikuti dalam tahun buku 204-206
Training and/or competency improvement to be followed during the fiscal year 225-242
700
A.1.11.10.e Struktur dan kedudukan Unit Audit Internal 698
Structure and positions within the Internal Audit Unit
A.1.11.10.f Uraian tugas dan tanggung jawab 693-696
Duties and responsibilities description
A.1.11.10.g Pernyataan bahwa telah memiliki pedoman atau piagam (charter) Unit Audit Internal 692-693
Statement that it has established Internal Audit Unit guidelines or charter
A.1.11.10.h Uraian singkat pelaksanaan tugas unit audit internal pada tahun buku termasuk kebijakan dan 700-702
pelaksanaan frekuensi rapat dengan Direksi, Dewan Komisaris, dan/atau komite audit;
Brief description of the implementation of the internal audit unit’s duties for the fiscal year, including
the policy and implementation of the frequency of meetings with the Board of Directors, Board of
Commissioners, and/or audit committee;
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.11.11 Uraian mengenai sistem pengendalian internal (internal control) yang diterapkan oleh Perusahaan 732-734
Description of the internal control system applied by the Company
A.1.11.11.a Pengendalian keuangan dan operasional, serta kepatuhan terhadap peraturan perundang-undangan 733
lainnya
Financial and operational control, and compliance with other laws and regulations
A.1.11.11.b Tinjauan atas efektivitas sistem pengendalian internal 734
Review of the internal control system effectiveness
A.1.11.11.c Pernyataan Direksi dan/atau Dewan Komisaris atas kecukupan sistem pengendalian internal 734
Statement of the Board of Directors and/or Board of Commissioners on the adequacy of the
internal control system
A.1.11.12 Uraian mengenai sistem manajemen risiko yang diterapkan oleh Perusahaan 706-731
Description of the risk management system implemented by the Company
A.1.11.12.a Gambaran umum mengenai sistem manajemen risiko Perusahaan 708-709
General description of the Company risk management system
A.1.11.12.b Jenis risiko dan cara pengelolaannya 718-727
Risks types and their management
A.1.11.12.c Tinjauan atas efektivitas sistem manajemen risiko Perusahaan 727-728
Review of the Company risk management system effectiveness
A.1.11.12.d Pernyataan Direksi dan/atau Dewan Komisaris atau komite audit atas kecukupan sistem manajemen 731
risiko
Statement of the Board of Directors and/or Board of Commissioners on the adequacy of the risk
management system
A.1.11.14 Informasi tentang sanksi administratif/sanksi yang dikenakan kepada Perusahaan, anggota Dewan 738
Komisaris dan anggota Direksi, oleh Otoritas Jasa Keuangan dan otoritas lainnya pada tahun buku
Information on administrative sanctions/sanctions imposed on Issuers or Public Companies, members
of the Board of Commissioners and members of the Board of Directors, by the Financial Services
Authority and other authorities for the fiscal year (if any)
A.1.11.15 Informasi mengenai kode etik Perusahaan 742-745
Information regarding the Company code of ethics
A.1.11.15.a Pokok-pokok kode etik 742
Code of ethics content
A.1.11.15.b Bentuk sosialisasi kode etik dan upaya penegakannya 744
Form of code of ethics socialization and enforcement efforts
A.1.11.15.c Pernyataan bahwa kode etik berlaku bagi anggota Direksi, anggota Dewan Komisaris, dan karyawan 743-744
Perusahaan
Statement that the code of ethics applies to members of the Board of Directors, Board of Commissioners,
and employees of the Company
A.1.11.16 Dalam hal terdapat pemberian kompensasi berupa program kepemilikan saham oleh manajemen 393-394
(management stock ownership program/MSOP) dan/atau program kepemilikan saham oleh karyawan 735
(employee stock ownership program/ESOP), informasi yang diungkapkan paling sedikit memuat: (atas
point A.1.11.16)
If there is compensation provided in the form of a share ownership program by management
(management stock ownership program/MSOP) and/or an employee stock ownership program (ESOP),
the information disclosed must contain at least (at point A.1.11.16)
A.1.11.16.a Uraian singkat mengenai kebijakan pemberian kompensasi jangka panjang berbasis kinerja kepada 393-394
manajemen dan/atau karyawan yang dimiliki oleh Perusahaan (jika ada), antara lain berupa program 735
kepemilikan saham oleh manajemen (management stock ownership program/MSOP) dan/atau
program kepemilikan saham oleh karyawan (employee stock ownership program/ESOP)
A brief description of the policy of providing long-term performance-based compensation to
management and/or employees owned by the Issuer or Public Company (if any), including the
management stock ownership program (MSOP) and/or employee stock ownership program (ESOP);
A.1.11.16.b Apakah terdapat pemberian kompensasi jangka panjang berbasis kinerja kepada manajemen dan/atau 735
karyawan dalam tahun buku?
Is there long-term performance-based compensation provided to management and/or employees in
the fiscal year?
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 815
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.11.16.c Dalam hal terdapat pemberian kompensasi berupa program kepemilikan saham oleh manajemen 393-394
(management stock ownership program/MSOP) dan/atau program kepemilikan saham oleh karyawan 735
(employee stock ownership program/ESOP), informasi yang diungkapkan paling sedikit memuat:
In terms of providing compensation in the form of a management stock ownership program (MSOP)
and/or an employee stock ownership program (ESOP), the information disclosed must at least contain:
A.1.11.16.c1 Jumlah saham dan/atau opsi 394
Number of shares and/or options
A.1.11.16.c2 Jangka waktu pelaksanaan 394
Implementation period
A.1.11.16.c3 Persyaratan karyawan dan/atau manajemen yang berhak 394
Requirements for eligible employees and/or management
A.1.11.16.c4 Harga pelaksanaan atau penentuan harga pelaksanaan 394
Exercise price or determination of exercise price
A.1.11.17 Uraian singkat mengenai kebijakan pengungkapan informasi mengenai 740
Brief description of the information disclosure policy regarding
A.1.11.17.a Kepemilikan saham anggota Direksi dan anggota Dewan Komisaris paling lambat 3 (tiga) hari kerja 247-248
setelah terjadinya kepemilikan atau setiap perubahan kepemilikan atas saham Perusahaan Terbuka 553
Share ownership of members of the Board of Directors and members of the Board of Commissioners 578
no later than 3 (three) working days after the occurrence of ownership or any change in ownership of
shares of a Public Company
A.1.11.17.b Pelaksanaan atas kebijakan dimaksud 247-248
Implementation of the policy in question 740
A.1.11.18 Uraian mengenai sistem pelaporan pelanggaran (whistleblowing system) di Perusahaan: 762-766
Description of the whistleblowing system in the Company
A.1.11.18.a Cara penyampaian laporan pelanggaran 764
Violation report submission
A.1.11.18.b Perlindungan bagi pelapor 765
Protection for whistleblowers
A.1.11.18.c Penanganan pengaduan 765
Complaint handling
A.1.11.18.d Pihak yang mengelola pengaduan 765-766
Parties managing the complaint
A.1.11.18.e Hasil dari penanganan pengaduan: 766
Complaint handling results:
A.1.11.18.e1 Jumlah pengaduan yang masuk dan diproses dalam tahun buku 766
Number of complaints received and processed during the fiscal year
A.1.11.18.e2 Tindak lanjut pengaduan 766
Complaint follow up
A.1.11.18.e3 Catatan: Dalam hal Perusahaan tidak memiliki sistem pelaporan pelanggaran (whistleblowing system), -
maka diungkapkan mengenai hal tersebut. (atas point A.1.11.18)
Note: If the Company does not have a whistleblowing system, this matter must be disclosed. (at point
A.1.11.18)
A.1.11.19 Uraian mengenai kebijakan anti korupsi Perusahaan 746-748
Description of the anti-corruption policy of the Company
A.1.11.19.a Program dan prosedur yang dilakukan 746-748
Programs and procedures implemented
A.1.11.19.b Pelatihan/sosialisasi anti korupsi kepada karyawan Perusahaan 746-747
Anti-corruption training/socialization to employees of the Company
A.1.11.19.c Catatan: Dalam hal Perusahaan tidak memiliki kebijakan anti korupsi, maka dijelaskan alasan tidak -
dimilikinya kebijakan dimaksud (atas point A.1.11.19)
Note: If the Company does not have an anti-corruption policy, the reasons for not having the said
policy must be explained (at point A.1.11.19)
A.1.11.20a Penerapan atas pedoman governansi Perusahaan Terbuka bagi Emiten yang menerbitkan efek bersifat 472-478
ekuitas atau Perusahaan Publik, meliputi:
Implementation of Code of Corporate Governance guidelines by the Issuer that issues equity securities
or the Public Company, including:
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Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
A.1.11.20a.a Pernyataan mengenai rekomendasi yang telah dilaksanakan 472-478
Statement regarding recommendations have been implemented
A.1.11.20a.b Bukti/penjelasan yang menunjukkan bahwa perusahaan telah menerapkan rekomendasi tersebut 472-478
Evidence/explanation showing that the company has implemented these recommendations
A.1.11.20a.c Penjelasan atas rekomendasi yang belum dilaksanakan, disertai alasan dan alternatif 472-478
Description of the recommendations that have not been implemented, the reasons, and the
implementation alternatives
A.1.11.20b Pengungkapan terkait penerapan atas pedoman governansi Perusahaan dengan pendekatan "comply 483-489
or explain" atau "apply or explain", meliputi:
Disclosures related to the implementation of the Company's governance guidelines using the "comply
or explain" or "apply or explain" approach, include:
A.1.11.20b.a Pernyataan mengenai rekomendasi yang telah dilaksanakan 484-489
Statement regarding recommendations have been implemented
A.1.11.20b.b Bukti/penjelasan yang menunjukkan bahwa perusahaan telah menerapkan rekomendasi tersebut 484-489
Evidence/explanation showing that the company has implemented these recommendations
A.1.11.20b.c Penjelasan atas rekomendasi yang belum dilaksanakan, disertai alasan dan alternatif 484-489
Description of the recommendations that have not been implemented, the reasons, and the
implementation alternatives
Bonus & Penalti
Bonus & Penalty
B.A Pertanyaan Bonus
Bonus Question
B.A.1 Jenis keputusan yang memerlukan persetujuan Dewan Komisaris (PUGKI 1.3.2) 564-566
Types of decisions that require approval from the Board of Commissioners (PUGKI 1.3.2)
B.A.2 Rincian tugas Komisaris Utama (PUGKI 1.3.13.1) 539-541
Details of the duties of the President Commissioner (PUGKI 1.3.13.1)
B.A.3 Tanggung jawab Komite Audit dalam pemberian rekomendasi atas penunjukan dan pemberhentian 613
auditor eksternal (ASEAN CG Score Card E.2.24)
Responsibility of the Audit Committee in providing recommendations for the appointment and dismissal
of external auditors (ASEAN CG ScoreCard E.2.24)
B.A.4 Sertifikasi profesi (misalnya dalam bidang Risiko, Akuntansi, Perpajakan, IT, Hukum) yang dimiliki oleh 185-199
(Kriteria tambahan ARA 2019)
Professional certification (for example in the sector of Risk, Accounting, Taxation, IT, Law) held by
(2019 ARA additional criteria)
B.A.4.a Komite Audit 185-186
Audit Committee
B.A.4.b Komite Nominasi dan Remunerasi 187
Nomination and Remuneration Committee
B.A.4.c Komite Manajemen Risiko 187
Risk Management Committee
B.A.4.d Komite Lainnya 188-199
Other Committee
B.A.5 Deskripsi proses governansi terkait isu IT termasuk disruption (gangguan), cyber security (keamanan 772-773
dunia maya), dan disaster recovery (pemulihan bencana) untuk memastikan semua risiko utama telah
diidentifikasi, dikelola, dan dilaporkan pada Direksi (ASEAN CG Score Card B.E.5.1)
Description of governance processes related to IT issues including disruption, cyber security, and
disaster recovery to ensure all major risks have been identified, managed, and reported to the Board
of Directors (ASEAN CG Score Card B.E.5.1)
B.A.6 Kebijakan untuk mencegah terjadinya insider trading. (Aturan yang jelas mengenai perdagangan apa 767
pun dalam saham korporasi yang dilakukan oleh Direktur, Komisaris dan orang dalam untuk memastikan
bahwa siapapun tidak boleh mendapatkan keuntungan secara langsung atau tidak langsung dari
informasi yang tidak/belum tersedia di pasar) (PUKGI 7.2.3)
Policy to prevent insider trading. (Clear rules regarding any trading in corporate shares carried out by
Directors, Commissioners and insiders to ensure that anyone cannot profit directly or indirectly from
information that is not/not yet available on the market) (PUKGI 7.2.3)
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 817
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Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
B.A.7 Kebijakan penghargaan/kompensasi yang memperhitungkan kinerja perusahaan jangka panjang 735
(ASEAN CG Score Card C.3.3)
Reward/compensation policy that takes into account long-term company performance (ASEAN CG
Score Card C.3.3)
B.A.8 Kebijakan untuk melakukan penelaahan dan persetujuan transaksi dengan pihak berelasi yang material/ 403-410
signifikan (ASEAN CG Score Card D.3.1)
Policy for reviewing and approving transactions with material/significant related parties (ASEAN CG
Score Card D.3.1)
B.A.9 Kebijakan terkait perencanaan atas suksesi anggota Direksi dan manajemen kunci (ASEAN CG Score 637-638
Card E.5.3)
Policy related to planning for the succession of members of the Board of Directors and key management
(ASEAN CG Score Card E.5.3)
B.A.10.a Kerangka pelaporan berkelanjutan yang diakui secara internasional (contoh: GRI, Integrated Reporting, 776
SASB) yang diadopsi oleh Perusahaan
Internationally recognized sustainability reporting framework (e.g. GRI, Integrated Reporting, SASB)
adopted by the Company
B.B.0 Pertanyaan Tambahan
Additional Questions
B.B.2 Pengungkapan kerangka governansi, pengelolaan dan pengendalian aspek perpajakan di perusahaan 776-777
(GRI)
Disclosure of governance framework, management and control of tax aspects in companies (GRI)
Penjelasan: Berkaitan dengan kerangka governansi, pengelolaan, dan pengendalian aspek perpajakan
di Perseroan, termuat dalam Laporan Keberlanjutan.
Explanation: Relating to the governance framework, management, and control of taxation aspects in
the Company, contained in the Sustainability Report.
B.B Pertanyaan Penalti
Penalty Question
B.C.1 Tanggal penerbitan Laporan Keuangan Tahunan (ASEAN CG Score Card B.D.1.1 & Peraturan OJK) 820-1029
Date of publication of Annual Financial Report (ASEAN CG Score Card B.D.1.1 & OJK Regulations)
Penjelasan: Laporan Keuangan dirilis tanggal 3 Maret 2026, sesuai dengan Penyampaian Perseroan ke
Otoritas Jasa Keuangan dan Bursa Efek Indonesia
Explanation: Financial Statements released on March 3, 2026, in accordance with the Company's
Submission to the Financial Services Authority and the Indonesia Stock Exchange.
B.C.2 Tanggal penerbitan Laporan Tahunan (ASEAN CG Score Card B.D.1.1 & Peraturan OJK) 65, 83, 86-87
Annual Report publication date (ASEAN CG Score Card B.D.1.1 & OJK Regulations)
B.C.3 Opini auditor independen atas laporan keuangan perusahaan 825
Independent auditor's opinion on the company's financial statements (wajar dalam
semua hal yang
material)
B.C.4 Apakah terjadi perdagangan orang dalam yang melibatkan Direksi/Komisaris, manajemen dan 767
karyawan dalam tiga tahun terakhir? (ASEAN CG Score Card P.B.1.1)
Is there any insider trading involving Directors/Commissioners, management and employees in the last
three years? (ASEAN CG Score Card P.B.1.1)
B.C.5 Apakah ada kasus ketidakpatuhan terhadap hukum, aturan dan peraturan yang berkaitan dengan 735
transaksi pihak berelasi yang signifikan atau material dalam tiga tahun terakhir? (ASEAN CG Score
Card P.B.2.1)
Are there any cases of non-compliance with laws, rules, and regulations related to significant or
material related party transactions in the last three years? (ASEAN CG Score Card P.B.2.1)
B.C.6 Apakah telah terjadi pelanggaran hukum apa pun yang berkaitan dengan masalah perburuhan/ 738
ketenagakerjaan/konsumen/kepailitan/komersial/persaingan atau lingkungan (P.C.1.1)
Are there any legal violations related to labor/employment/consumer/insolvency/commercial/
competition or environmental issues? (P.C.1.1)
B.C.7 Apakah Perusahaan menghadapi sanksi dari regulator karena tidak membuat pengumuman dalam 738
jangka waktu yang ditentukan untuk peristiwa penting (material event)? (ASEAN CG Score Card
P.C.2.1)
Does the Company face sanctions from regulators for not making an announcement within the
specified time period for a material event? (ASEAN CG Score Card P.C.2.1)
B.C.8 Apakah Perusahaan memperoleh putusan bersalah dari pengadilan pajak tertinggi terkait masalah 739
perpajakan apapun selama tiga tahun terakhir?
Does the Company receive a guilty verdict from the highest tax court regarding any tax matters during
the last three years?
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Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
B.C.9 Apakah ada bukti bahwa Perusahaan tidak mematuhi aturan dan peraturan pencatatan apa pun selama 738
setahun terakhir selain dari aturan pengungkapan? (P.E.1.1)
Is there any evidence that the Company has not complied with any listing rules and regulations during
the past year other than disclosure rules? (PE.1.1)
Pertanyaan Bonus Terkait Tema Annual Report Award 2025
1. Jelaskan bagaimana governansi Perusahaan memastikan bahwa prinsip integritas dan keberlanjutan 57
terintegrasi secara substantif dalam perumusan strategi jangka panjang, sehingga memperkuat 80
ketahanan usaha dan kemampuan Perusahaan dalam menciptakan nilai berkelanjutan di tengah
dinamika lingkungan bisnis yang terus berubah.
Explain how the Company’s governance ensures that the principles of integrity and sustainability
are substantively integrated into the formulation of long-term strategy, thereby strengthening the
Company’s business resilience and its ability to create sustainable value amidst the ever-changing
dynamics of the business environment.
Penjelasan: Perseroan secara substantif mengintegrasikan prinsip integritas dan keberlanjutan ke
dalam strategi korporasi melalui Road Map ESG 2025–2029 dan Pilar Keberlanjutan. Governansi
Perusahaan memastikan hal ini melalui visi baru "Inovasi menuju peningkatan nilai yang berkelanjutan"
yang dituangkan dalam Rencana Jangka Panjang Perusahaan (RJPP) 2025–2029. Strategi ini
mencakup transformasi menjadi Integrated Mobility Company yang berfokus pada pengembangan
infrastruktur berkelanjutan, termasuk green toll road, guna memperkuat ketahanan usaha di tengah
dinamika industri
Explanation: The Company has substantively integrated the principles of integrity and sustainability
into its corporate strategy through the 2025–2029 ESG Roadmap and the Sustainability Pillars.
Corporate Governance ensures this through the new vision ‘Innovation towards sustainable value
creation’, as set out in the Company’s Long-Term Plan (RJPP) 2025–2029. This strategy encompasses
the transformation into an Integrated Mobility Company focused on the development of sustainable
infrastructure, including green toll roads, to strengthen business resilience amidst industry dynamics
2. Uraikan bagaimana peran governansi perusahaan mendorong pembentukan nilai integritas dan 17
keberlanjutan yang tercermin dalam budaya perusahaan, serta bagaimana nilai dan budaya tersebut 80
diimplementasikan secara konsisten dalam proses bisnis dan kegiatan operasional di seluruh lini
organisasi.
Explain how corporate governance plays a role in fostering the values of integrity and sustainability, as
reflected in the corporate culture, and how these values and culture are consistently implemented in
business processes and operational activities across the organisation.
Penjelasan: Governansi perusahaan mendorong nilai integritas melalui penerapan tata nilai
AKHLAK sebagai landasan perilaku seluruh karyawan. Untuk mempercepat transformasi, pimpinan
meluncurkan budaya kerja JSMR MOVE (Modern, Optimistic, Valuable, Excellent) yang bertujuan
memperkuat operational excellence dan menjaga kepercayaan publik. Nilai-nilai ini diimplementasikan
secara konsisten melalui berbagai governance soft structure seperti Code of Conduct (CoC), Sistem
Manajemen Anti Penyuapan (SMAP) ISO 37001, dan kebijakan Anti-Fraud yang berlaku mengikat di
seluruh lini organisasi.
Explanation: Corporate governance promotes integrity by implementing the AKHLAK values as the
foundation for all employees’ conduct. To accelerate this transformation, management has launched
the JSMR MOVE (Modern, Optimistic, Valuable, Excellent) work culture, which aims to strengthen
operational excellence and maintain public trust. These values are consistently implemented through
various soft governance structures such as the Code of Conduct (CoC), the ISO 37001 Anti-Bribery
Management System (ABMS), and binding anti-fraud policies across all levels of the organisation.
3. Jelaskan bagaimana pimpinan perusahaan memastikan bahwa Perusahaan memiliki pemahaman yang 3
memadai serta kesiapan yang komprehensif—termasuk pada aspek prosedur dan sistem informasi— 676-677
untuk memenuhi kewajiban pengungkapan keberlanjutan sesuai dengan Standar Pengungkapan
Keberlanjutan (SPK 1 dan SPK 2), serta bagaimana kesiapan tersebut telah terinternalisasi dalam
proses pelaporan berdasarkan empat pilar utama: Governance, Strategy, Risk Management, dan
Metrics & Targets.
Explain how the company’s management ensures that the Company has an adequate understanding
and comprehensive readiness—including in terms of procedures and information systems—to meet its
sustainability disclosure obligations in accordance with the Sustainability Disclosure Standards (SPK 1
and SPK 2), and how this preparedness has been integrated into the reporting process based on the
four key pillars: Governance, Strategy, Risk Management, and Metrics & Targets.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 819
Page 820
01 02 03 04 05
Ikhtisar Kinerja Utama Laporan Manajemen Profil Perusahaan Analisa dan Pembahasan Manajemen Fungsi Penunjang Bisnis
Main Performace Highlights Management Report Company Profile Management Discussion and Analysis Business Support Functions
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
Penjelasan: Pimpinan memastikan kesiapan komprehensif melalui program pelatihan dan sertifikasi
teknis, seperti Certified Sustainability Reporting Specialist dan Certificate in Climate Finance (CertCF)
untuk membekali personel dengan pemahaman standar pelaporan terbaru. Perseroan membentuk
Komite Sustainability (evolusi dari Komite TJSL) untuk memperkuat tata kelola keberlanjutan dan
mengeksekusi Road Map ESG. Kesiapan ini terinternalisasi dalam empat pilar:
• Governance: Struktur Komite Sustainability yang bertanggung jawab langsung kepada Direksi.
• Strategy: Penajaman strategi untuk mencakup seluruh aspek ESG dan risiko iklim.
• Risk Management: Integrasi risiko keberlanjutan dan iklim ke dalam manajemen risiko korporasi.
• Metrics & Targets: Penetapan target dekarbonisasi nasional dan inisiatif berkelanjutan yang
terukur.
Explanation: Management ensures comprehensive readiness through training programmes and
technical certifications, such as the Certified Sustainability Reporting Specialist and the Certificate
in Climate Finance (CertCF), to equip staff with an understanding of the latest reporting standards.
The Company has established a Sustainability Committee (an evolution of the TJSL Committee) to
strengthen sustainability governance and execute the ESG Roadmap. This readiness is embedded
within four pillars:
• Governance: A Sustainability Committee structure reporting directly to the Board of Directors.
• Strategy: Sharpening the strategy to cover all aspects of ESG and climate risk.
• Risk Management: Integration of sustainability and climate risks into corporate risk management.
• Metrics & Targets: Setting national decarbonisation targets and measurable sustainable initiatives.
4. Jelaskan bagaimana pimpinan Perusahaan memastikan keandalan, konsistensi, dan kredibilitas 732
pelaporan keuangan, laporan tahunan, serta pengungkapan keberlanjutan melalui sistem pengendalian 722
internal, mekanisme assurance, dan pengawasan yang efektif, sehingga mendukung pelaporan yang 60
berintegritas, transparan, dan akuntabel serta memperkuat kepercayaan pemangku kepentingan 616
dalam penciptaan nilai jangka panjang. 611
Explain how the Company’s management ensures the reliability, consistency and credibility of 537
financial reporting, annual reports and sustainability disclosures through effective internal control 540
systems, assurance mechanisms and oversight, thereby supporting reporting that is integrity-driven,
transparent and accountable, and strengthening stakeholder confidence in the creation of long-term
value.
Penjelasan: Jasa Marga menerapkan praktik governansi yang terintegrasi dengan manajemen risiko
dan sistem manajemen kepatuhan yang efektif. Pimpinan Perseroan juga menjamin kredibilitas
pelaporan melalui sistem pengawasan yang berlapis:
Explanation: Jasa Marga implements governance practices that are integrated with effective risk
management and compliance management systems. The Company’s management also ensures the
credibility of its reporting through a multi-layered oversight system:
• Sistem Pengendalian Internal: Penerapan Internal Control over Financial Reporting (ICoFR) dan 732
Sistem Pengendalian Internal Pemerintah (SPIP) untuk menjamin keandalan data. 722
Internal Control System: Implementation of Internal Control over Financial Reporting (ICoFR) and
the Government Internal Control System (SPIP) to ensure data reliability.
820 Laporan Tahunan 2025 Annual Report PT Jasa Marga (Persero) Tbk
Page 821
06 07 08
Tata Kelola Perusahaan Tanggung Jawab Sosial Perusahaan Referensi POJK, SEOJK, dan Kriteria ARA
Good Corporate Governance Corporate Social Responsibility Reference of POJK, SEOJK, and ARA Criteria
Nomor Pertanyaan ARA Halaman
Number ARA Question Page
• Mekanisme Assurance: Laporan Keuangan diaudit oleh Kantor Akuntan Publik (KAP) dengan opini 60
Wajar Tanpa Pengecualian. Selain itu, terdapat pengungkapan bahwa Laporan Keberlanjutan telah 616
diverifikasi secara eksternal (externally assured).
Assurance Mechanism: The Financial Statements are audited by a Public Accounting Firm (PAF)
and issued with an unqualified opinion. In addition, it is disclosed that the Sustainability Report has
been externally verified (externally assured).
• Pengawasan Efektif: Peran aktif Dewan Komisaris dan Komite Audit dalam memantau kepatuhan 611
serta penandatanganan Surat Pernyataan Tanggung Jawab oleh seluruh jajaran Direksi dan 537
Dewan Komisaris atas kebenaran isi laporan tahunan. 540
Effective Oversight: The active role of the Board of Commissioners and the Audit Committee in
monitoring compliance, as well as the signing of a Statement of Responsibility by all members
of the Board of Directors and the Board of Commissioners regarding the accuracy of the annual
report.
PT Jasa Marga (Persero) Tbk Laporan Tahunan 2025 Annual Report 821
Page 822
09 Laporan Keuangan
Konsolidasian
Consolidated Financial Statement
Laporan Keuangan Konsolidasian PT Jasa Marga (Persero) Tbk
31 Desember 2025 telah dirilis tanggal 3 Maret 2026, sesuai
dengan Penyampaian Perseroan ke Otoritas Jasa Keuangan,
Bursa Efek Indonesia dan website Perseroan.
The Consolidated Financial Statements of PT Jasa Marga (Persero) Tbk as of
31 December 2025 were released on 3 March 2026, in accordance with the
Company’s submission to the Financial Services Authority, the Indonesia Stock
Exchange, and the Company’s official website.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk DAN ENTITAS ANAK AND SUBSIDIARIES Laporan Keuangan Konsolidasian Consolidated Financial Statements Untuk Tahun-tahun yang Berakhir pada For the Years Ended Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
Daftar Isi Table of Contents
Halaman/
Pages
Surat Pernyataan Direksi Directors Statement Letter
Laporan Auditor Independen Independent Auditors Report
Laporan Keuangan Konsolidasian Consolidated Financial Statements
Untuk Tahun-tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
Laporan Posisi Keuangan Konsolidasian ...................... 1 3 ............. Consolidated Statements of Financial Position
Laporan Laba Rugi dan Penghasilan Consolidated Statements of Profit or Loss
Komprehensif Lain Konsolidasian............................. 4 ........................and Other Comprehensive Income
Laporan Perubahan Ekuitas Konsolidasian .................. 5 ............ Consolidated Statements of Changes in Equity
Laporan Arus Kas Konsolidasian .................................. 6 ....................... Consolidated Statements of Cash Flows
Catatan atas Laporan Keuangan Konsolidasian .............7 198 Notes to the Consolidated Financial Statement
1
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN POSISI KEUANGAN KONSOLIDASIAN CONSOLIDATED STATEMENTS OF FINANCIAL POSITION
0B
31 Desember 2025 dan 2024
1B
December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
Catatan/
Notes 2025 2024 *) 2023 *)
ASET ASSETS
ASET LANCAR CURRENT ASSETS
2.e, 2.f 2.q, 2.u,
Kas dan setara kas 6.750.913 5.123.252 4.696.437 Cash and cash equivalents
4, 43, 47.a
2.f, 2.q, 5, 47.a,
Investasi jangka pendek 24.458 22.791 1.360.795 Short-term investments
47.e
2.f, 2.q, 6,39, 40,
Piutang lain-lain Other receivables
47.a
Pihak berelasi 43, 47.a 542.175 350.154 344.225 Related parties
Pihak ketiga 47.a 856.065 820.213 953.954 Third parties
Persediaan 2.g, 7 167.233 147.978 119.490 Inventories
Biaya dibayar di muka dan uang muka 8 107.197 109.588 99.312 Prepaid expenses and advances
Pajak dibayar di muka 2.o, 18.a 302.283 135.854 134.956 Prepaid taxes
2.e, 2.f, 2.q, 9,
Dana dibatasi penggunaannya 518.346 487.735 558.326 Restricted funds
43, 47.a
TOTAL ASET LANCAR 9.268.670 7.197.565 8.267.495 TOTAL CURRENT ASSETS
ASET TIDAK LANCAR NON-CURRENT ASSETS
2.d, 2.f 2.q, 6, 43,
Piutang lain-lain - pihak berelasi 341.071 312.946 275.000 Other receivables - related parties
47.a
2.e, 2.f, 2.q, 9,
Dana dibatasi penggunaannya 401.671 232.738 292.783 Restricted funds
43, 47.a
Aset pajak tangguhan 2.o, 18.c 74.200 67.529 62.878 Deferred tax assets
Investasi pada entitas asosiasi dan Investment in associates and
ventura bersama - neto 2.h, 10 5.923.773 5.608.831 5.201.567 joint ventures - net
Aset tetap - neto 2.i, 2.n, 3, 11 643.799 508.170 478.377 Fixed asset - net
Properti investasi - neto 2.j, 3.a, 12 1.012.267 979.181 751.557 Investment properties - net
Aset takberwujud - neto Intangible assets - net
Hak pengusahaan jalan tol 2.l, 3.b, 13 140.973.316 132.004.237 117.260.627 Toll road concession rights
Lainnya 2.k, 14 89.027 88.278 109.574 Others
Goodwill 2.d, 2.m, 15 41.849 41.849 41.849 Goodwill
2.q, 16, 47.a,
Aset keuangan lainnya - neto 246.587 259.846 246.677 Other financial assets - net
47.e
Aset tidak lancar lainnya - neto 2.n, 17 979.055 1.415.350 1.720.475 Other non-current assets - net
Aset derivatif 2.q, 2.r - - 23.142 Derivative assets
TOTAL ASET TIDAK LANCAR 150.726.615 141.518.955 126.464.506 TOTAL NON-CURRENT ASSETS
TOTAL ASET 159.995.285 148.716.520 134.732.001 TOTAL ASSETS
*) Disajikan kembali, lihat Catatan 51 *) Restated, see Note 51
*) Direklasifikasi, lihat Catatan 52 *) Reclassified, see Note 52
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes from an integral part of these
laporan keuangan konsolidasian secara keseluruhan. consolidated financial statements taken as a whole.
1
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN POSISI KEUANGAN KONSOLIDASIAN CONSOLIDATED STATEMENTS OF FINANCIAL POSITION
2B
31 Desember 2025 dan 2024
3B1
December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
Catatan/
Notes 2025 2024 *) 2023 *)
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES
2.f, 2.q, 19, 43,
Utang usaha 71.936 151.278 256.768 Accounts payable
47.c
2.f, 2.q, 20, 43,
Utang kontraktor 402.940 494.361 560.316 Contractors payable
47.c
Utang pajak 2.o, 18.b 419.456 1.807.837 372.957 Taxes payable
Beban akrual 2.q, 22, 43, 47.c 9.367.488 11.403.302 9.973.402 Accrued expenses
Utang bank 2.f, 2.q, 23, 43 57.559 630.868 4.530.690 Bank loans
2.f, 2.q, 24, 43,
Utang lembaga keuangan bukan bank - - 908.102 Non-bank financial institutions loan
47.c
Liabilitas jangka panjang yang Current maturities of
jatuh tempo dalam satu tahun: long-term liabilities:
2.f, 2.q, 23, 43,
Utang bank 3.622.723 4.882.857 5.072.042 Bank loans
47.c
2.f, 2.q, 24, 43,
Utang lembaga keuangan bukan bank - - 200.000 Non-bank financial institutions loan
47.c
Utang obligasi 2.q, 25, 47.c - 286.000 - Bonds payable
Liabilitas pembebasan tanah 2.f, 2.q, 26, 47.c - - 1.298.845 Land acquisition liabilities
Liabilitas sewa 2.n, 3.b, 27, 47.c 87.593 64.199 75.364 Lease liabilities
Provisi pelapisan jalan tol 2.l, 2.w, 3.b, 28 716.991 728.154 541.854 Provision for overlay
Pendapatan diterima dimuka 29 130.663 104.112 46.724 Unearned revenue
Liabilitas imbalan kerja 2.p, 30 53.761 45.228 1.794 Employee benefits liability
2.f, 2.q, 21, 43,
Liabilitas keuangan jangka pendek lainnya 1.064.745 968.023 956.199 Other short-term financial liabilities
47.c
TOTAL LIABILITAS JANGKA PENDEK 15.995.855 21.566.219 24.795.057 TOTAL CURRENT LIABILITIES
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES
Liabilitas pajak tangguhan 2.o, 18.c 5.607.408 5.229.244 5.714.154 Deferred tax liabilities
2.f, 2.q, 20, 43,
Utang kontraktor jangka panjang 1.375.330 967.428 681.879 Long-term contractors payable
47.c
2.f, 2.q, 22, 43,
Beban akrual jangka panjang 712.202 700.629 715.029 Long-term accrued expenses
47.c
Liabilitas jangka panjang - setelah Long-term liabilities - net of
dikurangi
dikurangi bagian
bAIian yang
yang jatuh
jatuh current maturities:
tempo
tempo dalam
dalam satu
satu tahun:
tahun:
Utang bank 2.f, 2.q, 23, 43 68.800.868 57.178.416 59.419.323 Bank loans
2.f, 2.q, 24, 43,
Utang lembaga keuangan bukan bank - 272.000 - Non-bank financial institutions loan
47.c, 47.e
Utang obligasi 2.q, 25, 47.c 2.536.062 1.538.161 897.353 Bonds payable
2.f, 2.q, 26, 43,
Liabilitas pembebasan tanah 108.292 109.008 251.067 Land acquisition liabilities
47.c
Liabilitas sewa 2.n, 3.b, 27, 47.c 101.997 59.819 57.385 Lease liabilities
Provisi pelapisan jalan tol 2.l, 2.w, 3.b, 28 670.741 683.207 731.649 Provision for overlay
Pendapatan diterima dimuka 29 66.326 70.594 73.683 Unearned revenue
Liabilitas imbalan kerja Long-term employee benefits
jangka panjang 2.p, 30 1.346.780 1.261.969 1.316.108 liabilities
Liabilitas derivatif 2.q, 2.r - - 67.171 Derivative liabilities
Liabilitas jangka panjang lainnya 2.q 311.707 246.585 284.309 Other long term liabilities
TOTAL LIABILITAS JANGKA PANJANG 81.637.713 68.317.060 70.209.110 TOTAL NON-CURRENT LIABILITIES
TOTAL LIABILITAS 97.633.568 89.883.279 95.004.167 TOTAL LIABILITIES
*) Disajikan kembali, lihat Catatan 51 *) Restated, see Note 51
*) Direklasifikasi, lihat Catatan 52 *) Reclassified, see Note 52
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes from an integral part of these
laporan keuangan konsolidasian secara keseluruhan. consolidated financial statements taken as a whole.
2
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN POSISI KEUANGAN KONSOLIDASIAN CONSOLIDATED STATEMENTS OF FINANCIAL POSITION
2B
31 Desember 2025 dan 2024
3B1
December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
Catatan/
Notes 2025 2024 *) 2023 *)
EKUITAS EQUITY
Ekuitas yang Dapat Diatribusikan Equity Attributable to
kepada Pemilik Entitas Induk Owners of the Parent Entity
Modal saham - nilai nominal Rp500 Capital stock - Rp500 par value
(rupiah penuh) per saham (full amount) per share
Modal dasar 19.040.000.000 saham Authorized - 19,040,000,000 shares
Modal ditempatkan dan disetor Issued and fully paid - 1 series A
penuh - 1 saham seri A Dwiwarna Dwiwarna share and
dan 7.257.871.199 saham seri B 31 3.628.936 3.628.936 3.628.936 7,257,871,199 series B shares
Tambahan modal disetor - neto 32 3.997.085 3.997.085 3.997.085 Additional paid in capital - net
Selisih atas transaksi entitas Difference from non-controlling
non-pengendali 1.955.333 1.955.333 (58.004) interest transaction
Saldo laba Retained earnings
Telah ditentukan penggunaannya 8.971.304 8.971.304 8.971.304 Appropriated
Belum ditentukan penggunaannya 20.481.497 17.955.853 13.697.655 Unappropriated
Penghasilan komprehensif lain: Other comprehensive income:
Kerugian yang belum direalisasi Unrealized loss on
dari aset keuangan pada nilai wajar (1.352.992) (1.344.089) (1.166.806) financial assets at fair value
Pengukuran nilai wajar Measurement of fair value
derivatif lindung nilai arus kas - - (50.677) derivative for cashflow hedge
Pengukuran kembali liabilitas imbalan Remeasurements of long-term
kerja jangka panjang 2.p (1.325.549) (1.130.887) (1.134.999) employee benefits liability
Diatribusikan kepada Net Equity Attributable to
Pemilik Entitas Induk 36.355.614 34.033.535 27.884.494 Owners of the Parent Entity
Kepentingan Non-Pengendali 34.a 26.006.103 24.799.706 11.843.340 Non-Controlling Interests
TOTAL EKUITAS 62.361.717 58.833.241 39.727.834 TOTAL EQUITY
TOTAL LIABILITAS DAN TOTAL LIABILITIES AND
EKUITAS 159.995.285 148.716.520 134.732.001 EQUITY
*) Disajikan kembali, lihat Catatan 51 *) Restated, see Note 51
*) Direklasifikasi, lihat Catatan 52 *) Reclassified, see Note 52
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes from an integral part of these
laporan keuangan konsolidasian secara keseluruhan. consolidated financial statements taken as a whole.
3
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF PROFIT
KOMPREHENSIF LAIN KONSOLIDASIAN OR LOSS AND OTHER COMPREHENSIVE INCOME
Untuk Tahun-tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
Catatan/
Notes 2025 2024 *)
PENDAPATAN REVENUES
Pendapatan tol 2.t, 35 18,153,333 17,222,334 Toll operating revenues
Pendapatan usaha lainnya 2.t, 35 1,657,891 1,511,810 Other operating revenues
Pendapatan konstruksi 2.t,3.a, 36 10,079,023 13,021,772 Construction revenue
Total 29,890,247 31,755,916 Total
BEBAN POKOK PENDAPATAN COST OF REVENUES
Beban tol dan usaha lainnya 2.t, 12, 13, 14, 37 (8,082,117) (7,495,137) Toll and other operating expenses
Beban konstruksi 2.t, 36 (10,021,420) (12,949,812) Construction expense
Total (18,103,537) (20,444,949)
LABA BRUTO 11,786,710 11,310,967 GROSS PROFIT
Penghasilan keuangan 2.t, 39 296,641 267,647 Finance income
Penghasilan lain-lain 2.t, 40 250,941 260,947 Other income
Beban umum dan administrasi 2.t, 11, 14, 22, 38 (2,482,336) (2,334,415) General and administrative expenses
Beban lain-lain 2.r, 2.t, 40 (152,155) (168,286) Other expenses
Beban pajak atas penghasilan keuangan 2.o, 39 (53,343) (47,759) Tax expense of finance income
Kerugian dari nilai wajar investasi jangka pendek 1.g - (144,002) Loss on fair value of short-term investments
Keuntungan dari Nilai Wajar Kombinasi Gain from Fair Value of Stepwise
Bisnis Bertahap 1.g - 186,407 Business Combination
Keuntungan dari pembelian dengan diskon 1.g - 176,271 Gain on bargain purchase
LABA USAHA 9,646,458 9,507,777 PROFIT FROM OPERATIONS
Biaya keuangan 2.q, 2.r, 41 (3,603,869) (4,026,337) Finance costs - net
Bagian atas laba neto entitas asosiasi dan Share in net gain of associates and
dan ventura bersama 2.h, 10 311,233 281,845 joint ventures
LABA SEBELUM PAJAK PENGHASILAN 6,353,822 5,763,285 PROFIT BEFORE INCOME TAX
BEBAN (MANFAAT) PAJAK PENGHASILAN INCOME (BENEFIT) TAX EXPENSE
Kini 2.o, 18.c (1,135,987) (962,010) Current
Tangguhan 2.o, 18.c (410,831) 804,360 Deferred
TOTAL BEBAN (MANFAAT) PAJAK TOTAL INCOME (BENEFIT) TAX
PENGHASILAN (1,546,818) (157,650) EXPENSE
LABA TAHUN BERJALAN 4,807,004 5,605,635 PROFIT FOR THE YEAR
BEBAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE EXPENSE
Pos-pos yang tidak akan direklasifikasi Items that will not be reclassified
ke laba rugi tahun berikutnya to profit or loss in subsequent year
Pengukuran kembali liabilitas imbalan Remeasurements of long-term
kerja jangka panjang (228,871) 5,010 employee benefits liability
Keuntungan (rugi) yang belum direalisasi dari Unrealized gain (loss) on other financial
aset keuangan lainnya pada nilai wajar 16 (15,644) 1,436 assets measured at fair value
Bagian atas laba (rugi) komprehensif lain atas Share in other comprehensive gain (loss) of
asosiasi dan ventura bersama (161) (649) associates and joint ventures
Pajak penghasilan terkait 18.c 39,856 42,867 Related tax
Subtotal pos-pos yang tidak akan Subtotal Item that will not be reclassified
direklasifikasi ke laba rugi tahun berikutnya 2.p, 30 (204,820) 48,664 to profit and loss in subsequent year
Pos-pos yang akan direklasifikasi Item that will be reclassified to profit
ke laba rugi tahun berikutnya and loss in subsequent year
Keuntungan yang belum direalisasi Unrealized gain on short term investment
investasi jangka pendek pada nilai wajar 5 1,405 (383,555) measured at fair value
Penyesuaian reklasifikasi atas Reclassification adjustment on
Investasi jangka pendek diukur nilai wajar 1.g - 144,002 short term investment measured at fair value
Pengukuran nilai wajar Measurement of fair value
derivatif lindung nilai arus kas 2.q, 2.r, 3.b - 53,555 derivative for cashflow hedge
Pajak penghasilan terkait 18.c (518) (38) Related tax
Subtotal pos-pos yang akan direklasifikasi Subtotal Item that will be reclassified to profit
ke laba rugi tahun berikutnya 887 (186,036) and loss in subsequent year
BEBAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE EXPENSE
TAHUN BERJALAN (203,933) (137,372) FOR THE YEAR
TOTAL PENGHASILAN TOTAL COMPREHENSIVE INCOME
KOMPREHENSIF TAHUN BERJALAN 4,603,071 5,468,263 FOR THE YEAR
Laba tahun berjalan yang dapat Profit for the year
diatribusikan kepada: attributable to:
Pemilik entitas induk 3,659,535 4,533,007 Owners of the parent entity
Kepentingan non-pengendali 1,147,469 1,072,628 Non-controlling interest
TOTAL 4,807,004 5,605,635 TOTAL
Total penghasilan komprehensif tahun Total comprehensive income for the year
berjalan yang dapat diatribusikan kepada: attributable to:
Pemilik entitas induk 3,455,970 4,414,990 Owners of the parent entity
Kepentingan non-pengendali 34.b 1,147,101 1,053,273 Non-controlling interest
TOTAL 4,603,071 5,468,263 TOTAL
LABA PER SAHAM (RUPIAH PENUH) 2.s, 42 504 625 EARNINGS PER SHARE (FULL RUPIAH)
*) Disajikan kembali, lihat Catatan 51 *) Restated, see Note 51
*) Direklasifikasi, lihat Catatan 52 *) Reclassified, see Note 52
Catatan terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes from an integral part of these
laporan keuangan konsolidasian secara keseluruhan. consolidated financial statements taken as a whole.
4
Page 838
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah unless otherwise stated)
Ekuitas yang Dapat Diatribusikan kepada Pemilik Entitas Induk/ Equity Attributable to Owners of the Parent Entity
Penghasilan (Beban) Komprehensif Lain/ Other Comprehensive Income (Loss)
Keuntungan
(Kerugian) Pengukuran Pengukuran
Selisih Atas yang Belum Kembali Nilai Wajar Total Total Ekuitas
Transaksi Direalisasi dari Liabilitas Derivatif Penghasilan yang Dapat
Modal Entitas Non- Aset Keuangan Imbalan Kerja Lindung Nilai (Beban) Diatribusikan
Ditempatkan Tambahan Pengendali/ pada Nilai Wajar/ Jangka Panjang/ Arus Kas/ Komprehensif kepada Pemilik
dan Disetor Modal Difference Saldo Laba/ Retained Earnings Unrealized Remeasurements Measurement of Lain/ Entitas Induk/
Penuh/ Disetor - neto/ from Non- Telah Belum Gain (Loss) of Long-term Fair Value of Total Other Total Equity Kepentingan
Issued and Additional Controlling Ditentukan Ditentukan on Financial Employee Derivative Comprehensive Atributable to Non-Pengendali/ Total
Catatan/ Fully Paid Paid in Interest Penggunaannya/ Penggunaannya/ Total/ Assets at Benefits for Cashflow Income Owners of the Non-Controlling Ekuitas/
Notes Share Capital Capital - net Transaction Appropriated Unappropriated Total Fair Value Liability Hedge (Loss) Parent Entity Interests Total Equity
Saldo tanggal 1 Januari 2024 Balance as of January 1, 2024
(sebelum disajikan kembali) 3.628.936 3.997.085 (51.064) 8.971.304 13.697.655 22.668.959 (1.166.806) (1.134.999) (50.677) (2.352.482) 27.891.434 11.019.769 38.911.203 (before restated)
Dampak dari Bisnis Kombinasi Impact on common control
entitas Sepengendali - - (6.940) - - - - - - - (6.940) 823.571 816.631 business combination
Saldo tanggal 1 Januari 2024 Balance as of January 1, 2024
(disajikan kembali) 3.628.936 3.997.085 (58.004) 8.971.304 13.697.655 22.668.959 (1.166.806) (1.134.999) (50.677) (2.352.482) 27.884.494 11.843.340 39.727.834 (restated)
Pembagian dividen 33 - - - - (274.809) (274.809) - - - - (274.809) (150.196) (425.005) Distribution of dividend
Laba (rugi) tahun berjalan 42 - - - - 4.533.007 4.533.007 - - - - 4.533.007 1.072.628 5.605.635 Profit (loss) for the year
Setoran modal dari Capital contribution
entitas non-pengendali from non-controlling
kepada entitas anak - - - - - - - - - - - 3.149.486 3.149.486 interest in subsidiaries
Akuisisi saham entitas sepengendali 1.f, 50 - - - - - - - - - - - (9.659) (9.659) Acquisition of shares of controlling entities
Pelepasan saham anak perusahaan - - - - - - - - - - - 6.200.042 6.200.042 Disposal of Subsidiary Entities Shares
Selisih nilai transaksi Difference in value of transaction with
non-pengendali 34 - - 2.013.337 - - - - - - - 2.013.337 2.724.515 4.737.852 non-controlling interest
Penghasilan komprehensif lain: Other comprehensive income:
Pengukuran kembali liabilitas Remeasurements of long-term
imbalan kerja jangka panjang - - - - - - - 4.338 - 4.338 4.338 671 5.009 employee benefits liability
Efek Pajak Terkait - - - - - - - 358 - 358 358 1 359 Related Tax
Bagian atas laba (rugi) komprehensif Share in other comprehensive
lain atas asosiasi dan gain (loss)
ventura bersama - associates and joint ventures -
Pengukuran kembali liabilitas Remeasurements of long-term
imbalan kerja jangka panjang - - - - - - - (584) - (584) (584) (65) (649) employee benefits liability
Keuntungan (kerugian) yang
belum direalisasi dari aset Unrealized gain (loss) on
keuangan pada nilai wajar - - - - - - (214.572) - - (214.572) (214.572) (23.544) (238.116) financial assets at fair value
Efek Pajak Terkait - - - - - - 37.289 - - 37.289 37.289 5.181 42.470 Related Tax
Pengukuran nilai wajar derivatif Measurement of fair value
lindung nilai arus kas - - - - - - - - 55.154 55.154 55.154 (1.599) 53.555 derivative for cashflow hedge
Penghentian pengakuan instrumen measurement of fair value
derivatif - - - - - - - - (4.477) (4.477) (4.477) (11.095) (15.572) Derecognition of Derivative
Saldo tanggal 31 Desember 2024 3.628.936 3.997.085 1.955.333 8.971.304 17.955.853 26.927.157 (1.344.089) (1.130.887) - (2.474.976) 34.033.535 24.799.706 58.833.241 Balance as of December 31, 2024
Saldo tanggal 31 Desember 2024 3.628.936 3.997.085 1.955.333 8.971.304 17.955.853 26.927.157 (1.344.089) (1.130.887) - (2.474.976) 34.033.535 24.799.706 58.833.241 Balance as of December 31, 2024
Pembagian dividen 33 - - - - (1.133.891) (1.133.891) - - - - (1.133.891) (813.196) (1.947.087) Distribution of dividend
Laba (rugi) tahun berjalan 42 - - - - 3.659.535 3.659.535 - - - - 3.659.535 1.147.469 4.807.004 Profit (loss) for the year
Setoran modal dari Capital contribution
entitas non-pengendali from non-controlling
kepada entitas anak - - - - - - - - - - - 872.492 872.492 interest in subsidiaries
Penghasilan komprehensif lain: Other comprehensive income:
Pengukuran kembali liabilitas Remeasurements of long-term
imbalan kerja jangka panjang - - - - - - - (228.539) - (228.539) (228.539) (332) (228.871) employee benefits liability
Efek Pajak Terkait - - - - - - - 33.877 - 33.877 33.877 9 33.886 Related Tax
Bagian atas laba (rugi) komprehensif
lain atas asosiasi dan Share in other comprehensive gain (loss)
ventura bersama - associates and joint ventures -
Pengukuran kembali liabilitas Remeasurements of long-term
imbalan kerja jangka panjang - - - - - - - - - - - (161) (161) employee benefits liability
Keuntungan (kerugian) yang
belum direalisasi dari aset Unrealized gain (loss) on
keuangan pada nilai wajar - - - - - - (14.355) - - (14.355) (14.355) 116 (14.239) financial assets at fair value
Efek Pajak Terkait - - - - - - 5.452 - - 5.452 5.452 - 5.452 Related Tax
Saldo tanggal 31 Desember 2025 3.628.936 3.997.085 1.955.333 8.971.304 20.481.497 29.452.801 (1.352.992) (1.325.549) - (2.678.541) 36.355.614 26.006.103 62.361.717 Balance as of December 31, 2025
Catatan atas laporan keuangan konsolidasian terlampir merupakan bagian yang tidak terpisahkan dari The accompanying notes from an integral part of these consolidated financial statements taken as a whole.
laporan keuangan konsolidasian ini secara keseluruhan.
5
Page 839
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CASHFLOWS
31 Desember 2025 dan 2024 December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
Catatan/
Notes 2025 2024 *)
ARUS KAS DARI AKTIVITAS OPERASI CASH FLOWS FROM OPERATING ACTIVITIES
Penerimaan kas dari pendapatan tol 6, 29, 35, 45.a 18.076.300 17.242.263 Cash receipts from toll revenues
Penerimaan kas dari pendapatan lainnya 35 1.796.367 1.633.593 Cash receipts from other revenues
8,17,18,19, 20,
Pembayaran kepada pemasok (4.860.128) (4.626.176) Cash paid to suppliers
37, 38
Pembayaran kepada karyawan 18,30,37, 38 (2.602.998) (2.503.349) Cash paid to employees
Pembayaran biaya pelapisan ulang 29,38 (855.787) (786.313) Payment of overlay
Kas Neto Diperoleh dari Operasi 11.553.754 10.960.018 Net Cash Generated from Operations
Pembayaran pajak penghasilan 18, 37, 38 (2.535.745) (1.252.856) Payment of income taxes
Penerimaan bunga 39 215.173 219.888 Receipts from interest income
Pembayaran bunga 22, 41 (3.571.954) (4.023.507) Payment of interests
Kas Bersih yang Diperoleh dari Net Cash Provided by
Aktivitas Operasi 5.661.228 5.903.543 Operating Activities
ARUS KAS DARI AKTIVITAS INVESTASI CASH FLOWS FROM INVESTING ACTIVITIES
Dampak kombinasi bisnis 1.g - 50.011 Impact of business combination
Penambahan hak pengusahaan jalan tol 13 (12.942.058) (12.577.424) Acquisitions of toll road concession rights
Penambahan aset takberwujud lainnya 14 (21.219) (14.044) Acquisitions of other intangible assets
Pengembalian kelebihan pembayaran Return of overpayment of
Hak pengusahaan jalan tol 6, 13 16.720 - toll road concession rights
(Penurunan) Penambahan piutang talangan (Decrease) Addition of land bridging fund
tanah kepada Pemerintah - neto 6 13.822 39.479 to the Government - net
Pencairan (penempatan) dana dibatasi Disbursement (additional) of restricted
penggunaannya - neto 9 (199.544) 130.635 fund - net
Penambahan investasi asosiasi dan Addition of investment in
ventura bersama 10 (10.793) (4.394) associates and joint ventures
Pengembalian uang muka setoran modal Return of advance payments for
investasi asosiasi dan ventura bersama 17.c 35.126 - investment in associates and joint ventures
Penambahan aset tetap 11 (123.924) (124.970) Acquisitions of fixed assets
Penerimaan atas penjualan aset tetap 11 447 - Proceeds from disposal of fixed assets
Perolehan properti investasi 12 (56.938) (262.942) Acquisitions of property investment
Penambahan uang muka setoran modal Addition of advance payments for
aset keuangan 17 - (2.457) capital investment in financial assets
Penerimaan dividen atas Receipt of dividends on investment
investasi asosiasi dan ventura bersama 10 48.520 5.406 in associates and joint ventures - net
Penerimaan dividen atas aset keuangan 39 15.648 14.690 Receipt of dividends on financial assets
Penambahan aset tidak lancar lainnya 17 - (402) Acquisitions of other non-current assets
Pelepasan investasi jangka pendek 5 6.384 - Disposal of short-term investment
Penambahan investasi jangka pendek 5 (6.384) (654.772) Addition of short-term investment
Kas Neto yang Digunakan untuk Net Cash Used in
Aktivitas Investasi (13.224.193) (13.401.184) Investing Activities
ARUS KAS DARI AKTIVITAS CASH FLOWS FROM FINANCING
PENDANAAN ACTIVITIES
Penerimaan utang bank 23 25.856.200 18.590.268 Proceeds from bank loans
Penerimaan utang lembaga keuangan Proceeds from non-bank financial
bukan bank 24 78.000 1.821.085 institution loan
Penerimaan utang Obligasi 25 1.000.000 932.350 Proceeds from bonds
Penerimaan dari pelepasan saham Proceeds from divestment of shares
PT Jasamarga Transjawa Tol 34 - 12.825.000 PT Jasamarga Transjawa Tol
Penerimaan dari penerbitan saham Proceeds from issuance of shares in
di PT Transjawa Tol oleh PT Jasamarga Transjawa Tol
pihak non-pengendali 34 - 2.500.000 by non-controlling interests
Penerimaan dari penerbitan saham di entitas Proceeds from issuance of shares in a
anak oleh pihak non-pengendali 872.492 657.011 subsidiaries by non-controlling interests
Pembayaran utang bank 23 (16.092.653) (25.344.309) Payments of bank loans
Pembayaran utang lembaga keuangan Payments of non-bank financial
bukan bank 24 (350.000) (2.657.187) institution loan
Pembayaran utang obligasi 25 (286.000) - Payment of bonds
Pembayaran liabilitas pembebasan tanah 26 (716) (898.942) Payment of land acquisition liabilities
Pembayaran liabilitas sewa 27 (114.610) (75.815) Payment of lease liability
Pembayaran dividen kas kepada pemegang Payment of dividends to the
saham perusahaan 33 (1.133.891) (274.809) company's shareholders
Pembayaran dividen kas kepada pemegang Payment of dividends to the
saham nonpengendali entitas anak (638.196) (150.196) non-controlling shareholders of a subsidiary
Kas Neto yang Diperoleh dari Net Cash Provided by
Aktivitas Pendanaan 9.190.626 7.924.456 Financing Activities
KENAIKAN NETO NET INCREASE IN
KAS DAN SETARA KAS 1.627.661 426.815 CASH AND CASH EQUIVALENTS
KAS DAN SETARA KAS PADA CASH AND CASH EQUIVALENTS AT
AWAL TAHUN 4 5.123.252 4.696.437 BEGINNING OF THE YEAR
KAS DAN SETARA KAS PADA CASH AND CASH EQUIVALENTS AT
AKHIR TAHUN 4 6.750.913 5.123.252 END OF YEAR
*) Disajikan kembali, lihat Catatan 51 *) Restated, see Note 51
Informasi Tambahan Terkait Arus Kas Additional Information Related to Cash Flows
Disajikan pada Catatan 48 is Presented in Note 48
Catatan terlampir merupakan bagian yang tidak terpisahkan dari laporan The accompanying notes from an integral part of these consolidated financial
keuangan konsolidasian secara keseluruhan. statements taken as a whole
6
Page 840
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM 1. GENERAL
a. Pendirian Perusahaan a. The Company’s Establishment
PT Jasa Marga (Persero) Tbk (“Perusahaan”) PT Jasa Marga (Persero) Tbk (the “Company”)
dibentuk berdasarkan Peraturan Pemerintah was established under the Government
Republik Indonesia (“Pemerintah”) No. 4 Regulation of the Republic of Indonesia (the
Tahun 1978 tentang Penyertaan Modal Negara “Government”) No. 4 Year 1978 regarding the
Republik Indonesia mengenai pendirian State Capital Investment for the establishment
Perusahaan Perseroan (Persero) di bidang of a State-Owned Company (Persero) in the
pengelolaan, pemeliharaan dan pengadaan area of management, maintenance and
jaringan jalan tol, serta ketentuan-ketentuan development of toll roads, and the detailed
pengusahaannya (Lembaran Negara Republik management regulations (State Gazette
Indonesia No. 4 Tahun 1978 juncto Surat No. 4 Year 1978 in conjunction with the Decree
Keputusan Menteri Keuangan Republik Indonesia of the Ministry of Finance of the Republic of
No. 90/KMK.06/1978 tentang Penetapan Modal Indonesia No. 90/KMK.06/1978 regarding the
Perusahaan, tanggal 27 Februari 1978). Determination of the Share Capital of the
Perusahaan didirikan berdasarkan Akta Notaris Company dated February 27, 1978). The
Kartini Mulyadi, S.H., No. 1 tanggal 1 Maret 1978. Company was established based on Notarial
Akta pendirian disahkan oleh Menteri Kehakiman Deed No. 1 dated March 1, 1978 of Kartini
Republik Indonesia dalam Surat Keputusan Mulyadi, S.H., The Deed of Establishment was
No. Y.A.5/130/1 tanggal 22 Februari 1982 dan authorized by the Ministry of Justice of the
didaftarkan di Kantor Pengadilan Negeri Jakarta Republic of Indonesia in its Decision Letter
No. 766 dan 767, tanggal 2 Maret 1982 serta No. Y.A.5/130/1 dated February 22, 1982 and
diumumkan dalam Lembaran Berita Negara was filed in Jakarta High Court No. 766 and 767
Republik Indonesia No. 73 tanggal on March 2, 1982 and was published in the State
10 September 1982, tambahan No. 1138. Gazette No. 73 dated September 10, 1982,
addition No. 1138.
Anggaran dasar Perusahaan telah beberapa kali The Company's articles of association has been
mengalami perubahan dengan perubahan amended several times, the last amendment of
terakhir diaktakan dalam Akta Notaris which was under notarized under Notarial Deed
No. 47 tanggal 24 Desember 2025 dari Notaris No. 47 dated December 24, 2025 from Notary Ir.
Ir. Nanette Cahyanie Handari Adi Warsito, S.H. Nanette Cahyanie Handari Adi Warsito, S.H.
dan surat pengesahan dari Kementerian Hukum and a letter of endorsement from the Ministry of
dan Hak Asasi Manusia Republik Indonesia Law and Human Rights of the Republic of
No. AHU-AH.01.09-0032694 tanggal Indonesia No. AHU-AH.01.09-0032694 dated
21 Januari 2026 mengenai perubahan Direksi January 21, 2026 regarding the change in
dan Komisaris, Dewan Komisaris dan Direksi Directors and Commissioners, Boards of
diungkapkan pada Catatan 1.d. Commissioners and Directors are disclosed in
the Note 1.d.
Sesuai dengan Pasal 3 anggaran dasar According to Article 3 of the Company's articles
Perusahaan, maksud dan tujuan usaha of association, its scope of business is mainly to
Perusahaan adalah turut serta melaksanakan engage in performing and assisting the
dan menunjang kebijaksanaan dan program Government's programs and policies in
Pemerintah di bidang ekonomi dan economy sector and generally in national
pembangunan nasional pada umumnya, development, especially in development of toll
khususnya pembangunan di bidang roads and all their supporting facilities while
pengusahaan jalan tol dengan sarana complying to the principles of limited liability
penunjangnya dengan menerapkan company.
prinsip-prinsip perusahaan terbatas.
7
Page 841
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
a. Pendirian Perusahaan (lanjutan) a. The Company’s Establishment (continued)
Untuk mencapai maksud dan tujuan tersebut, To achieve these objectives, the Company
Perusahaan melaksanakan kegiatan usaha performs the following activities:
sebagai berikut:
(i) Melakukan perencanaan teknis, (i) Performs technical planning for
pelaksanaan konstruksi, pengoperasian construction, operation and/or
dan/atau pemeliharaan jalan tol; maintenance of toll road;
(ii) Mengusahakan lahan di ruang milik jalan (ii) Organizes the land in toll road area
tol (Rumijatol) dan lahan yang berbatasan (Rumijatol) and the land along the
dengan Rumijatol untuk tempat istirahat Rumijatol designated for vehicle rest area
kendaraan dan pelayanan berikut dengan and service including the facilities and
fasilitas-fasilitasnya dan usaha lainnya, other businesses operating there either
baik diusahakan sendiri maupun bekerja separately or in cooperation with other
sama dengan pihak lain; dan parties; and
(iii) Menjalankan kegiatan dan usaha lain (iii) Performs other activities and business in
dalam rangka pemanfaatan dan order to utilize and develop the Company's
pengembangan sumber daya yang dimiliki resources, either directly or through
Perusahaan, baik secara langsung investments, subject to laws and
maupun melalui penyertaan, dengan regulations.
memperhatikan peraturan perundang-
undangan.
Perusahaan memulai kegiatan usaha The Company started its commercial operations
komersial pada tahun 1978. in 1978.
Perusahaan menjalankan kegiatan The Company runs its operations based on Law
operasionalnya berdasarkan UU No. 38 Tahun No. 38 Year 2004 about the Road and PP
2004 tentang Jalan dan PP No. 15 Tahun 2005 No. 15 Year 2005 regarding Toll road
tentang Jalan Tol. Wewenang management authority of the Government.
penyelenggaraan jalan tol berada pada Certain Government authority in the
Pemerintah. Sebagian wewenang Pemerintah administration of toll roads are implemented by
dalam penyelenggaraan jalan tol dilaksanakan the Indonesia Toll Road Authority (BPJT). Toll
oleh Badan Pengatur Jalan Tol (BPJT). road concession are granted to state-owned
Pengusahaan jalan tol dilakukan oleh badan enterprises and/or regional owned enterprises
usaha milik negara dan/atau badan usaha milik and/or private companies. Concession are
daerah dan/atau badan usaha milik swasta. granted by the Government to the business
Pengusahaan jalan tol yang diberikan oleh entities through transparent and open tender.
Pemerintah kepada badan usaha dilakukan The Company's head office is located at Plaza
melalui pelelangan secara transparan dan Tol Taman Mini Indonesia Indah, Jakarta
terbuka. Kantor pusat Perusahaan 13550. The Company operates 9 toll roads,
berkedudukan di Plaza Tol Taman Mini which are managed by its two regions, with
Indonesia Indah, Jakarta 13550. Perusahaan details as follows:
mengoperasikan 9 ruas jalan tol yang dikelola
oleh dua regional dengan rincian sebagai
berikut:
Ruas Jalan Tol/ Panjang Jalan/ Mulai Konsesi (Tahun)/ Periode Masa Konsesi (Tahun)/
Regional/ Regional
Toll Road Sections Length (KM) Start of Consession (Year) Concession Period (Year)
Jakarta - Bogor - Ciawi 59 2005 40
Jakarta - Tangerang 33 2005 40
Prof. Dr. Ir. Sedyatmo 14 2005 40
Regional Jasamarga Cawang - Tomang - Pluit 24 2005 40
Metropolitan Tollroad Cikampek - Padalarang 59 2005 40
(RJMT)
Padalarang - Cileunyi 64 2005 40
Ruas Lingkar Luar Jakarta
36 2005 40
(JORR Seksi Non S)
Ulujami Pondok Aren 14 2005 40
Regional Jasamarga
Belawan - Medan - Tanjung Morawa 43 2005 40
Nusantara Tollroad
8
Page 842
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
b. Penawaran Umum Perusahaan b. The Company’s Initial Public Offering
Pada tanggal 1 November 2007, Perusahaan On November 1, 2007, the Company received
memperoleh pernyataan efektif dari Badan from the Chairman of the Capital Market
Pengawas Pasar Modal - Lembaga Keuangan Supervisory Agency and Financial Institutions
(Bapepam - LK), selanjutnya menjadi Otoritas (Bapepam - LK), currently known as the
Jasa Keuangan Indonesia, melalui Surat Indonesian Financial Services Authority, in its
No. S-5526/BL/2007 untuk melakukan notice letter No. S-5526/BL/2007, which stated
penawaran umum perdana saham (IPO) the effectivity to conduct an Initial Public
sebanyak 2.040.000.000 saham atas nama Offering (IPO) of 2,040,000,000 Series B
Seri B dengan nilai nominal Rp500 (Rupiah shares with par value of Rp500 (full Rupiah) of
penuh) dengan harga penawaran sebesar the Company at an offering price per share of
Rp1.700 (Rupiah penuh) per saham melalui Rp1,700 (full Rupiah) through capital market
pasar modal dan dicatatkan pada Bursa Efek and registered both in the Jakarta and
Jakarta dan Surabaya (selanjutnya digabung Surabaya Stock Exchanges (subsequently
menjadi Bursa Efek Indonesia). combined as the Indonesia Stock Exchange).
Sejak penawaran umum perdana sampai Since its initial public offering until end of
dengan akhir tahun pelaporan, Perusahaan reporting year, the Company has made the
telah melakukan aksi korporasi sebagai berikut: following corporate actions:
1. Pembelian kembali saham Perusahaan 1. Buy back of the Company’s shares on
pada 24 Oktober 2008 sampai dengan October 24, 2008 until January 12, 2009
12 Januari 2009 dilakukan mengingat was done considering the condition of the
kondisi pasar saham saat itu berpotensi stock market, indication of potential crisis
krisis dimana Indeks Harga Saham where the Composite Stock Price Index
Gabungan (IHSG) Bursa Efek Indonesia (CSPI) in Indonesia Stock Exchange (IDX)
(BEI) menurun cukup signifikan sehingga significantly decreased, therefore
memberikan peluang pada Perusahaan providing an opportunity for the Company
untuk membeli kembali sahamnya dengan to buy back its shares subject to the ability
memperhatikan kemampuan Perusahaan of the Company and applicable
dan ketentuan yang berlaku. Perusahaan regulations. In this case, the Company was
dalam hal ini dibantu oleh PT Bahana aided by PT Bahana Securities as its
Securities sebagai Perusahaan Wakil Corporate Broker Securities Trading.
Perantara Perdagangan Efek. Dana yang Funds issued by the Company to buy back
dikeluarkan Perusahaan untuk membeli 24,523,500 shares (Treasury Stock)
kembali 24.523.500 lembar saham amounted to Rp21,837.
(Treasury Stock) sejumlah Rp21.837.
2. Sesuai dengan Poin 4D Peraturan 2. Based on Point 4D of Bapepam-LK
Bapepam-LK No. KEP-105/BL/2010, Regulation No. KEP-105/BL/2010, XI.B2
Peraturan XI.B2 perihal Pembelian Regulations regarding Buy Back Shares
Kembali Saham yang dikeluarkan oleh issued by the Issuer or Public Company,
Emiten atau Perusahaan Publik, maka therefore, the Company has reached the
treasury stock tersebut telah memasuki maximum period of holding its treasury
periode wajib menjual (sudah dikuasai stock (already held by the Company for 3
Perusahaan selama 3 tahun) dan wajib years) and it was mandatory for resale.
untuk dijual kembali. Perusahaan dalam The Company was assisted by
penjualan kembali saham Treasury PT Danareksa Sekuritas in the resale of
dibantu oleh PT Danareksa Sekuritas. treasury shares. Sales period lasted from
Masa penjualan berlangsung dari tanggal April 5, 2012 to June 25, 2012.
5 April 2012 sampai dengan tanggal
25 Juni 2012.
9
Page 843
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
b. Penawaran Umum Perusahaan (lanjutan) b. The Company’s Initial Public Offering
(continued)
3. Sesuai dengan berita acara rapat 3. In accordance to minutes of meeting
Perseroan yang dimuat dalam Akta Notaris contained in Notarial Deed No. 139 dated
No. 139 tanggal 29 Agustus 2016, August 29, 2016, shareholders of the
pemegang saham menyepakati Company agreed the increase of the
peningkatan modal ditempatkan dan Company's issued and fully paid capital
disetor Perseroan melalui Penawaran through Rights Issue. The corporate action
Umum Terbatas I dengan penerbitan Hak were authorized by the Financial Services
Memesan Efek Terlebih Dahulu (HMETD). Authorization on its letter
Aksi korporasi Perusahaan telah disetujui No. S-337/D.01/2016 dated
oleh Otoritas Jasa Keuangan dalam surat November 18, 2016, consequently the
No. S-337/D.01/2016 tanggal Company's share increased from
18 November 2016, sehingga jumlah 6,800,000,000 to 7,257,871,200 shares.
saham Perusahaan meningkat dari The changes were stated on Notarial Deed
6.800.000.000 menjadi 7.257.871.200 No. 39 dated December 20, 2016.
lembar saham. Perubahan jumlah saham
Perusahaan tersebut tertuang dalam Akta
Notaris No. 39 tanggal 20 Desember 2016.
Dana yang diperoleh Perusahaan akan Funds generated by the Company will be
digunakan untuk mendanai pembangunan used for the funding of toll road
jalan tol, khususnya tiga ruas jalan tol baru construction, particularly for three new toll
yang akan dibangun, yaitu: roads to be build, as follows:
a. Sekitar 50% untuk ruas Semarang - a. Approximately 50% for Semarang -
Batang sepanjang 75km; Batang toll road round 75km;
b. Sekitar 30% untuk ruas Pandaan - b. Approximately 30% for Pandaan -
Malang sepanjang 37,6km; dan Malang toll road round 37.6km; and
c. Sekitar 20% untuk ruas Jakarta - c. Approximately 20% for Jakarta -
Cikampek II Elevated sepanjang Cikampek II Elevated round 36.4km.
36,4km.
c. Penawaran Umum Obligasi dan Surat c. The Company’s Public Bonds and
Berharga Komersial Perusahaan Commercial Paper Offering
Pada tanggal 31 Desember 2025 dan As of December 31, 2025 and
31 Desember 2024, Perusahaan memiliki December 31, 2024, the Company had a total
jumlah utang obligasi yang belum jatuh tempo amount of outstanding bonds amounted to
adalah sebesar Rp2.546.000 dengan Rp2,546,000 as follows:
rinciannya sebagai berikut:
Tenor Tanggal Tanggal
Obligasi & Surat berharga/ (Tahun/ Penerbitan/ Jatuh Tempo/
Bonds & Commercial Paper 2025 2024 Years) Issuance Date Maturity Date Status
Obligasi Berkelanjutan II PT Jasa Marga 2020/
Shelf Registration Bond II PT Jasa Marga 2020
8 September 2020/ 8 September 2025/ Lunas/
- Seri B/ Series B - 286.000 5
September 8, 2020 September 8, 2025 Paid
8 September 2020/ 8 September 2027/ Belum Lunas/
- Seri C/ Series C 90.050 90.050 7
September 8, 2020 September 8, 2027 Not Yet Paid
8 September 2020/ 8 September 2030/ Belum Lunas/
- Seri D/ Series D 523.600 523.600 10
September 8, 2020 September 8, 2030 Not Yet Paid
Obligasi Berkelanjutan III Tahap I PT Jasa Marga 2024/
Shelf Registration Bond III Phase I PT Jasa Marga 2024
5 Juli 2024/ 5 Juli 2027/ Belum Lunas/
- Seri A/ Series A 90.155 90.155 3
July 5, 2024 July 5, 2027 Not Yet Paid
5 Juli 2024/ 5 Juli 2029/ Belum Lunas/
- Seri B/ Series B 241.055 241.055 5
July 5, 2024 July 5, 2029 Not Yet Paid
5 Juli 2024/ 5 Juli 2034/ Belum Lunas/
- Seri C/ Series C 601.140 601.140 10
July 5, 2024 July 5, 2034 Not Yet Paid
10
Page 844
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
c. Penawaran Umum Obligasi dan Surat c. The Company’s Public Bonds and
Berharga Komersial Perusahaan (lanjutan) Commercial Paper Offering (continued)
Tenor Tanggal Tanggal
Obligasi & Surat berharga/ (Tahun/ Penerbitan/ Jatuh Tempo/
Bonds & Commercial Paper 2025 2024 Years) Issuance Date Maturity Date Status
Obligasi Berkelanjutan III Tahap II PT Jasa Marga 2024/
Shelf Registration Bond III Phase II PT Jasa Marga 2024
4 September 2025/ 4 September 2028/ Belum Lunas/
- Seri A/ Series A 120.000 120.000 3
September 4, 2025 September 4, 2028 Not Yet Paid
4 September 2025/ 4 September 2030/ Belum Lunas/
- Seri B/ Series B 100.000 100.000 5
September 4, 2025 September 4, 2030 Not Yet Paid
4 September 2025/ 4 September 2035/ Belum Lunas/
- Seri C/ Series C 780.000 780.000 10
September 4, 2025 September 4, 2035 Not Yet Paid
Total 2.546.000 2.832.000
d. Dewan Komisaris dan Direksi, Komite Audit d. Boards of Commissioners and Directors,
serta Karyawan Audit Committee and Employees
Susunan Dewan Komisaris dan Direksi The composition of the Company’s Boards of
Perusahaan adalah sebagai berikut: Commissioners and Directors was as follows:
2025 2024
Dewan Komisaris/Board of Commissioners
Komisaris Utama/ President Commissioner Juri Ardiantoro Mohammad Zainal Fatah
Komisaris/ Commissioner Syamsul Bachri Yusuf M. Roskanedi
Komisaris/ Commissioner Asrorun Ni'am Sholeh Raja Erizman
Komisaris Independen/ Independent Commissioner Nachrowi Ramli Chandra Wijaya
Komisaris Independen/ Independent Commissioner Tedi Kurniawan Seppalga Ahmad
Komisaris Independen/ Independent Commissioner Rudi Antariksawan Marsetio
Komisaris Independen/ Independent Commissioner - Abdul Rachman
Direksi/Directors
Direktur Utama/ President Director Rivan Achmad Purwantono Subakti Syukur
Direktur Keuangan dan Manajemen Risiko/
Finance and Risk Management Director Pramitha Wulanjani Pramitha Wulanjani
Direktur Pengembangan Usaha/
Business Development Director Ari Respati Mohamad Agus Setiawan
Direktur Bisnis/ Business Director Reza Febriano Reza Febriano
Direktur Operasi/ Operations Director Fitri Wiyanti Fitri Wiyanti
Direktur Layanan/ Services Director Yaya Ruhiya -
Direktur Human Capital &Transformasi/
Director of Human Capital & Transformation Yoga Tri Anggoro Bagus Cahya Arinta B.
Susunan komite audit adalah sebagai berikut: The compositions of the audit committee are as
follows:
2025 2024
Komite Audit/ Audit Committee
Ketua/ Chairman Seppalga Ahmad * Chandra Wijaya
Anggota/ Members Rudi Antariksawan Seppalga Ahmad
Anggota/ Members Siti Purnama Rizki Siti Purnama Rizki
Anggota/ Members Fibria Indriati Dwi Liestiawati -
*) Catatan 53 / Note 53
11
Page 845
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
d. Dewan Komisaris dan Direksi, Komite Audit d. Boards of Commissioners and Directors,
serta Karyawan (lanjutan) Audit Committee and Employees
(continued)
Susunan Sekretaris Perusahaan dan Ketua The compositions of the Corporate Secretary
Internal Audit adalah sebagai berikut: and Head of the Internal Audit are as follows:
2025 2024
Sekretaris Perusahaan/ Corporate Secretary Ari Wibowo Mohamad Agus Setiawan
Ketua Internal Audit/ Head of the Internal Audit Agung Laksana Pranata Agung Laksana Pranata
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the
Perusahaan dan entitas anak (selanjutnya Company and the subsidiaries (collectively
secara bersama-sama disebut “Kelompok referred to hereinafter as “the Group”) had
Usaha”) memiliki 7.833 dan 7.919 karyawan. 7,833 and 7,919 employees, respectively.
e. Entitas Anak yang Dikonsolidasikan e. Consolidated Subsidiaries
Entitas anak yang dimiliki Perusahaan, secara The Company’s subsidiaries, directly owned,
langsung, adalah sebagai berikut: are as follows:
Total aset sebelum eliminasi
Periode masa (dalam jutaan rupiah)/
Persentase kepemilikan/ Tahun operasi konsesi Total assets before elimination
Percentage of ownership (%) komersial/ Start of (Tahun)/ (in millions of rupiah)
Entitas anak/ Aktivitas utama/ Domisili/ commercial Concession
No. Subsidiaries Principal activity Domicile 2025 2024 operations period (Year) 2025 2024
PT Jalantol
Lingkarluar Jakarta
(JLJ), berdiri
Telah dilikuidasi/ 1 Oktober 2001/
1. tanggal 22 Bekasi - 99,99 - - 19.235
liquidated October 1, 2001
Desember 2000/
established on
December 22, 2000
PT Marga Sarana Pengusahaan ruas jalan
Jabar (MSJ), berdiri tol Bogor Outer Ring
23 November 2009/
2. tanggal 11 Mei Road/ Bogor Outer Ring Bogor 55,00 55,00 50 3.130.571 3.338.289
November 23, 2009
2007/ established Road toll road
on May 11, 2007 concession holder
PT Marga Trans
Nusantara (MTN), Pengusahaan ruas jalan
berdiri tanggal 14 tol Kunciran - Serpong/ Tangerang 20 Desember 2019/
3. 60,00 60,00 35 3.781.236 3.857.433
Mei 2008/ Kunciran - Serpong toll Selatan December 20, 2019
established on May road concession holder
14, 2008
PT Jasamarga
Kunciran Pengusahaan ruas jalan
Cengkareng (JKC), tol Kunciran -
11 November 2021/
4 berdiri tanggal 14 Cengkareng/ Kunciran - Tangerang 88,67 88,67 35 4.963.862 5.074.118
November 11, 2021
Mei 2008/ Cengkareng toll road
established on May concession holder
14, 2008
Pengusahaan jasa
konstruksi dan
PT Jasamarga
Pemeliharaan jalan tol,
Tollroad
jasa sewa peralatan tol,
Maintenance
serta jasa sewa 10 Februari 1989/
5 (JMTM), berdiri Jakarta 99,82 99,82 - 2.853.051 2.336.183
kendaraan/ Services in February 10, 1989
tanggal 26 Agustus
toll road construction
1988/ established
and maintenance, toll
on August 26, 1988
road equipments rental,
and vehicles rental
PT Jasamarga Bali Pengusahaan ruas jalan
Tol (JBT), berdiri tol Nusa Dua - Tanjung
1 Oktober 2013/
6 tanggal 22 Agustus Benoa/ Nusa Dua - Bali 64,44 64,44 45 1.890.367 1.893.221
October 1, 2013
2011/ established Tanjung Benoa toll road
on August 22, 2011 concession holder
PT Jasamarga
Related Business
(JMRB), berdiri Pengembangan bisnis
15 Januari 2013/
7 tanggal 15 Januari properti/ Business Jakarta 99,94 99,94 - 2.448.153 2.411.059
January 15, 2013
2013/ established development in property
on January 15,
2013
12
Page 846
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
e. Entitas Anak yang Dikonsolidasikan e. Consolidated Subsidiaries (continued)
(lanjutan)
Total aset sebelum eliminasi
Periode masa (dalam jutaan rupiah)/
Persentase kepemilikan/ Tahun operasi konsesi Total assets before elimination
Percentage of ownership (%) komersial/ Start of (Tahun)/ (in millions of rupiah)
Entitas anak/ Aktivitas utama/ Domisili/ commercial Concession
No. Subsidiaries Principal activity Domicile 2025 2024 operations period (Year) 2025 2024
PT Jasamarga
Pengusahaan ruas jalan
Kualanamu Tol
tol Medan-Kualanamu-
(JMKT), berdiri
Tebing tinggi/ Medan- 13 Oktober 2017/
8 tanggal 25 Deli Serdang 55,00 55,00 40 4.061.404 4.085.376
Kualanamu-Tebing October 13, 2017
November 2014/
tinggi toll road
established on
concession holder
November 25, 2014
PT Cinere Serpong
Pengusahaan ruas jalan
Jaya (CSJ), berdiri
tol Serpong - Cinere/ Tangerang 2 Juni 2021/
9 tanggal 10 Juli 55,00 55,00 35 3.452.664 3.410.460
Serpong - Cinere toll Selatan June 2, 2021
2008/ established
road concession holder
on July 10, 2008
PT Jasamarga
Tollroad Operator
Jasa pengoperasian
(JMTO), berdiri 31 Desember 2015/
10 jalan tol/ Toll road Jakarta 99,98 99,98 - 1.715.639 1.497.552
tanggal 21 Agustus December 31, 2015
operation services
2015/ established
on August 21, 2015
PT Jasamarga
Manado Bitung Pengusahaan ruas jalan
(JMB), berdiri tol Manado - Bitung/ 30 Oktober 2020/
11 Manado 64,97 64,97 40 4.331.791 4.439.742
tanggal 6 Juni Manado - Bitung toll October 30, 2020
2016/ established road concession holder
on June 6, 2016
PT Jasamarga
Balikpapan Pengusahaan ruas jalan
Samarinda (JBS), tol Balikpapan –
14 Juni 2020/
12 berdiri tanggal 6 Samarinda/ Balikpapan Balikpapan 67,39 67,39 50 9.540.429 9.613.550
June 14, 2020
Juni 2016/ – Samarinda toll road
established on concession holder
June 6, 2016
PT Jasamarga
Transjawa Tol Pengusahaan ruas jalan
(JTT), berdiri tol Trans Jawa/ Trans 2 Juni 2017/
13 Jakarta 65,00 65,00 - 62.852.657 62.613.044
tanggal 2 Juni Jawa toll road June 2, 2017
2017/ established concession holder
on June 2, 2017
PT Jasamarga
Pengusahaan ruas jalan
Japek Selatan
tol Jakarta - Cikampek II
(JJS), berdiri
Sisi Selatan/ Jakarta - Tahap konstruksi/
14 tanggal 29 Jakarta 92,33 90,97 35 14.718.850 11.861.448
Cikampek II South Side Under construction
Desember 2017/
toll road concession
established on
holder
December 29, 2017
PT Jasamarga
Pengusahaan ruas jalan
Probolinggo
tol Probolinggo -
Banyuwangi (JPB),
Banyuwangi/ Tahap konstruksi/
15 berdiri tanggal 29 Probolinggo 98,47 97,70 50 9.168.074 6.416.386
Probolinggo - Under construction
Desember 2017/
Banyuwangi toll road
established on
concession holder
December 29, 2017
PT Jasamarga
Jogja Bawen (JJB), Pengusahaan ruas jalan
berdiri tanggal 11 tol Yogyakarta - Bawen/ Tahap konstruksi/
16 Yogyakarta 73,18 74,09 40 8.235.231 5.386.707
November 2020/ Yogyakarta - Bawen toll Under construction
established on road concession holder
November 11, 2020
PT Jasamarga
Akses Patimban
Pengusahaan ruas jalan
(JAP), berdiri Tahap
tol Akses Patimban/
17 tanggal 16 Januari Subang 66,22 62,04 pengembangan/ 50 2.006.740 1.764.844
Akses-Patimban toll
2023/ established Under development
road concession holder
on January 16,
2023
PT Jasamarga Pengusahaan ruas jalan
Jogja Solo (JMJ), tol Solo-Yogyakarta-
berdiri tanggal 9 NYIA Kulonprogo/ Solo- 18 Oktober 2024/
18 Sleman 52,82 52,82 40 11.978.018 9.446.367
September 2020/ Yogyakarta-NYIA October 18, 2024
established on Kulonprogo toll road
September 9, 2020 concession holder
13
Page 847
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
e. Entitas Anak yang Dikonsolidasikan e. Consolidated Subsidiaries (continued)
(lanjutan)
Entitas anak yang dimiliki Perusahaan secara The Company’s subsidiaries which indirectly
tidak langsung melalui JMRB dan JTT adalah owned through JMRB and JTT are as follows:
sebagai berikut:
Total aset sebelum eliminasi
Periode masa (dalam jutaan rupiah)/
Persentase kepemilikan/ Tahun operasi konsesi Total assets before elimination
Percentage of ownership (% ) komersial/ Start of (Tahun)/ (in million rupiah)
Entitas anak/ Aktivitas utama/ Domisili/ commercial Concession
No. Subsidiaries Principal activity Domicile 2025 2024 operations period (Year) 2025 2024
Pembangunan
properti yaitu
perumahan, gedung
PT Asiana Jakarta
perkantoran, dan
Properti (AJP), berdiri
apartemen/ 19 September 2012/
1 tanggal 19 September Jakarta 99,48 99,48 - 709.902 709.502
Construction of September 19, 2012
2012/ established
property including
on September 19, 2012
residential, office
building and
apartment
PT Jasamarga Restarea
Pengelolaan tempat
Batang (JRB), berdiri
peristirahatan dan
tanggal 1 Maret 2019/
2 pelayanan/ Jakarta 89,08 89,08 - 102.321 104.773
8 Januari 2019/ March 1, 2019
Rest area
established
management
on January 8, 2019
PT Jasamarga
Pengusahaan ruas
Surabaya Mojokerto
jalan tol Surabaya -
(JSM), berdiri tanggal 19 26 Agustus 2011/
3 Mojokerto/ Surabaya - Sidoarjo 55,51 55,51 42 4.731.631 4.764.635
Agustus 1994/ August 26, 2011
Mojokerto toll road
established on August
concession holder
19, 1994
PT Jasamarga Gempol Pengusahaan ruas
Pasuruan (JGP), berdiri jalan tol Gempol -
3 Agustus 2017/
4 tanggal 28 Juni 2010/ Pasuruan / Gempol - Pasuruan 99,35 99,35 50 3.550.373 3.555.642
August 3, 2017
established on June 28, Pasuruan toll road
2010 concession holder
PT Jasamarga Solo
Pengusahaan ruas
Ngawi (JSN), berdiri
jalan tol Solo - Ngawi/ 26 Juni 2018/
5 tanggal 24 Maret 2009/ Solo 59,53 59,53 50 9.791.313 9.832.963
Solo - Ngawi toll road June 26, 2018
established on March
concession holder
24, 2009
PT Jasamarga Ngawi Pengusahaan ruas
Kertosono Kediri (JNK), jalan tol Ngawi -
1 Mei 2018/
6 berdiri tanggal 24 Maret Kertosono/ Ngawi - Madiun 59,60 59,60 50 4.674.560 4.705.555
May 1, 2018
2009/ established on Kertosono toll road
March 24, 2009 concession holder
PT Jasamarga Pengusahaan ruas
Semarang Batang jalan tol Semarang -
12 November 2018/
7 (JSB), berdiri tanggal 21 Batang/ Semarang - Semarang 59,80 59,80 50 12.492.605 12.462.165
November 12, 2018
April 2016/ established Batang toll road
on April 21, 2016 concession holder
Sebagai special
purpose company
PT Lintas Marga Jawa terkait pengelolaan
(LMJ), berdiri tanggal 26 saham JSN, JNK, JSB/
26 Februari 2018/
8 Februari 2018/ As a special purpose Jakarta 99,99 99,99 - 2.490.084 2.454.605
February 26, 2018
established on company related to
February 26, 2018 the management of
JSB, JSN, JNK
Shares
Sebagai special
purpose company
PT Trans Optima Luhur
terkait pengelolaan
(TOL), berdiri tanggal
saham JPT/ As a 25 Maret 2019/
9 25 Maret 2019/ Jakarta 99,99 99,99 - 1.529.237 1.207.397
special purpose March 25, 2019
established on March
company related to
25, 2019
the management of
JPT Shares
PT Jasamarga Pandaan Pengusahaan ruas
Tol (JPT), berdiri jalan tol Gempol -
12 Juni 2015/
10 tanggal 25 September Pandaan / Gempol - Pandaan 93,79 93,79 37 1.288.861 1.284.792
June 12, 2015
1996/ established on Pandaan toll road
September 25, 1996 concession holder
14
Page 848
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
f. Perubahan Kepemilikan Entitas Anak f. Changes in Ownership in Subsidiaries during
selama Tahun Berjalan The Year
PT Jalantol Lingkarluar Jakarta (JLJ) PT Jalantol Lingkarluar Jakarta (JLJ)
Berdasarkan Berita Acara Rapat Umum Based on the Minutes of the Extraordinary
Pemegang Saham Luar Biasa yang dimuat General Meeting of Shareholders contained in
dalam Akta No. 11 tanggal 8 Mei 2024, oleh Deed No. 11 dated May 8, 2024, by Notary
Notaris Siti Nur Isminingsih, S.H., M.Kn., di Siti Nur Isminingsih, S.H., M.Kn., in Bekasi, it has
Bekasi, telah diputuskan untuk persetujuan been decided to approve the dissolution of
pembubaran PT Jalantol Lingkarluar Jakarta PT Jalantol Lingkarluar Jakarta (JLJ) and the
(JLJ) serta penunjukan Likuidator terkait appointment of a Liquidator related to the
pembubaran JLJ dan Kantor Konsultan Hukum dissolution of JLJ and the Legal Consultant
AYMP Law Firm. Office AYMP Law Firm.
Berdasarkan Akta Notaris No.10 tanggal Based on Notarial Deed No. 10 dated
26 Februari 2025 dari Notaris Siti Nur February 26, 2025 from Notary Siti Nur
Isminingsih, S.H., M.Kn., di Bekasi, Perihal Isminingsih, S.H., M.Kn., in Bekasi, Regarding
Penerimaan dan Persetujuan Laporan the receipt and approval of the Liquidator's
Pertanggungjawaban Likuidator dan Accountability Report and the Shareholders'
Penerimaan Para Pemegang Saham atas Acceptance of the Company's Remaining Asset
Rencana Pembagian Sisa Harta Kekayaan Distribution Plan, JLJ distributed the liquidation
Perseroan, JLJ membagikan hasil likuidasi proceeds to the Company amounting to
kepada Perusahaan sebesar Rp19.250 yang Rp19,250 which was recorded as Other Income.
dicatat sebagai Penghasilan lain-lain.
Per 31 Desember 2025, proses pembubaran, As of December 31, 2025, the process of
likuidasi, dan juga penyelesaian harta dissolution, liquidation, and settlement of JLJ's
kekayaan JLJ telah selesai dilakukan oleh assets has been completed by the Liquidator.
Likuidator.
PT Jasamarga Jogja Bawen (JJB) PT Jasamarga Jogja Bawen (JJB)
Berdasarkan Akta Notaris No. 33 tanggal Based on Notary Deed No. 33 dated
24 September 2025 dari Ir. Nanette Cahyanie September 24, 2025, from Ir. Nanette Cahyanie
Handari Adi Warsito, SH. dan surat persetujuan Handari Adi Warsito, SH, and the approval letter
dari Kementerian Hukum dan Hak Asasi from the Ministry of Law and Human
Manusia Republik Indonesia Rights of the Republic of Indonesia
No. AHU-AH.01.03-0239107 Tahun 2025 No. AHU-AH.01.03-0239107 Year 2025 dated
tanggal 29 September 2025, para pemegang September 29, 2025, the shareholders agreed to
saham menyetujui untuk mengesahkan ratify the increase in issued and paid-up capital
peningkatan modal ditempatkan dan disetor amounting to Rp164,103, or 164,103 shares in
sebesar Rp164.103 atau sebanyak 164.103 cash by the Company, and Rp40,199, or 40,199
lembar saham secara tunai oleh Perusahaan shares in cash by PT Adhi Karya (Persero) Tbk,
dan sebesar Rp40.199 atau sebanyak 40.199 so that the share ownership in JJB becomes as
lembar saham secara tunai oleh PT Adhi Karya follows:
(Persero) Tbk sehingga kepemilikan saham
pada JJB menjadi sebagai berikut:
1. Perusahaan sebagai pemilik atas 732.172 1. The Company as the owner of 732,172
lembar saham atau setara dengan shares or equivalent to Rp732,172 which
Rp732.172 yang mewakili 73,18% dari represents 73.18% of the total shares that
total seluruh saham yang telah diterbitkan have been issued in JJB;
di JJB;
2. PT Adhi Karya (Persero) Tbk sebagai 2. PT Adhi Karya (Persero) Tbk as the owner
pemilik atas 179.352 lembar saham atau of 179,352 shares or equivalent to
setara dengan Rp179.352 yang mewakili Rp179,352 which represents 17.93% of the
17,93% dari total seluruh saham yang total shares that have been issued in JJB;
telah diterbitkan di JJB;
15
Page 849
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
f. Perubahan Kepemilikan Entitas Anak f. Changes in Ownership in Subsidiaries during
selama Tahun Berjalan (lanjutan) The Year (continued)
PT Jasamarga Jogja Bawen (JJB) (lanjutan) PT Jasamarga Jogja Bawen (JJB)
(continued)
3. PT Pembangunan Perumahan (Persero) 3. PT Pembangunan Perumahan (Persero)
Tbk sebagai pemilik atas 44.418 lembar Tbk as the owner of 44,418 shares or
saham atau setara dengan Rp44.418 equivalent to Rp44,418 which represents
yang mewakili 4,44% dari total seluruh 4.44% of the total shares that have been
saham yang telah diterbitkan di JJB; issued in JJB;
4. PT Waskita Karya (Persero) Tbk sebagai 4. PT Waskita Karya (Persero) Tbk as the
pemilik atas 35.659 lembar saham atau owner of 35,659 shares or equivalent to
setara dengan Rp35.659 yang mewakili Rp35,659 which represents 3.56% of the
3,56% dari total seluruh saham yang telah total shares that have been issued in JJB;
diterbitkan di JJB; dan and
5. PT Brantas Abipraya (Persero) sebagai 5. PT Brantas Abipraya (Persero) as the
pemilik atas 8.882 lembar saham atau owner of 8,882 shares or equivalent to
setara dengan Rp8.882 yang mewakili Rp8,882 which represents 0.89% of the
0,89% dari total seluruh saham yang total shares issued in JJB.
diterbitkan di JJB.
Struktur permodalan JJB saat ini adalah The current capital structure of JJB is as follows:
sebagai berikut:
1. Harga nominal per lembar saham 1. The par value per share Rp1,000,000
Rp1.000.000 (Rupiah penuh). (Full Rupiah).
2. Modal dasar sebesar Rp1.700.000. 2. Authorized capital of Rp1,700,000.
3. Modal ditempatkan sebesar Rp1.000.483. 3. Issued capital of Rp1,000,483.
PT Jasamarga Japek Selatan (JJS) PT Jasamarga Japek Selatan (JJS)
Berdasarkan Akta Notaris No. 05 tanggal Based on Notary Deed No. 05 dated
19 Agustus 2025 dari Notaris Rina Utami August 19, 2025 from Notary Rina Utami
Djauhari, S.H., dan surat persetujuan Djauhari, S.H., and a letter of approval
dari Kementerian Hukum dan Hak from the Ministry of Law and Human
Asasi Manusia Republik Indonesia Rights of the Republic of Indonesia
No. AHU-AH.01.03-0220074 Tahun 2025 No. AHU-AH.01.03-0220074 Year 2025 dated
tanggal 20 Agustus 2025, para pemegang August 20, 2025, the shareholders agreed to
saham menyetujui untuk meningkatkan modal increase the issued and paid-up capital of
ditempatkan dan disetor sebesar Rp165.489 Rp165,489 or as many as 165,489 shares in
atau sebanyak 165.489 lembar saham secara cash by the Company and agreed that
tunai oleh Perusahaan dan menyetujui bahwa PT Wiranusantara Bumi did not deposit any
PT Wiranusantara Bumi tidak melakukan shares. So that the share ownership in JJS is as
penyetoran bagian saham. Sehingga follows:
kepemilikan saham pada JJS menjadi sebagai
berikut:
1. Perusahaan sebagai pemilik atas 1. The Company as the owner of 3,107,706
3.107.706 lembar saham atau setara shares or equivalent to Rp3,107,706 which
dengan Rp3.107.706 yang mewakili represents 92.33% of the total shares that
92,33% dari total seluruh saham yang telah have been issued; and
diterbitkan; dan
2. PT Wiranusantara Bumi sebagai pemilik 2. PT Wiranusantara Bumi as the owner of
atas 257.993 lembar saham atau setara 257,993 shares or equivalent to Rp257,993
dengan Rp257.993 yang mewakili 7,67% which represents 7.67% of the total shares
dari total seluruh saham yang telah that have been issued.
diterbitkan.
16
Page 850
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
f. Perubahan Kepemilikan Entitas Anak f. Changes in Ownership in Subsidiaries during
selama Tahun Berjalan (lanjutan) The Year (continued)
PT Jasamarga Japek Selatan (JJS) (lanjutan) PT Jasamarga Japek Selatan (JJS)
(continued)
Struktur permodalan JJS saat ini adalah The current capital structure of JJS is as follows:
sebagai berikut:
1. Harga nominal per lembar saham 1. The par value per share Rp1,000,000
Rp1.000.000 (Rupiah penuh). (Full Rupiah).
2. Modal dasar sebesar Rp4.400.000. 2. Authorized capital of Rp4,400,000.
3. Modal ditempatkan sebesar Rp3.365.699. 3. Issued capital of Rp3,365,699.
PT Jasamarga Probolinggo Banyuwangi PT Jasamarga Probolinggo Banyuwangi
(JPB) (JPB)
Berdasarkan Akta No. 02 tanggal 30 April 2025, Based on Deed No. 02 dated April 30, 2025,
Akta No. 03 tanggal 04 September 2025, dan Deed No. 03 dated September 4, 2025, and
Akta No. 03 tanggal 13 November 2025, para Deed No. 03 dated November 13, 2025, the
pemegang saham menyetujui dan shareholders approved and ratified the increase
mengesahkan peningkatan modal ditempatkan in JPB’s issued and fully paid share capital
dan disetor JPB selama periode berjalan, dari during the current period from Rp1,840,649 to
sebelumnya sebesar Rp1.840.649 menjadi Rp2,771,767. So that the share ownership in
Rp2.771.767. Sehingga kepemilikan saham JPB is as follows:
pada JPB menjadi sebagai berikut:
1. Perusahaan sebagai pemilik atas 2.729.379 1. The Company as the owner of 2,729,379
lembar saham atau setara dengan shares or equivalent to Rp2,729,379 which
Rp2.729.379 yang mewakili 98,47% dari represents 98.47% of the total shares that
total seluruh saham yang telah diterbitkan; have been issued;
2. PT Brantas Abipraya (Persero) sebagai 2. PT Brantas Abipraya (Persero) as the owner
pemilik atas 42.188 lembar saham atau of 42,188 shares or equivalent to Rp42,188
setara dengan Rp42.188 yang mewakili which represents 1.52% of the total shares
1,52% dari total seluruh saham yang telah that have been issued; and
diterbitkan; dan
3. PT Waskita Toll Road sebagai pemilik atas 3. PT Waskita Toll Road as the owner of 200
200 lembar saham atau setara dengan shares or equivalent to Rp200 which
Rp200 yang mewakili 0,01% dari total represents 0.01% of the total shares that have
seluruh saham yang telah diterbitkan. been issued.
Struktur permodalan JPB saat ini adalah The current capital structure of JPB is as follows:
sebagai berikut:
1. Harga nominal per lembar saham 1. The par value per share Rp1,000,000
Rp1.000.000 (Rupiah penuh). (Full Rupiah).
2. Modal dasar sebesar Rp3.251.041. 2. Authorized capital of Rp3,251,041.
3. Modal ditempatkan sebesar Rp2.771.767. 3. Issued capital of Rp2,771,767.
17
Page 851
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
f. Perubahan Kepemilikan Entitas Anak f. Changes in Ownership in Subsidiaries during
selama Tahun Berjalan (lanjutan) The Year (continued)
PT Jasamarga Akses Patimban (JAP) PT Jasamarga Akses Patimban (JAP)
Berdasarkan Akta Pernyataan Keputusan Based on the Deed of Statement of Resolution
Rapat Umum Pemegang Saham Luar Biasa of the Extraordinary General Meeting of
PT JAP No. 01 tanggal 1 September 2025, dari Shareholders of PT JAP No. 01 dated
Notaris Rina Utami Djauhari, S.H., dan surat September 1, 2025, from Notary Rina Utami
persetujuan dari Kementerian Hukum dan Hak Djauhari, S.H., and the approval letter from the
Asasi Manusia Republik Indonesia Ministry of Law and Human
No. AHU-AH.01.09-0332693 Tahun 2025 Rights of the Republic of Indonesia
tanggal 2 September 2025, para pemegang No. AHU-AH.01.09-0332693 Year 2025 dated
saham menyetujui peningkatan modal September 2, 2025, the shareholders agreed to
ditempatkan dan disetor penuh sebesar increase the issued and fully paid-up capital by
Rp515.800 atau 515.800 saham yang terdiri Rp515,800 or 515,800 shares which consist of
dari Rp348.663 atau 348.663 saham secara Rp348,663 or 348,663 shares in cash by the
tunai oleh Perusahaan, Rp119.100 atau Company, Rp119,100 or 119,100 shares in cash
119.100 saham secara tunai oleh PT Nusa by PT Nusa Raya Cipta Tbk, Rp38,037 or 38,037
Raya Cipta Tbk, Rp38.037 atau 38.037 saham shares in cash by PT Adhi Karya (Persero) Tbk,
secara tunai oleh PT Adhi Karya (Persero) Tbk, and Rp10,000 or 10,000 shares in cash by
dan Rp10.000 atau 10.000 saham secara tunai PT PP (Persero) Tbk, so that share ownership in
oleh PT PP (Persero) Tbk, sehingga JAP becomes as follows:
kepemilikan saham di JAP menjadi sebagai
berikut:
1. Perusahaan sebagai pemilik atas 453.930 1. The Company as the owner of 453,930 shares
lembar saham atau setara dengan or equivalent to Rp453,930 which represents
Rp453.930 yang mewakili 66,22% dari total 66.22% of the total shares that have been
seluruh saham yang telah diterbitkan; dan issued; and
2. PT Nusa Raya Cipta Tbk sebagai pemilik 2. PT Nusa Raya Cipta Tbk as the owner of
atas 156.421 lembar saham atau setara 156,421 shares, equivalent to Rp156,421,
dengan Rp156.421 yang mewakili 22,82% representing 22.82% of the total issued
dari total seluruh saham yang telah shares; and
diterbitkan; dan
3. PT Adhi Karya (Persero) Tbk sebagai 3. PT Adhi Karya (Persero) Tbk as the owner of
pemilik atas 49.521 lembar saham atau 49,521 shares or equivalent to Rp49,521
setara dengan Rp49.521 yang mewakili representing 7.22% of the total issued shares;
7,22% dari total seluruh saham yang telah and
diterbitkan; dan
4. PT Pembangunan Perumahan (Persero) 4. PT Pembangunan Perumahan (Persero) Tbk
Tbk sebagai pemilik atas 20.705 lembar as the owner of 20,705 shares or equivalent
saham atau setara dengan Rp20.705 yang to Rp20,705 representing 3.02% of the total
mewakili 3,02% dari total seluruh saham issued shares; and
yang telah diterbitkan; dan
5. PT Subang Sejahtera sebagai pemilik atas 5. PT Subang Sejahtera as the owner of 3,400
3.400 lembar saham atau setara dengan shares or equivalent to Rp3,400, representing
Rp3.400 yang mewakili 0,50% dari total 0.50% of the total issued shares; and
seluruh saham yang telah diterbitkan; dan
6. PT Wijaya Karya (Persero) Tbk sebagai 6. PT Wijaya Karya (Persero) Tbk as the owner
pemilik atas 1.500 lembar saham atau of 1,500 shares or equivalent to Rp1,500
setara dengan Rp1.500 yang mewakili representing 0.22% of the total issued shares.
0,22% dari total seluruh saham yang telah
diterbitkan.
18
Page 852
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
f. Perubahan Kepemilikan Entitas Anak f. Changes in Ownership in Subsidiaries during
selama Tahun Berjalan (lanjutan) The Year (continued)
PT Jasamarga Akses Patimban (JAP) PT Jasamarga Akses Patimban (JAP)
(lanjutan) (continued)
Struktur permodalan JAP saat ini adalah The current capital structure of JAP is as follows:
sebagai berikut:
1. Harga nominal per lembar saham 1. The par value per share Rp1,000,000
Rp1.000.000 (Rupiah penuh). (Full Rupiah).
2. Modal dasar sebesar Rp1.131.000. 2. Authorized capital of Rp1,131,000.
3. Modal ditempatkan sebesar Rp685.477. 3. Issued capital of Rp685,477.
PT Jasamarga Jogja Solo (JMJ) PT Jasamarga Jogja Solo (JMJ)
Pada 23 Juli 2025, terdapat amandemen On July 23, 2025, there was an amendment to
perjanjian pemegang saham (SHA) sehingga the shareholder’s agreement (SHA) (Note 3),
dilakukan adendum akta JMJ (Catatan 3). resulting in an addendum to the JMJ deed.
Berdasarkan Akta No. 28 tanggal 02 Agustus Based on Deed No. 28 dated August 2, 2025
2025 dan Akta No. 05 tanggal 19 Desember and Deed No. 05 dated December 19, 2025, the
2025, para pemegang saham menyetujui dan shareholders approved and ratified the increase
mengesahkan peningkatan modal ditempatkan in JMJ’s issued and fully paid share capital
dan disetor JMJ selama periode berjalan, dari during the current period from Rp2,860,537 to
sebelumnya sebesar Rp2.860.537 menjadi Rp3,634,537.
Rp3.634.537.
Peningkatan modal tersebut tidak The increase in capital does not result in any
mengakibatkan perubahan persentase change in the percentage of share ownership of
kepemilikan saham para pemegang saham the shareholders (Note 51). Accordingly, the
(Catatan 51). Dengan demikian, komposisi composition of JMJ's shareholding remains as
kepemilikan saham JMJ tetap sebagai berikut: follows:
1. Perusahaan memiliki 1.919.729 lembar 1. The company has 1,919,729 shares,
saham atau setara dengan Rp1.919.729, equivalent to IDR 1,919,729, representing
yang mewakili 52,82% dari total saham 52.82% of the total shares issued and fully
yang telah ditempatkan dan disetor penuh paid in JMJ; and
di JMJ; dan
2. PT Adhi Karya (Persero) Tbk memiliki 2. PT Adhi Karya (Persero) Tbk holds
1.714.808 lembar saham atau setara 1,714,808 shares, equivalent to
dengan Rp1.714.808, yang mewakili Rp1,714,808, representing 47.18% of the
47,18% dari total saham yang telah total shares that have been issued and fully
ditempatkan dan disetor penuh di JMJ. paid at JMJ.
Struktur permodalan JMJ saat ini adalah The current capital structure of JMJ is as follows:
sebagai berikut:
1. Harga nominal per lembar saham 1. The par value per share Rp1,000,000
Rp1.000.000 (Rupiah penuh). (Full Rupiah).
2. Modal dasar sebesar Rp5.000.000. 2. Authorized capital of Rp5,000,000.
3. Modal ditempatkan sebesar Rp3.634.537. 3. Issued capital of Rp3,634,537.
19
Page 853
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
g. Kombinasi Bisnis g. Business Combination
Pada tanggal 2 Desember 2024, On December 2, 2024, PT Jasamarga
PT Jasamarga Transjawa Tol menerima Transjawa Tol received the transfer of
pengalihan hak kepemilikan atas seluruh ownership rights over all shares owned by the
saham milik Dana Investasi Infrastruktur Toll Toll Road Mandiri-001 Infrastructure Investment
Road Mandiri-001 pada PT Trans Optima Luhur Fund in PT Trans Optima Luhur amounting to
sebanyak 121.799.999 lembar saham. 121,799,999 shares. This transfer is part of the
Pengalihan ini merupakan bagian dari dissolution and liquidation of the Toll Road
pembubaran dan likuidasi Dana Investasi Mandiri-001 Infrastructure Investment Fund.
Infrastruktur Toll Road Mandiri-001.
Kegiatan utama PT Trans Optima Luhur adalah The main activity of PT Trans Optima Luhur is
sebagai Perusahaan induk atas investasi saham as a parent company for equity investments in
pada Perusahaan yang bergerak dalam companies engaged in toll road management,
pengusahaan jalan tol yaitu namely PT Jasamarga Pandaan Toll and
PT Jasamarga Pandaan Tol dan PT Trans Marga Jateng, with an ownership
PT Trans Marga Jateng, dengan persentase percentage of 53.81% and 8.00%.
kepemilikan 53,81% dan 8,00%.
Setelah pengalihan ini, After this transfer, PT Jasamarga Transjawa Tol
PT Jasamarga Transjawa Tol memperoleh obtained direct and indirect control over
pengendalian langsung dan tidak langsung atas PT Trans Optima Luhur and
PT Trans Optima Luhur dan PT Jasamarga Pandaan Tol with ownership
PT Jasamarga Pandaan Tol dengan percentages of 99.99% and 93.79%,
persentase kepemilikan pada masing-masing respectively.
sebesar 99,99% dan 93,79%.
Sebelum pengendalian diperoleh, Before control is obtained,
PT Jasamarga Transjawa Tol memiliki PT Jasamarga Transjawa Tol has direct
kepemilikan langsung atas ownership of PT Jasamarga Pandaan Tol,
PT Jasamarga Pandaan Tol yang mana which those investment is accounted for using
investasi ini diperhitungkan dengan the equity method (Note 10).
menggunakan metode ekuitas (Catatan 10).
Sebagai bagian dari akuntansi kombinasi As part of business combination accounting,
bisnis, Perusahaan mengukur kembali the Company remeasures its prior holdings at
kepemilikan sebelumnya pada nilai wajar untuk fair value to determine the value of goodwill.
menentukan nilai goodwill. Pengukuran The remeasurement was calculated by KJPP
kembali dihitung oleh KJPP Suwendho Rinaldy Suwendho Rinaldy & Partners, independent
& Rekan, penilai independen Ocky Rinaldi, appraiser Ocky Rinaldi, MAPPI (Cert), in his
MAPPI (Cert), dalam laporannya No: report No:
a. 00079/2.0059-02/BS/05/0242/1/II/2025 a. 00079/2.0059-02/BS/05/0242/1/II/2025
atas penilaian saham JPT; regarding the valuation of JPT shares;
b. 00080/2.0059-02/BS/05/0242/1/II/2025 b. 00080/2.0059-02/BS/05/0242/1/II/2025
atas penilaian saham TOL; regarding the valuation of TOL shares;
dengan tanggal penilaian 30 November 2024 with a valuation date of November 30, 2024
dan laporan penilaian 20 Februari 2025. and a valuation report of February 20, 2025.
20
Page 854
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
g. Kombinasi Bisnis (lanjutan) g. Business Combination (continued)
Keuntungan dari pengukuran kembali nilai The gain from remeasurement of fair value
wajar kepemilikan sebagai entitas asosiasi oleh revaluation of ownership as an associated by
PT Jasamarga Transjawa Tol yang diakui PT Jasamarga Transjawa Tol which are
dalam laba rugi adalah sebagai berikut: recognized in profit or loss are as follows:
1 Desember 2024/
December 1, 2024
Nilai wajar atas entitas Fair value of the ownership interest
Asosiasi yang sebelumnya dimiliki 674.225 on investment in Associates that previously held
Nilai tercatat investasi asosiasi (Catatan 10) (487.818) Carrying amount of investment in associates (Note 10)
Keuntungan 186.407 Gain
Kerugian dari pengukuran kembali nilai wajar The losses from remeasurement of fair value
kepemilikan dari investasi jangka pendek oleh of ownership of short-term investments by
PT Jasamarga Transjawa Tol yang diakui PT Jasamarga Transjawa Tol which are
dalam laba rugi adalah sebagai berikut: recognized in profit or loss are as follows:
1 Desember 2024/
December 1, 2024
Nilai wajar atas investasi jangka pendek 1,609,222 Fair value of short-term investment
Nilai tercatat investasi jangka pendek (1,753,224) Carrying amount of short-term investment
Kerugian (144,002) Loss
Keuntungan atau kerugian kumulatif dari Cumulative gains or losses from short-term
investasi jangka pendek yang diakui sebagai investments recognized as other
penghasilan komprehensif lainnya comprehensive income are reclassified to
direklasifikasi ke laba rugi. profit or loss.
Pada saat tanggal akuisisi, nilai wajar aset As at the acquisition date, the fair value of net
bersih atas entitas yang diakuisisi adalah assets acquired of entities is as follows:
sebagai berikut:
1 Desember 2024/
December 1, 2024
Kas setara kas 50.011 Cash and cash equivalents
Aset lancar 614 Current assets
Aset tetap (Catatan 11) 864 Fixed assets (Note 11)
Aset takberwujud - neto Intangible assets - net
Hak pengusahaan Jalan Tol (Catatan 13) 2.640.059 Toll Road Concession Rights (Note 13)
Lainnya (Catatan 14) 245 Others (Note 14)
Investasi Entitas Asosiasi dan Investment in Association and
Ventura Bersama (Catatan 10) 624.172 Joint Venture (Note 10)
Liabilitas jangka pendek (12.909) Current liabilities
Liabilitas pajak tangguhan (Catatan 18.c) (357.627) Deferred tax liabilities (Note 18.c)
Liabilitas jangka panjang (447.513) Non-current liabilities
Nilai wajar aset bersih 2.497.916 Fair value of net assets
Keuntungan dari pembelian dengan diskon atas Gain from bargain purchase is determine
akuisisi ditentukan sebagai berikut: as follow:
21
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
g. Kombinasi Bisnis (lanjutan) g. Business Combination (continued)
1 Desember 2024/
December 1, 2024
Nilai wajar atas entitas ventura bersama yang Fair value of the ownership interest
sebelumnya dimiliki 674.225 on investment in joint venture that previously held
Nilai wajar atas investasi jangka pendek 1.531.469 Fair value of short-term investment
Nilai wajar atas kepentingan non-pengendali 115.951 Fair value of non-controlling interest
Total 2.321.645 Total
Dikurangi : Less:
Nilai wajar aset bersih 2.497.916 Fair value of net assets
Keuntungan pembelian dengan diskon (176.271) Gain on bargain purchase
Nilai wajar dari kepentingan non-pengendali The fair value of the non-controlling interest
(KNP) diestimasikan dari nilai wajar saham (NCI) is estimated from fair value of shares
yang dihitung oleh KJPP Suwendho Rinaldy & calculated by KJPP Suwendho Rinaldy &
Rekan, penilai independen Ocky Rinaldi, Partners, independent appraiser Ocky Rinaldi,
MAPPI (Cert) yang terdaftar di OJK, dalam MAPPI (Cert), in his report No:
laporannya No:
1. 00079/2.0059-02/BS/05/0242/1/II/2025 a. 00079/2.0059-02/BS/05/0242/1/II/2025
atas penilaian saham JPT; regarding the valuation of JPT shares;
2. 00080/2.0059-02/BS/05/0242/1/II/2025 b. 00080/2.0059-02/BS/05/0242/1/II/2025
atas penilaian saham TOL; regarding the valuation of TOL shares;
dengan tanggal penilaian 30 November 2024 with a valuation date of November 30, 2024 and
dan laporan penilaian 20 Februari 2025. a valuation report of February 20, 2025.
Nilai wajar dari aset bersih diestimasikan dari The fair value of net assets is estimated from
nilai wajar aset takberwujud hak pengusahaan fair value of toll road concession rights and
jalan tol dan kontribusi aset yang dihitung oleh assets contribution calculated by KJPP
KJPP Suwendho Rinaldy & Rekan, penilai Suwendho Rinaldy & Partners, independent
independen Ocky Rinaldi, MAPPI (Cert), dalam appraiser Ocky Rinaldi, MAPPI (Cert), in his
laporannya No: report No:
a. 00077/2.0059-02/PI/05/0242/1/II/202 atas a. 00077/2.0059-02/PI/05/0242/1/II/2025
penilaian aset hak pengusahaan jalan tol regarding the valuation of JPT toll road
JPT concession rights
b. 00079/2.0059-02/BS/05/0242/1/II/2025 b. 00079/2.0059-02/BS/05/0242/1/II/2025
atas penilaian kontribusi aset JPT regarding the valuation of JPT contribution
assets
dengan tanggal penilaian 30 November 2024 with a valuation date of November 30, 2024 and
dan laporan penilaian 20 Februari 2025. a valuation report of February 20, 2025.
Pendapatan PT Trans Optima Luhur dan The revenue of PT Trans Optima Luhur and
PT Jasamarga Pandaan Tol untuk tahun 2024 PT Jasamarga Pandaan Tol for the year 2024
yang termasuk dalam laporan laba rugi sejak included in the income statement since the
tanggal akuisisi sebesar Rp19.427. acquisition date amounts to Rp19,427.
Kontribusi laba dari PT Trans Optima Luhur dan Profit contribution from PT Trans Optima Luhur
PT Jasamarga Pandaan Tol untuk tahun 2024 and PT Jasamarga Pandaan Tol for the year
yang termasuk dalam laporan laba rugi sejak 2024, included in the income statement since
tanggal akuisisi sebesar Rp9.559. the acquisition date, amounted to Rp9,559.
22
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
g. Kombinasi Bisnis (lanjutan) g. Business Combination (continued)
Jumlah arus kas yang diperoleh berupa jumlah The total cash flow obtained in the form of cash
kas dan setara kas pada tanggal akuisisi and cash equivalents on the acquisition date
dari PT Trans Optima Luhur dan from PT Trans Optima Luhur and
PT Jasamarga Pandaan Tol sebesar Rp58.585. PT Jasamarga Pandaan Toll amounts to
Tidak terdapat arus kas keluar berupa imbalan Rp58.585. There are no cash outflows in the
yang dialihkan dalam proses kombinasi bisnis. form of compensation transferred in business
combination process.
Jumlah arus kas yang diperoleh berupa jumlah The amount of cash flow obtained in the form of
kas dan setara kas pada tanggal cash and cash equivalents at the date of
akuisisi dari PT Lintas Marga Jawa, acquisition from PT Lintas Marga Jawa,
PT Jasamarga Semarang Batang, PT Jasamarga Semarang Batang,
PT Jasamarga Solo Ngawi dan PT Jasamarga Solo Ngawi and PT Jasamarga
PT Jasamarga Ngawi Kertosono Kediri sebesar Ngawi Kertosono Kediri amounted to
Rp366.494. Tidak terdapat arus kas keluar Rp366,494. There is no cash outflow in the form
berupa imbalan yang dialihkan dalam proses of consideration transferred in the business
kombinasi bisnis. combination process.
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL INFORMATION
a. Pernyataan Kepatuhan a. Statement of Compliance
Laporan keuangan konsolidasian telah disusun The consolidated financial statements have
dan disajikan sesuai dengan Standar Akuntansi been prepared and presented in accordance
Keuangan Indonesia (“SAK”), yang mencakup with the Financial Accounting Standards
Pernyataan Standar Akuntansi Keuangan Indonesian (“SAK”), which includes Statement
(“PSAK”) dan Interpretasi Standar Akuntansi of Financial Accounting Standards (“PSAK”)
Keuangan (“ISAK”) yang dikeluarkan oleh and the Interpretation of Financial Accounting
Dewan Standar Akuntansi Keuangan Ikatan Standards (“ISAK”) issued by the Financial
Akuntan Indonesia (“DSAK”), serta peraturan Accounting Standards Board of the Indonesian
Pasar Modal yang berlaku antara lain Institute of Accountants (“DSAK”), as well as
Peraturan Otoritas Jasa Keuangan/Badan the applicable Capital Market regulations
Pengawas Pasar Modal dan Lembaga including Financial Services Authority/
Keuangan (OJK/Bapepam-LK) No. VIII.G.7 Capital Market Supervisory Agency
tentang Penyajian dan Pengungkapan Laporan (OJK/Bapepam-LK) Regulation No. VIII.G.7
Keuangan Emiten atau Perusahaan Publik, concerning the Presentation and Disclosure of
sepanjang tidak bertentangan dengan suatu Financial Statements of Issuers or Public
PSAK atau ISAK. Companies, to the extent these (it) do (does)
not conflict with a PSAK or ISAK.
b. Dasar Penyusunan Laporan Keuangan b. Basis of Preparation of The Consolidated
Konsolidasian Financial Statements
Laporan keuangan konsolidasian disusun dan The consolidated financial statements are
disajikan berdasarkan asumsi kelangsungan prepared and presented based on the going
usaha serta atas dasar akrual, kecuali laporan concern assumption and on an accrual basis,
arus kas konsolidasian. Dasar pengukuran except for the consolidated statement of cash
dalam penyusunan laporan keuangan flows. The measurement basis in preparing
konsolidasian ini adalah konsep biaya these consolidated financial statements is the
perolehan, kecuali beberapa akun tertentu historical cost concept, except for certain
yang didasarkan pengukuran lain sebagaimana accounts that are measured on different bases
dijelaskan dalam kebijakan akuntansi masing- as described in the accounting policies for each
masing akun tersebut. Biaya perolehan respective account. Historical cost is generally
umumnya didasarkan pada nilai wajar imbalan based on the fair value of the consideration
yang diserahkan dalam pemerolehan aset. given in acquiring the assets.
23
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
b. Dasar Penyusunan Laporan Keuangan b. Basis of Preparation of The Consolidated
Konsolidasian (lanjutan) Financial Statements (continued)
Selain laporan arus kas konsolidasian, laporan Other than the consolidated statement of cash
keuangan konsolidasian disusun berdasarkan flows, the consolidated financial statements
dasar akrual, dengan menggunakan konsep have been prepared on the accrual basis, using
biaya historis, kecuali untuk beberapa akun the historical cost, basis of accounting, except
tertentu disajikan berdasarkan pengukuran lain for certain accounts which are stated on the
sebagaimana diuraikan dalam kebijakan bases described in the related accounting
akuntansi masing-masing akun tersebut. policies for those accounts.
Laporan arus kas konsolidasian disusun The consolidated statement of cash flows,
menggunakan metode langsung, dengan which has been prepared using direct method,
menyajikan penerimaan dan pengeluaran kas presents cash receipts and disbursements of
dan setara kas yang diklasifikasikan dalam cash and cash equivalents classified into
aktivitas operasi, investasi, dan pendanaan. operating, investing, and financing activities.
Mata uang pelaporan yang digunakan dalam The reporting currency used in the
penyusunan laporan keuangan konsolidasian consolidated financial statements is
adalah Rupiah yang merupakan mata uang the Indonesian Rupiah, which is also
fungsional Kelompok Usaha. the functional currency of the Group.
Kebijakan akuntansi telah diterapkan secara The accounting policies applied are consistent
konsisten diantara laporan keuangan between the consolidated financial
konsolidasian yang berakhir 31 Desember 2025 statements years ended December 31, 2025
dan 2024. and 2024.
c. Pernyataan dan Interpretasi Standar c. New and Revised Statements and
Akuntansi Baru dan Revisi yang Berlaku Interpretation of Financial Accounting
Efektif pada Tahun Berjalan Standards Effective in the Current Year
Standar baru dan amendemen atas standar New Standard and amendment to standards
yang berlaku efektif untuk periode yang dimulai which effective for periods beginning on or after
pada atau setelah 1 Januari 2025, dengan January 1, 2025, with early adoption is
penerapan dini diperkenankan yaitu: permitted, are as follows:
• PSAK 117 “Kontrak Asuransi"; • PSAK 117 "Insurance Contract";
• Amendemen PSAK 117: “Kontrak Asuransi • Amendments of PSAK 117 “Insurance
tentang Penerapan Awal PSAK 117 dan Contracts on Initial Application of
PSAK 109 – Informasi Komparatif”; dan PSAK 117 and PSAK 109 – Comparative
Information” ; and
• Amendemen PSAK 221: “Pengaruh • Amendments of PSAK 221 “Foreign
Perubahan Kurs Valuta Asing tentang Exchange Rate regarding Lack of
Kekurangan Ketertukaran”. Exchangeability”.
Beberapa PSAK juga diamendemen yang Several PSAKs were also amended which were
merupakan amendemen konsekuensial karena consequential amendments due to the
berlakunya PSAK 117: Kontrak Asuransi, yaitu: enactment of PSAK 117: Insurance Contracts,
as follows:
• PSAK 103 “Kombinasi Bisnis”; • PSAK 103 “Business Combinations”;
• PSAK 105 “Aset Tidak Lancar yang • PSAK 105 “Non-Current Assets Held for
Dikuasai untuk Dijual dan Operasi yang Sale and Discontinued Operations”;
Dihentikan”;
• PSAK107 “Instrumen Keuangan: • PSAK 107 “Financial Instruments:
Pengungkapan”; Disclosures”;
• PSAK109 “Instrumen Keuangan”; • PSAK 109 “Financial Instruments”;
• PSAK 115 “Pendapatan dari Kontrak • PSAK 115 “Income from Contracts with
dengan Pelanggan”; Customers”;
24
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
c. Pernyataan dan Interpretasi Standar c. New and Revised Statements and
Akuntansi Baru dan Revisi yang Berlaku Interpretation of Financial Accounting
Efektif pada Tahun Berjalan (lanjutan) Standards Effective in the Current Year
(continued)
• PSAK 201 “Penyajian Laporan Keuangan”; • PSAK 201 “Presentation of Financial
Statements”;
• PSAK 207 “Laporan Arus Kas”; • PSAK 207 “Statement of Cash Flows”;
• PSAK 216 “Aset Tetap”; • PSAK 216 “Fixed Assets”;
• PSAK 219 “Imbalan Kerja”; • PSAK 219 “Employee Benefits”;
• PSAK 228 “Investasi pada Entitas Asosiasi • PSAK 228 “Investment in Associated
dan Ventura Bersama”; Entities and Joint Ventures”;
• PSAK 232 “Instrumen Keuangan • PSAK 232 “Financial Instruments:
Penyajian”; Presentation”;
• PSAK 236 “Penurunan Nilai Aset”; • PSAK 236 “Impairment of Asset";
• PSAK 237 “Provisi, Liabilitas Kontijensi dan • PSAK 237 “Provisions, Contingent
Aset Kontijensi”; Liabilities and Contingent Assets”;
• PSAK 238 “Aset Takberwujud”; dan • PSAK 238 “Intangible Assets”; and
• PSAK 240 “Properti Investasi”. • PSAK 240 “Investment Property”.
Implementasi amendemen standar tersebut The implementation of the above amendment
tidak memiliki dampak yang material terhadap to standards had no material on the amounts
jumlah yang dilaporkan di periode berjalan atau reported for the current period or prior financial
tahun sebelumnya. year.
d. Prinsip-Prinsip Konsolidasian d. Principles of Consolidation
Laporan keuangan konsolidasian meliputi The consolidated financial statements include
laporan keuangan Kelompok Usaha seperti the accounts of the Group as disclosed in Note
yang disebutkan pada Catatan 1.e, dimana 1.e, in which the Company has control over
Perusahaan memiliki pengendalian atas entitas those entities.
tersebut.
Laporan keuangan entitas anak disiapkan untuk The financial statements of the subsidiaries are
tahun pelaporan yang sama dengan prepared for the same reporting year as that of
Perusahaan dan menggunakan kebijakan the Company and using consistent accounting
akuntansi yang konsisten. policies.
Pengendalian diperoleh ketika Kelompok Control is achieved when the Group is
Usaha terekspos atau memiliki hak atas imbal exposed, or has rights, to variable returns from
hasil variabel dari keterlibatannya dengan its involvement with the investee and has the
investee dan memiliki kemampuan untuk ability to affect those returns through its power
memengaruhi imbal hasil tersebut melalui over the investee.
kekuasaannya atas investee.
Secara spesifik, Kelompok Usaha Specifically, the Group controls an investee if
mengendalikan investee jika dan hanya jika and only if the Group owns all of the following:
Kelompok Usaha memiliki seluruh hal berikut
ini:
a. Kekuasaan atas investee (misalnya, a. Power over the investee (i.e., existing
adanya hak yang memberi kemampuan rights that give it the current ability to direct
kini untuk mengarahkan aktivitas relevan the relevant activities of the investee);
investee);
b. Eksposur atau hak atas imbal hasil variabel b. Exposure, or rights, to variable returns
dari keterlibatannya dengan investee; dan from its involvement with the investee; and
c. Kemampuan untuk menggunakan c. The ability to use its power over the
kekuasaannya atas investee untuk investee to affect its returns.
memengaruhi jumlah imbal hasil investor.
25
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
d. Prinsip-Prinsip Konsolidasian (lanjutan) d. Principles of Consolidation (continued)
Ketika Kelompok Usaha memiliki kurang dari When the Group has less than a majority of the
hak suara mayoritas, Kelompok Usaha voting or similar rights of an investee, the
mempertimbangkan semua fakta dan keadaan Group considers all relevant facts and
yang relevan dalam menilai apakah memiliki circumstances in assessing whether it has
kekuasaan atas investee, termasuk: power over an investee, including:
a. Pengaturan kontraktual dengan pemilik hak a. The contractual arrangement with the other
suara yang lain; vote holders of the investee;
b. Hak yang timbul dari pengaturan b. Rights arising from other contractual
kontraktual lain; dan arrangement; and
c. Hak suara dan hak suara potensial c. The Group’s voting rights and potential
Kelompok Usaha. voting rights.
Kelompok Usaha menilai kembali apakah The Group re-assesses whether or not it
investor mengendalikan investee jika fakta dan controls an investee if facts and circumstances
keadaan mengindikasikan adanya perubahan indicate that there are changes to one or more
terhadap satu atau lebih dari tiga elemen of the three elements of control. Consolidation
pengendalian. Konsolidasi atas entitas anak of a subsidiary begins when the Group obtains
dimulai ketika Kelompok Usaha memiliki control over the subsidiary and ceases when
pengendalian atas anak perusahaan dan the Group loses control of the subsidiary.
berhenti ketika Kelompok Usaha kehilangan
pengendalian atas entitas anak.
Aset, liabilitas, pendapatan dan beban atas Assets, liabilities, income and expenses of a
anak perusahaan yang diakuisisi atau dilepas subsidiary acquired or disposed of during the
selama periode termasuk dalam laporan laba period are included in the consolidated
rugi dan penghasilan komprehensif lain statement of profit or loss and other
konsolidasian dari tanggal Kelompok Usaha comprehensive income from the date the
memperoleh pengendalian sampai dengan Group gains control until the date the Group
tanggal Kelompok Usaha menghentikan ceases to control the subsidiary.
pengendalian atas entitas anak.
Laba rugi dan setiap komponen atas Profit or loss and each component of other
penghasilan komprehensif lain diatribusikan comprehensive income are attributed to the
pada pemegang saham entitas induk Kelompok equity holders of the parent of the Group and
Usaha dan pada Kepentingan Non-Pengendali to the Non-Controlling Interests (“NCI”), even if
(KNP), walaupun hasil di KNP mempunyai this results in the NCI having a deficit balance.
saldo defisit. Bila diperlukan, penyesuaian When needed, adjustments are made to the
dilakukan pada laporan keuangan anak financial statements of subsidiaries to bring
perusahaan agar kebijakan akuntansinya their accounting policies in line with the Group’s
sesuai kebijakan akuntansi Kelompok Usaha. accounting policies.
Seluruh akun dan transaksi antar perusahaan All material intercompany accounts and
yang material, termasuk keuntungan atau transactions, including unrealized gains or
kerugian yang belum direalisasi, jika ada, losses, if any, are eliminated to reflect the
dieliminasi untuk mencerminkan posisi financial position and the results of operations
keuangan dan hasil operasi Kelompok Usaha of the Group as one business entity.
sebagai satu kesatuan usaha.
Perubahan kepemilikan di entitas anak, tanpa A change in the ownership interest of a
kehilangan pengendalian, dihitung sebagai subsidiary, without a loss of control, is
transaksi ekuitas. Jika Kelompok Usaha accounted for as an equity transaction. If the
kehilangan pengendalian atas entitas anak, Group loses control over a subsidiary, then:
maka:
26
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
d. Prinsip-Prinsip Konsolidasian (lanjutan) d. Principles of Consolidation (continued)
a. Menghentikan pengakuan aset (termasuk a. Derecognizes the assets (including
goodwill) dan liabilitas Entitas Anak; goodwill) and liabilities of the Subsidiary;
b. Menghentikan pengakuan jumlah tercatat b. Derecognizes the carrying amount of any
setiap KNP; NCI;
c. Menghentikan pengakuan akumulasi c. Derecognizes the cumulative translation
selisih penjabaran, yang dicatat di ekuitas, differences recorded in equity, if any;
bila ada;
d. Mengakui nilai wajar pembayaran yang d. Recognizes the fair value of the
diterima; consideration received;
e. Mengakui setiap sisa investasi pada nilai e. Recognizes the fair value of any
wajarnya; investment retained;
f. Mengakui setiap perbedaan yang f. Recognizes any surplus or deficit in profit
dihasilkan sebagai keuntungan atau or loss; and
kerugian dalam laba rugi; dan
g. Mereklasifikasi ke laba rugi proporsi g. Reclassifies the parent’s share of
keuntungan dan kerugian yang components previously recognized in
sebelumnya diakui dalam penghasilan other comprehensive income to the
komprehensif lainnya ke laporan laba rugi statement of profit or loss and other
dan penghasilan komprehensif lain atau comprehensive income or deficit or
mengalihkan secara langsung ke defisit retained earnings, as appropriate.
atau saldo laba.
Kombinasi Bisnis dan Goodwill Business Combinations and Goodwill
KNP mencerminkan bagian atas laba atau rugi NCI represent the portion of the profit or loss
dan aset neto dari entitas anak yang tidak dapat and net assets of the subsidiaries not
diatribusikan secara langsung maupun tidak attributable to the parent entity, which are
langsung pada entitas induk, yang masing- presented in the consolidated statement of
masing disajikan dalam laporan laba rugi profit or loss and other comprehensive income
komprehensif konsolidasian dan dalam ekuitas and under the equity section of the consolidated
pada laporan posisi keuangan konsolidasian, statement of financial position, respectively,
terpisah dari bagian yang dapat diatribusikan separately from the corresponding portion
kepada pemilik entitas induk. attributable to the owners of the parent entity.
Perubahan dalam bagian kepemilikan entitas A change in a parent’s ownership interest in a
induk pada entitas anak yang tidak subsidiary that does not result in a loss of
mengakibatkan hilangnya pengendalian dicatat control is accounted for as an equity transaction
sebagai transaksi ekuitas (dalam hal ini (i.e., a transaction with owners in their capacity
transaksi dengan pemilik dalam kapasitasnya as owners).
sebagai pemilik).
Kombinasi bisnis, jika ada, dicatat dengan Business combinations, if any, are accounted
menggunakan metode akuisisi. Biaya for using the acquisition method. The cost of an
perolehan dari sebuah akuisisi diukur pada nilai acquisition is measured at the aggregate value
agregat imbalan yang dialihkan, diukur pada of the consideration transferred, measured at
nilai wajar pada tanggal akuisisi dan jumlah fair value on acquisition date and the amount of
setiap KNP pada pihak yang diakuisisi. Untuk any NCI in the acquiree. For each business
setiap kombinasi bisnis, Kelompok Usaha combination, the Group elects whether it
memilih apakah mengukur KNP pada entitas measures the NCI in the acquiree either at fair
yang diakuisisi baik pada nilai wajar ataupun value or at the proportionate share of the
pada proporsi kepemilikan KNP atas aset neto acquiree’s identifiable net assets. Acquisition
yang teridentifikasi dari entitas yang diakuisisi. costs incurred are directly expensed and
Biaya-biaya akuisisi yang timbul dibebankan included in administrative expenses.
langsung dan termasuk beban administrasi.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
d. Prinsip-Prinsip Konsolidasian (lanjutan) d. Principles of Consolidation (continued)
Kombinasi Bisnis dan Goodwill (lanjutan) Business Combinations and Goodwill
(continued)
Kelompok Usaha menentukan apakah suatu The Group determines whether a transaction is
transaksi merupakan kombinasi bisnis bahwa a business combination that the assets
aset yang diperoleh dan liabilitas yang diambil acquired and liabilities assumed constitute a
alih merupakan suatu bisnis. Jika aset yang business. If the assets acquired are not a
diperoleh bukan suatu bisnis, maka Kelompok business, the Group accounts for the
Usaha mencatat transaksi atau peristiwa lain transaction or other event as an asset
tersebut sebagai akuisisi aset. acquisition.
Ketika melakukan akuisisi atas sebuah bisnis, When the Group acquires a business,
Kelompok Usaha mengklasifikasikan dan it classifies and determines the financial assets
menentukan aset keuangan yang diperoleh dan acquired and liabilities assumed for appropriate
liabilitas keuangan yang diambil alih classification and designation in accordance
berdasarkan pada persyaratan kontraktual, with the contractual terms, economic
kondisi ekonomi dan kondisi terkait lain yang circumstances and pertinent conditions as of
ada pada tanggal akuisisi. the acquisition date.
Pada tanggal akuisisi, goodwill awalnya diukur At the acquisition date, goodwill is initially
pada harga perolehan yang merupakan selisih measured at cost being the excess of the
nilai lebih agregat dari imbalan yang dialihkan aggregate of the consideration transferred and
dan jumlah setiap KNP atas jumlah neto the amount recognized for NCI over the net
teridentifikasi dari aset yang diperoleh dan identifiable assets acquired and liabilities
liabilitas yang diakui. recognized.
Jika imbalan tersebut kurang dari nilai wajar If this consideration is lower than the fair value
aset neto entitas anak yang diakuisisi, selisih of the acquired subsidiary's net assets, the
tersebut diakui dalam laporan laba rugi dan difference is recognized in consolidated
penghasilan komprehensif lain konsolidasian statement of profit or loss and other
sebagai keuntungan dari pembelian dengan comprehensive income as gain on bargain
diskon setelah sebelumnya manajemen menilai purchase after previously assessing the
kembali identifikasi dan nilai wajar dari aset identification and fair value measurement of the
yang diperoleh dan liabilitas yang diasumsikan. acquired assets and the assumed liabilities.
Kombinasi Bisnis Entitas Sepengendali Business Combination under Common
Control
Kombinasi bisnis entitas sepengendali dicatat Business combination of entities under
dengan menggunakan metode penyatuan common control that qualifies as a business is
kepemilikan dimana aset dan liabilitas yang accounted for under pooling-of-interest method
diperoleh dari kombinasi bisnis dicatat oleh where assets and liabilities acquired in the
pengakuisisi pada jumlah tercatatnya. business combination are recorded by the
acquirer at their book values.
Selisih antara jumlah imbalan yang dialihkan The difference between the transfer price and
dan jumlah tercatat disajikan sebagai bagian the book value is presented as an item of
dari “tambahan modal disetor” dan tidak “additional paid-in capital” and is not recycled to
direklasifikasi ke laba rugi ketika hilang profit or loss when control is lost.
sepengendalian.
Metode penyatuan kepemilikan diterapkan The pooling-of-interest method is applied as if
seolah-olah entitas telah bergabung sejak the entities had been combined from the period
periode dimana entitas yang bergabung berada when the merging entities were placed under
dalam sepengendalian. common control.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
d. Prinsip-Prinsip Konsolidasian (lanjutan) d. Principles of Consolidation (continued)
Kombinasi Bisnis Entitas Sepengendali Business Combination under Common
(lanjutan) Control (continued)
Setelah pengakuan awal, goodwill diukur pada After initial recognition, goodwill is measured at
jumlah tercatat dikurangi akumulasi kerugian cost less than any accumulated impairment
penurunan nilai. Untuk tujuan pengujian losses. For the purpose of impairment testing,
penurunan nilai, goodwill yang diperoleh dari goodwill acquired in a business combination is,
suatu kombinasi bisnis, sejak tanggal akuisisi from the acquisition date, allocated to each of
dialokasikan kepada setiap Unit Penghasil Kas the Group’s Cash-Generating Units (CGU) that
(UPK) dari Kelompok Usaha yang diharapkan are expected to benefit from the combination,
akan memberikan manfaat dari sinergi irrespective of whether other assets or liabilities
kombinasi tersebut, terlepas dari apakah aset of the acquiree are assigned to those CGU.
atau liabilitas lain dari pihak yang diakuisisi
ditetapkan atas UPK.
e. Kas dan Setara Kas f. e. Cash and Cash Equivalents
Deposito berjangka dengan jangka waktu Time deposits with maturities of nine months or
sembilan bulan atau kurang sejak tanggal less at the time of placement, which are not
penempatan tidak dibatasi penggunaannya restricted, are classified as “Cash Equivalents”.
diklasifikasikan sebagai “Setara Kas”.
Bank dan deposito berjangka yang dibatasi Restricted cash in banks and time deposits
penggunaannya untuk digunakan sebagai used for collateral are not classified as part of
jaminan tidak diklasifikasikan sebagai bagian "Cash and cash equivalents" but presented in
dari “Kas dan setara kas” melainkan disajikan "Restricted funds" account as part of “Current
pada akun “Dana dibatasi penggunaannya” dan Asset” and "Non-current Asset".
sebagai bagian dari “Aset Lancar” dan “Aset
Tidak Lancar”.
f. Transaksi dengan Pihak-Pihak Berelasi f. Transactions with Related Parties
Kelompok Usaha melakukan transaksi dengan The Group has transactions with certain parties
pihak-pihak berelasi sebagaimana didefinisikan which have related party relationships as
dalam PSAK 224, “Pengungkapan Pihak-pihak defined under PSAK 224, “Related Party
Berelasi”. Disclosures”.
Seluruh transaksi dan saldo yang material All material transactions and balances with
dengan pihak-pihak berelasi diungkapkan related parties are disclosed in Note 43 to the
dalam Catatan 43 atas laporan keuangan consolidated financial statements.
konsolidasian.
g. Persediaan g. Inventories
Persediaan dinyatakan sebesar nilai yang lebih Inventories are stated at the lower of cost or net
rendah antara biaya perolehan dan nilai realisable value. Cost is determined using the
realisasi neto. Biaya perolehan ditentukan average method.
dengan menggunakan metode rata-rata.
Biaya perolehan tanah yang sedang The cost of land under development consists of
dikembangkan meliputi biaya perolehan tanah the cost of land for development, direct and
untuk pengembangan, biaya pengembangan indirect development costs related to real estate
langsung dan tidak langsung yang berkaitan development activities and borrowing costs, if
dengan kegiatan pengembangan real estate any. At the time of sale, total project costs are
serta biaya-biaya pinjaman, jika ada. Pada saat allocated proportionately based on their
dijual, semua biaya dialokasikan secara respective areas.
proporsional berdasarkan luas masing-masing.
Biaya pengembangan tanah, termasuk tanah The cost of land development, including land
yang digunakan sebagai jalan dan prasarana which is used for roads and infrastructure or
atau area yang tidak dapat dijual lainnya, other unsaleable areas, is allocated to the
dialokasikan kepada luas area yang dijual. saleable area.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
g. Persediaan (lanjutan) g. Inventories (continued)
Biaya perolehan bangunan dalam The cost of buildings under construction is
penyelesaian dipindahkan ke rumah, ruko dan transferred to houses, shop houses and
apartemen (strata title) tersedia untuk dijual apartments (strata title) available for sale when
pada saat pembangunan telah selesai. the construction is substantially completed.
Properti yang diperoleh atau dalam Properties acquired or being constructed for sale
penyelesaian untuk dijual dalam kegiatan in the ordinary course of business, rather than to
usaha normal, yang tidak untuk disewakan atau be held for rental or capital appreciation, are
untuk mendapatkan kenaikan nilai, dicatat classified as inventories.
sebagai persediaan.
Komisi yang tidak dapat dikembalikan yang Non-refundable commissions paid to sales or
dibayarkan kepada agen penjualan atas marketing agents on the sale of real estate units
penjualan unit real estate dibebankan pada are expensed when incurred.
saat terutang.
Nilai realisasi neto adalah taksiran harga Net realizable value is the estimated selling
penjualan dalam kegiatan usaha normal yang price in the ordinary course of business, based
didasarkan pada harga pasar pada tanggal on market prices at the reporting date and
pelaporan dan didiskontokan untuk nilai waktu discounted for the time value of money if
uang, jika material, dikurangi taksiran biaya material, less estimated costs to complete and
penyelesaian dan taksiran biaya untuk estimated costs to sell.
melaksanakan penjualan.
Penurunan nilai persediaan ditetapkan setiap Inventory write-downs are assessed at each
tanggal pelaporan untuk mengurangi nilai reporting date and recognized as losses in the
tercatat persediaan ke nilai realisasi neto dan consolidated statement of profit or loss and
penurunannya diakui sebagai rugi pada laporan other comprehensive income to the extent that
laba rugi dan pendapatan komprehensif lain the carrying amount exceeds net realizable
konsolidasian tahun yang bersangkutan. value.
h. Investasi pada Entitas Asosiasi dan Ventura h. Investments in Associates and Joint
Bersama Venture
Investasi Kelompok Usaha pada entitas The Group’s investments in its associates and
asosiasi dan ventura bersama diukur dengan joint venture are accounted for using the equity
menggunakan metode ekuitas. Entitas asosiasi method. An associate is an entity in which the
adalah suatu entitas dimana Kelompok Usaha Group has significant influence. The Group has
mempunyai pengaruh signifikan. Kelompok assessed the nature of its joint arrangements
Usaha telah menilai sifat dari pengaturan and determined them to be joint ventures.
bersama dan menentukan pengaturan bersama
tersebut sebagai ventura bersama.
Sesuai dengan metode ekuitas, nilai perolehan Under the equity method, the cost of
investasi ditambah atau dikurang dengan investment is increased or decreased by the
bagian Kelompok Usaha atas laba atau rugi Group’s share in net earnings or losses of, and
neto, dan penerimaan dividen dari entitas dividends received from, the associate and
asosiasi dan ventura bersama sejak perolehan. joint venture since the date of acquisition.
Laporan laba rugi dan penghasilan The consolidated statement of profit or loss and
komprehensif lain konsolidasian other comprehensive income reflects the share
mencerminkan bagian atas hasil operasi dari of the results of operations of the associates
entitas asosiasi dan ventura bersama. Bila and joint venture. Where there has been a
terdapat perubahan yang diakui langsung pada change recognized directly in the equity of the
ekuitas dari entitas asosiasi dan ventura associates and joint venture, the Group
bersama, Kelompok Usaha mengakui recognizes its share of any such changes and
bagiannya atas perubahan tersebut dan discloses this, when applicable, in the
mengungkapkan hal ini, jika dapat diterapkan, consolidated statement of changes in equity.
dalam laporan perubahan ekuitas
konsolidasian.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
h. Investasi pada Entitas Asosiasi dan Ventura h. Investments in Associates and Joint
Bersama (lanjutan) Venture (continued)
Laba atau rugi yang belum direalisasi sebagai Unrealized gains and losses resulting from
hasil dari transaksi-transaksi antara Kelompok transactions between the Group and the
Usaha dengan entitas asosiasi dan ventura associates and joint venture are eliminated to
bersama dieliminasi pada jumlah sesuai the extent of the Group’s interest in the
dengan kepentingan Kelompok Usaha dalam associates and joint venture.
entitas asosiasi dan ventura bersama.
Kelompok Usaha menentukan pada setiap The Group determines at each reporting date
tanggal pelaporan apakah terdapat bukti yang whether there is any objective evidence that its
objektif yang mengindikasikan bahwa investasi investments in the associates and joint venture
dalam entitas asosiasi dan ventura bersama are impaired. The Group determines whether it
mengalami penurunan nilai. Kelompok Usaha is necessary to recognize an impairment loss
menentukan apakah perlu untuk mengakui rugi on the Group’s investments in its associates
penurunan nilai atas investasi Kelompok Usaha and joint venture.
dalam entitas asosiasi dan ventura bersama.
Apabila terdapat bukti objektif penurunan nilai, If there is objective evidence of impairment, the
Kelompok Usaha menghitung jumlah Group calculates the amount of impairment as
penurunan nilai berdasarkan selisih antara the difference between the recoverable amount
jumlah terpulihkan atas investasi dalam entitas of investments in associates and their carrying
asosiasi dan ventura bersama dan nilai value, and recognizes the impairment in the
tercatatnya, dan mengakui penurunan nilai consolidated statement of profit or loss and
tersebut dalam laporan laba rugi dan other comprehensive income.
penghasilan komprehensif lain konsolidasian.
Entitas menghentikan penggunaan metode An entity shall discontinue the use of the equity
ekuitas sejak tanggal ketika investasinya method from the date when its investment
berhenti menjadi investasi pada entitas ceases to be an investment in an associate or
asosiasi atau ventura bersama sebagai berikut: a joint venture as follows:
a. Jika investasi menjadi entitas anak, maka a. If the investment becomes a subsidiary,
entitas mencatat investasinya sesuai the entity shall account for the investment
dengan PSAK 103: Kombinasi Bisnis dan in accordance with PSAK 103: Business
PSAK 110: Laporan Keuangan Combinations and PSAK 110:
Konsolidasian; Consolidated Financial Statements;
b. Jika sisa kepentingan dalam entitas b. If the remaining interest in an associate or
asosiasi atau ventura bersama merupakan joint venture is a financial asset, the entity
aset keuangan, maka entitas mengukur measures that remaining interest at fair
sisa kepentingan tersebut pada nilai wajar. value. The fair value of the remaining
Nilai wajar dari sisa kepentingan dianggap interest is considered the fair value at initial
sebagai nilai wajar pada saat pengakuan recognition as a financial asset in
awal sebagai aset keuangan sesuai accordance with PSAK 109: Financial
dengan PSAK 109: Instrumen Keuangan. Instruments. The entity recognizes in profit
Entitas mengakui dalam laba rugi selisih or loss the difference between:
antara:
i. nilai wajar sisa kepentingan dan hasil i. the fair value of any retained interest
dari pelepasan sebagian kepentingan and the proceeds from the partial
pada entitas asosiasi atau ventura disposal of the interest in the
bersama; dan associate or joint venture; and
ii. jumlah tercatat investasi pada tanggal ii. the carrying amount of the investment
penggunaan metode ekuitas at the date the equity method was
dihentikan. discontinued.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
h. Investasi pada Entitas Asosiasi dan Ventura h. Investments in Associates and Joint
Bersama (lanjutan) Venture (continued)
c. Ketika entitas menghentikan penggunaan c. When an entity discontinues the use of the
metode ekuitas, entitas mencatat seluruh equity method, the entity shall account for
jumlah yang sebelumnya telah diakui all amounts previously recognized in other
dalam penghasilan komprehensif lain yang comprehensive income in relation to that
terkait dengan investasi tersebut investment on the same basis as would be
menggunakan dasar perlakuan yang sama required if the investee had directly
dengan yang disyaratkan jika investee disposed of the related assets and
telah melepaskan secara langsung aset liabilities.
dan liabilitas terkait.
i. Aset Tetap i. Fixed Assets
Aset tetap pada awalnya diakui sebesar biaya Fixed assets are initially recognized as the cost
perolehan yang meliputi harga perolehannya of acquisition which includes their acquisition
dan setiap biaya yang dapat diatribusikan price and any costs attributable directly to bring
langsung untuk membawa aset ke kondisi dan the asset to the necessary condition and
lokasi yang diperlukan agar aset siap location in order for the asset to be ready for
digunakan sesuai intensi manajemen. use as per management's intentions.
Aset dalam pembangunan dinyatakan sebesar Assets in construction are expressed at the cost
biaya perolehan dan dipindahkan ke aset tetap of acquisition and transferred to fixed assets at
pada saat selesai dan siap digunakan. the time of completion and ready for use.
Setelah pengakuan awal, aset tetap dinyatakan After initial recognition, fixed assets are carried
sebesar biaya perolehan dikurangi akumulasi at their cost, less any accumulated
penyusutan dan akumulasi rugi penurunan depreciation, and any accumulated impairment
nilai. losses.
Penyusutan dihitung dengan menggunakan Depreciation is calculated using the straight-
metode garis lurus berdasarkan taksiran masa line method over the estimated useful lives of
manfaat ekonomis aset, sebagai berikut: the assets, as follows:
Tahun/ Years
Gedung Kantor dan Bangunan Lain 20 Office and Other Buildings
Peralatan Operasi dan Kantor 3-5 Operational and Office Equipment
Kendaraan Bermotor 3-5 Vehicles
Tanah dinyatakan berdasarkan harga Land is stated at cost and not depreciated.
perolehan dan tidak disusutkan. Biaya Costs associated with the acquisition of legal
pengurusan legal hak atas tanah ketika tanah rights of land when the land was first acquired
diperoleh pertama kali diakui sebagai bagian are recognized as part of the cost of land.
dari biaya perolehan aset tanah.
Tanah dinyatakan berdasarkan harga Land is stated at cost and not depreciated.
perolehan dan tidak disusutkan. Biaya Costs associated with the acquisition of legal
pengurusan legal hak atas tanah ketika tanah rights of land when the land was first acquired
diperoleh pertama kali diakui sebagai bagian are recognized as part of the cost of land.
dari biaya perolehan aset tanah.
Biaya pengurusan perpanjangan atau Costs associated with the extension or renewal
pembaharuan legal hak atas tanah diakui of legal right of land are recognized as
sebagai aset takberwujud dan diamortisasi intangible asset which is amortized over the
sepanjang umur hukum hak atau umur legal life of the land right or economic life of the
ekonomis tanah, mana yang lebih pendek. land, whichever is shorter.
32
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
i. Aset Tetap (lanjutan) i. Fixed Assets (continued)
Aset dalam penyelesaian merupakan proyek Construction in progress are stated at cost and
dalam pelaksanaan disajikan sebagai bagian presented as part of fixed assets.
dari aset tetap dinyatakan sebesar biaya The accumulated costs are reclassified to
perolehan. Akumulasi biaya perolehan akan the appropriate fixed assets account when the
dipindahkan ke masing-masing aset tetap yang construction is completed and the constructed
bersangkutan pada saat aset tersebut selesai asset is ready for its intended use.
dikerjakan dan siap digunakan.
Jumlah tercatat aset tetap dihentikan An item of fixed assets is derecognized upon
pengakuannya pada saat dilepaskan atau saat disposal or when no future economic benefits
tidak ada manfaat ekonomis masa depan yang are expected from its use or disposal. Any gain
diharapkan dari penggunaan atau or loss arising from derecognition of the asset
pelepasannya. Laba atau rugi yang timbul dari (calculated as the difference between the
penghentian pengakuan aset (dihitung sebagai net disposal proceeds and the carrying
selisih antara jumlah neto hasil pelepasan dan amount of the asset) is credited or charged
jumlah tercatat dari aset) dikreditkan atau to current operations in the year the asset is
dibebankan pada operasi tahun berjalan saat derecognized.
aset tersebut dihentikan pengakuannya.
Nilai residu, masa manfaat dan metode The fixed assets residual values, useful lives
penyusutan dan amortisasi aset tetap ditelaah and methods of depreciation and amortization
dan disesuaikan secara prospektif, apabila are reviewed and adjusted prospectively, if
diperlukan, pada setiap akhir tahun buku. appropriate, at each financial year end.
j. Properti Investasi j. Investment Properties
Properti investasi Kelompok Usaha terdiri dari Investment properties of the Group consist of
tanah, bangunan dan prasarana yang dikuasai land, building and infrastructures held by the
Kelompok Usaha untuk menghasilkan sewa Group to earn rentals or for capital appreciation
atau kenaikan nilai atau keduanya, dan tidak or both, rather than for use in the production or
digunakan dalam produksi atau penyediaan supply of goods or services or for administrative
barang atau jasa atau untuk tujuan administratif purposes or sale in the ordinary course of
atau dijual dalam kegiatan usaha sehari-hari. business.
Properti investasi dinyatakan sebesar biaya Investment properties are stated at cost
perolehan termasuk biaya transaksi dikurangi including transaction cost less accumulated
akumulasi penyusutan dan penurunan nilai, jika depreciation and impairment loss, if any, except
ada, kecuali tanah yang tidak disusutkan. Total for land which is not depreciated. Carrying total
tercatat termasuk bagian biaya penggantian cost includes the cost of replacing part of the
dari properti investasi yang ada pada saat investment properties, if the recognition criteria
terjadinya biaya, jika kriteria pengakuan are met, and excludes the daily expenses on
terpenuhi, dan tidak termasuk biaya harian their usage.
penggunaan properti investasi.
Penyusutan bangunan dan prasarana dihitung Depreciation of buildings and infrastructures is
dengan menggunakan metode garis lurus atas computed using the straight-line method over
taksiran masa manfaat ekonomis berkisar 10 their estimated useful lives ranging from 10
(sepuluh) tahun sampai 30 (tiga puluh) tahun. (ten) years to 30 (thirty) years.
Properti investasi Kelompok Usaha terdiri dari Investment properties of the Group consist of
tanah, bangunan dan prasarana yang dikuasai land, building and infrastructures held by the
Kelompok Usaha untuk menghasilkan sewa Group to earn rentals or for capital appreciation
atau kenaikan nilai atau keduanya, dan tidak or both, rather than for use in the production or
digunakan dalam produksi atau penyediaan supply of goods or services or for administrative
barang atau jasa atau untuk tujuan administratif purposes or sale in the ordinary course of
atau dijual dalam kegiatan usaha sehari-hari. business.
33
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
j. Properti Investasi (lanjutan) j. Investment Properties (continued)
Properti investasi dinyatakan sebesar biaya Investment properties are stated at cost
perolehan termasuk biaya transaksi dikurangi including transaction cost less accumulated
akumulasi penyusutan dan penurunan nilai, jika depreciation and impairment loss, if any, except
ada, kecuali tanah yang tidak disusutkan. Total for land which is not depreciated. Carrying total
tercatat termasuk bagian biaya penggantian cost includes the cost of replacing part of the
dari properti investasi yang ada pada saat investment properties, if the recognition criteria
terjadinya biaya, jika kriteria pengakuan are met, and excludes the daily expenses on
terpenuhi, dan tidak termasuk biaya harian their usage.
penggunaan properti investasi.
Penyusutan bangunan dan prasarana dihitung Depreciation of buildings and infrastructures is
dengan menggunakan metode garis lurus atas computed using the straight-line method over
taksiran masa manfaat ekonomis berkisar 10 their estimated useful lives ranging from 10
(sepuluh) tahun sampai 30 (tiga puluh) tahun. (ten) years to 30 (thirty) years.
Properti investasi dihentikan pengakuannya An investment property should be
pada saat pelepasan atau ketika properti derecognized upon disposal or when the
investasi tersebut tidak digunakan lagi secara investment property is permanently withdrawn
permanen dan tidak memiliki manfaat from use and no future economic benefits are
ekonomis di masa depan yang diharapkan expected from its disposal. Gains or losses
pada saat pelepasannya. Laba atau rugi yang arising from the retirement or disposal of an
timbul dari penghentian atau pelepasan investment property is credited or charged to
properti investasi diakui dalam laporan laba rugi the consolidated statement of profit or loss and
dan pendapatan komprehensif lain other comprehensive income in the period the
konsolidasian dalam periode terjadinya asset is derecognized or disposed.
penghentian atau pelepasan tersebut.
Pengalihan ke properti investasi dilakukan jika, The transfer to investment property is carried
dan hanya jika, terdapat perubahan out if, and only if, there is a change in use
penggunaan yang ditunjukkan dengan indicated by the termination of use by the
berakhirnya pemakaian oleh pemilik, owner, the commencement of operational
dimulainya sewa operasi ke pihak lain atau leasing to another party, or the completion of
selesainya pembangunan atau construction or development. The transfer from
pengembangan. Pengalihan dari properti investment property is carried out if, and only if,
investasi dilakukan jika, dan hanya jika, there is a change in use indicated by the
terdapat perubahan penggunaan yang commencement of use by the owner or the
ditunjukkan dengan dimulainya penggunaan commencement of development for sale.
oleh pemilik atau dimulainya pengembangan
untuk dijual.
Untuk pengalihan dari properti investasi ke For a transfer from investment properties to
properti yang digunakan sendiri, Kelompok owner-occupied property, the Group uses the
Usaha menggunakan metode biaya pada cost method at the date of change in use.
tanggal perubahan penggunaan.
Jika properti yang digunakan Kelompok Usaha If the property occupied by the Group becomes
menjadi properti investasi, Kelompok Usaha an investment property, the Group records the
mencatat properti investasi tersebut sesuai investment property in accordance with the
kebijakan aset tetap sampai dengan saat fixed assets policies up to the date of change
tanggal terakhir perubahan penggunaannya. in use.
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024,
properti investasi tidak diasuransikan dan tidak investment properties are not insured and there
ada biaya pinjaman yang dikapitalisasi. is no capitalized borrowing costs.
Berdasarkan evaluasi manajemen, tidak Based on the assessment of the management,
terdapat peristiwa atau perubahan keadaan there are no events or changes in
yang mengindikasikan adanya penurunan nilai circumstances that indicate an impairment in the
properti investasi pada tanggal value of investment properties as of
31 Desember 2025 dan 2024. December 31, 2025 and 2024.
34
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
k. Aset Takberwujud Lain k. Other Intangible Assets
Perangkat lunak Software
Perangkat lunak dicatat sebagai aset Software recorded as other intangible assets.
takberwujud lain. Aset takberwujud diukur Intangible assets are measured on initial
sebesar nilai perolehan pada pengakuan awal. recognition at cost. The cost of intangible
Nilai perolehan aset takberwujud yang assets acquired from business combinations is
diperoleh dari kombinasi bisnis pada awalnya initially recognized at fair value as at the date of
diakui sesuai nilai wajar pada tanggal akuisisi. acquisition. Following initial recognition,
Setelah pengakuan awal, aset takberwujud intangible assets are carried at cost less any
dicatat pada nilai perolehan dikurangi accumulated amortization and if any,
akumulasi amortisasi dan akumulasi rugi accumulated impairment loss. The useful life of
penurunan nilai. Umur manfaat aset intangible assets are 3 years.
takberwujud adalah 3 tahun.
Aset konsesi pra-konstruksi Pre-construction concession assets
Aset Konsesi yang belum memasuki masa Concession assets that have not yet entered
konstruksi dicatat sebagai aset takberwujud the construction period are recorded as other
lain. Aset tersebut direklasifikasi sebagai aset intangible assets. These assets are reclassified
hak pengusahaan jalan tol ketika sudah as toll road concession rights assets when they
memasuki masa konstruksi. enter the construction period.
l. Perjanjian Konsesi Jasa l. Service Concession Arrangement
Kelompok Usaha telah menerapkan ISAK 112, The Group has adopted ISAK 112, “Service
“Perjanjian Konsesi Jasa” dan ISAK 229, Concession Arrangement” and ISAK 229,
“Perjanjian Konsesi Jasa: Pengungkapan” “Service Concession Arrangement: Disclosure”
sehubungan dengan hak konsesi. related to the concession rights.
ISAK 112 mengatur prinsip umum dalam ISAK 112 determines the general principles in
pengakuan dan pengukuran hak dan kewajiban the recognition and measurement of liabilities
terkait dengan perjanjian konsesi jasa. and rights related to service concession
ISAK 112 mengatur bahwa infrastruktur tidak arrangement. ISAK 112 regulates that an
diakui sebagai aset tetap operator (pihak operator (concession right beneficiary) does
penerima konsesi jasa) karena perjanjian jasa not recognize any infrastructure assets
kontraktual tidak memberikan hak kepada because the contractual service arrangement
operator untuk mengendalikan penggunaan does not convey the right to control the use of
infrastruktur jasa publik. Operator memiliki the public service infrastructure to the operator.
akses untuk mengoperasikan infrastruktur The operator has access to operate the
dalam menyediakan jasa publik untuk infrastructure to provide the public service on
kepentingan pemberi konsesi sesuai dengan behalf of the grantor in accordance with the
persyaratan yang ditentukan dalam kontrak. terms specified in the contract.
ISAK 229 memberikan panduan spesifik ISAK 229 provides specific guidance for the
mengenai pengungkapan yang diperlukan atas required disclosures regarding the service
perjanjian konsesi jasa. concession arrangement.
35
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
l. Perjanjian Konsesi Jasa (lanjutan) l. Service Concession Arrangement
(continued)
Kelompok Usaha membukukan perjanjian The Group accounts for its service concession
konsesi jasa sebagai model aset takberwujud arrangement under the intangible asset model
karena memiliki hak (lisensi) untuk as it receives the right (license) to charge users
membebankan pengguna jasa publik. Pada of public service. At initial recognition,
saat pengakuan awal, aset konsesi dicatat concession assets are recorded at the fair value
pada nilai wajar dari imbalan yang diterima atau of the benefit received or to be received. These
akan diterima. Aset konsesi ini adalah aset hak concession assets are toll road concession
pengelolaan jalan tol yang akan diamortisasi rights which are amortized over the remaining
selama sisa masa hak konsesi sejak tanggal concession period from the date of operation of
pengoperasian ruas jalan tol. Selama masa the toll road. During the construction period, the
konstruksi, akumulasi biaya perolehan dan accumulated toll road construction cost is
konstruksi jalan tol diakui sebagai aset konsesi recognized as concession assets in progress.
dalam penyelesaian. Amortisasi mulai The amortization of the cost starts when the
dibebankan pada saat aset konsesi tersebut concession assets are ready to be operated.
siap digunakan.
Aset konsesi dihentikan pengakuannya pada The concession assets are derecognized at the
saat berakhirnya masa konsesi. Tidak akan ada end of the concession period. There will be no
keuntungan atau kerugian saat penghentian gain or loss upon derecognition as the
pengakuan karena aset konsesi diharapkan concession assets which are expected to be
telah diamortisasi secara penuh, akan fully amortized by then, will be handed over to
diserahkan kepada Badan Pengatur Jalan Tol the Indonesia Toll Road Authority (“BPJT”) for
(“BPJT”) tanpa syarat. no consideration.
Aset konsesi yang diberikan kepada Kelompok Concession asset granted to the Group are
Usaha dapat dialihkan dengan persetujuan transferrable with approval from the
Pemerintah/BPJT. Aset konsesi ini akan Government/BPJT. These concession assets
diserahkan ke Pemerintah/BPJT pada saat will be transferred to the Government/BPJT at
akhir masa konsesi dan pada saat itu, seluruh the end of the concession period and at such
akun yang berhubungan dengan aset konsesi time, all accounts related to the concession
akan dihentikan pengakuannya. assets will be discontinued.
Selama periode hak pengusahaan jalan tol, During the toll road concession rights period,
aset hak pengusahaan jalan tol dapat the concession rights assets may be
dikeluarkan dari laporan posisi keuangan derecognized from the consolidated statement
konsolidasian Kelompok Usaha jika jalan tol of financial position of the Group if the toll road
diserahkan (dikuasakan) kepada pihak lain is transferred to another party or
atau Pemerintah/BPJT mengubah status jalan the Government/BPJT has changed the status
tol menjadi jalan non tol atau tidak ada manfaat of the toll road to non-toll road or if there is no
ekonomi yang dapat diharapkan dari economic benefit expected from usage of
penggunaannya. Keuntungan atau kerugian the toll road. Gain or loss from discontinuance
yang timbul dari penghentian atau pelepasan or disposal of concession assets is recognized
aset konsesi diakui sebagai keuntungan atau in the consolidated statement of profit or loss
kerugian dalam laporan laba rugi dan and other comprehensive income.
penghasilan komprehensif lain konsolidasian.
Selain itu, Kelompok Usaha mengakui dan In addition, the Group recognizes and
mengukur pendapatan konstruksi sesuai measures construction revenue in accordance
dengan PSAK 115 “Pendapatan Dari Kontrak with PSAK 115 "Revenue from contracts with
Dengan Pelanggan”. Ketika Kelompok Usaha customers". When the Group provides
menyediakan jasa konstruksi atau peningkatan construction services or upgrades services, the
kemampuan, imbalan yang diterima atau akan consideration received or to be received by the
diterima Kelompok Usaha diakui nilai wajar. Group is recognized at its fair value.
36
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
l. Perjanjian Konsesi Jasa (lanjutan) l. Service Concession Arrangement
(continued)
Kelompok Usaha mengakui biaya jasa The Group recognizes construction services
konstruksi dan peningkatan kemampuan aset and increased capacity of concession asset as
konsesi sebagai aset takberwujud dimana intangible assets which the Group receives the
Kelompok Usaha menerima hak (lisensi) untuk rights (license) to charge users of public
membebankan pengguna jasa publik. Suatu services. A right to charge users of public
hak untuk membebankan pengguna jasa publik services is not an unconditional right to receive
bukan merupakan hak tanpa syarat untuk cash because the amounts depend on the
menerima kas karena jumlahnya bergantung extent of public using the service. During the
pada sejauh mana publik menggunakan jasa. construction period, the Group records
Selama periode konstruksi, Kelompok Usaha intangible assets, and recognizes revenues and
mencatat aset takberwujud dan mengakui costs of construction in accordance with the
pendapatan dan biaya konstruksi sesuai contract. Construction cost is the value of the
kontraknya. Biaya konstruksi merupakan nilai amount of acquisition of a construction contract.
dari jumlah perolehan kontrak konstruksi.
Aset konsesi diamortisasi selama masa The concession assets are amortized over the
konsesi dengan menggunakan metode sebagai concession period using the following method:
berikut:
• Aset hak pengusahaan jalan tol untuk • Toll road concession rights for toll roads
jalan dan jembatan tol diamortisasi and toll bridges are amortized using unit of
dengan menggunakan metode unit usage method based on traffic volume;
pemakaian berdasarkan volume lalu and
lintas; dan
• Aset hak pengusahaan jalan tol selain • Toll road concession rights aside from toll
jalan dan jembatan tol diamortisasi roads and toll bridges are amortized using
dengan menggunakan metode garis lurus. straight-line method.
Aset kerja sama operasi Joint operation assets
Jalan tol yang pembangunannya didanai oleh The construction of toll road is funded by
investor tanpa kuasa penyelenggaraan dengan investors without operation rights under
pola bagi pendapatan atau bagi hasil tol untuk revenue or profit-sharing scheme for certain
masa tertentu, selama pengoperasiannya period of time, while the operation is controlled
dikendalikan oleh Perusahaan, dicatat sebagai by the Company and is recorded as joint
jalan tol kerja sama operasi dan liabilitas operation toll road and joint operation liabilities
(jangka panjang) kerja sama operasi pada saat (long-term) when the construction is completed
jalan tol selesai dibangun dan diserahkan oleh and transferred by the investor to the Company
investor kepada Perusahaan untuk operasi. for operation.
Provisi pelapisan jalan tol Provision for overlay
Dalam pengoperasian jalan tol, Kelompok In operating toll roads, the Group is required to
Usaha mempunyai kewajiban untuk menjaga maintain quality in accordance with the SPM
kualitas sesuai dengan SPM (Standar (Minimal Service Standards) established by the
Pelayanan Minimal) yang ditetapkan oleh Ministry of Public Works of the Republic of
Kementerian Pekerjaan Umum Republik Indonesia, i.e., by performing overlay regularly.
Indonesia, yaitu antara lain dengan melakukan The cost of overlay is periodically provided for
pelapisan ulang jalan tol secara berkala. based on estimated utilization of toll road by
Biaya pelapisan ini akan dicadangkan secara customers. Provision for overlay is measured
berkala berdasarkan estimasi penggunaan by the present value of management's estimate
jalan tol pelanggan. Provisi pelapisan ulang on required expenditure to complete the current
jalan tol diukur dengan nilai kini atas estimasi liabilities.
manajemen terhadap pengeluaran yang
diperlukan untuk menyelesaikan liabilitas kini.
37
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
l. Perjanjian Konsesi Jasa (lanjutan) l. Service Concession Arrangement
(continued)
Biaya pinjaman Borrowing costs
Biaya pinjaman yang dapat diatribusikan Borrowing costs directly attributable to the
langsung dengan perolehan, pembangunan, acquisition, construction or production of an
atau pembuatan aset yang membutuhkan asset that necessarily takes a substantial
waktu yang cukup lama untuk persiapan period of time to get ready for its intended use
digunakan sesuai tujuannya atau dijual or sale are capitalized as part of the cost of the
dikapitalisasi sebagai bagian dari biaya aset. asset. All other borrowing costs are expensed
Semua biaya pinjaman lainnya diakui sebagai in the period they occur. Borrowing costs
beban pada periode terjadi. Biaya pinjaman consist of interest and other costs that the
terdiri dari biaya bunga dan biaya lain yang Group incurs in connection with the borrowing
ditanggung oleh Kelompok Usaha sehubungan of funds.
dengan peminjaman dana.
Biaya bunga dan biaya pinjaman lainnya, Interest and other borrowing costs, such as
seperti diskonto baik yang secara langsung discount fees on loans either directly or
ataupun tidak langsung digunakan untuk indirectly used in financing the construction of a
mendanai proses pembangunan aset qualifying assets, are capitalized up to the date
kualifikasian (qualifying assets), dikapitalisasi when the construction is completed. For
sampai saat proses pembangunannya selesai. borrowings directly attributable to a qualifying
Untuk pinjaman yang dapat dihubungkan asset, the amount allowed to be capitalized is
secara langsung dengan suatu aset tertentu, determined as the actual borrowing costs
jumlah yang dapat dikapitalisasi adalah incurred during the year, less any investment
sebesar biaya pinjaman yang terjadi dalam income earned from the temporary investment
periode berjalan, dikurangi penghasilan of such borrowings.
investasi sementara dari pinjaman tersebut.
Kapitalisasi biaya pinjaman dimulai pada saat Capitalization of borrowing costs commences
aktivitas yang diperlukan untuk when the activities to prepare the qualifying
mempersiapkan aset agar dapat digunakan asset for its intended use are in progress and
sesuai dengan maksudnya dan pengeluaran the expenditures for the qualifying asset and
untuk aset kualifikasian dan biaya pinjamannya the borrowing costs have been incurred.
telah terjadi. Kapitalisasi biaya pinjaman Capitalization of borrowing costs ceases when
dihentikan pada saat selesainya secara substantially all the activities necessary to
substansi seluruh aktivitas yang diperlukan prepare the qualifying asset for its intended use
untuk mempersiapkan aset kualifikasian sesuai are substantially completed.
penggunaannya selesai secara substansial.
m. Penurunan Nilai Aset Non-Keuangan m. Impairment of Non-Financial Assets
Pada setiap akhir tahun pelaporan, Kelompok At the end of each reporting year, the Group
Usaha menilai apakah terdapat indikasi suatu assesses whether there are indications of an
aset mengalami penurunan nilai. Jika terdapat asset declining in value. If there is such an
indikasi, maka Kelompok Usaha membuat indication, the Group shall make a formal
estimasi jumlah terpulihkan aset tersebut. estimate of the recovered amount of the asset.
Jumlah terpulihkan yang ditentukan untuk aset An asset’s recoverable amount is the higher of
individual adalah jumlah yang lebih tinggi antara the assets or its Cash-Generating Unit’s
nilai wajar aset atau Unit Penghasil Kas (UPK) (CGU’s) fair value less costs to sell and its
dikurangi biaya untuk menjual dengan nilai value in use, and is determined for an individual
pakainya, kecuali aset tersebut tidak asset, unless the asset does not generate cash
menghasilkan arus kas masuk yang sebagian inflows that are largely independent of those
besar independen dari aset atau kelompok aset from other assets or groups of assets. If the
lain. Jika nilai tercatat aset lebih besar daripada carrying amount of an asset exceeds its
nilai terpulihkannya, maka aset tersebut recoverable amount, the asset is considered
dipertimbangkan mengalami penurunan nilai impaired and is written down to its recoverable
dan nilai tercatat aset diturunkan nilainya amount.
menjadi sebesar nilai terpulihkannya.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
m. Penurunan Nilai Aset Non-Keuangan m. Impairment of Non-Financial Assets
(lanjutan) (continued)
Rugi penurunan nilai dari operasi yang Impairment losses of continuing operations are
berkelanjutan diakui pada laporan laba rugi dan recognized in the consolidated statement of profit
penghasilan komprehensif lain konsolidasian or loss and other comprehensive income as
sebagai “rugi penurunan nilai”, jika ada. “impairment losses”, if any.
Dalam menghitung nilai pakai, estimasi arus In assessing the value in use, the estimated net
kas masa depan neto didiskontokan ke nilai kini future cash flows are discounted to their present
dengan menggunakan tingkat diskonto value using a pre-tax discount rate that reflects
sebelum pajak yang menggambarkan penilaian current market assessments of the time value of
pasar kini dari nilai waktu uang dan risiko money and the risks specific to the asset.
spesifik atas aset.
Dalam menentukan nilai wajar dikurangi biaya In determining fair value less costs to sell, recent
untuk menjual, transaksi pasar terkini dijadikan market transactions are considered, if available.
sebagai acuan, jika tersedia. Jika tidak terdapat If no such transactions can be identified, an
transaksi tersebut, digunakan model penilaian appropriate valuation model is used to determine
yang sesuai untuk menentukan nilai wajar aset. the fair value of the asset.
Kerugian penurunan, jika ada, diakui pada Impairment losses, if any, are recognized in the
laporan laba rugi dan penghasilan consolidated statement of profit or loss and other
komprehensif lain konsolidasian sesuai dengan comprehensive income under expense
kategori biaya yang konsisten dengan fungsi categories that are consistent with the functions
dari aset yang diturunkan nilainya. of the impaired asset.
Penilaian dilakukan pada akhir pelaporan An assessment is made at each annual reporting
tahunan apakah terdapat indikasi bahwa rugi year as to whether there is any indication that
penurunan nilai yang telah diakui dalam tahun previously recognized impairment losses
sebelumnya untuk aset selain goodwill mungkin recognized for an asset other than goodwill may
tidak ada lagi atau mungkin telah terbalik. Jika no longer exist or may have been reversed. If
indikasi dimaksud ditemukan, maka entitas such an indication exists, the recoverable
mengestimasi jumlah terpulihkan aset tersebut. amount is estimated. A previously recognized
Kerugian penurunan nilai yang telah diakui impairment loss for an asset other than goodwill
dalam tahun sebelumnya untuk aset selain is reversed only if there has been a change in the
goodwill dibalik hanya jika terdapat perubahan assumptions used to determine the asset’s
asumsi-asumsi yang digunakan untuk recoverable amount since the last impairment
menentukan jumlah terpulihkan aset tersebut loss was recognized.
sejak rugi penurunan nilai terakhir diakui.
Apabila terdapat pembalikan penurunan nilai, If there is reversal of impairment, the carrying
jumlah tercatat aset dinaikkan ke jumlah amount of the asset is increased to its
terpulihkannya. Pembalikan tersebut dibatasi recoverable amount. However, the reversal is
sehingga jumlah tercatat aset tidak melebihi limited so that the carrying amount of the asset
jumlah terpulihkannya maupun jumlah tercatat does not exceed its recoverable amount, nor
yang telah disesuaikan, penyusutan bersih, exceeds the carrying amount that would have
seandainya tidak ada rugi penurunan nilai yang been determined, net of depreciation, had no
telah diakui untuk aset tersebut pada tahun impairment loss been recognized for the asset in
sebelumnya. Pembalikan rugi penurunan nilai prior years. Reversal of an impairment loss is
diakui dalam laporan laba rugi dan penghasilan recognized in the consolidated statement of
komprehensif lain konsolidasian. Setelah profit or loss and other comprehensive income.
pembalikan tersebut, penyusutan aset tersebut After such a reversal, the depreciation charge on
disesuaikan di tahun mendatang untuk the said asset is adjusted in future years to
mengalokasikan jumlah tercatat aset yang allocate the asset’s revised carrying amount,
direvisi, dikurangi nilai sisanya, dengan dasar less any residual value, on a systematic basis
yang sistematis selama sisa umur manfaatnya. over its remaining useful life.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
m. Penurunan Nilai Aset Non-Keuangan m. Impairment of Non-Financial Assets
(lanjutan) (continued)
Goodwill diuji untuk penurunan nilai setiap Goodwill is tested for impairment annually and
tahun dan ketika terdapat suatu indikasi bahwa when circumstances indicate that the carrying
nilai tercatatnya mungkin mengalami value may be impaired. Impairment is
penurunan nilai. Penurunan nilai bagi goodwill determined for goodwill by assessing the
ditetapkan dengan menentukan jumlah tiap recoverable amount of each CGU (or group of
UPK (atau kelompok UPK) terkait dari goodwill. CGU) to which the goodwill relates. Where the
Jika jumlah terpulihkan UPK kurang dari jumlah recoverable amount of the CGU is less than its
tercatatnya, rugi penurunan nilai diakui. Rugi carrying amount, an impairment loss is
penurunan nilai terkait goodwill tidak dapat recognized. Impairment losses relating to
dibalik pada periode-periode berikutnya. goodwill cannot be reversed in future periods.
n. Sewa n. Leases
Kelompok usaha sebagai lessee The group as lessee
Untuk menilai apakah kontrak memberikan hak To assess whether a contract conveys the right
untuk mengendalikan penggunaan aset to control the use of an identified asset, the
identifikasian, Kelompok Usaha harus menilai Group shall assess whether:
apakah:
- Kelompok Usaha memiliki hak untuk - The Group has the right to obtain
mendapatkan secara subtansial seluruh substantially all the economic benefits from
manfaat ekonomi dari penggunaan aset the use of the asset throughout the period
identifikasian; dan of use; and
- Kelompok Usaha memiliki hak untuk - The Group has the right to direct the use of
mengarahkan penggunaan aset the asset. The Group has this right when it
identifikasian. Kelompok Usaha memiliki has the decision-making rights that are the
hak ini ketika Kelompok Usaha memiliki hak most relevant to changing how and for what
untuk pengambilan keputusan yang relevan purpose the asset is used are
tentang bagaimana dan untuk tujuan apa predetermined:
aset digunakan telah ditentukan
sebelumnya dengan:
1. Kelompok Usaha memiliki hak untuk 1. The Group has the right to operate the
mengoperasikan aset; atau asset; or
2. Kelompok Usaha telah mendesain aset 2. The Group has designed assets by pre-
dengan cara menetapkan sebelumnya stipulating how and for what purpose they
bagaimana dan untuk tujuan apa aset will be used during the period of use.
akan digunakan selama periode
penggunaan.
Pada tanggal insepsi atau pada penilaian At the inception or on reassessment of a
kembali atas kontrak yang mengandung contract that contains a lease component, the
sebuah komponen sewa, Kelompok Usaha Group allocates the consideration in the
mengalokasikan imbalan dalam kontrak ke contract to each lease component on the basis
masing-masing komponen sewa berdasarkan of their relative stand-alone prices and the
harga tersendiri relatif dari komponen sewa dan aggregate stand-alone price of the non-lease
harga tersendiri agregat komponen non sewa. components.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
n. Sewa (lanjutan) n. Leases (continued)
Pada tanggal permulaan sewa, Kelompok The Group recognizes the right of use assets
Usaha mengakui aset hak guna dan liabilitas and a lease liability at the lease
sewa. Aset hak guna diukur pada biaya commencement date. The right-of-use asset is
perolehan, dimana meliputi jumlah pengukuran initially measured at cost, which comprises the
awal liabilitas sewa yang disesuaikan dengan initial amount of the lease liability adjusted for
pembayaran sewa yang dilakukan pada atau any lease payment made at or before the
sebelum tanggal permulaan, ditambah dengan commencement date, plus an estimate of costs
estimasi biaya yang akan dikeluarkan untuk to dismantle and remove the underlying asset
membongkar dan memindahkan aset pendasar or to restore the underlying asset to the
atau untuk merestorasi aset pendasar ke condition required by the terms and conditions
kondisi yang disyaratkan dan ketentuan sewa, of the lease, less any lease incentives received.
dikurangi dengan insentif sewa yang diterima.
Aset hak guna kemudian disusutkan The right of use asset is subsequently
menggunakan metode garis lurus dari tanggal depreciated using the straight-line method from
permulaan hingga tanggal yang lebih awal the commencement date to the earlier of the
antara akhir umur manfaat aset hak guna atau end of the useful life of the right-of-use asset or
akhir masa sewa. the end of the lease term.
Liabilitas sewa diukur pada nilai kini The lease liability is initially measured at the
pembayaran sewa yang belum dibayar pada present value of the lease payments that are
tanggal permulaan, didiskontokan dengan not paid at the commencement date,
menggunakan suku bunga implisit dalam sewa discounted using the interest rate implicit in the
atau jika suku bunga tersebut tidak dapat lease or, if that rate cannot be readily
ditentukan, maka menggunakan suku bunga determined, using an incremental borrowing
pinjaman inkremental. Pada umumnya, rate. Generally, the Group uses its incremental
Kelompok Usaha menggunakan suku bunga borrowing rate as the discount rate.
pinjaman inkremental sebagai tingkat bunga
diskonto.
Pembayaran sewa yang termasuk dalam Lease payments included in the measurement
pengukuran liabilitas sewa meliputi of the lease liability from fixed payments.
pembayaran tetap.
Setiap pembayaran sewa dialokasikan sebagai Each lease payment is allocated between
beban keuangan dan pengurangan liabilitas finance cost and reduction of the lease liability
sehingga menghasilkan tingkat suku bunga so as to achieve a constant rate on the finance
yang konstan atas saldo liabilitas yang tersisa. balance outstanding. The corresponding rental
Liabilitas sewa yang terkait, dikurangi dengan obligations, net of finance cost, are included in
beban keuangan, dimasukkan ke dalam “lease liabilities”.
“liabilitas sewa”.
Elemen bunga dari beban keuangan The interest element of the finance cost is
dibebankan pada laba rugi selama periode charged to profit or loss over the lease period
sewa sehingga menghasilkan tingkat bunga so as to produce a constant periodic rate of
periodik yang konstan untuk saldo liabilitas interest on the remaining balance of the liability
yang tersisa pada setiap periode. for each period.
Kelompok Usaha menyajikan aset hak guna The Group presents right of use assets as part
sebagai bagian dari “aset tetap” dan “liabilitas of “fixed assets” and “lease liabilities” in the
sewa” di dalam laporan posisi keuangan. statement of financial position.
Kelompok Usaha menyusutkan aset hak guna The Group depreciates the right-of-use asset
dari tanggal permulaan hingga tanggal yang from the commencement date to the earlier of
lebih awal antara akhir umur manfaat aset hak the end of the useful life of the right-of-use asset
guna atau akhir masa sewa. or the end of the lease term.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
n. Sewa (lanjutan) n. Leases (continued)
Sewa jangka pendek Short-term leases
Kelompok Usaha memutuskan untuk tidak The Group has elected not to recognize right of
mengakui aset hak guna dan liabilitas sewa use assets and lease liabilities for short-term
untuk sewa jangka pendek yang memiliki masa leases that have a lease term of 12 months or
sewa 12 bulan atau kurang. Kelompok Usaha less. The Group recognizes the leases
mengakui pembayaran sewa atas sewa payments associated with these leases as an
tersebut sebagai beban dengan dasar garis expense on a straight-line basis over the lease
lurus selama masa sewa. term.
o. Perpajakan o. Taxation
Pajak penghasilan badan Corporate income tax
Beban pajak adalah jumlah gabungan pajak Tax expense is the aggregate amount of
kini dan pajak tangguhan yang diperhitungkan current tax and deferred tax which calculated
dalam menentukan laba rugi pada suatu in determining profit or loss in the period.
periode. Pajak kini dan pajak tangguhan diakui Current tax and deferred tax is recognized in
dalam laba rugi, kecuali pajak penghasilan profit or loss, except for income tax arising
yang timbul dari transaksi atau peristiwa yang from transactions or events that are
diakui dalam penghasilan komprehensif lain recognized in other comprehensive income or
atau secara langsung di ekuitas. Dalam hal ini, directly in equity. In this case, the tax is
pajak tersebut masing-masing diakui dalam recognized in other comprehensive income or
penghasilan komprehensif lain atau ekuitas. equity, respectively.
Jumlah pajak kini untuk periode berjalan dan Current tax for current and prior periods shall,
periode sebelumnya yang belum dibayar diakui to the extent unpaid, be recognised as a
sebagai liabilitas. Jika jumlah pajak yang liability. If the amount already paid in respect
dibayar untuk periode berjalan dan periode- of current and prior periods exceeds the
periode sebelumnya melebihi jumlah pajak amount due for those periods, the excess shall
yang terutang untuk periode tersebut, maka be recognised as an asset. Current tax
kelebihannya diakui sebagai aset. Liabilitas liabilities (assets) for the current and prior
(aset) pajak kini untuk periode berjalan dan periods shall be measured at the amount
periode sebelumnya diukur sebesar jumlah expected to be paid to (recovered from) the
yang diperkirakan akan dibayar kepada otoritas taxation authorities, using the tax rates (and
perpajakan, yang dihitung menggunakan tarif tax laws) that have been enacted or
pajak (dan undang-undang pajak) yang telah substantively enacted by the end of the
berlaku atau telah berlaku pada akhir periode reporting period.
pelaporan.
Manfaat terkait dengan rugi pajak yang dapat Benefits related to tax losses that can be
ditarik untuk memulihkan pajak kini dari periode withdrawn to recover current tax of prior
sebelumnya diakui sebagai aset. Aset pajak periods is recognized as an asset. Deferred tax
tangguhan diakui untuk akumulasi rugi pajak asset is recognized for the carryforward of
belum dikompensasi dan kredit pajak belum unused tax losses and unused tax credit to the
dimanfaatkan sepanjang kemungkinan besar extent that it is probable that future taxable
laba kena pajak masa depan akan tersedia profit will be available against which the
untuk dimanfaatkan dengan rugi pajak belum unused tax losses and unused tax credits can
dikompensasi dan kredit pajak belum be utilized.
dimanfaatkan.
Seluruh perbedaan temporer kena pajak diakui A deferred tax liability shall be recognised for
sebagai liabilitas pajak tangguhan, kecuali all taxable temporary differences, except to the
perbedaan temporer kena pajak yang berasal extent that the deferred tax liability arises from:
dari:
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
o. Perpajakan (lanjutan) o. Taxation (continued)
Pajak penghasilan badan (lanjutan) Corporate income tax (continued)
a) Pengakuan awal goodwill; atau a) The initial recognition of goodwill; or
b) Pengakuan awal aset atau liabilitas dari b) The initial recognition of an asset or
transaksi yang bukan kombinasi bisnis dan liability in a transaction which is not a
pada saat transaksi tidak memengaruhi business combination and at the time of
laba akuntansi atau laba kena pajak (rugi the transaction, affects neither accounting
pajak); dan profit nor taxable profit (tax loss); and
c) Pada saat transaksi tidak menimbulkan c) At the time of the transaction does not give
perbedaan temporer kena pajak dan rise to equal taxable and deduction
perbedaan temporer dapat dikurangkan temporary difference.
dalam jumlah yang sama.
Aset pajak tangguhan diakui untuk seluruh A deferred tax asset shall be recognized for all
perbedaan temporer dapat dikurangkan deductible temporary differences to the extent
sepanjang kemungkinan besar laba kena pajak that it is probable that taxable profit will be
akan tersedia sehingga perbedaan temporer available against which the deductible
dapat dimanfaatkan untuk mengurangi laba temporary difference can be utilized, unless the
dimaksud, kecuali jika aset pajak tangguhan deferred tax asset arises from the initial
timbul dari pengakuan awal atau pengakuan recognition of an asset or liability in a
awal liabilitas dalam transaksi yang bukan transaction that is not a business combination
kombinasi bisnis dan pada saat transaksi tidak and at the time of the transaction affects neither
memengaruhi laba akuntansi atau laba kena accounting profit nor taxable profit (tax loss),
pajak (rugi pajak), dan pada saat transaksi tidak and at the time the transaction does not give
menimbulkan perbedaan temporer kena pajak rise to taxable temporary differences and the
dan perbedaan temporer dapat dikurangkan temporary differences can be deducted in the
dalam jumlah yang sama. same amount.
Atau dari perbedaan temporer yang dapat Or from temporary differences that can be
dikurangkan atas investasi pada entitas anak, deducted on investments in subsidiaries,
aset pajak tangguhan hanya diakui bila besar deferred tax assets are only recognized when
kemungkinannya bahwa beda temporer itu it is probable that the temporary differences will
tidak akan dibalik dalam waktu dekat dan laba not reverse in the near future and taxable
kena pajak dapat dikompensasi dengan beda income can be offset by those temporary
temporer tersebut. differences.
Pajak tangguhan diukur dengan menggunakan Deferred tax is measured at the tax rates that
tarif pajak yang diperkirakan berlaku ketika aset are expected to apply to the period when the
dipulihkan atau liabilitas diselesaikan, asset is realized or the liability is settled, based
berdasarkan tarif pajak (dan peraturan pajak) on tax rates (and tax laws) that have been
yang telah berlaku atau secara substantif telah enacted or substantively enacted by the end of
berlaku pada akhir periode pelaporan. the reporting period. The measurement of
Pengukuran aset dan liabilitas pajak tangguhan deferred tax liabilities and deferred tax assets
mencerminkan konsekuensi pajak yang sesuai shall reflect the tax consequences that would
dengan cara Perusahaan memperkirakan, follow from the manner in which the Company
pada akhir periode pelaporan, untuk expects, at the end of the reporting period, to
memulihkan atau menyelesaikan jumlah recover or settle the carrying amount of its
tercatat aset dan liabilitasnya. assets and liabilities.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
o. Perpajakan (lanjutan) o. Taxation (continued)
Pajak penghasilan badan (lanjutan) Corporate income tax (continued)
Jumlah tercatat aset pajak tangguhan ditelaah The carrying amount of a deferred tax asset is
ulang pada akhir periode pelaporan. Kelompok reviewed at the end of each reporting period.
Usaha mengurangi jumlah tercatat The Group shall reduce the carrying amount of
aset pajak tangguhan jika kemungkinan besar a deferred tax asset to the extent that it is no
laba kena pajak tidak lagi longer probable that sufficient taxable profit will
tersedia dalam jumlah yang memadai untuk be available to allow the benefit of part or all of
mengkompensasikan sebagian atau seluruh that deferred tax asset to be utilised. Any such
aset pajak tangguhan tersebut. Setiap reduction shall be reversed to the extent that it
pengurangan tersebut dilakukan pembalikan becomes probable that sufficient taxable profit
atas aset pajak tangguhan hingga will be available.
kemungkinan besar laba kena pajak yang
tersedia jumlahnya memadai.
Kelompok Usaha melakukan saling hapus aset The Group offsets deferred tax assets and
pajak tangguhan dan liabilitas pajak tangguhan deferred tax liabilities if, and only if:
jika dan hanya jika:
a) Kelompok Usaha memiliki hak yang dapat a) The Group has rights that can be
dipaksakan secara hukum untuk enforced by law to offsets current tax
melakukan saling hapus aset pajak kini assets against current tax liabilities; and
terhadap liabilitas pajak kini; dan
b) Aset pajak tangguhan dan liabilitas pajak b) The deferred tax assets and deferred tax
tangguhan terkait dengan pajak liabilities related to income taxes levied
penghasilan yang dikenakan oleh otoritas by the same taxation authority on:
perpajakan yang sama atas:
i. Entitas kena pajak yang sama; atau i. The same taxable entity; or
ii. Entitas kena pajak yang berbeda yang ii. Different taxable entities which
bermaksud untuk memulihkan aset intend to recover current tax assets
dan liabilitas pajak kini dengan dasar and liabilities with a net basis, or
neto, atau merealisasikan aset dan realize the asset and settle the
menyelesaikan liabilitas secara liabilities simultaneously, in each
bersamaan, pada setiap periode masa future period in which significant
depan dimana jumlah signifikan atas amounts of the assets or deferred
aset atau liabilitas pajak tangguhan tax liabilities are expected to be
diperkirakan untuk diselesaikan atau completed or restored.
dipulihkan.
Aset pajak kini dan liabilitas pajak kini disajikan The offset current tax assets and current tax
jika, dan hanya jika, Kelompok Usaha: liabilities if, and only if, the Group:
1) Memiliki hak yang berkekuatan hukum 1) Owned legally enforceable right to set-off
untuk menghapus dalam jumlah yang the recognized amounts; and
diakui; dan
2) Bermaksud untuk menyelesaikan dengan 2) Intends either to settle on a net basis, or
dasar neto atau merealisasikan aset to realize the assets and settle liabilities
dan menyelesaikan liabilitas secara simultaneously.
bersamaan.
Pajak penghasilan final Final income tax
Penghasilan dari penjualan rumah (subsidi dan Income from sale of real property (subsidy and
non subsidi) dan penghasilan dari sewa gedung non-subsidy) and income from rental building is
merupakan subjek pajak final masing-masing subject to final tax rates of 1%, 2.5%, and 10%,
sebesar 1%, 2,5%, dan 10%. Pajak respectively. The final income tax is calculated
penghasilan final dihitung pada jumlah total on the total amount of billings for the contract
tagihan untuk nilai kontrak yang dikumpulkan value which is collected during the year.
selama setahun.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
o. Perpajakan (lanjutan) o. Taxation (continued)
Pajak penghasilan final (lanjutan) Final income tax (continued)
Perbedaan nilai tercatat aset atau liabilitas The differences between the carrying amounts
yang berhubungan dengan pajak penghasilan of existing assets or liabilities related to the final
final dengan dasar pengenaan pajaknya tidak income tax and their respective tax bases are
diakui sebagai aset atau liabilitas pajak not recognized as deferred tax assets or
tangguhan. liabilities.
Beban pajak sehubungan dengan penghasilan Tax expense related to income subject to final
yang dikenakan pajak penghasilan final diakui income tax is recognized in proportional to total
secara proporsional dengan jumlah income recognized during the current year for
pendapatan yang diakui pada tahun berjalan accounting purposes.
untuk tujuan akuntansi.
Selisih antara jumlah pajak penghasilan final The difference between the final income tax
yang telah dibayar dengan jumlah yang paid and the amount charged as final income
dibebankan sebagai beban pajak penghasilan tax expense in the consolidated statement of
final pada laporan laba rugi dan penghasilan profit or loss and other comprehensive income
komprehensif lain konsolidasian diakui sebagai is recognized as prepaid tax or tax payable.
pajak dibayar di muka atau utang pajak.
Pajak pertambahan nilai (PPN) Value-added tax (VAT)
Pendapatan, beban dan aset diakui setelah Revenues, expenses and assets are
dikurangi dengan jumlah PPN kecuali: recognized net of the amount of VAT, except:
• Ketika PPN yang terjadi sehubungan • Where the VAT incurred on a purchase of
dengan pembelian aset atau jasa tidak assets or services is not recoverable from
dapat diklaim kepada kantor pajak, dalam the tax office, in which case the VAT is
hal ini PPN diakui sebagai bagian dari recognized as part of the cost of
biaya perolehan aset atau sebagai beban. acquisition of the asset or as part of the
expense item as applicable.
• Piutang dan utang yang disajikan termasuk • Receivables and payables that are stated
PPN. with the amount of VAT included.
p. Imbalan Kerja p. Employee Benefits
Imbalan kerja jangka pendek Short-term employee benefits
Imbalan kerja jangka pendek diakui ketika The company recognizes short-term employee
pekerja telah memberikan jasanya dalam suatu benefit liabilities when services are rendered by
periode akuntansi, sebesar jumlah tidak employees and the benefits for those services
terdiskonto dari imbalan kerja jangka pendek are expected to be settled within twelve months
yang diharapkan akan dibayar sebagai imbalan after the services are provided. Short-term
atas jasa tersebut. Imbalan kerja jangka employee benefits include such as wages,
pendek mencakup antara lain upah, gaji, bonus salaries, bonus, and incentive.
dan insentif.
Program pascakerja Post-employment benefits
Kewajiban program imbalan pasti yang diakui di The defined benefit obligation recognized in the
laporan posisi keuangan konsolidasian adalah consolidated statement of financial position
nilai kini kewajiban imbalan pasti pada tanggal represents the present value of the defined
laporan posisi keuangan konsolidasian benefit obligation at the reporting date, less the
dikurangi nilai wajar aset program. Kewajiban fair value of plan assets. The defined benefit
imbalan pasti dihitung setiap tahun oleh obligation is calculated annually by an
aktuaris independen dengan menggunakan independent actuary using the Projected Unit
metode Projected-Unit-Credit. Credit method.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
p. Imbalan Kerja (lanjutan) p. Employee Benefits (continued)
Program pascakerja (lanjutan) Post-employment benefits (continued)
Nilai kini kewajiban imbalan pasti ditentukan The present value of the defined benefit
dengan mendiskontokan estimasi arus kas obligation is determined by discounting the
keluar di masa depan dengan menggunakan estimated future cash outflows using the
tingkat suku bunga obligasi perusahaan interest rates of high-quality corporate bonds
berkualitas tinggi dalam mata uang yang sama that are denominated in the currency in which
dengan mata uang imbalan yang akan the benefit will be paid, and that have terms to
dibayarkan, dan waktu jatuh temponya kurang maturity approximating the terms of the related
lebih sama dengan kewajiban bersangkutan. pension liability.
Keuntungan atau kerugian aktuaria dari Actuarial gains or losses arising from
penyesuaian dan perubahan asumsi aktuaria experience adjustments and changes in
langsung diakui seluruhnya melalui actuarial assumptions are directly recognized
penghasilan komprehensif lainnya. Akumulasi in other comprehensive income.
keuntungan dan kerugian aktuarial disajikan di Accumulated actuarial gains and losses are
ekuitas. reported in equity.
Imbalan pascakerja yang diberikan oleh Post-employment benefits provided by the
Kelompok Usaha terdiri dari pensiun, Business Group consist of pensions, retiree
kesehatan pensiunan, purna karya, dan health benefits, severance pay, and other post-
pascakerja lainnya. employment benefits.
Imbalan kerja jangka panjang lainnya Other long-term employee benefits
Imbalan kerja jangka panjang lainnya dihitung Other long-term employee benefits is
dengan menggunakan metodologi yang sama calculated using the same methodology as
dengan yang digunakan dalam perhitungan used in calculating post-employment benefits
imbalan pascakerja program imbalan pasti, for defined benefit plans, which is using the
yaitu dengan menggunakan metode Projected Projected Unit Credit method and discounted to
Unit Credit dan didiskontokan ke nilai kini, their present value, except for remeasurements
kecuali untuk pengukuran kembali yang diakui which are recognised in profit or loss.
pada laba rugi.
Kompensasi kepada pekerja berdasarkan Compensation for employees under Fixed
Perjanjian Kerja Waktu Tertentu (”PKWT”) Term Employment Agreement (“PKWT”)
Perusahaan mencatat penyisihan untuk The Company recognizes a provision for
kompensasi yang akan dibayarkan kepada compensation to be paid to employees under
karyawan saat selesainya jangka waktu Fixed Term Employment Agreement (PKWT) at
perjanjian berdasarkan Perjanjian Kerja Waktu the end of the agreement period in accordance
Tertentu (PKWT) sesuai dengan Peraturan with Government Regulation No. 35/2021.
Pemerintah No. 35/2021.
q. Instrumen Keuangan q. Financial Instruments
1. Aset Keuangan 1. Financial Assets
Instrumen keuangan adalah setiap A financial instrument is any contract that
kontrak yang memberikan kenaikan nilai gives rise to a financial asset of one entity
aset keuangan dari satu entitas dan and a financial liability or equity instrument
liabilitas keuangan atau instrumen ekuitas of another entity.
dari entitas lainnya.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
q. Instrumen Keuangan (lanjutan) q. Financial Instruments (continued)
1. Aset Keuangan (lanjutan) 1. Financial Assets (continued)
Pengakuan awal Initial recognition
Klasifikasi dan pengukuran aset keuangan Classification and measurement of financial
harus didasarkan pada bisnis model dan assets are based on business model and
arus kas kontraktual - apakah semata dari contractual cash flows - whether from sole
pembayaran pokok dan bunga. payment of principal and interest.
Aset keuangan diklasifikasikan, pada Financial assets are classified, at initial
pengakuan awal, yang selanjutnya diukur recognition, as subsequently measured at
pada biaya perolehan diamortisasi, nilai amortized cost, fair value through other
wajar melalui penghasilan komprehensif comprehensive income (OCI), and fair
lain (OCI), dan nilai wajar melalui laba value through profit or loss.
rugi.
Kelompok Usaha menentukan klasifikasi The Group determines the classification of
aset keuangan tersebut pada pengakuan its financial assets at initial recognition and
awal dan tidak bisa melakukan perubahan cannot change the classification already
setelah penerapan awal tersebut. made at initial adoption.
Semua aset keuangan pada awalnya All financial assets are initially recognized
diakui sebesar nilai wajarnya ditambah at their fair value plus transaction costs,
dengan biaya-biaya transaksi, kecuali unless financial assets are recorded at fair
aset keuangan dicatat pada nilai wajar value through profit or loss.
melalui laba rugi.
Pada tanggal 31 Desember 2025 dan As of December 31, 2025 and 2024, the
2024, aset keuangan Kelompok Usaha Group’s financial assets include cash and
mencakup kas dan setara kas, investasi cash equivalents, short-term investments,
jangka pendek, piutang lain - lain, dana other receivables, restricted funds, and
yang dibatasi penggunaannya, dan aset other financial assets - net.
keuangan lainnya neto.
Aset keuangan diklasifikasikan sebagai Financial assets in this category are
aset lancar, jika jatuh tempo dalam waktu classified as current assets if expected to
12 bulan, jika tidak maka aset keuangan be settled within 12 months, otherwise they
ini diklasifikasikan sebagai aset tidak are classified as non-current.
lancar.
Pengukuran setelah pengakuan awal Subsequent measurement
Pengukuran aset keuangan setelah The subsequent measurement of financial
pengakuan awal tergantung pada assets depends on their classification as
klasifikasinya sebagai berikut: follows:
(i) Aset keuangan yang diukur dengan (i) Financial assets at amortized cost
biaya diamortisasi
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
q. Instrumen Keuangan (lanjutan) q. Financial Instruments (continued)
1. Aset Keuangan (lanjutan) 1. Financial Assets (continued)
Pengukuran setelah pengakuan awal Subsequent measurement (continued)
(lanjutan)
Aset keuangan yang diukur dengan Financial assets at amortized cost are
biaya diamortisasi selanjutnya diukur subsequently measured using the
dengan menggunakan metode suku Effective Interest Rate (“EIR”) method,
bunga efektif (Effective Interest Rate) less impairment.
(“EIR”), setelah dikurangi dengan
penurunan nilai.
Biaya perolehan yang diamortisasi Amortized cost is calculated by taking
dihitung dengan memperhitungkan into account any discount or premium
diskonto atau premi atas biaya on acquisition fees or costs that are an
akuisisi atau biaya yang merupakan integral part of the EIR. The EIR
bagian integral dari EIR tersebut. amortization is included in the
Amortisasi EIR dicatat dalam laporan consolidated profit or loss. The losses
laba rugi konsolidasian. Kerugian arising from impairment are also
yang timbul dari penurunan nilai juga recognized in profit or loss.
diakui pada laba rugi.
Aset keuangan yang diukur dengan The Group's financial assets that
biaya diamortisasi Kelompok Usaha measured at amortized cost consist of
terdiri dari kas dan setara kas, piutang cash and cash equivalents, other
lain - lain, dan dana yang dibatasi receivables and restricted funds in the
penggunaannya pada laporan posisi consolidated statement of financial
keuangan konsolidasian. position.
(ii) Aset keuangan yang diukur pada (ii) Financial assets at fair value through
nilai wajar melalui penghasilan other comprehensive income
komprehensif lain (FVTOCI) (FVTOCI)
Aset keuangan yang diukur pada Financial assets at fair value through
nilai wajar melalui penghasilan other comprehensive income are
komprehensif lain selanjutnya subsequently carried in the
disajikan dalam laporan posisi consolidated statement of financial
keuangan konsolidasian sebesar position at fair value, with changes in
nilai wajar, dengan perubahan nilai fair value recognized in the other
wajar yang diakui dalam penghasilan comprehensive income, except for
komprehensif lain, kecuali untuk impairment gains and losses, and a
kerugian akibat penurunan nilai dan portion of foreign exchange gains and
keuntungan atau kerugian akibat losses, are recognized in profit or loss.
perubahan kurs, diakui di laba rugi.
Ketika aset keuangan tersebut When the asset is derecognized or
dihentikan pengakuannya atau reclassified, changes in fair value
direklasifikasi, keuntungan atau previously recognized in other
kerugian kumulatif yang sebelumnya comprehensive income and
diakui dalam penghasilan accumulated in equity are reclassified
komprehensif lain direklasifikasi dari from equity to profit and loss as a
ekuitas ke laba rugi sebagai reclassification adjustment.
penyesuaian reklasifikasi.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
q. Instrumen Keuangan (lanjutan) q. Financial Instruments (continued)
1. Aset Keuangan (lanjutan) 1. Financial Assets (continued)
Pengukuran setelah pengakuan awal Subsequent measurement (continued)
(lanjutan)
Kelompok Usaha dapat membuat The Group may make an irrevocable
pilihan yang tidak dapat dibatalkan election at initial recognition to present
pada saat pengakuan awal untuk changes in fair value in Other
menyajikan perubahan nilai wajar Comprehensive Income (OCI).
dalam Penghasilan Komprehensif
Lain (OCI).
Kelompok Usaha memiliki investasi The Group has investments in equity
dalam instrumen ekuitas, mencakup instruments, includes short-term
investasi jangka pendek dan aset investments and other financial assets
keuangan lainnya neto, yang - net, which are classified as financial
diklasifikasikan sebagai aset asset at fair value through other
keuangan yang diukur pada nilai comprehensive income.
wajar melalui penghasilan
komprehensif lain.
(iii) Aset keuangan yang diukur pada (iii) Financial assets measured at fair value
nilai wajar melalui laba rugi through profit or loss (“FVTPL”)
(“FVTPL”)
Aset keuangan yang diukur pada Financial assets measured at FVTPL
FVTPL adalah aset keuangan yang are those which do not meet both
tidak memenuhi kriteria untuk diukur criteria for neither amortized costs nor
pada biaya perolehan diamortisasi FVTOCI.
atau untuk diukur FVTOCI.
Setelah pengakuan awal, aset After initial recognition, financial assets
keuangan yang diukur pada FVTPL measured on FVTPL are measured at
diukur pada nilai wajarnya. their fair value. Gains or losses arising
Keuntungan atau kerugian yang from changes in the fair value of
timbul dari perubahan nilai wajar aset financial assets are recognized in profit
keuangan diakui dalam laba rugi. and loss.
Aset keuangan berupa derivatif dan Financial assets in the form of
investasi pada instrumen ekuitas derivatives and investments in equity
tidak memenuhi kriteria untuk diukur instruments do not meet the criteria to
pada biaya perolehan diamortisasi be measured at amortized cost of
atau kriteria untuk diukur pada acquisition or the criteria to be
FVTOCI, sehingga diukur pada measured at FVTOCI, so they are
FVTPL. measured at FVTPL.
Namun demikian, Kelompok Usaha dapat Nonetheless, the Group may irrevocably
menetapkan pilihan yang tidak dapat designate an investment in an equity
dibatalkan saat pengakuan awal atas instrument which is not held for trading in
investasi pada instrumen ekuitas yang any time soon as FVTOCI. This designation
bukan untuk diperjualbelikan dalam waktu result in gains and losses to be presented in
dekat (held for trading) untuk diukur pada other comprehensive income, except for
FVTOCI. Penetapan ini menyebabkan dividend income on a qualifying investment
semua keuntungan atau kerugian which is recognized in profit or loss.
disajikan di penghasilan komprehensif Cumulative gains or losses previously
lain, kecuali pendapatan dividen tetap recognized in other comprehensive income
diakui di laba rugi. Keuntungan atau are reclassified to retained earnings, not to
kerugian kumulatif yang sebelumnya profit or loss.
diakui dalam penghasilan komprehensif
lain direklasifikasi ke saldo laba, tidak
melalui laba rugi.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
q. Instrumen Keuangan (lanjutan) q. Financial Instruments (continued)
1. Aset Keuangan (lanjutan) 1. Financial Assets (continued)
Penghentian pengakuan Derecognition
Aset keuangan (atau mana yang berlaku, A financial asset (or where applicable, a part
bagian dari aset keuangan atau bagian of a financial asset or part of a group of
dari kelompok aset keuangan sejenis) similar financial assets) is derecognized
dihentikan pengakuannya pada saat: when: (1) the rights to receive cash flows
(1) hak untuk menerima arus kas yang from the asset have expired; or (2)
berasal dari aset tersebut telah berakhir; the Group has transferred the rights to
atau (2) Kelompok Usaha telah receive cash flows from the asset or has
mentransfer hak mereka untuk menerima assumed an obligation to pay the received
arus kas yang berasal dari aset atau cash flows in full without material delay to a
berkewajiban untuk membayar arus kas third party under a “pass-through”
yang diterima secara penuh tanpa arrangement, and either (a) the Group has
penundaan yang material kepada pihak transferred substantially all the risks and
ketiga dalam perjanjian “pass-through” rewards of the asset, or (b) the Group has
dan salah satu diantara (a) Kelompok neither transferred nor retained
Usaha telah mentransfer secara substantially all the risks and rewards of the
substansial seluruh risiko dan manfaat dari asset, but has transferred control of the
aset, atau (b) Kelompok Usaha tidak asset.
mentransfer atau mempertahankan secara
substansial seluruh risiko dan manfaat
atas aset, namun telah mentransfer
kendali atas aset tersebut.
Penurunan nilai Impairment
Pada setiap tahun pelaporan, Kelompok At each reporting date, the Group assess
Usaha menilai apakah risiko kredit dari whether the credit risk on a financial
instrumen keuangan telah meningkat instrument has increased significantly since
secara signifikan sejak pengakuan awal. initial recognition. When making the
Ketika melakukan penilaian, Kelompok assessment, the Group use the change in
Usaha menggunakan perubahan atas the risk of a default occurring over the
risiko gagal bayar yang terjadi sepanjang expected life of the financial instrument
perkiraan usia instrumen keuangan instead of the change in the amount of
daripada perubahan atas jumlah kerugian Expected Credit Losses.
kredit ekspektasian.
Dalam melakukan penilaian, Kelompok To make that assessment, the Group
Usaha membandingkan antara risiko compare the risk of a default occurring on
gagal bayar yang terjadi atas instrumen the financial instrument as at the reporting
keuangan pada saat periode pelaporan date with the risk of a default occurring on
dengan risiko gagal bayar yang terjadi atas the financial instrument as at the date of
instrumen keuangan pada saat pengakuan initial recognition and consider reasonable
awal dan mempertimbangkan kewajaran and supportable information, that is
serta ketersediaan informasi, yang available without undue cost or effort at the
tersedia tanpa biaya atau usaha pada saat reporting date about past events, current
tanggal pelaporan terkait dengan kejadian conditions and forecasts of future economic
masa lalu, kondisi terkini dan perkiraan conditions, that is indicative of significant
atas kondisi ekonomi di masa depan, yang increases in credit risk since initial
mengindikasikan kenaikan risiko kredit recognition.
sejak pengakuan awal.
Kelompok Usaha menerapkan metode The Group applied a simplified approach to
sederhana untuk mengukur kerugian measure such Expected Credit Loss (ECL)
kredit ekspektasian tersebut terhadap for other receivables.
piutang lain - lain.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
q. Instrumen Keuangan (lanjutan) q. Financial Instruments (continued)
2. Liabilitas Keuangan 2. Financial Liabilities
Liabilitas keuangan dalam lingkup Financial liabilities within the scope of
PSAK 109 diklasifikasikan sebagai PSAK 109 are classified as follows:
berikut:
1. Liabilitas keuangan yang diukur 1. Financial liabilities at amortized cost;
dengan biaya diamortisasi; dan and
2. Liabilitas keuangan yang diukur 2. Financial liabilities measured at fair
dengan nilai wajar melalui laba rugi. value through profit or loss (FVTPL).
Kelompok Usaha menentukan klasifikasi The Group determines the classification of
liabilitas keuangan mereka pada saat its financial liabilities at initial recognition.
pengakuan awal.
Pengakuan awal Initial recognition
Pada saat pengakuan awal, liabilitas At initial recognition, financial liabilities are
keuangan diukur pada nilai wajar dan, recognized at fair value and, in the case of
dalam hal liabilitas keuangan yang diukur financial liabilities at amortized cost, less
dengan biaya diamortisasi, dikurangi directly attributable transaction costs.
dengan biaya transaksi yang dapat
diatribusikan secara langsung.
Pada tanggal 31 Desember 2025, liabilitas As of December 31, 2025, the Group’s
keuangan Kelompok Usaha mencakup financial liabilities include trade payables,
utang usaha, utang kontraktor, liabilitas contractors payable, other short-term
keuangan jangka pendek lainnya, beban financial liabilities, accrued expenses, non-
akrual, utang lembaga keuangan bukan bank financial institutions loan, bank loans,
bank, utang bank, utang obligasi, liabilitas bonds payable, land acquisition liabilities
pembebasan tanah, liabilitas derivatif dan and other long-term liabilities, which are
liabilitas jangka panjang lainnya yang classified as financial liabilities at amortized
dikategorikan sebagai liabilitas keuangan cost. Financial liabilities are classified as
yang diukur dengan biaya diamortisasi. non-current liabilities when the remaining
Liabilitas keuangan diklasifikasikan maturity is more than 12 months and as
sebagai liabilitas jangka panjang jika jatuh current liabilities when the remaining
tempo melebihi 12 bulan dan sebagai maturity is less than 12 months.
liabilitas jangka pendek jika jatuh tempo
yang tersisa kurang dari 12 bulan.
Pengukuran setelah pengakuan awal Subsequent measurement
Setelah pengakuan awal, liabilitas After initial recognition, interest - bearing
keuangan yang diukur dengan biaya financial liabilities at amortized cost are
diamortisasi yang dikenakan bunga subsequently measured at amortized cost
selanjutnya diukur pada biaya perolehan using the effective interest rate method.
diamortisasi dengan menggunakan Gains or losses are recognized in profit or
metode suku bunga efektif. Keuntungan loss when the liabilities are derecognized as
atau kerugian diakui dalam laba rugi pada well as through the amortization process.
saat liabilitas tersebut dihentikan
pengakuannya melalui proses amortisasi.
Entitas mengklasifikasikan seluruh Entities classify all financial liabilities so that
liabilitas keuangan sehingga setelah after initial recognition financial liabilities are
pengakuan awal liabilitas keuangan diukur measured at amortized cost of acquisition.
pada biaya perolehan diamortisasi. Saat Upon initial recognition, an entity may make
pengakuan awal entitas dapat membuat an irrevocable determination to measure
penetapan yang takterbatalkan untuk financial liabilities at fair value through profit
mengukur liabilitas keuangan pada nilai and loss.
wajar melalui laba rugi.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
q. Instrumen Keuangan (lanjutan) q. Financial Instruments (continued)
2. Liabilitas Keuangan (lanjutan) 2. Financial Liabilities (continued)
Penghentian pengakuan Derecognition
Liabilitas keuangan dihentikan A financial liability is derecognized when it is
pengakuannya pada saat liabilitas tersebut discharged or cancelled or has expired.
dihentikan atau dibatalkan atau kedaluwarsa.
Ketika liabilitas keuangan awal digantikan When an existing financial liability is
dengan liabilitas keuangan lain dari replaced by another from the same lender on
pemberi pinjaman yang sama dengan substantially different terms, or the terms of
persyaratan yang berbeda secara an existing financial liability are substantially
substansial, atau modifikasi secara modified, such an exchange or modification
substansial atas persyaratan liabilitas is treated as a derecognition of the original
keuangan yang saat ini ada, maka financial liability and the recognition of a new
pertukaran atau modifikasi tersebut financial liability, and the difference in the
diperlakukan sebagai penghentian respective carrying amounts is recognized in
pengakuan liabilitas keuangan awal dan profit or loss.
pengakuan liabilitas keuangan baru,
dan selisih antara nilai tercatat masing-
masing liabilitas keuangan diakui dalam
laba rugi.
3. Saling Hapus dari Instrumen Keuangan 3. Offsetting of Financial Instruments
Aset keuangan dan liabilitas keuangan Financial assets and financial liabilities are
saling hapus dan nilai netonya dilaporkan offset, and the net amount is reported in the
dalam laporan posisi keuangan consolidated statement of financial position
konsolidasian jika, dan hanya jika, memiliki if, and only if, there is a currently
hak yang berkekuatan hukum untuk enforceable legal right to offset
melakukan saling hapus atas jumlah yang the recognized amounts and there is an
telah diakui dan terdapat maksud untuk intention to settle on a net basis, or to
menyelesaikan secara neto, atau untuk realize the assets and settle the liabilities
merealisasikan aset dan menyelesaikan simultaneously.
liabilitasnya secara bersamaan.
4. Nilai Wajar Instrumen Keuangan 4. Fair Value of Financial Instruments
Nilai wajar instrumen keuangan yang The fair value of financial instruments that
diperdagangkan secara aktif di pasar are actively traded in organized financial
keuangan yang terorganisasi ditentukan markets is determined by reference to
dengan mengacu pada kuotasi harga quoted market bid or ask prices at the close
penawaran atau harga yang diminta pada of business at the end of the reporting year.
penutupan bisnis pada akhir tahun For financial instruments where there is no
pelaporan. Untuk instrumen keuangan active market, fair value is determined
yang tidak memiliki pasar aktif, nilai wajar using valuation techniques.
ditentukan menggunakan teknik penilaian.
Teknik penilaian tersebut mencakup Such valuation techniques include the use
penggunaan transaksi pasar yang wajar of arm's length market transactions,
antara pihak-pihak yang mengerti dan references to the current fair value of
berkeinginan (arm’s length market substantially the same instruments,
transactions), referensi atas nilai wajar discounted cash flow analysis, or other
terkini dari instrumen lain yang secara valuation models.
substansial sama, analisa arus kas yang
didiskontokan, atau model penilaian lain.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
r. Instrumen Keuangan Derivatif dan Aktivitas r. Derivative Financial Instruments and
Lindung Nilai Hedging Activities
Derivatif pada awalnya diakui sebesar nilai Derivatives are initially recognized at fair value
wajar pada tanggal kontrak derivatif dilakukan on the date the derivative contract is entered into
dan selanjutnya diukur kembali sebesar nilai and subsequently remeasured at fair value. The
wajarnya. Metode pengakuan keuntungan atau method of recognizing the resulting gain or loss
kerugian yang timbul tergantung pada apakah depends on whether the derivative is designated
derivatif tersebut ditetapkan sebagai instrumen as a hedging instrument, and if so, the nature of
lindung nilai, dan jika demikian, sifat pos yang the item being hedged. The Group defines
dilindung nilai. Kelompok Usaha menetapkan certain derivatives as:
derivatif tertentu sebagai:
i. Lindung nilai atas nilai wajar aset atau i. Hedging the fair value of recognized assets
liabilitas yang diakui atau terhadap or liabilities or of unrecognized firm
komitmen pasti yang belum diakui commitments (fair value hedges); or
(lindung nilai atas nilai wajar); atau
ii. Lindung nilai atas risiko tertentu yang ii. Hedging of certain risks associated with a
terkait dengan aset atau liabilitas yang recognized asset or liability or of a
diakui atau terhadap transaksi yang transaction that is expected to be probable
diperkirakan kemungkinan besar akan (cash flow hedge).
terjadi (lindung nilai arus kas).
Pada awal terjadinya transaksi, Kelompok In the beginning of transaction, the Group
Usaha mendokumentasikan hubungan antara documents the relationship between the
instrumen lindung nilai dan pos yang dilindung hedging instrument and the item being hedged,
nilai, serta tujuan manajemen risiko dan strategi as well as its risk management objectives and
pelaksanaan berbagai transaksi lindung nilai. strategy for executing various hedging
Kelompok Usaha juga mendokumentasikan transactions. The Group also documents its
penilaiannya, pada awal lindung nilai dan pada assessment, at the inception of the hedge and
setiap akhir tahun, apakah derivatif yang at the end of each year, whether the derivative
digunakan dalam transaksi lindung nilai used in the hedging transaction is highly
memiliki efektivitas yang tinggi dalam saling effective in offsetting changes in fair value or
hapus perubahan nilai wajar atau arus kas pos cash flows of the hedged item.
yang dilindung nilai.
Nilai wajar penuh derivatif lindung nilai The full fair value of hedging derivatives is
diklasifikasikan sebagai aset tidak lancar atau classified as non-current assets or long-term
liabilitas jangka panjang ketika sisa jatuh tempo liabilities when the remaining maturity of the
pos yang dilindung nilai lebih dari 12 bulan, dan hedged item is more than 12 months, and as
sebagai aset lancar atau liabilitas jangka current assets or short-term liabilities when the
pendek ketika sisa jatuh tempo pos yang remaining maturity of the hedged item is less
dilindung nilai kurang dari 12 bulan. Derivatif than 12 months. Derivatives traded are
yang diperdagangkan diklasifikasikan sebagai classified as current assets or current liabilities.
aset lancar atau liabilitas jangka pendek.
Bagian efektif dari perubahan nilai wajar The effective portion of changes in the fair value
derivatif yang ditetapkan dan memenuhi kriteria of derivatives that are designated and meet the
sebagai lindung nilai arus kas diakui pada criteria as cash flow hedges are recognized in
penghasilan komprehensif lainnya. other comprehensive income. Gains or losses
Keuntungan atau kerugian dari bagian yang from the ineffective portion are recognized
tidak efektif diakui segera di dalam laba rugi immediately in profit or loss as “other income/
sebagai “penghasilan/ beban lain-lain”. expenses”.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
r. Instrumen Keuangan Derivatif dan Aktivitas r. Derivative Financial Instruments and
Lindung Nilai (lanjutan) Hedging Activities (continued)
Jumlah yang terakumulasi pada ekuitas Amounts accumulated in equity are reclassified
direklasifikasikan ke dalam laba rugi di dalam to profit or loss in the period when the hedged
periode ketika pos dilindung nilai memengaruhi item affects profit or loss (for example, when an
laba rugi (misalnya, ketika perkiraan penjualan expected sale of the hedged item occurs). Gains
yang menjadi pos yang dilindung nilai terjadi). or losses relating to the effective portion of
Keuntungan atau kerugian yang berhubungan interest rate swaps as hedging instruments on
dengan bagian efektif swap tingkat bunga variable interest rate loans are recognized in
sebagai instrumen lindung nilai pinjaman profit or loss as “finance costs”.
bersuku bunga variabel diakui dalam laba rugi
sebagai “biaya keuangan”.
Ketika instrumen lindung nilai kedaluwarsa atau When the hedging instrument expires or is sold,
dijual, atau ketika lindung nilai tidak lagi or when the hedge no longer meets the criteria
memenuhi kriteria akuntansi lindung nilai, for hedge accounting, the cumulative gain or
keuntungan atau kerugian kumulatif yang ada loss held in equity will remain in equity and is
di dalam ekuitas akan tetap berada di dalam recognized when the expected transaction is
ekuitas dan diakui ketika transaksi yang eventually recognized in profit or loss. When a
diperkirakan akhirnya diakui pada laba rugi. forecasted transaction is no longer expected to
Ketika transaksi yang diperkirakan tidak lagi occur, the cumulative gain or loss reported in
diharapkan akan terjadi, keuntungan atau equity is immediately transferred to profit or loss
kerugian kumulatif yang dilaporkan di ekuitas as “other income/ expenses”.
segera dipindahkan ke laba rugi sebagai
“penghasilan/ beban lain-lain”.
Perubahan nilai wajar dari derivatif yang tidak Changes in the fair value of derivatives that are
ditetapkan, atau tidak memenuhi kriteria untuk, not designated, or do not meet the criteria for,
akuntansi lindung nilai diakui secara langsung hedge accounting are recognized directly in
dalam laba rugi. profit or loss.
s. Laba per Saham s. Earnings per Share
Laba per saham dihitung dengan membagi laba Earnings per share amount is computed by
tahun berjalan yang dapat diatribusikan kepada dividing the profit for the year attributable to the
pemilik entitas induk dengan jumlah rata-rata owners of the parent entity by the weighted
tertimbang jumlah saham yang beredar dan average number of outstanding issued and fully
disetor penuh selama tahun bersangkutan. paid shares during the year.
Perusahaan tidak mempunyai efek saham The Company has no outstanding dilutive
biasa yang berpotensi bersifat dilutif pada potential ordinary shares as of December 31,
tanggal 31 Desember 2025 dan 2024. 2025 and 2024.
t. Pengakuan Pendapatan dan Beban t. Revenue and Expense Recognition
Kelompok Usaha menerapkan PSAK 115, yang The Group applies PSAK 115, which requires
mensyaratkan pengakuan pendapatan harus revenue recognition to fulfill 5 steps of
memenuhi 5 langkah analisa sebagai berikut: assessment as follows:
1. Identifikasi kontrak dengan pelanggan; 1. Identify contracts with a customer;
2. Identifikasi kewajiban pelaksanaan dalam 2. Identify the performance obligations in the
kontrak. Kewajiban pelaksanaan contract. Performance obligations are
merupakan janji-janji dalam kontrak untuk promises in a contract to transfer to a
menyerahkan barang atau jasa yang customer goods or services that are distinct;
memiliki karakteristik berbeda ke
pelanggan;
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
t. Pengakuan Pendapatan dan Beban t. Revenue and Expense Recognition
(lanjutan) (continued)
3. Penetapan harga transaksi. Harga 3. Determine the transaction price.
transaksi merupakan jumlah imbalan yang Transaction price is the amount of
berhak diperoleh suatu entitas sebagai consideration to which an entity expects to
kompensasi atas diserahkannya barang be entitled in exchange for transferring
atau jasa yang dijanjikan ke pelanggan; promised goods or services to a customer;
4. Alokasi harga transaksi ke setiap 4. Allocate the transaction price to each
kewajiban pelaksanaan dengan performance obligation on the basis of the
menggunakan dasar harga jual berdiri relative stand-alone selling prices of each
sendiri relatif dari setiap barang atau jasa distinct goods or services promised in the
berbeda yang dijanjikan di kontrak; dan contract; and
5. Pengakuan pendapatan ketika kewajiban 5. Recognise revenue when performance
pelaksanaan telah dipenuhi dengan obligation is satisfied by transferring a
menyerahkan barang atau jasa yang promised goods or services to a customer
dijanjikan ke pelanggan (ketika pelanggan (which is when the customer obtains control
telah memiliki kendali atas barang atau of that goods or services) at certain time or
jasa tersebut) pada suatu waktu tertentu all the time.
atau sepanjang waktu.
Harga transaksi merupakan angka yang The transaction price is based on the amount
ditagihkan kepada pelanggan setelah billed to customer excluding Value-Added
mengeluarkan Pajak Pertambahan Nilai. Taxes. The following specific recognition criteria
Kriteria spesifik berikut ini juga harus dipenuhi must also be met before revenue is recognized.
sebelum pendapatan diakui.
Pendapatan tol Toll revenues
Pendapatan dari hasil pengoperasian jalan tol The Group’s revenues from toll road operations
Kelompok Usaha diakui pada suatu waktu are recognized at certain time upon the sale of
tertentu saat penjualan karcis tol. Imbalan kas toll tickets. Cash consideration received in
yang diterima sehubungan dengan pengalihan connection with the transfer of the rights on
hak atas pendapatan tol masa datang dicatat future toll revenue are recorded as deferred
sebagai pendapatan tangguhan dan diakui revenue and recognized as revenue over time
sebagai pendapatan pada suatu periode waktu based on actual traffic volume over the term of
berdasarkan aktual jumlah traffic selama masa transfer of the rights on future toll revenues.
jangka waktu pengalihan hak atas pendapatan
tol tersebut.
Pendapatan sewa Rental income
Pendapatan dari sewa iklan, lahan, dan tempat Revenue from advertisement, space, and rest
peristirahatan diklasifikasikan sebagai sewa area rental are classified as operating lease and
operasi dan diakui pada suatu periode waktu recognized over time on a straight-line basis
dengan menggunakan metode garis lurus over the lease term. Rent revenue received in
selama masa sewa. Sewa diterima di muka advance are presented as "Unearned revenue".
disajikan sebagai “Pendapatan diterima di
muka”.
Pendapatan jasa pengoperasian Toll road operating service
Pendapatan jasa pengoperasian diakui pada Revenue toll road operating service is
suatu periode waktu dengan menggunakan recognized over time on a straight-line basis
metode garis lurus selama masa jasa. over the service term. Service revenue received
Pendapatan jasa diterima di muka disajikan in advance are presented as "Unearned
sebagai “Pendapatan diterima di muka”. revenue".
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
t. Pengakuan Pendapatan dan Beban t. Revenue and Expense Recognition
(lanjutan) (continued)
Pendapatan penjualan properti Revenue from sale of property
JMRB (entitas anak) mengakui pendapatan JMRB (a subsidiary) recognizes revenue from
dari penjualan real estat pada suatu titik waktu real estate sales at a point in time after the
setelah penyelesaian akta jual beli. completion of the sale and purchase deed.
Pendapatan konstruksi dan beban konstruksi Construction revenue and construction cost
Kelompok Usaha mengakui pendapatan The Group recognizes construction revenues
konstruksi pada suatu periode waktu over time by using the output method based on
menggunakan metode output berdasarkan the monthly report over the completed
laporan bulanan atas kemajuan penyelesaian construction progress from the external party
pembangunan aset yang diterima dari pihak that was appointed for the assets’ construction.
eksternal yang telah ditunjuk untuk
membangun aset tersebut.
Beban Expenses
Beban diakui pada saat terjadinya atau sesuai Expenses are recognized when incurred or
dengan masa manfaatnya. according to the useful life.
Beban pokok penjualan tanah Cost of land sold
Beban pokok penjualan tanah ditentukan Cost of land sold is determined based on
berdasarkan nilai perolehan tanah ditambah acquisition cost of the land plus other estimated
pengeluaran-pengeluaran lain untuk expenditures for its improvement and
pengembangan tanah. Beban pokok penjualan development. The cost of residential house sold
rumah tinggal meliputi seluruh beban covers all construction expenses to complete
pembangunan untuk menyelesaikan pekerjaan. the work.
u. Transaksi dan Saldo dalam Mata Uang u. Foreign Currency Transactions and
Asing Balances
Transaksi dalam mata uang asing dicatat Transactions involving foreign currencies are
dalam mata uang rupiah berdasarkan kurs translated to rupiah at the rates of exchange
yang berlaku pada saat transaksi dilakukan. prevailing at the time the transactions are made.
Pada tanggal laporan posisi keuangan At consolidated statement of financial position
konsolidasian, aset dan liabilitas moneter date, monetary assets and liabilities
dalam mata uang asing dijabarkan sesuai denominated in foreign currencies are adjusted
dengan rata-rata kurs jual dan beli yang to reflect the average of the selling and buying
diterbitkan oleh Bank Indonesia pada tanggal rates of exchange prevailing at the last banking
transaksi perbankan terakhir untuk periode transaction day of the period, as published by
yang bersangkutan. Laba atau rugi kurs yang Bank Indonesia. The resulting gains or losses
timbul dikreditkan atau dibebankan pada are credited or charged to operations of the
operasi periode berjalan. current period.
Kurs yang digunakan adalah sebagai berikut: The exchange rates used are as follows:
2025 2024
1 Dolar Amerika Serikat 16.782 16.162
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
2. INFORMASI KEBIJAKAN AKUNTANSI 2. MATERIAL ACCOUNTING POLICIES
MATERIAL (lanjutan) INFORMATION (continued)
v. Segmen Operasi v. Operating Segment
Segmen adalah komponen dari Kelompok A segment is a distinguishable component of
Usaha yang dapat dibedakan yang terlibat the Group that is engaged in providing certain
dalam penyediaan produk-produk tertentu products (business segment), or in providing
(segmen usaha), atau dalam menyediakan products within a particular economic
produk dalam lingkungan ekonomi tertentu environment (geographical segment), which is
(segmen geografis), yang memiliki risiko dan subject to risks and rewards that are different
manfaat yang berbeda dari segmen lainnya. from those of other segments.
Jumlah setiap unsur segmen yang dilaporkan The amount of each segment item reported is
merupakan ukuran yang dilaporkan kepada the measure reported to the chief operating
pengambil keputusan operasional untuk tujuan decision-maker for the purposes of making
pengambilan keputusan untuk mengalokasikan decisions about allocating resources to the
sumber daya kepada segmen dan menilai segment and assessing its performance.
kinerjanya.
Pendapatan, beban, hasil usaha, aset dan Segment revenue, expenses, results, assets
liabilitas segmen termasuk item-item yang and liabilities include items directly attributable
dapat diatribusikan secara langsung kepada to a segment as well as those that can be
suatu segmen serta hal-hal yang dapat allocated on a reasonable basis to that
dialokasikan dengan dasar yang memadai segment. They are determined before
untuk segmen tersebut. Segmen ditentukan intragroup balances and intra-group
sebelum saldo dan transaksi antar Kelompok transactions are eliminated.
Usaha dieliminasi sebagai bagian dari proses
konsolidasi.
w. Provisi w. Provisions
Provisi diakui jika Kelompok Usaha memiliki A provision is recognized when the Group has a
kewajiban kini (baik bersifat hukum maupun present obligation (legal or constructive) as a
bersifat konstruktif) sebagai akibat peristiwa result of a past event, where it is probable that
masa lalu dimana ada kemungkinan besar an outflow of resources embodying economic
bahwa untuk penyelesaian kewajiban tersebut benefits will be required to settle the obligation
diperlukan arus keluar sumber daya yang and a reliable estimate of the amount of the
mengandung manfaat ekonomi dan jumlah obligation can be made.
kewajiban tersebut dapat diestimasi secara
andal.
Provisi ditelaah pada setiap tanggal pelaporan All provisions are reviewed at each reporting
dan disesuaikan untuk mencerminkan estimasi date and adjusted to reflect the current best
terbaik saat ini. Jika arus keluar sumber daya estimate. If it is no longer probable that an
untuk menyelesaikan kewajiban kemungkinan outflow of resources embodying economic
besar tidak terjadi, maka provisi tersebut benefits will be required to settle the obligations,
dibatalkan. the provisions are reversed.
x. Kontinjensi x. Contingencies
Liabilitas kontinjensi diungkapkan, kecuali jika Contingent liabilities are disclosed, unless the
arus keluar sumber daya yang mengandung possibility of an outflow of resources embodying
manfaat ekonomi kemungkinannya kecil. Aset economic benefits is remote. Contingent assets
kontinjensi tidak diakui dalam laporan are not recognized in the consolidated financial
keuangan konsolidasian, tetapi diungkapkan statements but are disclosed when an inflow of
jika terdapat kemungkinan besar (probable) economic benefits is probable.
arus masuk manfaat ekonomi.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
3. PENGGUNAAN PERTIMBANGAN, ESTIMASI 3. MANAGEMENT’S USE OF JUDGMENTS,
DAN ASUMSI OLEH MANAJEMEN ESTIMATES AND ASSUMPTIONS
Penyusunan laporan keuangan konsolidasian The preparation of the Group’s consolidated financial
Kelompok Usaha mensyaratkan manajemen untuk statements requires management to make
membuat pertimbangan, estimasi dan asumsi yang judgments, estimates and assumptions that affect
memengaruhi jumlah yang dilaporkan atas the reported amounts of revenues, expenses, assets
pendapatan, beban, aset dan liabilitas, serta and liabilities, and the disclosure to the consolidated
pengungkapan laporan keuangan konsolidasian. financial statements. However, uncertainty about
Namun, ketidakpastian atas asumsi dan estimasi ini these assumptions and estimates could result in
dapat menyebabkan hasil yang memerlukan outcomes that may require a material adjustment to
penyesuaian material atas nilai tercatat aset dan the carrying amounts of the assets or liabilities in
liabilitas pada masa mendatang. future periods.
a. Pertimbangan a. Judgments
Dalam proses penerapan kebijakan akuntansi In the process of applying the Group’s
Kelompok Usaha, manajemen telah membuat accounting policies, management has made the
pertimbangan-pertimbangan berikut ini, yang following judgments, apart from those including
terpisah dari estimasi dan asumsi, yang estimations and assumptions, which have the
memiliki pengaruh paling signifikan terhadap most significant effect on the amounts
jumlah yang dicatat dalam laporan keuangan recognized in the consolidated financial
konsolidasian: statements:
• Pengelompokan aset keuangan dan • • Classification of financial assets and
liabilitas keuangan financial liabilities
Kelompok Usaha menetapkan The Group determines the classifications of
pengelompokan aset dan liabilitas tertentu certain assets and liabilities as financial
sebagai aset keuangan dan liabilitas assets and financial liabilities by judging if
keuangan dengan pertimbangan bila they meet the definition financial liabilities
definisi yang ditetapkan dalam liabilitas based on PSAK 109. Accordingly, the
keuangan sesuai dengan yang ditetapkan financial assets and financial liabilities are
dalam PSAK 109. Dengan demikian, aset accounted for in accordance with
keuangan dan liabilitas keuangan diakui accounting policies disclosed in Note 2q.
sesuai dengan kebijakan akuntansi seperti
yang diungkapkan pada Catatan 2q.
• Perjanjian konsesi jasa • Service concession arrangement
ISAK 112 menjelaskan pendekatan untuk ISAK 112 outlines an approach to account
membukukan perjanjian konsesi jasa akibat for service concession arrangement arising
dari penyediaan jasa kepada publik. from entities providing public services. It
ISAK 112 mengatur bahwa operator (pihak provides that the operator (concession right
penerima konsesi jasa) tidak membukukan beneficiary) should not account for the
infrastruktur sebagai aset tetap, namun infrastructure as fixed assets, but should
diakui sebagai aset keuangan dan/atau aset recognize a financial asset and/or an
takberwujud. intangible asset.
Kelompok Usaha mengadakan Perjanjian The Group entered into Perjanjian
Pengusahaan Jalan Tol (PPJT) dengan Pengusahaan Jalan Tol (PPJT) with BPJT
BPJT memberikan hak, kewajiban dan granted the Group the rights, obligations
keistimewaan kepada Kelompok Usaha and privileges including the authority to
termasuk kewenangan dalam pendanaan, finance, design, construction, operate, and
desain, konstruksi, operasi, dan maintain the toll roads (Note 2.l).
pemeliharaan jalan tol (Catatan 2.l).
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
3. PENGGUNAAN PERTIMBANGAN, ESTIMASI 3. MANAGEMENT’S USE OF JUDGMENTS,
DAN ASUMSI OLEH MANAJEMEN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
a. Pertimbangan (lanjutan) a. Judgments (continued)
• Perjanjian konsesi jasa (lanjutan) • Service concession arrangement
(continued)
Pada akhir masa konsesi jasa, Kelompok Upon expiry of the service concession
Usaha harus menyerahkan jalan tol kepada period, the Group shall handover the toll
BPJT tanpa biaya, dalam keadaan roads to the BPJT without cost, fully
beroperasional dan kondisi yang baik, operational and in good working condition,
termasuk setiap dan semua tanah yang including any and all existing land, works,
diperlukan, pekerjaan, fasilitas jalan, dan toll road facilities, and equipment found
peralatan tol yang secara langsung therein directly related to, and in
berkaitan dan berhubungan dengan connection with, the operation of the toll
pengoperasian fasilitas jalan tol. road facilities.
Kelompok Usaha berpendapat bahwa PPJT The Group has made judgment that the
memenuhi kriteria sebagai model aset PPJT met the criteria under the intangible
takberwujud, dimana aset konsesi diakui asset model, wherein the concession asset
sebagai aset takberwujud sesuai dengan is recognized as an intangible asset in
PSAK 238, “Aset Takberwujud”. accordance with PSAK 238, “Intangible
Assets”.
Kelompok Usaha diharuskan oleh ISAK 112 The Group is required by ISAK 112 to present
untuk menyajikan unsur pendapatan yang income elements that reflect revenue from
merefleksikan pendapatan dari jasa construction services on concession assets or
konstruksi atas aset konsesi atau peningkatan enhancements to concession asset
kemampuan aset konsesi yang dilakukan capabilities carried out during the current
selama periode berjalan pada laporan laba period in the consolidated statement of profit
rugi dan penghasilan komprehensif lain or loss and other comprehensive income. For
konsolidasian. Untuk tahun-tahun yang the years ended December 31, 2025, and
berakhir pada tanggal 31 Desember 2025 dan 2024, the Group recognized revenue from
2024, Kelompok Usaha mengakui construction services on concession assets of
pendapatan dari jasa konstruksi atas aset Rp10,079,023 and Rp13,021,772 respectively
konsesi masing-masing sebesar (Note 36).
Rp10.079.023 dan Rp13.021.772
(Catatan 36).
Kelompok Usaha mengakui pendapatan The Group recognizes construction
konstruksi aset konsesi dan biaya revenue of concession asset and
konstruksi atas aset konsesi sesuai dengan construction costs of concession asset in
PSAK 115. Kelompok Usaha mengukur accordance with PSAK 115. The Group
pendapatan konstruksi atas aset konsesi measures construction revenue at the fair
pada nilai wajar atas imbalan yang diterima value of the consideration received or to be
atau akan diterima dan menambahkan received and will add the margin, based on
margin, berdasarkan estimasi terbaik management estimation calculated in
manajemen yang dihitung dengan model certain model, in determining the initial toll
tertentu, pada saat penentuan tarif awal road tariff before the toll road is operated.
jalan tol sebelum jalan tol dioperasikan.
• Pengklasifikasian properti • Classification of property
Kelompok Usaha menentukan apakah The Group determines whether an
sebuah properti yang diperoleh acquired property is classified as
diklasifikasikan sebagai properti investasi investment property or property inventory:
atau persediaan properti:
59
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
3. PENGGUNAAN PERTIMBANGAN, ESTIMASI 3. MANAGEMENT’S USE OF JUDGMENTS,
DAN ASUMSI OLEH MANAJEMEN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
a. Pertimbangan (lanjutan) a. Judgments (continued)
• Pengklasifikasian properti (lanjutan) • Classification of property (continued)
- Properti investasi terdiri dari tanah dan - Investment property consists of land
bangunan (terutama kantor dan properti and buildings (principally offices and
ritel) yang tidak bertujuan untuk retail property) which are not occupied
digunakan oleh atau dalam kegiatan substantially for use by, or in the
operasi Kelompok Usaha, tidak juga operations of the Group, nor for sale in
untuk dijual dalam kegiatan bisnis, tetapi the ordinary course of business, but are
digunakan untuk memperoleh held primarily to earn rental income and
pendapatan sewa dan peningkatan nilai. capital appreciation.
- Persediaan properti terdiri dari properti - Property inventory consists of property
yang bertujuan untuk dijual dalam that is held for sale in the ordinary
kegiatan bisnis. Secara khusus, berkaitan course of business. In particular, it
dengan properti hunian yang pertains to the residential property that
dikembangkan oleh Kelompok Usaha dan the Group develops and intends to sell
digunakan untuk dijual sebelum atau on or before the completion of
pada saat penyelesaian konstruksi. construction.
• Pengendalian atas entitas anak • Control over subsidiaries
Dalam membuat pertimbangannya, direksi In making their judgment, the directors
mempertimbangkan ukuran absolut considered the Group’s absolute size of
kepemilikan Kelompok Usaha pada Entitas holding in the subsidiary and the relative
Anak dan ukuran relatif dan penyebaran size of and dispersion of the shareholdings
kepemilikan saham yang dimiliki oleh owned by the other shareholders. After
pemegang saham lainnya. Setelah assessment, the Directors concluded that
penilaian, Direksi menyimpulkan bahwa the Group has a sufficiently dominant voting
Kelompok Usaha memiliki hak suara yang interest to direct the relevant activities of the
cukup dominan untuk mengarahkan subsidiary and therefore the Group has
kegiatan yang relevan dari Entitas Anak dan control over the subsidiaries.
karenanya Kelompok Usaha memiliki
pengendalian atas Entitas Anak.
Direksi Perusahaan menilai apakah The directors of the Company’s assessed
Kelompok Usaha memiliki pengendalian whether or not the Group has control over a
atas Entitas Anak berdasarkan subsidiary based on whether the Group has
kemampuan Kelompok Usaha untuk the practical ability to direct the relevant
mengarahkan kegiatan yang relevan dari activities of the subsidiaries unilaterally.
Entitas Anak secara sepihak.
Pada tahun 2025, pertimbangan signifikan In 2025, significant judgment was required
diperlukan untuk menilai kapan Kelompok to assess when the Group obtained control,
Usaha memperoleh pengendalian, including evaluating the relevant activities of
termasuk dalam mengidentifikasi aktivitas the investee and determining whether
relevan dari investee serta menentukan decisions related to those activities require
apakah keputusan terkait aktivitas tersebut unanimous consent. The Group concluded
memerlukan persetujuan bulat (unanimous that, for joint arrangements, the relevant
consent). Kelompok Usaha menyimpulkan activities are those that pertain to the
bahwa, untuk pengaturan bersama, financial, operating, and capital decisions of
aktivitas relevan adalah aktivitas yang the arrangement.
berkaitan dengan keputusan keuangan,
operasional, dan permodalan dari
pengaturan tersebut.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
3. PENGGUNAAN PERTIMBANGAN, ESTIMASI 3. MANAGEMENT’S USE OF JUDGMENTS,
DAN ASUMSI OLEH MANAJEMEN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
a. Pertimbangan (lanjutan) a. Judgments (continued)
• Pengendalian atas entitas anak (lanjutan) • Control over subsidiaries (continued)
Berdasarkan Akta Notaris No. 02 tanggal Based on Notarial Deed No. 02 dated
28 Agustus 2025 yang dibuat di hadapan August 28, 2025, made before Ni Nyoman
Ni Nyoman Rai Sumawati, S.H., M.Kn., Rai Sumawati, S.H., M.Kn., as well as the
serta surat persetujuan dari Kementerian approval letter from the Ministry of Law and
Hukum dan Hak Asasi Manusia Republik Human Rights of the Republic of Indonesia
Indonesia No. AHU-AH.01.03-0232354 No. AHU-AH.01.03-0232354 Year 2025
Tahun 2025 tanggal 1 September 2025, dated September 1, 2025, the shareholders
para pemegang saham telah menyetujui: have approved:
1. Peningkatan modal ditempatkan dan 1. The increase in issued and paid-up
disetor sebesar Rp211.000 atau capital amounted to Rp211,000, or
sebanyak 211.000 lembar saham yang 211,000 shares, paid in cash by the
disetor secara tunai oleh Perusahaan Company and PT Adhi Karya (Persero)
dan PT Adhi Karya (Persero) Tbk Tbk with the details as follows:
dengan rincian sebagai berikut:
a. Setoran modal oleh Perusahaan a. The capital contribution made by the
yang telah dilakukan secara penuh Company, which has been fully paid
sebesar Rp111.448; in the amount of Rp111,448.
b. Setoran modal oleh PT Adhi Karya b. The capital contribution made by
(Persero) Tbk. yang telah dilakukan PT Adhi Karya (Persero) Tbk., which
secara bertahap dengan total has been carried out in stages, with
sebesar Rp99.552; a total amount of Rp99,552;
2. Perubahan anggaran dasar; 2. Amendments to the articles of
association;
3. Pemberian kuasa dengan hak substitusi 3. Granting power of attorney with
kepada Direksi Perusahaan. substitution rights to the Company's
Board of Directors.
Berdasarkan kajian terhadap Akta tersebut, Based on the review of the aforementioned
serta dengan mengacu pada PSAK 110, Deed, and with reference to PSAK 110,
“Laporan Keuangan Konsolidasian”, “Consolidated Financial Statements,” the
Kelompok Usaha mengidentifikasi adanya Group identified certain substantive rights
hak substantif dan klausul-klausul yang and clauses relating to relevant activities. As
berkaitan dengan aktivitas relevan. a result of these rights, the Company has:
Berdasarkan hak-hak tersebut, Perusahaan
memiliki:
(i) kekuasaan atas aktivitas relevan JMJ; (i) power over JMJ’s relevant activities;
(ii) eksposur atau hak atas imbal hasil (ii) exposure, or rights, to variable returns
variabel dari keterlibatannya dengan from its involvement with JMJ; and
JMJ; dan
(iii) kemampuan untuk menggunakan (iii) the ability to use its power to affect
kekuasaannya guna mempengaruhi those returns. Accordingly, the
imbal hasil tersebut. Company concluded that it obtained
control over JMJ.
Dengan demikian, Perusahaan Therefore, the Company concluded that it
menyimpulkan telah memperoleh has obtained control over JMJ. Therefore,
pengendalian atas JMJ. Oleh karena itu, as of September 1, 2025, the Group
pada tanggal 1 September 2025, Kelompok consolidates JMJ as a subsidiary in the
Usaha mengkonsolidasikan JMJ sebagai consolidated financial statements (Notes 1.f
entitas anak dalam laporan keuangan and 51).
konsolidasian (Catatan 1.f dan 51).
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
3. PENGGUNAAN PERTIMBANGAN, ESTIMASI 3. MANAGEMENT’S USE OF JUDGMENTS,
DAN ASUMSI OLEH MANAJEMEN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
b. Estimasi dan Asumsi b. Estimates and Assumptions
Asumsi utama masa depan dan sumber utama The key assumptions concerning the future and
ketidakpastian estimasi lain pada tanggal other key sources of estimation of uncertainty at
pelaporan yang memiliki risiko signifikan bagi the end of the reporting period that have a
penyesuaian yang material terhadap nilai significant risk of causing a material adjustment
tercatat aset dan liabilitas untuk periode to the carrying amounts of assets and liabilities
berikutnya diungkapkan dalam paragraf within the next financial period are disclosed in
berikut. Kelompok Usaha mendasarkan the following paragraphs. The Group based its
asumsi dan estimasi pada parameter yang assumptions and estimates on parameters
tersedia pada saat laporan keuangan available when the consolidated financial
konsolidasian disusun. Asumsi dan situasi statements were prepared. Existing
mengenai perkembangan masa depan circumstances and assumptions about future
mungkin berubah akibat perubahan pasar atau developments may change due to market
situasi diluar kendali Kelompok Usaha. changes or circumstances arising beyond
Perubahan tersebut dicerminkan dalam the control of the Group. Such changes will be
asumsi terkait pada saat terjadinya. reflected in the assumptions when they occur.
• Nilai wajar instrumen keuangan • Fair value of financial instruments
Kelompok Usaha mencatat aset dan The Group recorded certain assets and
liabilitas keuangan tertentu pada nilai wajar, financial liabilities at fair value, which
yang mengharuskan penggunaan estimasi requires the use of accounting estimates.
akuntansi. Sementara komponen signifikan While significant components of fair value
atas pengukuran nilai wajar ditentukan measurement were determined using
menggunakan bukti objektif yang dapat verifiable objective evidence, the amount of
diverifikasi, nilai perubahan nilai wajar dapat change in value reasonably may be
berbeda bila Kelompok Usaha different when the Group uses different
menggunakan metodologi penilaian yang valuation methodologies. Changes in fair
berbeda. Perubahan nilai wajar aset dan value of financial assets and liabilities can
liabilitas keuangan tersebut dapat indirectly affect profit or loss of the Group.
memengaruhi secara langsung laba atau
rugi Kelompok Usaha.
• Penyusutan aset tetap dan properti • Depreciation of fixed assets and
investasi investment properties
Biaya perolehan aset tetap dan properti The costs of fixed assets and investment
investasi disusutkan menggunakan properties are depreciated using the
metode garis lurus berdasarkan taksiran straight-line method over their estimated
masa manfaat ekonomisnya. Manajemen economic useful lives. Management
mengestimasi masa manfaat ekonomis estimates the useful lives of fixed assets
aset tetap dan properti investasi antara and investment properties to be between
3 sampai dengan 30 tahun. Ini adalah umur 3 to 30 years. This is the range of common
yang secara umum diharapkan dalam life expectancies applied in the industry in
industri dimana Kelompok Usaha which the Group conducts its business.
menjalankan bisnisnya. Perubahan tingkat Changes in the level of usage and
pemakaian dan perkembangan teknologi technological developments could impact
dapat memengaruhi masa manfaat the economic useful lives and residual
ekonomis dan nilai sisa aset, dan values of assets and, therefore, future
karenanya biaya penyusutan masa depan depreciation charges may be revised.
mungkin direvisi. Penjelasan lebih rinci Further details are disclosed in Notes 11
diungkapkan dalam Catatan 11 dan 12. and 12.
• Amortisasi hak pengusahaan jalan tol • Amortization of toll road concession right
Kelompok Usaha melakukan amortisasi The Group decided to amortize toll road
hak pengusahaan jalan tol - jalan dan concession rights - road and bridge using
jembatan selama masa konsesi dengan the toll road consumption pattern method
menggunakan metode pola konsumsi jalan derived from traffic over the concession
tol yang diakibatkan oleh lalu lintas selama period.
masa konsesi.
62
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
3. PENGGUNAAN PERTIMBANGAN, ESTIMASI 3. MANAGEMENT’S USE OF JUDGMENTS,
DAN ASUMSI OLEH MANAJEMEN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
b. Estimasi dan Asumsi (lanjutan) b. Estimates and Assumptions (continued)
Nilai tercatat neto atas hak pengusahaan The net carrying value of toll road concession
jalan tol Kelompok Usaha pada tanggal rights of the Group as of December 31, 2025
31 Desember 2025 dan 2024 adalah masing- and 2024 amounting to Rp140,973,316 and
masing sebesar Rp140.973.316 dan Rp132,004,237, respectively.
Rp132.004.237.
• Estimasi volume lalu lintas • Estimation of traffic volume
Volume lalu lintas diproyeksikan Traffic volume is projected based on the
berdasarkan jumlah kendaraan dan number of vehicles and adjusted for
disesuaikan dengan perbandingan comparison to actual traffic volume.
terhadap volume lalu lintas aktual. Namun However, over time, actual traffic volume
seiring berjalannya waktu, volume lalu may differ from these estimates, depending
lintas aktual dapat berbeda dengan on changes in external factors that may
estimasi, bergantung pada perubahan affect toll rates and traffic volume.
faktor eksternal yang dapat memengaruhi
tarif tol dan volume lalu lintas.
Manajemen melakukan penilaian secara The Management perform periodic
periodik terhadap total proyeksi volume lalu assessment on the total projected traffic
lintas. Kelompok Usaha akan menunjuk volume. The Group will appoint an
suatu konsultan lalu lintas profesional independent professional traffic consultant
independen untuk melakukan studi lalu to perform independent professional traffic
lintas profesional independen dan studies and make an appropriate
membuat penyesuaian yang tepat apabila adjustment if there is a material difference
terdapat perbedaan material antara between projected and actual traffic
proyeksi volume lalu lintas dan volume lalu volume.
lintas aktual.
• Provisi pelapisan jalan tol • Provision for overlay
Provisi pelapisan ini akan dicadangkan Provision for overlay will be recorded
secara berkala berdasarkan estimasi periodically based on the estimated
seiring dengan penggunaan jalan tol. utilization of toll road by customers. This
Provisi diukur dengan nilai kini atas provision is measured using the present
estimasi manajemen terhadap value of management‘s estimate of the
pengeluaran yang diperlukan untuk expenditures required to settle present
menyelesaikan liabilitas kini pada tanggal obligation at the reporting date.
pelaporan.
• Imbalan kerja • Employment benefits
Penentuan kewajiban Kelompok Usaha Determination of the Group’s obligations for
untuk menyediakan imbalan kerja providing employment benefits is
bergantung pada pemilihan asumsi yang dependent on its selection of certain
digunakan oleh aktuaris independen dalam assumptions used by the independent
menghitung nilai-nilai tersebut. actuaries in calculating such amounts.
Asumsi tersebut termasuk antara lain, Those assumptions include, among others,
tingkat diskonto, tingkat kenaikan gaji discount rate, future annual salary
tahunan, tingkat pengunduran diri increase, annual employee turnover rate,
karyawan tahunan, tingkat kecacatan, disability rate, retirement age and mortality
umur pensiun dan tingkat kematian. rate.
63
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
3. PENGGUNAAN PERTIMBANGAN, ESTIMASI 3. MANAGEMENT’S USE OF JUDGMENTS,
DAN ASUMSI OLEH MANAJEMEN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
b. Estimasi dan Asumsi (lanjutan) b. Estimates and Assumptions (continued)
• Imbalan kerja (lanjutan) • Employment benefits (continued)
Hasil aktual yang berbeda dari asumsi Actual results that differ from the assumptions
yang ditetapkan oleh Kelompok Usaha set forth by the Group are recognized
langsung diakui dalam laba atau rugi pada immediately in profit or loss as incurred. While
saat terjadinya. Sementara Kelompok the Group believes that its assumptions are
Usaha berkeyakinan bahwa asumsi reasonable and appropriate, significant
tersebut adalah wajar dan sesuai, differences in actual results or significant
perbedaan signifikan pada hasil aktual changes in assumptions used can materially
atau perubahan signifikan atas asumsi affect the estimated liability for employee
yang ditetapkan Kelompok Usaha dapat benefits and employee benefits expense.
memengaruhi secara material atas
estimasi liabilitas imbalan kerja dan beban
imbalan kerja neto.
Nilai tercatat atas estimasi liabilitas The amount of the estimated long term
imbalan kerja jangka panjang pada tanggal employee benefits liability as of December 31,
31 Desember 2025 dan 2024 masing- 2025 and 2024 amounted to Rp1,346,780
masing sebesar Rp1.346.780 dan and Rp1,261,969, respectively.
Rp1.261.969.
• Pajak penghasilan • Income tax
Pertimbangan signifikan dilakukan dalam Significant considerations are made in
menentukan liabilitas atas pajak determining corporate income tax liability.
penghasilan badan. Terdapat transaksi dan There are certain transactions and
perhitungan tertentu yang penentuan pajak computations for which the ultimate tax
akhirnya adalah tidak pasti sepanjang determination is uncertain during the normal
kegiatan usaha normal. Kelompok Usaha course of business. The Group recognizes
mengakui liabilitas atas pajak penghasilan the income tax liability based on estimates of
badan berdasarkan estimasi apakah akan whether there will be an additional income tax.
terdapat tambahan pajak penghasilan Details of the nature and amount of recorded
badan. Rincian atas sifat dan nilai tercatat income tax are disclosed in Note 18.
pajak penghasilan diungkapkan pada
Catatan 18.
Peraturan Menteri Keuangan No. 72 Tahun Minister of Finance Regulation No. 72 of 2023
2023 (PMK-72) tentang Penyusutan Harta (PMK-72) concerning Depreciation of
Berwujud dan/atau Amortisasi Harta Tangible Assets and/or Amortization of
Takberwujud telah berlaku pada 13 Juli Intangible Assets has effectively applied on
2023. PMK-72 menetapkan bahwa 13 July 2023. PMK-72 stipulates that the
Perusahaan dapat memilih untuk Company can choose to depreciate/amortize
menyusutkan/mengamortisasi sesuai masa according to the actual useful life based on
manfaat yang sebenarnya berdasarkan the Company's bookkeeping for permanent
pembukuan Perusahaan untuk bangunan buildings and intangible assets that have a
permanen dan harta tak berwujud yang useful life of more than 20 years.
memiliki masa manfaat lebih dari 20 tahun.
• Aset pajak tangguhan • Deferred tax assets
Aset pajak tangguhan diakui atas seluruh Deferred tax assets are recognized for all
perbedaan temporer yang dapat deductible temporary differences, to
dikurangkan, sepanjang kemungkinannya the extent that taxable income will be
bahwa penghasilan kena pajak akan tersedia available so that all of part of the deferred
sehingga semua bagian dari aset pajak tax assets can be utilized.
tangguhan dapat dimanfaatkan.
64
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
3. PENGGUNAAN PERTIMBANGAN, ESTIMASI 3. MANAGEMENT’S USE OF JUDGMENTS,
DAN ASUMSI OLEH MANAJEMEN (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
b. Estimasi dan Asumsi (lanjutan) b. Estimates and Assumptions (continued)
• Aset pajak tangguhan (lanjutan) • Deferred tax assets (continued)
Estimasi signifikan oleh manajemen Significant estimates by management are
disyaratkan dalam menentukan jumlah aset required in determining the total deferred
pajak tangguhan yang dapat diakui, tax assets that can be recognized, based
berdasarkan saat penggunaan dan tingkat upon the likely timing and the level of future
penghasilan kena pajak masa yang akan taxable income together with future tax
datang serta strategi perencanaan pajak planning strategies.
masa depan.
• Sewa • Leases
Kelompok Usaha mempunyai beberapa The Group has various lease agreements
perjanjian sewa dimana Kelompok Usaha where the Group acts as a lessee in respect
bertindak sebagai penyewa untuk beberapa of certain assets.
aset tertentu.
Penentuan apakah suatu perjanjian Determining whether an arrangement is or
mengandung unsur sewa membutuhkan contains a lease requires careful judgement
pertimbangan yang cermat untuk menilai to assess whether the arrangement
apakah perjanjian tersebut memberikan hak conveys a right to obtain substantially all
untuk mendapatkan secara subtansial the economic benefits from use of the asset
seluruh manfaat ekonomi dari penggunaan throughout the period of use and right to
aset identifikasian dan hak untuk direct the use of the asset, even if the right
mengarahkan penggunaan aset is not explicitly specified in the
identifikasian, bahkan jika hak tersebut tidak arrangement.
dijabarkan secara eksplisit di perjanjian.
Selain itu, dalam pengukuran awal liabilitas In addition, the initial measurement of lease
sewa juga mengharuskan penggunaan suku liabilities also requires the use of interest
bunga. Karena Kelompok Usaha tidak dapat rates. Since the Group could not readily
dengan mudah menentukan suku bunga determine the implicit rate, management
implisit, manajemen menggunakan suku use the Group's incremental borrowing rate
bunga pinjaman inkremental Kelompok as a discount rate.
Usaha sebagai tingkat diskonto.
Ada beberapa faktor yang perlu There are a number factors to consider in
dipertimbangkan dalam menentukan suku determining an incremental borrowing rate,
bunga pinjaman inkremental yang banyak many of which need judgement in order to
diantaranya memerlukan pertimbangan be able to reliably quantify any necessary
untuk dapat secara andal mengukur adjustments to arrive at the final discount
penyesuaian yang diperlukan untuk sampai rates.
pada tingkat diskonto akhir.
Dalam menentukan jangka waktu sewa, In determining the lease term, the Group
Kelompok Usaha juga mempertimbangkan also considers all facts and circumstances
semua fakta dan keadaan yang that create an economic incentive to
menimbulkan insentif ekonomi untuk exercise an extension option. Extension
menggunakan opsi perpanjangan. Opsi options are only included in the lease term
perpanjangan hanya termasuk dalam if the lease is reasonably certain to be
jangka waktu sewa jika cukup pasti akan di extended.
perpanjang.
Nilai tercatat atas liabilitas sewa pada The amount of the lease liabilities as of
tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024 amounted to
masing-masing sebesar Rp189.590 dan Rp185,590 and Rp124,018, respectively.
Rp124.018.
65
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
4. KAS DAN SETARA KAS 4. CASH AND CASH EQUIVALENTS
Akun ini terdiri dari: This account consists of:
2025 2024
Kas Cash
Kas Kecil 4.215 3.625 Petty Cash
Kas Proyek 5.376 3.982 Cash for Project
Total Kas 9.591 7.607 Total Cash
Bank Cash in Banks
Rupiah Rupiah
Pihak Berelasi (Catatan 43) 2.457.684 1.382.165 Related Parties (Note 43)
Pihak Ketiga: Third Parties:
PT Bank Central Asia Tbk 93.905 93.506 PT Bank Central Asia Tbk
PT Bank Maybank Indonesia Tbk 21.704 3.110 PT Bank Maybank Indonesia Tbk
PT Bank Permata Tbk 5.544 7.887 PT Bank Permata Tbk
PT Bank Danamon Indonesia Tbk 5.042 8.107 PT Bank Danamon Indonesia Tbk
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Jawa Barat dan Banten Tbk 4.130 26.222 Jawa Barat dan Banten Tbk
PT Bank CIMB Niaga Tbk 3.519 2.043 PT Bank CIMB Niaga Tbk
PT Bank DKI 2.253 11.362 PT Bank DKI
PT Bank Shinhan Indonesia 1.650 948 PT Bank Shinhan Indonesia
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Sumatera Utara 1.228 878 Sumatera Utara
PT Bank Danamon Syariah 1.114 1.092 PT Bank Danamon Syariah
PT Bank Pan Indonesia Tbk 780 3.223 PT Bank Pan Indonesia Tbk
PT Bank Muamalat Indonesia Tbk 452 568 PT Bank Muamalat Indonesia Tbk
PT Bank Permata Syariah Tbk 240 240 PT Bank Permata Syariah Tbk
PT Bank Ina Perdana Tbk 69 - PT Bank Ina Perdana Tbk
PT Bank Mega Tbk 53 - PT Bank Mega Tbk
PT Bank Victoria International Tbk 26 13.744 PT Bank Victoria International Tbk
PT Bank KB Bukopin Tbk 6 27 PT Bank KB Bukopin Tbk
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Jawa Tengah 3 4 Jawa Tengah
Subtotal 2.599.402 1.555.126 Subtotal
Dolar Amerika Serikat United States Dollar
Pihak Berelasi (Catatan 43) - 251 Related Party (Note 43)
Subtotal - 251 Subtotal
Total Bank 2.599.402 1.555.377 Total Cash in Banks
Deposito Berjangka Time Deposits
Rupiah Rupiah
Pihak Berelasi (Catatan 43) 2.880.830 2.923.056 Related Parties (Note 43)
Pihak Ketiga: Third Parties:
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Jawa Barat dan Banten Tbk 600.000 100.000 Jawa Barat dan Banten Tbk
PT Bank Mayapada Internasional Tbk 185.000 110.000 PT Bank Mayapada Internasional Tbk
PT Bank Muamalat Indonesia Tbk 140.000 60.000 PT Bank Muamalat Indonesia Tbk
PT Bank Jabar Banten Syariah 110.000 70.000 PT Bank Jabar Banten Syariah
PT Bank Pan Indonesia Tbk 42.630 25.725 PT Bank Pan Indonesia Tbk
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Sumatera Utara 39.000 39.000 Sumatera Utara
PT Bank Capital Indonesia Tbk 30.000 110.056 PT Bank Capital Indonesia Tbk
PT Bank Pembangunan Daerah Banten Tbk 29.000 - PT Bank Pembangunan Daerah Banten Tbk
PT Maybank Indonesia Tbk 25.000 30.552 PT Maybank Indonesia Tbk
PT Bank Aladin Syariah 20.000 - PT Bank Aladin Syariah
PT Bank Hibank Indonesia 15.000 - PT Bank Hibank Indonesia
PT Bank Mega Tbk 7.000 - PT Bank Mega Tbk
PT Bank Nano Syariah - 35.000 PT Bank Nano Syariah
PT Bank Danamon Indonesia Tbk - 30.106 PT Bank Danamon Indonesia Tbk
PT Bank Pembangunan Daerah Jawa Timur Tbk - 5.900 PT Bank Pembangunan Daerah Jawa Timur Tbk
PT Bank Pembangunan Daerah Jawa Tengah - 2.000 PT Bank Pembangunan Daerah Jawa Tengah
PT Bank Permata Tbk - 1.095 PT Bank Permata Tbk
Subtotal 4.123.460 3.542.490 Subtotal
Dolar Amerika Serikat United States Dollar
Pihak Berelasi (Catatan 43) 18.460 17.778 Related Party (Note 43)
Total Deposito Berjangka 4.141.920 3.560.268 Total Time Deposits
Total Kas dan Setara Kas 6.750.913 5.123.252 Total Cash and Cash Equivalents
66
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)
Kisaran suku bunga tahunan deposito berjangka Ranges of annual interest rates on time deposits
adalah sebagai berikut: are as follows:
2025 2024
Rupiah 2,25% - 7,50% 2,5% - 7,80% Rupiah
Dolar Amerika Serikat 4,00% 4,50% United States dollar
Jatuh Tempo Kurang dari 3 bulan/ Kurang dari 3 bulan/ Maturity Period
Less than 3 months Less than 3 months
5. INVESTASI JANGKA PENDEK 5. SHORT-TERM INVESTMENTS
Akun ini terdiri dari: This account consist of:
2025 2024
Efek yang Diukur pada Nilai Wajar melalui Marketable Securities Measured at Fair Value
Penghasilan Komprehensif Lain through Other Comprehensive Income
Reksa Dana Mandiri Investasi Mutual Fund Mandiri
Dana Obligasi Seri II 4.530 4.530 Investment - Bond II Series
STAR-MMKU 3.192 - STAR-MMKU
Reksadana BRI Seruni Pasar Uang 3.192 - Reksadana BRI Seruni Pasar Uang
Reksadana BRI Seruni Pasar Uang Reksadana BRI Seruni Pasar Uang
Syariah 2.682 2.682 Syariah
STAR-SMM 2.396 2.396 STAR-SMM
Reksadana Insight Money Syariah - 3.577 Insight Money Sharia Mutual Fund
Reksadana Insight Money - 2.544 Insight Money Mutual Fund
BRI MELATI - 1 BRI MELATI
Kenaikan Nilai Aset Neto 8.466 7.061 Increase in Net Assets Value
Total 24.458 22.791 Total
Mutasi nilai aset bersih adalah sebagai berikut: Movement in net assets value are as follows:
2025 2024
Saldo Awal 7.061 246.614 Beginning Balance
Kenaikan (Penurunan) Nilai Aset Neto 1.405 (383.555) Increase (Decrease) in Net Assets Value
Penyesuaian Reklasifikasi - 144.002 Adjustment of Reclassification
Saldo Akhir 8.466 7.061 Ending Balance
6. PIUTANG LAIN-LAIN 6. OTHER RECEIVABLES
Akun ini merupakan piutang dari pelanggan terkait This account represents receivable from customers
dengan penerimaan pendapatan tol, pendapatan related to toll income, other business income,
usaha lain, pinjaman pemegang saham, dividen, shareholder loans, dividends, employee loans and
pinjaman karyawan dan bunga deposito. Rincian deposit interest. The details of other receivables are
piutang lain-lain adalah sebagai berikut: as follows:
67
Page 901
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
6. PIUTANG LAIN-LAIN (lanjutan) 6. OTHER RECEIVABLES (continued)
Piutang Lain-Lain Jangka Pendek Short-Term Other Receivables
2025 2024
Piutang Lain-lain - Lancar Other Receivables - Current
Pendapatan Tol Toll Income
Pihak Berelasi (Catatan 43) 103.429 28.575 Related Parties (Note 43)
Pihak Ketiga Third Parties
PT Bank Central Asia Tbk 19.892 17.705 PT Bank Central Asia Tbk
Pinjaman Pemegang Saham Shareholder Loans
Pihak Berelasi (Catatan 43) 151.733 146.076 Related Parties (Note 43)
Pinjaman Karyawan Employee Loans
Pihak Ketiga Third Parties
Pegawai 848 2.382 Employees
Pendapatan Lain Other Income
Pihak Berelasi (Catatan 43) 287.013 175.503 Related Parties (Note 43)
Pihak Ketiga Third Parties
Kementerian Pekerjaan Umum dan Kementerian Pekerjaan Umum dan
Perumahan Rakyat 494.062 507.884 Perumahan Rakyat
PT Marga Maju Mapan 128.693 47.609 PT Marga Maju Mapan
Tenan Tempat Istirahat dan Pelayanan 88.524 80.593 Tenant for Rest and Services Area
PT Metropolitan City Center 12.740 8.379 PT Metropolitan City Center
PT Astra Tol Nusantara 12.607 26.187 PT Astra Tol Nusantara
PT Multi Karya Cemerlang 9.766 785 PT Multi Karya Cemerlang
PT Patria Putra 9.758 8.220 PT Patria Putra
PT Nancy Wijaya 9.500 9.500 PT Nancy Wijaya
PT Kereta Cepat Indonesia China 9.067 2.728 PT Kereta Cepat Indonesia China
PT Lanais 8.370 6.486 PT Lanais
PT Toll Square Jakarta 7.950 6.800 PT Toll Square Jakarta
PT Maligi Permata Industrial Estate 7.947 15.227 PT Maligi Permata Industrial Estate
PT Tirtobumi Adyatunggal 7.807 4.769 PT Tirtobumi Adyatunggal
PT Japek Tol Nusantara 7.750 - PT Japek Tol Nusantara
PT Marga Bhakti Sari Sejahtera 6.699 3.600 PT Marga Bhakti Sari Sejahtera
PT Samudra Adidaya Sentosa 6.192 4.034 PT Samudra Adidaya Sentosa
PT Tirta Fresindo Jaya 6.053 - PT Tirta Fresindo Jaya
PT Paramount Enterprise International 5.848 - PT Paramount Enterprise International
PT Acset Indonusa 5.447 - PT Acset Indonusa
PT Modern Widya Technical 4.815 1.285 PT Modern Widya Technical
KSO Waskita - Acset 4.766 4.766 KSO Waskita - Acset
PT Roadmixindo Raya Persada 3.350 3.369 PT Roadmixindo Raya Persada
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Jawa Barat dan Banten Tbk 4.361 3.080 Jawa Barat dan Banten Tbk
PT Bintaro Serpong Damai 4.120 22.744 PT Bintaro Serpong Damai
PT Anugrah Bhakti Sentosa 4.035 3.023 PT Anugrah Bhakti Sentosa
PT Simaka 3.574 35.599 PT Simaka
PT Trans Bumi Serbaraja 3.449 6.066 PT Trans Bumi Serbaraja
PT Akses Pelabuhan Indonesia 3.058 - PT Akses Pelabuhan Indonesia
PT Pratama Barokah 2.816 - PT Pratama Barokah
PT Prasarana Danoes Cemerlang 2.794 - PT Prasarana Danoes Cemerlang
PT Sasco Global Indonesia 2.569 - PT Sasco Global Indonesia
PT Berdikari Cita Sejahtera 2.104 1.417 PT Berdikari Cita Sejahtera
CV Akur Mandiri Sukses 2.103 - CV Akur Mandiri Sukses
Lain-lain (di bawah Rp2.000) 77.002 96.515 Others (below Rp2,000)
Subtotal 1.532.611 1.280.906 Subtotal
Cadangan Kerugian Penurunan Nilai (134.371) (110.539) Allowance for Impairment Losses
Total 1.398.240 1.170.367 Total
2025 2024
Pihak Berelasi (Catatan 43) 542.175 350.154 Related Parties (Note 43)
Pihak Ketiga 990.436 930.752 Third Parties
Cadangan Kerugian Penurunan Nilai (134.371) (110.539) Allowance for Impairment Losses
Subtotal 856.065 820.213 Subtotal
Total 1.398.240 1.170.367 Total
68
Page 902
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
6. PIUTANG LAIN-LAIN (lanjutan) 6. OTHER RECEIVABLES (continued)
Piutang Lain-Lain Jangka Panjang Long-Term Other Receivables
2025 2024
Piutang Lain-lain Jangka Panjang Long-term Other Receivables
Pinjaman Pemegang Saham Shareholder Loans
Pihak Berelasi (Catatan 43) 341.071 312.946 Related Parties (Note 43)
Total 341.071 312.946 Total
Cadangan Kerugian Penurunan Nilai Allowance for Impairment Losses
Kelompok Usaha menerapkan simplifikasi kerugian The Group applies simplified lifetime expected
ekspektasian sepanjang umurnya untuk seluruh credit loss for all other receivables. To measure
piutang lain-lain. Untuk mengukur kerugian kredit the expected credit losses, other receivables
ekspektasian, piutang lain-lain telah dikelompokkan have been grouped based on similar credit risk
berdasarkan karakteristik risiko kredit dan waktu characteristics and the days past due.
jatuh tempo yang serupa.
Mutasi penyisihan kerugian penurunan nilai adalah The movement of the allowance for impairment
sebagai berikut: losses account are as follows:
2025 2024
Saldo awal tahun 110.539 116.249 Beginning balance year
Penambahan (Catatan 40) 33.054 10.994 Addition (Note 40)
Pemulihan (Catatan 39) (780) (1.922) Recovery (Note 39)
Penghapusan Piutang (8.442) (14.782) Write-off of Receivables
Saldo akhir tahun 134.371 110.539 Ending balance year
Berdasarkan hasil penelaahan terhadap keadaan Based on a review of the condition of other
akun piutang lain-lain pada akhir tahun, manajemen receivables at the end of year, management
berkeyakinan bahwa penyisihan tersebut cukup believes that the allowance for impairment losses
untuk menutup kerugian yang mungkin terjadi atas on other receivables is sufficient to cover possible
ketidaktertagihan piutang lain-lain pada tanggal losses that may arise from uncollected other
31 Desember 2025 dan 2024. receivables as of December 31, 2025 and 2024.
7. PERSEDIAAN 7. INVENTORIES
Akun ini merupakan persediaan yang dimiliki This account represents inventories owned by
oleh JMRB dan JMTM, entitas anak, meliputi JMRB and JMTM, subsidiaries, which consists of
persediaan properti dan persediaan manufaktur property inventory and manufacturing inventory
dengan rincian sebagai berikut: with details as follows:
2025 2024
Persediaan Properti Property Inventory
Tanah siap guna 137.250 118.889 Land ready for use
Rumah tersedia untuk dijual 17.208 16.297 House available for sale
Subtotal 154.458 135.186 Subtotal
Persediaan Lain-lain Other Inventory
Persediaan BBM SPBU 6.407 6.712 Fuel Supplies
Persediaan Retail 260 361 Retail Supplies
Subtotal 6.667 7.073 Subtotal
Persediaan Manufaktur Manufacturing Inventory
Material Manufaktur 6.108 5.719 Manufacturing Materials
Total 167.233 147.978 Total
Tanah siap guna adalah unit kavling berupa tanah Ready-to-use land is a plot of land intended for
yang diperuntukkan untuk dijual atau dibangun sale or the construction of housing located in
perumahan yang terletak di Perumahan Ambawani Ambawani Housing and Royal Pandaan Housing.
dan Perumahan Royal Pandaan.
69
Page 903
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
7. PERSEDIAAN (lanjutan) 7. INVENTORIES (continued)
Rumah tersedia untuk dijual adalah unit rumah yang House available for sale are housing units that
telah dibangun dan sampai dengan akhir periode have been built and until the year end period the
buku belum serah terima kunci yang terletak di keys have not been handed over located in Green
Perumahan Green Residence Sidoarjo, Perumahan Residence Sidoarjo Housing, Spring Residence
Spring Residence Sidoarjo, dan Perumahan Royal Sidoarjo Housing, and Royal Pandaan Housing.
Pandaan.
Beban persediaan yang diakui pada laba rugi untuk Cost from sales Inventory recognized in profit or
tahun-tahun yang berakhir pada tanggal loss for years ended December 31, 2025 and
31 Desember 2025 dan 2024 adalah masing-masing 2024 are amounting to Rp625,747 and
sebesar Rp625.747 dan Rp613.623. Rp613,623.
Berdasarkan hasil penelaahan atas kondisi fisik dan Based on the review of the physical condition and
nilai realisasi neto persediaan, manajemen net realizable value of inventories, management
berpendapat bahwa nilai neto persediaan tersebut consider that above net inventories can be fully
diatas direalisasikan sepenuhnya, sehingga tidak realized, so there is no provision for inventory
diperlukan penyisihan penurunan nilai persediaan impairment required on December 31, 2025 and
pada tanggal 31 Desember 2025 dan 2024. 2024.
8. BIAYA DIBAYAR DIMUKA DAN UANG MUKA 8. PREPAID EXPENSES AND ADVANCES
Akun ini terdiri dari: This account consists of:
2025 2024
Uang muka pekerjaan 64.510 60.566 Work advances
Biaya dibayar dimuka 28.665 32.061 Prepaid expenses
Uang muka operasional 14.022 16.961 Operational advances
Total 107.197 109.588 Total
9. DANA DIBATASI PENGGUNAANNYA 9. RESTRICTED FUNDS
Akun ini terdiri dari: This account consists of:
2025 2024
Lancar Current
Bank Bank
Rekening Pembebasan Tanah Land Aquisition Account
Pihak Berelasi (Catatan 43) 8.399 14.070 Related Parties (Note 43)
Subtotal 8.399 14.070 Subtotal
Jaminan Sindikasi Bank Syndicated Bank Guarantee
Pihak Berelasi (Catatan 43) 180.391 195.957 Related Parties (Note 43)
Pihak Ketiga: Third Parties:
PT Bank Muamalat Indonesia Tbk 20.000 - PT Bank Muamalat Indonesia Tbk
PT Bank Central Asia Tbk 10.706 24.744 PT Bank Central Asia Tbk
Subtotal 211.097 220.701 Subtotal
Jaminan Pelaksanaan Performance Bond
Pihak Berelasi (Catatan 43) 33.518 44.821 Related Parties (Note 43)
Pihak Ketiga: Third Party:
PT Bank Central Asia Tbk 22.696 - PT Bank Central Asia Tbk
Subtotal 56.214 44.821 Subtotal
Rekening Amanat Pendapatan Tol Toll Collection Escrow Account
Pihak Berelasi (Catatan 43) 196.260 159.719 Related Parties (Note 43)
Pihak Ketiga: Third Parties:
PT Bank Central Asia Tbk 38.913 41.345 PT Bank Central Asia Tbk
PT Bank DKI 118 120 PT Bank DKI
Subtotal 235.291 201.184 Subtotal
Subtotal Bank 511.001 480.776 Subtotal Bank
Deposito Deposits
Jaminan Pemeliharaan Maintenance Bond
Pihak Berelasi (Catatan 43) 7.345 5.231 Related Parties (Note 43)
Jaminan Pembebasan Tanah Land Aquisition Account
Pihak Ketiga: Third Parties:
PT Bank Panin Dubai Syariah - 1.728 PT Bank Panin Dubai Syariah
Subtotal Deposito 7.345 6.959 Deposits Subtotal
Total Lancar 518.346 487.735 Total Current
70
Page 904
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
9. DANA DIBATASI PENGGUNAANNYA (lanjutan) 9. RESTRICTED FUNDS (continued)
2025 2024
Tidak Lancar Non-Current
Bank Bank
Jaminan Pembebasan Tanah Land Aquisition Account
Pihak Berelasi (Catatan 43) 24.067 20.041 Related Party (Note 43)
Jaminan Sindikasi Bank Syndicated Bank Guarantee
Pihak Berelasi (Catatan 43) 296.111 102.843 Related Parties (Note 43)
Pihak Ketiga : Third Parties:
PT Bank Central Asia Tbk 59.720 81.668 PT Bank Central Asia Tbk
PT Bank Danamon Indonesia Tbk 6.835 6.552 PT Bank Danamon Indonesia Tbk
PT Bank CIMB Niaga Tbk 6.489 5.713 PT Bank CIMB Niaga Tbk
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Sumatera Utara 3.218 2.622 Sumatera Utara
PT Bank DKI - 535 PT Bank DKI
Subtotal 372.373 199.933 Subtotal
Subtotal Bank 396.440 219.974 Subtotal Bank
Deposito Deposits
Jaminan Pelaksanaan Performance Bond
Pihak Berelasi (Catatan 43) - 7.345 Related Party (Note 43)
Jaminan Pemeliharaan Maintenance Bond
Pihak Berelasi (Catatan 43) 5.231 - Related Party (Note 43)
Jaminan Sindikasi Bank Syndicated Bank Guarantee
Pihak Berelasi (Catatan 43) - 5.419 Related Parties (Note 43)
Subtotal Deposito 5.231 12.764 Deposits Subtotal
Total Tidak Lancar 401.671 232.738 Total Non-Current
Total 920.017 720.473 Total
2025 2024
Rupiah 2,25% 2,25% Rupiah
Jatuh Tempo Lancar Kurang dari 1 tahun/Less than 1 year Current Maturity Period
Jatuh Tempo Tidak Lancar Lebih dari 1 tahun/More than 1 year Non-Current Maturity Period
10. INVESTASI PADA ENTITAS ASOSIASI DAN 10. INVESTMENT IN ASSOCIATES AND JOINT
VENTURA BERSAMA VENTURE
Rincian investasi pada entitas asosiasi dan ventura The details of the investments in associates and joint
bersama adalah sebagai berikut: venture are as follows:
2025
Nilai Tercatat Perubahan Selama Setahun / Changes in a Year
Persentase Penyertaan Penambahan Nilai Tercatat
Kepemilikan Awal Tahun/ (Pengurangan) Bagian Laba Bagian Penghasilan Penyertaan
(% )/ Carrying Penyertaan/ (Rugi) Bersih/ Penerimaan Komprehensif Lain/ Akhir Tahun/
Percentage Value at Additions Portion in Dividen/ Portion in Other Carrying
Entitas Asosiasi dan Ventura Bersama/ Ownership Beginning (Deduction) Net Profit Dividend Comprehensive Value at the
Associates and Joint Venture Status (%) of the Year of Investment (Loss) Received Income the End of Year
Perusahaan/ The Company
Entitas Asosiasi/ Associates
PT Trans Lingkar Kita Jaya (TLKJ) Operasi/ Operate 21,24 272.753 - 69.744 (42.480) (83) 299.934
PT Citra Bhakti Margatama Pengakhiran PKP/ 34,83 56.787 - - - - 56.787
Persada (CBMP) Termination of
Concession
PT Citra Ganesha Marga Pengakhiran PKP/ 30,00 16.914 - - - - 16.914
Nusantara (CGMN) Termination of
Concession
PT Bukaka Marga Utama (BMU) Pengakhiran PKP/ 20,00 9.436 - - - - 9.436
Termination of
Concession
PT Jasamarga Gedebage Cilacap (JGC) Pengakhiran PKP/ 51,54 15.324 - - - - 15.324
Termination of
Concession
PT Bogor Serpong Infra Selaras (BSIS) Pengembangan/ 26,00 4.394 52.390 (936) - - 55.848
Development
Ventura Bersama/ Joint Venture
PT Marga Lingkar Jakarta (MLJ) Operasi/ Operate 51,00 989.802 - 36.912 (6.040) (24) 1.020.650
Penyertaan tidak langsung melalui JTT/
Indirect investment through JTT
Ventura Bersama/ Joint Venture
PT Jasamarga Jalanlayang Cikampek (JJC) Operasi/ Operate 40,00 1.582.160 - (62.888) - (15) 1.519.257
PT Trans Marga Jateng (TMJ) Operasi/ Operate 58,91 1.735.439 - 298.050 - (39) 2.033.450
PT Jasamarga Pandaan Malang (JPM) Operasi/ Operate 51,00 1.024.283 - (29.649) - - 994.634
5.707.292 52.390 311.233 (48.520) (161) 6.022.234
Dikurangi/ Deducted
Penurunan Nilai Penyertaan pada:
Impairment of Investment in:
CBMP (56.787) - - - - (56.787)
CGMN (16.914) - - - - (16.914)
BMU (9.436) - - - - (9.436)
JGC (15.324) - - - - (15.324)
(98.461) - - - - (98.461)
Total 5.608.831 5.923.773
71
Page 905
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
10. INVESTASI PADA ENTITAS ASOSIASI DAN 10. INVESTMENT IN ASSOCIATES AND JOINT
VENTURA BERSAMA (lanjutan) VENTURE (continued)
2024
Nilai Tercatat Perubahan Selama Setahun / Changes in a Year
Persentase Penyertaan Penambahan Nilai Tercatat
Kepemilikan Awal Tahun/ (Pengurangan) Bagian Laba Bagian Penghasilan Penyertaan
(% )/ Carrying Penyertaan/ (Rugi) Bersih/ Penerimaan Komprehensif Lain/ Akhir Tahun/
Percentage Value at Additions Portion in Dividen/ Portion in Other Carrying
Entitas Asosiasi dan Ventura Bersama/ Ownership Beginning (Deduction) Net Profit Dividend Comprehensive Value
Associates and Joint Venture Status (%) of the Year of Investment (Loss) Received Income the End of Year
Perusahaan/ The Company
Entitas Asosiasi/ Associates
PT Trans Lingkar Kita Jaya (TLKJ) Operasi/ Operate 21,24 211.271 - 61.482 - - 272.753
PT Citra Bhakti Margatama Pengakhiran PKP/ 34,83 56.787 - - - - 56.787
Persada (CBMP) Termination of
Concession
PT Citra Ganesha Marga Pengakhiran PKP/ 30,00 16.914 - - - - 16.914
Nusantara (CGMN) Termination of
Concession
PT Bukaka Marga Utama (BMU) Pengakhiran PKP/ 20,00 9.436 - - - - 9.436
Termination of
Concession
PT Jasamarga Gedebage Cilacap (JGC) Pengakhiran PKP/ 51,54 1.981 13.343 - - - 15.324
Termination of
Concession
PT Bogor Serpong Infra Selaras (BSIS) Concession 26,00 - 4.394 - - - 4.394
Pengembangan/
Development
Ventura Bersama/ Joint Venture
PT Marga Lingkar Jakarta (MLJ) Operasi/ Operate 51,00 960.939 - 34.853 (5.406) (584) 989.802
Penyertaan tidak langsung melalui JTT/
Indirect investment through JTT
Ventura Bersama/ Joint Venture
PT Jasamarga Pandaan Tol (JPT) Operasi/ Operate 445.602 (487.818) 42.216 - - -
PT Jasamarga Jalanlayang Cikampek (JJC) Operasi/ Operate 40,00 1.669.543 - (87.384) - 1 1.582.160
PT Trans Marga Jateng (TMJ) Operasi/ Operate 58,91 847.279 624.172 264.056 - (68) 1.735.439
PT Jasamarga Pandaan Malang (JPM) Operasi/ Operate 51,00 1.057.657 - (33.378) - 4 1.024.283
Penyertaan tidak langsung melalui JMRB/
Indirect investment through JMRB
PT PP Sinergi Banjaratma (PPSB) Operasi / Operate 6,21 9.276 (9.276) - - - -
5.286.685 144.815 281.845 (5.406) (647) 5.707.292
Dikurangi/ Deducted
Penurunan Nilai Penyertaan pada /
Impairment of Investment in:
CBMP (56.787) - - - - (56.787)
CGMN (16.914) - - - - (16.914)
BMU (9.436) - - - - (9.436)
JGC (1.981) (13.343) - - - (15.324)
(85.118) (13.343) - - - (98.461)
Total 5.201.567 5.608.831
Informasi tambahan untuk tahun-tahun yang Additional information for the years ended
berakhir pada tanggal 31 Desember 2025 dan 2024 December 31, 2025 and 2024 related to investment
sehubungan dengan investasi pada entitas asosiasi in associates and joint venture are as follows:
dan ventura bersama adalah sebagai berikut:
Entitas Asosiasi dan Ventura Bersama/ Total Aset/ Total Liabilitas/ Total Pendapatan/ Laba (Rugi) Neto/
Associates and Joint Ventures Total Asset Total Liabilities Total Revenues Net Income (Loss)
2025
PT Jasamarga Jalanlayang Cikampek (JJC) 14.707.990 10.942.739 1.134.710 (157.522)
PT Trans Marga Jateng (TMJ) 6.497.582 3.699.249 1.120.595 532.257
PT Jasamarga Pandaan Malang (JPM) 4.626.370 3.900.288 386.994 (59.204)
PT Trans Lingkar Kita Jaya (TLKJ) 4.380.228 3.217.263 853.900 328.360
PT Marga Lingkar Jakarta (MLJ) 1.718.195 909.291 351.847 72.299
PT Bogor Serpong Infra Selaras (BSIS) 224.373 10.476 - (3.596)
PT Jasamarga Gedebage Cilacap (JGC) 2.766 51 - (1.098)
2024
PT Jasamarga Jalanlayang Cikampek (JJC) 15.060.423 11.137.612 1.091.494 (218.111)
PT Trans Marga Jateng (TMJ) 6.472.755 4.206.612 1.097.812 565.628
PT Jasamarga Pandaan Malang (JPM) 4.706.987 3.921.701 373.015 (66.514)
PT Trans Lingkar Kita Jaya (TLKJ) 4.395.314 3.300.660 761.003 303.774
PT Marga Lingkar Jakarta (MLJ) 1.639.713 891.217 349.197 68.261
PT Jasamarga Gedebage Cilacap (JGC) 49.800 53 - (772)
72
Page 906
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
10. INVESTASI PADA ENTITAS ASOSIASI DAN 10. INVESTMENT IN ASSOCIATES AND JOINT
VENTURA BERSAMA (lanjutan) VENTURE (continued)
PT Trans Lingkar Kita Jaya (TLKJ) PT Trans Lingkar Kita Jaya (TLKJ)
TLKJ didirikan berdasarkan Akta Notaris No. 18 TLKJ was established based on Notarial Deed
tanggal 19 Januari 2006, Agus Madjid, S.H., dalam No. 18 dated January 19, 2006, Agus Madjid, S.H.,
rangka pengusahaan ruas tol Cinere-Jagorawi. Akta aimed to develop Cinere-Jagorawi toll road. The
Pendirian disahkan oleh Menteri Hukum dan Hak Deed of Establishment was authorized by the
Asasi Manusia Republik Indonesia dalam Surat Minister of Law and Human Rights of the Republic of
Keputusan No. C-03269.HT.01.01 tanggal Indonesia through Decision Letter
7 Februari 2006. No. C-03269.HT.01.01 dated February 7, 2006.
Berdasarkan Akta No. 18 tanggal 6 Agustus 2012 Based on Deed no. 18 dated August 6 2012 from
dari Notaris Ir. Nanette Cahyanie Handari Adi Notary Ir. Nanette Cahyanie Handari Adi Warsito,
Warsito, SH., Perusahaan memiliki 110.448 lembar SH., The company owns 110,448 shares which is
saham yang setara dengan 21,24% kepemilikan. equivalent to 21.24% ownership.
Berdasarkan Akta No. 14 tanggal 30 Oktober 2019 Based on Deed no. 14 dated 30 October 2019 from
dari Notaris Doddy Radjasa Waluyo, SH., Notary Doddy Radjasa Waluyo, SH., the Company
Perusahaan memiliki 152.928 lembar saham yang owns 152,928 shares which is equivalent to 21.24%
setara dengan 21,24% kepemilikan. ownership.
Berdasarkan Akta Notaris No. 27 tanggal Based on Notarial Deed No. 27 dated
17 November 2023, Doddy Radjasa, S.H., November 17, 2023, Doddy Radjasa, S.H., The
Perusahaan menambah setoran modal sebesar Company increased its capital contributions
Rp78.592 atau sebanyak 78.592 lembar saham. amounting to Rp78,592 or 78,592 shares. The Deed
Akta Perubahan disahkan oleh Menteri Hukum dan of Amendment was approved by the Minister of Law
Hak Asasi Manusia Republik Indonesia dalam Surat and Human Rights of the Republic of Indonesia in its
Keputusan No. AHU-AH.01.03-0151632 Tahun Decision Letter No. AHU-AH.01.03-0151632 Year
2023 tanggal 6 Desember 2023. 2023 dated December 6, 2023.
Pada tanggal 31 Desember 2025, Perusahaan As of December 31, 2025, the Company owned
memiliki 231.520 saham yang merupakan 21,24% 231,520 shares which represent 21.24% of the total
dari total kepemilikan. Pada tahun 2025, ownership. In 2025, the Company received dividends
Perusahaan menerima dividen dari TLKJ sebesar from TLKJ of Rp42,480.
Rp42.480.
PT Trans Marga Jateng (TMJ) PT Trans Marga Jateng (TMJ)
PT Trans Marga Jateng (TMJ) didirikan pada PT Trans Marga Jateng (TMJ) was established on
tanggal 7 Juli 2007 untuk menyelenggarakan Jalan July 7, 2007 to operate the Semarang-Solo Toll Road
Tol Semarang - Solo berdasarkan Akta Notaris based on Notarial Deed No. 27 dated July 7, 2007
No. 27 tanggal 7 Juli 2007 yang dibuat di hadapan made before the Notary Prof. Dr. Liliana Tedjosaputro,
Notaris Prof. Dr. Liliana Tedjosaputro, S.H., M.H., S.H., M.H., Notary in Jakarta. The Articles of
notaris di Jakarta. Anggaran Dasar telah Association have been approved by the Minister of Law
mendapatkan pengesahan dari Menteri Hukum dan and Human Rights No. C-03976.HT.01.01-TH.2007
Hak Asasi Manusia No. C-03976.HT.01.01-TH.2007 dated November 22, 2007 and announced in the State
tanggal 22 November 2007 dan diumumkan dalam Gazette of the Republic of Indonesia No. 914
Lembaran Berita Negara Republik Indonesia Supplement State Gazette No. 8 dated
No. 914 Tambahan Berita Negara No. 8 tanggal January 25, 2008.
25 Januari 2008.
Berdasarkan Akta Notaris Leolin Jayayanti, S.H., Based on the Notarial Deed of Leolin Jayayanti, S.H.,
No. 71 tanggal 17 Mei 2017 mengenai Perubahan No. 71 dated May 17, 2017 concerning Amendments
dan Pernyataan Kembali Perjanjian Usaha and Restatement Joint Venture Agreement, PT Trans
Patungan, para pemegang saham PT Trans Marga Marga Jateng (TMJ) shareholders have agreed that
Jateng (TMJ) telah sepakat bahwa pengendalian TMJ's control is carried out jointly by the Company and
TMJ dilakukan secara bersama oleh Perusahaan PT Astratel Nusantara. This has resulted since
dan PT Astratel Nusantara. Hal ini mengakibatkan May 17, 2017, the Company has not consolidated the
sejak tanggal 17 Mei 2017, Perusahaan tidak TMJ's financial statements.
melakukan konsolidasi atas laporan keuangan TMJ.
73
Page 907
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
10. INVESTASI PADA ENTITAS ASOSIASI DAN 10. INVESTMENT IN ASSOCIATES AND JOINT
VENTURA BERSAMA (lanjutan) VENTURE (continued)
PT Trans Marga Jateng (TMJ) (lanjutan) PT Trans Marga Jateng (TMJ) (continued)
Berdasarkan Akta No. 280 Notaris Jimmy Tanal, Based on Notarial Deed No. 280 of Notary Jimmy
S.H., M.Kn., tanggal 30 Desember 2019, Tanal, S.H., M.Kn., dated December 30, 2019, the
Perusahaan melakukan penjualan saham kepada Company sold 18,990,410 shares or equivalent to
PT Trans Optima Luhur (TOL) sebanyak 18.990.410 Rp189,990 to PT Trans Optima Luhur (TOL) with sales
lembar saham atau setara dengan Rp189.990 price of Rp427,284. Therefore, the Company’s
dengan harga jual sebesar Rp427.284. Dengan ownership in TMJ was 50.91%.
demikian, kepemilikan Perusahaan pada TMJ
menjadi sebesar 50,91%.
Berdasarkan Akta Pengalihan Saham No. 04 Based on Deed of Share Transfer No. 04 dated
tanggal 02 Desember 2024 oleh Notaris 02 December 2024 by Notary Mudita Chitta Odang,
Mudita Chitta Odang, S.H., M.kn, JTT menerima S.H., M.kn, JTT received the shares of TMJ from TOL
pengalihan saham TMJ dari TOL yang mewakili which represents 8.00% of shares ownership as a result
8,00% kepemilikan saham sebagai dampak dari of the dissolution of DINFRA. Due to this transaction,
pembubaran DINFRA. Atas transaksi tersebut the Company through JTT owns TMJ’s shares directly
Perusahaan melalui JTT memiliki saham TMJ and indirectly amounting to 58,91%. JTT and PT
secara langsung dan tidak langsung sebesar Astratel Nusantara still exercise joint control over TMJ,
58,91%. JTT dan PT Astratel Nusantara masih resulting investment in TMJ recognized as investment
melakukan pengendalian bersama atas TMJ, in joint venture.
sehingga investasi pada TMJ diakui sebagai
investasi pada ventura bersama.
Pada tanggal 31 Desember 2025, Perusahaan telah As of December 31, 2025, the Company had an
memiliki penyertaan saham secara tidak langsung indirect equity participation in TMJ through JTT of
pada TMJ melalui JTT sebesar 58,91%. 58.91%.
PT Citra Bhakti Margatama Persada (CBMP) PT Citra Bhakti Margatama Persada (CBMP)
CBMP didirikan berdasarkan Akta Notaris CBMP was established based on the Notarial Deed
No. 50, tanggal 11 Desember 1995, Siti Pertiwi No. 50, dated December 11, 1995, Siti Pertiwi Henny
Henny Singgih, S.H. Penyertaan pada CBMP Singgih, S.H. The investment in CBMP was made in
dilakukan sehubungan dengan penyelenggaraan relation to the construction and operation of JORR
proyek jalan tol JORR Seksi E2 - E3 - N (Cikunir - toll road Section E2 - E3 - N (Cikunir - Cakung -
Cakung - Cilincing - Tanjung Priok) untuk jangka Cilincing - Tanjung Priok) for period of 33
waktu 33 tahun dan akan berakhir pada tahun 2028, years and will be ending in 2028. The Company
Perusahaan memiliki 56.787.000 lembar saham owns 56,787,000 shares at par value of Rp1,000 (full
dengan nilai nominal Rp1.000 (Rupiah penuh) per Rupiah) per share or equivalent to Rp56,787
lembar saham atau setara dengan Rp56.787 yang representing 34.83% of the total ownership.
merupakan 34,83% dari total kepemilikan.
Pembangunan jalan tol oleh CBMP dibiayai dari Toll road construction by CBMP was financed by
fasilitas pinjaman sindikasi bank. Krisis ekonomi loan facilities from a syndicated bank loan.
telah menyebabkan ketidakpastian terhadap The economic crisis created an uncertainty about the
kemampuan CBMP dalam menyelesaikan ability of CBMP to settle its liabilities at the maturity
kewajibannya pada saat jatuh tempo dan dalam date and in using its loan facilities to finance the toll
merealisasikan fasilitas pinjaman untuk road construction progress. A restructuring
pembiayaan jalan tol tahap konstruksi. conducted by certain of CBMP’s creditors resulted to
Restrukturisasi yang dilakukan terhadap sebagian the stoppage of toll road construction.
dari kreditur CBMP telah mengakibatkan
penghentian pelaksanaan pembangunan jalan tol.
Adanya surat Perusahaan kepada CBMP The Company issued Letter No. AA.02.1009, dated
No. AA.02.1009 tanggal 25 JuIi 2000 mengenai July 25, 2000, to CBMP regarding the termination of
pengakhiran Perjanjian Kerja Sama Pengusahaan the Concession Agreement No. 96, dated
(PKP) No. 96 tanggal 16 Desember 1995 December 16, 1995. As a consequence of this
mengakibatkan penyertaan Perusahaan pada termination, the Company’s investment in CBMP has
CBMP tidak memiliki nilai ekonomis, Perusahaan no economic value, The Company has recognized
mengakui kerugian penurunan nilai penyertaan loss on impairment of the investment shares of
saham pada CBMP tahun 2000 sebesar Rp56.787. CBMP in 2000 amounting to Rp56,787.
74
Page 908
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
10. INVESTASI PADA ENTITAS ASOSIASI DAN 10. INVESTMENT IN ASSOCIATES AND JOINT
VENTURA BERSAMA (lanjutan) VENTURE (continued)
PT Citra Ganesha Marga Nusantara (CGMN) PT Citra Ganesha Marga Nusantara (CGMN)
CGMN didirikan berdasarkan Akta Notaris No. 300, CGMN was established based on the Notarial Deed
tanggal 22 Desember 1993, Siti Pertiwi Henny No. 300, dated December 22, 1993, Siti Pertiwi
Singgih, S.H., dalam Akta No. 67 tanggal 7 Juli 1994 Henny Singgih, S.H., in conjunction with the Deed
dari Notaris Sri Laksmi Damayanti, S.H. Penyertaan No. 67 dated July 7, 1994 of Notary Sri Laksmi
pada CGMN dilakukan sehubungan dengan Damayanti, S.H. The investment in CGMN was
penyelenggaraan proyek jalan tol Cikampek - made in relation to the construction and operation of
Padalarang. Perusahaan memiliki 5.310 saham the Cikampek - Padalarang toll road project. The
dengan nilai nominal Rp1.841 (Rupiah penuh) per Company owned 5,310 shares at par value of
lembar saham atau setara dengan Rp9.775 yang Rp1,841 (full Rupiah) per share or equivalent to
merupakan 30,00% dari total kepemilikan. Rp9,775 representing 30.00% of the total ownership.
Berdasarkan surat Menteri Pekerjaan Umum Based on the letter from the Minister of Public
Republik Indonesia No. KU.201-Mn/68 tanggal Works of the Republic of Indonesia
4 Maret 1996 dan surat Menteri Keuangan Republik No. KU.201-Mn/68 dated March 4, 1996, and the
Indonesia No. 1562/A/52/0496 tanggal letter from the Minister of Finance of the Republic of
18 April 1996, Perusahaan memperoleh pengalihan Indonesia No. 1562/A/52/0496 dated April 18, 1996,
Intellectual Property Rights (IPR) dalam bentuk the Company acquired the transfer of Intellectual
rancangan proyek jalan tol Cikampek - Padalarang Property Rights (IPR) in the form of the Cikampek -
sebesar £4.700.000 (nilai penuh) atau setara Padalarang toll road project design amounting to
dengan Rp16.914 sebagai Tambahan Modal Disetor £4,700,000 (full value) or equivalent to Rp16,914 as
Pemerintah pada Perusahaan. Additional Paid-in Capital from the Government to
the Company.
Selanjutnya, Perusahaan mengalihkan IPR tersebut The Company then transferred the IPR to CGMN as
kepada CGMN sebagai penyertaan saham an investment by the Company to CGMN. Based on
Perusahaan di CGMN. Berdasarkan perjanjian the joint venture agreement between the Company
usaha patungan antara Perusahaan dengan CGMN, and CGMN, the IPR was valued at US$8,530.
IPR tersebut dinilai setara dengan US$8.530. According to the decision during the Extraordinary
Berdasarkan Keputusan Rapat Umum Pemegang General Meeting of Shareholders held by CGMN on
Saham Luar Biasa CGMN tanggal 10 Juli 1998 July 10, 1998 regarding the increase in paid up
mengenai Peningkatan Modal Disetor, kepemilikan capital, the Company owns 8,530 shares at par value
saham pada CGMN sejumlah 8.530 lembar saham of US$8,530,000 (full amount) or equal to Rp16,914.
dengan nilai nominal US$8.530.000 (nilai penuh)
atau setara dengan Rp16.914.
Berdasarkan surat Perusahaan kepada CGMN Based on the Company’s Letter No. AA.HK01.1273
No. AA.HK01.1273 tanggal 25 Juli 2001 mengenai to CGMN regarding termination of the Concession
pengakhiran PKP No. 297 sebagai tindak lanjut dari Agreement No. 297 dated July 25, 2001 as a follow
Surat Keputusan Menteri Pemukiman dan up from the Decree of the Minister of Settlement and
Prasarana Wilayah Republik Indonesia Regional Infrastructure of the Republic of Indonesia
(Menkimpraswil) No. 417 tanggal 18 Juli 2001 No. 417 dated July 18, 2001 regarding cancellation
mengenai pencabutan Keputusan Menteri of the Decree of the Minister of Public Works of the
Pekerjaan Umum Republik Indonesia Republic of Indonesia No. 321/KPTS/1994 dated
No. 321/KPTS/1994, tanggal 24 Oktober 1994 October 24,1994 regarding the Granting of license to
mengenai Pemberian Izin Kerja Sama Concession Agreement to the Company to operate
Penyelenggaraan Jalan Tol Cikampek - Padalarang the Cikampek - Padalarang toll road in the form of a
kepada Perusahaan dalam bentuk usaha patungan joint venture with CGMN. Due to such termination,
dengan CGMN mengakibatkan penyertaan the investment in CGMN has no economic value.
Perusahaan pada CGMN tidak memiliki nilai The Company recognized loss on the impairment of
ekonomis. Perusahaan mengakui kerugian this investment in shares of CGMN in 2001
penurunan nilai penyertaan saham pada CGMN amounting to Rp16,914.
sebagai beban tahun 2001 sebesar Rp16.914.
75
Page 909
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
10. INVESTASI PADA ENTITAS ASOSIASI DAN 10. INVESTMENT IN ASSOCIATES AND JOINT
VENTURA BERSAMA (lanjutan) VENTURE (continued)
PT Bukaka Marga Utama (BMU) PT Bukaka Marga Utama (BMU)
BMU didirikan berdasarkan Akta Notaris BMU was established based on Notarial Deed
No. 5 tanggal 17 Februari 1997, Sri Rahayu No. 5 dated February 17, 1997 Sri Rahayu Sedyono,
Sedyono, S.H. Penyertaan pada BMU dilakukan S.H. The investment in BMU was made in relation to the
sehubungan dengan penyelenggaraan proyek jalan construction and operation of the Ciawi-Sukabumi toll
tol Ciawi-Sukabumi. Perusahaan memiliki 4.000 road project. The Company owns 4,000 shares at par
lembar saham dengan nilai nominal Rp2.359.000 value Rp2,359,000 (full Rupiah) per share or equivalent
(Rupiah penuh) per lembar saham atau setara to Rp9,436 which represent 20.00% of the total
dengan Rp9.436 yang merupakan 20,00% dari total ownership.
kepemilikan.
Pemegang saham mayoritas BMU tidak dapat The majority shareholders of BMU could not give
memberi kepastian atas pembangunan ruas jalan tol assurance regarding the toll road development as
yang telah disetujui sesuai dengan PKP. agreed under the Concession Agreement. The
Perusahaan mengakui kerugian penurunan nilai Company recognized loss on impairment related to this
atas penyertaan saham pada BMU sebagai beban investment in 2005 amounting to Rp9,436.
tahun 2005 sebesar Rp9.436.
Selanjutnya, Perusahaan mengalihkan IPR tersebut The Company then transferred the IPR to CGMN as
kepada CGMN sebagai penyertaan saham an investment by the Company to CGMN. Based on
Perusahaan di CGMN. Berdasarkan perjanjian the joint venture agreement between the Company
usaha patungan antara Perusahaan dengan CGMN, and CGMN, the IPR was valued at US$8,530.
IPR tersebut dinilai setara dengan US$8.530.
Berdasarkan Keputusan Rapat Umum Pemegang According to the decision during the Extraordinary
Saham Luar Biasa CGMN tanggal 10 Juli 1998 General Meeting of Shareholders held by CGMN on
mengenai Peningkatan Modal Disetor, kepemilikan July 10, 1998 regarding the increase in paid up
saham pada CGMN sejumlah 8.530 lembar saham capital, the Company owns 8,530 shares at par value
dengan nilai nominal US$8.530.000 (nilai penuh) of US$8,530,000 (full amount) or equal to Rp16,914.
atau setara dengan Rp16.914.
PT PP Sinergi Banjaratma (PPSB) PT PP Sinergi Banjaratma (PPSB)
Berdasarkan Berita Acara Rapat Umum Pemegang Based on the Extraordinary General Meeting of
Saham Luar Biasa No. 5 tanggal 29 Agustus 2023, Shareholders Minutes No 5 dated August 29, 2023,
oleh Notaris Ni Nyoman Rai Sumawati, S.H.,M.Kn, by Notary Ni Nyoman Rai Sumawati, SH, MKn, and
dan Akta Perubahan disahkan oleh Menteri Hukum the Amendment Deed approved by the Minister of
dan Hak Asasi Manusia Republik Indonesia dalam Law and Human Rights of the Republic of Indonesia
Surat Keputusan No. AHU-0057474.AHA.01.02 in Decree No AHU-0057474.AHA.01.02 Year 2023
Tahun 2023 tanggal 22 September 2023. Para dated September 22, 2023, the shareholders have
pemegang saham menyetujui peningkatan modal agreed to increase the issued and paid-up capital of
ditempatkan dan disetor PPSB. Perusahaan tidak PPSB. The Company does not inject additional
menambah modal sehingga persentase kepemilikan capital, resulting in the dilution of the Company's
Perusahaan terhadap PPSB terdilusi dari 20,00% ownership percentage in PPSB from 20.00% to
menjadi 6,21%. Akibat dari penurunan kepemilikan, 6.21%. As a consequence of the decrease in
Perusahaan mereklasifikasikan investasi pada ownership, the Company reclassifies its investment
PPSB sebagai aset keuangan (Catatan 16). in PPSB as a financial aset (Note 16).
PT Marga Lingkar Jakarta (MLJ) PT Marga Lingkar Jakarta (MLJ)
MLJ didirikan berdasarkan Akta No. 26 tanggal MLJ was established based on Deed No. 26 dated
24 Agustus 2009 yang dibuat di hadapan Edi August 24, 2009 made before Edi Priyono, S.H.,
Priyono, S.H., notaris di Jakarta. Anggaran Dasar notary in Jakarta. The Company's Articles of
Perusahaan telah disahkan oleh Menteri Hukum Association have been ratified by the Minister of Law
dan Hak Asasi Manusia Republik Indonesia dengan and Human Rights of the Republic of Indonesia with
Surat Keputusan No. AHU-45700.AH.01.01 Tahun Decree No. AHU-45700. AH.01.01 Year 2009 dated
2009 tanggal 15 September 2009. September 15, 2009.
76
Page 910
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
10. INVESTASI PADA ENTITAS ASOSIASI DAN 10. INVESTMENT IN ASSOCIATES AND JOINT
VENTURA BERSAMA (lanjutan) VENTURE (continued)
PT Marga Lingkar Jakarta (MLJ) (lanjutan) PT Marga Lingkar Jakarta (MLJ) (continued)
Berdasarkan Akta No. 3 dari Notaris Tatyana Indrati Based on Deed No. 3 from Notary Tatyana Indrati
Hasjim, S.H., di Jakarta mengenai penambahan Hasjim, S.H., in Jakarta regarding the issued and
jumlah modal ditempatkan dan disetor pada paid-up capital in PT MLJ, the Company has
PT MLJ, Perusahaan memiliki 267.167.550 lembar 267,167,550 shares or equivalent to 65.00% share
saham atau setara dengan 65,00% kepemilikan ownership and PT Jakarta Marga Jaya has
saham dan PT Jakarta Marga Jaya memiliki 143,859,450 shares or equivalent to 35.00% share
143.859.450 lembar saham atau setara dengan ownership issued by MLJ.
35,00% kepemilikan saham diterbitkan oleh MLJ.
Pada 28 Juni 2021, Perusahaan melakukan On June 28, 2021, the Company divested its share
divestasi kepemilikan saham MLJ. Berdasarkan ownership in MLJ. Based on Notarial Deed No. 11
Akta Notaris No. 11 tanggal 28 Juni 2021, dated June 28, 2021, the Company reduced its
Perusahaan mengurangi kepemilikan saham yang shareholding issued by MLJ to 334,420,770 shares
diterbitkan MLJ menjadi 334.420.770 lembar saham representing 51.00% of the total issued shares in
yang mewakili 51,00% dari total saham yang telah MLJ.
diterbitkan.
Berdasarkan akta, MLJ dikendalikan secara Based on the deed, MLJ is jointly controlled between
bersama antara Perusahaan dan JMJ yang the Company and JMJ which causes the Company
menyebabkan Perusahaan kehilangan kendali atas to lose control of MLJ so that since June 28, 2021 the
MLJ sehingga sejak 28 Juni 2021 Perusahaan tidak Company no longer consolidates MLJ's financial
lagi mengkonsolidasikan laporan keuangan MLJ ke statements into the Company's consolidated
laporan keuangan konsolidasian Perusahaan dan financial statements and records the investment in
mencatat investasi di MLJ sebagai investasi pada MLJ as an investment in a joint venture. In 2025, the
ventura bersama. Pada tahun 2025, Perusahaan Company received dividends from MLJ of Rp6,040.
menerima dividen dari MLJ sebesar Rp6.040.
PT Jasamarga Pandaan Malang (JPM) PT Jasamarga Pandaan Malang (JPM)
JPM didirikan pada tanggal 6 Juni 2016 JPM was established on June 6, 2016 based on
berdasarkan Akta Notaris Ni Nyoman Rai Notarial Deed Ni Nyoman Rai Sumawati, S.H.,
Sumawati, S.H., No. 09. Anggaran dasar telah No. 09. The articles of association have obtained
memperoleh pengesahan dari Menteri Hukum dan approval from the Minister of Law and Human Rights
Hak Asasi Manusia Republik Indonesia, of the Republic of Indonesia, as from the Decree
sebagaimana dari surat Keputusan tertanggal dated June 8, 2016 No. AHU-0027731.AH.01.01
8 Juni 2016 No. AHU-0027731.AH.01.01 Tahun Year 2016.
2016.
Berdasarkan Akta No. 4 tanggal 16 Maret 2020 dari Based on Deed No. 4 dated March 16, 2020 from
Notaris Dra. Ec. Inggriati Djojoseputro, S.H., di Notary Dra. Ec. Inggriati Djojoseputro, S.H., in
Surabaya mengenai penambahan jumlah modal Surabaya regarding the addition of the issued and
ditempatkan dan disetor pada JPM, Perusahaan paid-up capital in JPM, the Company has 1,066,788
memiliki 1.066.788 lembar saham atau shares or equivalent to 60.00% share ownership,
setara dengan 60,00% kepemilikan saham, PT Pembangunan Perumahan (Persero) Tbk has
PT Pembangunan Perumahan (Persero) Tbk 622,293 shares or equivalent to 35.00% share
memiliki 622.293 lembar saham atau setara dengan ownership, and PT Sarana Multi Infrastruktur
35,00% kepemilikan saham, dan PT Sarana Multi (Persero) has 88,899 shares or equivalent to 5.00%
Infrastruktur (Persero) memiliki 88.899 lembar share ownership issued by JPM.
saham atau setara dengan 5,00% kepemilikan
saham yang diterbitkan oleh JPM.
Pada tanggal 30 Desember 2021, Perusahaan On December 30, 2021, the Company divested its
melakukan divestasi kepemilikan saham pada JPM. share ownership in JPM. Based on Notarial Deed
Berdasarkan Akta Notaris No. 16 tanggal No. 16 dated December 30, 2021, the Company
30 Desember 2021, Perusahaan mengurangi reduced its shareholding issued by JPM to 906,770
kepemilikan saham yang diterbitkan oleh JPM shares representing 51.00% of the total issued
menjadi 906.770 lembar saham yang mewakili shares in JPM.
51,00% dari total seluruh saham yang telah
diterbitkan di JPM.
77
Page 911
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
10. INVESTASI PADA ENTITAS ASOSIASI DAN 10. INVESTMENT IN ASSOCIATES AND JOINT
VENTURA BERSAMA (lanjutan) VENTURE (continued)
PT Jasamarga Pandaan Malang (JPM) (lanjutan) PT Jasamarga Pandaan Malang (JPM)
(continued)
Berdasarkan akta tersebut, JPM dikendalikan Based on this deed, JPM is jointly controlled between
secara bersama antara Perusahaan dan the Company and PT Astra Tol Nusantara which
PT Astra Tol Nusantara yang menyebabkan causes the Company to lose control of JPM so that
Perusahaan kehilangan kendali atas JPM sehingga since December 30, 2021, the Company no longer
sejak tanggal 30 Desember 2021, Perusahaan tidak consolidates JPM's financial statements into the
lagi mengkonsolidasikan laporan keuangan JPM ke Company's consolidated financial statements and
dalam laporan keuangan konsolidasian Perusahaan records the investment in JPM as an investment in a
dan mencatat investasi di JPM sebagai investasi joint venture.
pada ventura bersama.
Berdasarkan Akta Pemisahan Divisi Regional Based on the Deed of Separation of the Jasamarga
Jasamarga Transjawa Tollroad oleh Perusahaan Transjawa Tollroad Regional Division by the
kepada JTT tanggal 1 Juli 2022 oleh Notaris Company to JTT dated July 1, 2022 by Notary
Ir. Nanette Cahyanie Handari Adi Warsito, S.H., Ir. Nanette Cahyanie Handari Adi Warsito, S.H., the
Perusahaan telah melakukan pemisahan usaha Company has carried out a business separation by
dengan mengalihkan seluruh kepemilikan transferring all the Company’s ownership in JPM of
Perusahaan pada JPM sebesar 51,00% 51.00% share ownership to JTT. JPM is jointly
kepemilikan saham kepada JTT. JPM dikendalikan controlled between JTT and PT Astra Tol Nusantara.
secara bersama antara JTT dan PT Astra Tol
Nusantara.
PT Jasamarga Gedebage Cilacap (JGC) PT Jasamarga Gedebage Cilacap (JGC)
JGC didirikan berdasarkan Akta Notaris No. 08 JGC was established based on Notarial Deed
tanggal 28 Januari 2022 dibuat oleh Ni Nyoman Rai No. 08 dated January 28, 2022 of Ni Nyoman Rai
Sumawati, S.H., M.Kn., dan disahkan oleh Menteri Sumawati, S.H., M.Kn., and authorized by The
Hukum dan Hak Asasi Manusia Republik Indonesia Ministry of Law and Human Rights in its Decision
dengan Surat Keputusan AHU-007369.AH.01.01 Letter No. AHU-007369.AH.01.01 Year 2022 dated
Tahun 2022 tanggal 29 Januari 2022, dalam rangka January 29, 2022, aimed to develop the concession
melaksanakan pengusahaan ruas jalan tol of the Gedebage-Tasikmalaya-Cilacap toll road
Gedebage-Tasikmalaya-Cilacap. section.
Berdasarkan surat BPJT No. BM.08-P/69.2 tanggal Based on the letter No. BM.08-P/69.2 dated
14 Februari 2022, menyatakan bahwa JGC February 14, 2022 by BPJT, JGC committed default
melakukan cidera janji dengan gagal menyerahkan by failing to submit the implementation guarantee as
jaminan pelaksanaan sesuai yang dipersyaratkan required in the PPJT. After the deadline for the
dalam PPJT. Setelah tenggat waktu masa perbaikan default period has passed, JGC remains unable to
cidera janji telah terlewati, JGC tetap tidak sanggup provide guarantees of implementation. Therefore,
untuk menyediakan jaminan pelaksanaan. Atas the Company considers that JGC has no economic
dasar hal tersebut, Perusahaan berkeyakinan value.
bahwa JGC tidak memiliki nilai ekonomis.
Perusahaan memiliki 19.811 lembar saham dengan The Company owns 19,811 shares at par value of
nilai nominal Rp100.000 (Rupiah penuh) per lembar Rp100,000 (full Rupiah) per share or equivalent to
saham atau setara dengan Rp1.981 yang Rp1,981 which represent 32.50% of the total
merupakan 32,50% dari total kepemilikan. ownership. The company acknowledged the loss of
Perusahaan mengakui kerugian penurunan nilai impairment of shares in JGC as an expense at the
penyertaan saham pada JGC sebagai beban akhir end of 2022 of Rp1,981.
tahun 2022 sebesar Rp1.981.
78
Page 912
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
10. INVESTASI PADA ENTITAS ASOSIASI DAN 10. INVESTMENT IN ASSOCIATES AND JOINT
VENTURA BERSAMA (lanjutan) VENTURE (continued)
PT Jasamarga Gedebage Cilacap (JGC) PT Jasamarga Gedebage Cilacap (JGC)
(lanjutan) (continued)
Berdasarkan Akta Notaris No. 05 tanggal Based on Notarial Deed No. 05 dated
18 September 2024 dibuat oleh Rina Utami Djauhari September 18, 2024, made by Rina Utami Djauhari
S.H. dan disahkan oleh Menteri Hukum dan Hak S.H. and ratified by the Minister of Law and Human
Asasi Manusia Republik Indonesia dengan Surat Rights of the Republic of Indonesia with Decree
Keputusan AHU-AH.01.03-0194587 Tahun 2024 AHU-AH.01.03-0194587 Year 2024 dated
tanggal 24 September 2024 para pemegang saham September 24, 2024, the shareholders agreed to the
menyetujui penambahan setoran modal inbreng additional contribution of capital in the form of
biaya prakarsa dimana Perusahaan menyetor initiative costs, where the Company contributed
133.434 lembar sehingga porsi kepemilikan 133,434 shares, therefore increasing the Company's
Perusahaan atas JGC meningkat menjadi 51,54%. ownership portion in JGC to 51.54%. The Company
Perusahaan tidak memiliki pengendalian utuh does not have full control over JGC, hence it is not
terhadap JGC sehingga tidak dikonsolidasikan. Atas consolidated. Regarding the initiative costs that were
biaya prakarsa yang dijadikan inbreng setoran contributed as capital contributions to JGC, the
modal JGC, Perusahaan sudah mengakui kerugian Company has recognized an impairment loss.
penurunan nilai.
Berdasarkan Rapat Rapat Umum Pemegang Based on the Extraordinary General Meeting of
Saham Luar Biasa (RUPSLB) pada tanggal Shareholders (EGMS) on March 14, 2025, and the
14 Maret 2025 dan Berita Acara No 02 tanggal Minutes No. 02 dated March 14, 2025,
14 Maret 2025, para pemegang saham setuju untuk the shareholders agreed to distribute the
membagikan sisa uang muka setoran modal remaining capital deposit advance of Rp35,126
sebesar Rp35.126 (Catatan 17 dan 39). (Notes 17 and 39).
PT Jasamarga Jalanlayang Cikampek (JJC) PT Jasamarga Jalanlayang Cikampek (JJC)
JJC didirikan pada tanggal 24 November 2016 JJC was established on November 24, 2016 based on
berdasarkan Akta No. 13 dibuat di hadapan Notaris Deed No. 13 made before Notary Ni Nyoman Rai
Ni Nyoman Rai Sumawati, S.H., M.Kn., di Jakarta. Sumawati, S.H., M.Kn., in Jakarta. The Articles of
Anggaran Dasar telah memperoleh pengesahan Association have obtained approval from the Minister of
dari Menteri Hukum dan Hak Asasi Manusia Law and Human Rights of the Republic of Indonesia, as
Republik Indonesia, sebagaimana dari Surat from the Decree dated November 28, 2016
Keputusan tanggal 28 November 2016 No. AHU-0052873. AH.01.01 Year 2016.
No. AHU-0052873.AH.01.01 Tahun 2016.
Berdasarkan Akta No. 5 tanggal 31 Desember 2021 Based on Deed No. 5 dated December 31, 2021 from
dari Notaris Mira Aranti Ciptadi, S.H., M.Kn., di Notary Mira Aranti Ciptadi, S.H., M.Kn., in Karawang
Karawang mengenai penambahan jumlah modal regarding the addition of the issued and paid-up capital
ditempatkan dan disetor pada JJC, Perusahaan in JJC, the Company has 4,531,556 shares or
memiliki 4.531.556 lembar saham atau setara equivalent to 80.00% share ownership, and PT Ranggi
dengan 80,00% kepemilikan saham, dan PT Ranggi Sugironperkasa has 1,132,889 shares or equivalent to
Sugironperkasa memiliki 1.132.889 lembar saham 20.00% share ownership issued by JJC.
atau setara dengan 20,00% kepemilikan saham
yang diterbitkan oleh JJC.
Berdasarkan Akta No. 1 tanggal 1 Juli 2022 dari Based on Deed No. 1 dated July 1, 2022 from Notary
Notaris Mudita Chitta Odang, S.H., M.Kn., terkait Mudita Chitta Odang, S.H., M.Kn., regarding the
pengalihan saham dalam JJC yang dimiliki oleh transfer of shares JJC owned by the Company to JTT
Perusahaan kepada JTT sebesar 2.265.778 lembar in the amount of 2,265,778 shares or equivalent to
saham atau setara dengan 40,00% kepemilikan 40.00% share ownership issued by JJC.
saham yang diterbitkan oleh JJC.
79
Page 913
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
10. INVESTASI PADA ENTITAS ASOSIASI DAN 10. INVESTMENT IN ASSOCIATES AND JOINT
VENTURA BERSAMA (lanjutan) VENTURE (continued)
PT Jasamarga Jalanlayang Cikampek (JJC) PT Jasamarga Jalanlayang Cikampek (JJC)
(lanjutan) (continued)
Pada tanggal 10 Oktober 2022, Perusahaan On October 10, 2022, the Company divested its share
melakukan divestasi kepemilikan saham pada JJC. ownership in JJC. Based on Notarial Deed No. 2 dated
Berdasarkan Akta Notaris No. 2 tanggal October 10, 2022, the Company sold its entire
10 Oktober 2022, Perusahaan melakukan penjualan ownership of 2,265,778 shares or equivalent to 40.00%
atas seluruh kepemilikan 2.265.778 lembar saham share ownership issued by JJC. The Company no
atau setara dengan 40,00% kepemilikan saham longer consolidates JJC's financial statements into the
yang diterbitkan oleh JJC. Perusahaan tidak lagi Company’s consolidated financial statements.
mengkonsolidasikan laporan keuangan JJC ke
laporan keuangan konsolidasian Perusahaan.
PT Bogor Serpong Infra Selaras (BSIS) PT Bogor Serpong Infra Selaras (BSIS)
BSIS didirikan berdasarkan Akta Notaris No. 5 BSIS was established based on Notarial Deed No. 5
tanggal 11 September 2024 dari Notaris Ni Nyoman dated September 11, 2024 from Notary Ni Nyoman Rai
Rai Sumawati, S.H., M.Kn., yang disahkan Sumawati, S.H., M.Kn., which was approved by the
oleh Menteri Hukum dan Hak Asasi Manusia Minister of Law and Human Rights of the Republic of
Republik Indonesia dalam Surat Keputusan Indonesia in Decree No. AHU-0072016.AH.01.01 Year
No. AHU-0072016.AH.01.01 Tahun 2024 tanggal 2024 dated September 13, 2024. The Company is
13 September 2024. Perusahaan berhak atas 4.394 entitled to 4,394 shares or equivalent to Rp4,394.
lembar saham atau sebesar Rp4.394. Komposisi The composition of BSIS shareholders is the Company
pemegang saham BSIS adalah Perusahaan at 26.00%, PT Persada Utama Infra at 52.00%,
sebesar 26,00%, PT Persada Utama Infra sebesar PT Adhi Karya (Persero) Tbk at 12.00%, and
52,00%, PT Adhi Karya (Persero) Tbk sebesar PT Hutama Karya Infrastruktur at 10.00%.
12,00% dan PT Hutama Karya Infrastruktur sebesar
10,00%.
Berdasarkan Akta No. 04 tanggal Based on Deed No. 04 dated September 22, 2025,
22 September 2025 yang dibuat di hadapan Notaris made before Notary Ni Nyoman Rai Sumawati S.H.,
Ni Nyoman Rai Sumawati S.H., M.Kn., yang M.Kn., which has been approved by the Minister of Law
telah mendapatkan pengesahan Menteri Hukum and Human Rights of the Republic of Indonesia
dan Hak Asasi Manusia Republik Indonesia No. AHU-AH.01.11-0225128 Year 2025 on
No. AHU-AH.01.11-0225128 Tahun 2025 tanggal September 25, 2025, there is an increase in share
25 September 2025 terdapat peningkatan modal capital of Rp201,500, of which the Company has taken
saham sebesar Rp201.500 yang diambil bagian a portion of Rp52,390, where a cash deposit of
oleh Perusahaan sebesar Rp52.390, dimana Rp10,793 and a initiative cost contribution of Rp41,597
setoran tunai sebesar Rp10.793 dan inbreng biaya (Notes 17 and 48). There was no change in the
prakarsa sebesar Rp41.597 (Catatan 17 dan 48). ownership percentage in BSIS as a result of this
Atas transaksi tersebut tidak terdapat perubahan transaction.
persentase kepemilikan di BSIS.
80
Page 914
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
11. ASET TETAP 11. FIXED ASSETS
Rincian aset tetap adalah sebagai berikut: The details of fixed assets are as follows:
2025
Saldo Awal/ Addition of Saldo Akhir/
Beginning Business Penambahan/ Pengurangan/ Reklasifikasi/ Ending
Balance Combination Additions Deduction Reclassification Balance
Harga Perolehan Acquisition Cost
Aset Tetap Pemilikan Langsung Direct Acquisition Assets
Hak atas Tanah 59,076 - - - - 59,076 Land Rights
Gedung Kantor dan Bangunan Lain 191,207 - 25,510 - 11,365 228,082 Office and Other Buildings
Peralatan Operasi dan Kantor 729,681 - 85,880 (9,450) 8,898 815,009 Operational and Office Equipment
Kendaraan Bermotor 88,234 - 1,607 - - 89,841 Vehicles
Sub Total 1,068,198 - 112,997 (9,450) 20,263 1,192,008 Sub Total
Aset Tetap dalam Konstruksi 25,630 - 22,434 - (19,208) 28,856 Construction in Progress
Aset Hak Guna Right of Use Assets
Kendaraan Bermotor 334,538 - 154,071 (85,771) 596 403,434 Vehicles
Gedung Kantor dan Bangunan Lain 37,131 - 10,486 - - 47,617 Office and Other Buildings
Peralatan Operasi dan Kantor 13,697 - 4,780 - (596) 17,881 Operational and Office Equipment
Sub Total 385,366 - 169,337 (85,771) - 468,932 Sub Total
Total Harga Perolehan 1,479,194 - 304,768 (95,221) 1,055 1,689,796 Total Acquisition Cost
Akumulasi Penyusutan Accumulated Depreciation
Aset Tetap Pemilikan Langsung Direct Acquisition Assets
Gedung Kantor dan Bangunan Lain 50,531 - 10,623 - - 61,154 Office and Other Buildings
Peralatan Operasi dan Kantor 574,207 - 54,745 (9,450) 27 619,529 Operational and Office Equipment
Kendaraan Bermotor 84,453 - 2,100 - - 86,553 Vehicles
Sub Total 709,191 - 67,468 (9,450) 27 767,236 Sub Total
Aset Hak Guna Right of Use Assets
Kendaraan Bermotor 220,210 - 93,726 (85,771) - 228,165 Vehicles
Gedung Kantor dan Bangunan Lain 35,401 - 8,715 - - 44,116 Office and Other Buildings
Peralatan Operasi dan Kantor 6,222 - 258 - - 6,480 Operational and Office Equipment
Sub Total 261,833 - 102,699 (85,771) - 278,761 Sub Total
Total Akumulasi Penyusutan 971,024 - 170,167 (95,221) 27 1,045,997 Total Accumulated Depreciations
Nilai Tercatat 508,170 643,799 Carrying Amount
2024
Saldo Awal/ Addition of Saldo Akhir/
Beginning Business Penambahan/ Pengurangan/ Reklasifikasi/ Ending
Balance Combination Additions Deduction Reclassification Balance
Harga Perolehan Acquisition Cost
Aset Tetap Pemilikan Langsung Direct Acquisition Assets
Hak atas Tanah 46,156 - 12,920 - - 59,076 Land Rights
Gedung Kantor dan Bangunan Lain 171,102 2,566 15,544 (1,057) 3,052 191,207 Office and Other Buildings
Peralatan Operasi dan Kantor 629,864 2,595 84,440 - 12,782 729,681 Operational and Office Equipment
Kendaraan Bermotor 87,938 206 90 - - 88,234 Vehicles
Sub Total 935,060 5,367 112,994 (1,057) 15,834 1,068,198 Sub Total
Aset Tetap dalam Konstruksi 21,437 - 15,068 - (10,875) 25,630 Construction in Progress
Aset Hak Guna Right-of-Use Assets
Kendaraan Bermotor 288,664 4,394 42,402 (29,748) 28,826 334,538 Vehicles
Gedung Kantor dan Bangunan Lain 34,558 - 3,152 (579) - 37,131 Office and Other Buildings
Peralatan Operasi dan Kantor 50,137 - 8,906 (16,520) (28,826) 13,697 Operational and Office Equipment
Sub Total 373,359 4,394 54,460 (46,847) - 385,366 Sub Total
Total Harga Perolehan 1,329,856 9,761 182,522 (47,904) 4,959 1,479,194 Total Acquisition Cost
Akumulasi Penyusutan Accumulated Depreciation
Aset Tetap Pemilikan Langsung Direct Acquisition Assets
Gedung Kantor dan Bangunan Lain 38,834 2,517 10,232 (1,052) - 50,531 Office and Other Buildings
Peralatan Operasi dan Kantor 517,506 1,877 54,824 - - 574,207 Operational and Office Equipment
Kendaraan Bermotor 82,337 206 1,910 - - 84,453 Vehicles
Sub Total 638,677 4,600 66,966 (1,052) - 709,191 Sub Total
Aset Hak Guna Right of Use Assets
Kendaraan Bermotor 162,078 4,297 82,782 (29,748) 801 220,210 Vehicles
Gedung Kantor dan Bangunan Lain 30,275 - 5,705 (579) - 35,401 Office and Other Buildings
Peralatan Operasi dan Kantor 20,449 - 3,094 (16,520) (801) 6,222 Operational and Office Equipment
Sub Total 212,802 4,297 91,581 (46,847) - 261,833 Sub Total
Total Akumulasi Penyusutan 851,479 8,897 158,547 (47,899) - 971,024 Total Accumulated Depreciations
Nilai Tercatat 478,377 508,170 Carrying Amount
Beban penyusutan aset tetap dialokasikan sebagai Depreciation of fixed assets are allocated as follows:
berikut:
2025 2024
Beban tol dan usaha lainnya (Catatan 37) 84.130 81.293 Toll and other operating expenses (Note 37)
Beban umum dan administrasi (Catatan 38) 86.037 77.254 General and administrative expenses (Note 38)
Total 170.167 158.547 Total
81
Page 915
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
11. ASET TETAP (lanjutan) 11. FIXED ASSETS (continued)
Kelompok Usaha telah mengasuransikan aset The Group has insured its fixed assets and certain
tetapnya dan beberapa aset tertentu pada aset hak specific assets related to the toll road property rights
pengusahaan jalan tol terhadap risiko kebakaran against fire risks and other risks with related parties:
dan risiko lainnya kepada pihak berelasi: PT Asuransi Jasa Indonesia (Persero),
PT Asuransi Jasa Indonesia (Persero), PT Asuransi Jasindo Syariah,
PT Asuransi Jasindo Syariah, PT Jasa Raharja Putra, PT BRI Asuransi Indonesia,
PT Jasa Raharja Putra, PT BRI Asuransi Indonesia, PT Asuransi Kredit Indonesia, and third parties:
PT Asuransi Kredit Indonesia dan pihak ketiga: PT Asuransi Harta Aman Pratama Tbk and
PT Asuransi Harta Aman Pratama Tbk dan PT Asuransi Bumiputera Muda, with a total insured
PT Asuransi Bumiputera Muda dengan total nilai value of Rp9,723,765 as of
pertanggungan sebesar Rp9.723.765 pada tanggal December 31, 2025, and Rp12,397,961 as of
31 Desember 2025 dan Rp12.397.961 pada December 31, 2024. The management of the Group
31 Desember 2024. Manajemen Kelompok Usaha believes that the insured amount is sufficient to cover
berpendapat bahwa nilai pertanggungannya cukup potential losses from such risks.
untuk menutup kemungkinan kerugian atas risiko
tersebut.
Nilai perolehan aset tetap yang sudah disusutkan The acquisition value of fixed assets that have been
penuh namun masih digunakan adalah Rp372.324 fully depreciated but are still in use is Rp372,324 as
pada tanggal 31 Desember 2025 dan of December 31, 2025, and Rp371,180 as of
Rp371.180 pada 31 Desember 2024. December 31, 2024.
Manajemen Kelompok Usaha berkeyakinan bahwa, The Group’s Management believe that, there are no
tidak ada kejadian-kejadian atau perubahan- events or changes in circumstances that indicate any
perubahan keadaan yang mengindikasikan adanya impairment in the value of fixed assets as of
penurunan nilai aset tetap pada tanggal December 31, 2025 and 2024, respectively.
31 Desember 2025 dan 2024.
Pada tanggal 31 Desember 2025 dan 2024, tidak As of December 31, 2025 and 2024, there were no
terdapat aset yang dibatasi hak miliknya akibat assets subject to ownership restrictions due to debt.
utang.
Aset tetap dalam konstruksi adalah peralatan tol Construction in progress are toll road equipment that
yang masih progres implementasi, dan pekerjaan is still progress of implementation, and increase the
tambah lingkup dan renovasi dari aset Gedung dan scope and renovation of building and building assets
bangunan milik Perusahaan, JMRB, JMTM, JMTO, own by the Company, JMRB, JMTM, JMTO, and
dan CSJ. CSJ.
Persentase penyelesaian aset tetap dalam Percentage completion of the construction in
konstruksi per tanggal 31 Desember 2025 antara progress as of December 31, 2025 includes the
lain Perusahaan 83%, JMRB 94% dan JMTM 75%, Company 83%, JMRB 94%, JMTM 75%, JMTO 80%
JMTO 80% dan CSJ 95%. Tidak terdapat hambatan and CSJ 95%. There are no obstacles in the
dalam penyelesaian aset tetap dalam konstruksi settlement of construction in progress.
tersebut.
Persentase penyelesaian aset tetap dalam Percentage completion of the construction in
konstruksi per tanggal 31 Desember 2024 antara progress as of December 31, 2024 includes the
lain Perusahaan 91%, JMRB 90% dan JMTM 70%. Company 91%, JMRB 90% and JMTM 70%. There
Tidak terdapat hambatan dalam penyelesaian aset are no obstacles in the settlement of construction in
tetap dalam konstruksi tersebut. progress.
Jumlah nilai kontraktual dalam perolehan aset tetap The contractual value amount in fixed asset
dalam konstruksi pada 31 Desember 2025 dan 2024 acquisitions in construction as of
masing-masing sebesar Rp81.620 dan Rp26.238. December 31, 2025 and 2024 amounting to
Rp81,620 and Rp26,238, respectively.
82
Page 916
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
11. ASET TETAP (lanjutan) 11. FIXED ASSETS (continued)
2025
Akumulasi Saldo/ Estimasi Tahun Penyelesaian/
Accumulated Balance Estimated Year of Completion
Aset tetap dalam konstruksi Construction in Progress
Peralatan Operasi dan Kantor 12.817 2026 Office and Other Buildings
Gedung Kantor dan Bangunan Lain 16.039 2026-2027 Operational and Office Equipment
Total 28.856 Total
2024
Akumulasi Saldo/ Estimasi Tahun Penyelesaian/
Accumulated Balance Estimated Year of Completion
Aset tetap dalam konstruksi Construction in Progress
Peralatan Operasi dan Kantor 12.057 2025 Office and Other Buildings
Gedung Kantor dan Bangunan Lain 13.573 2025-2026 Operational and Office Equipment
Total 25.630 Total
Pada 2025, Perusahaan melakukan pengurangan In 2025, the Company reduce right of use assets
atas aset hak guna kendaraan bermotor yang telah motor vehicle that have expired their contracts.
habis masa kontraknya.
Rincian keuntungan atas penjualan aset tetap Details of gain on sale of fixed asset are as follows:
adalah sebagai berikut:
2025 2024
Nilai Perolehan 9.450 - Acquisition Cost
Akumulasi Depresiasi (9.450) - Accumulated Depreciation
Nilai Tercatat - - Carrying Amount
Nilai Jual Aset Tetap 447 - Fixed Asset Sales Value
Laba Penjualan Aset Tetap 447 - Gain on Sale of Fixed Asset
Reklasifikasi aset tetap dialokasikan sebagai Reclassification of fixed assets is allocated as
berikut: follows:
2025
Sebelum/ Reklasifikasi/ Sesudah/
Harga Perolehan Before Reclassification After Acquisition Cost
Aset tetap 1.688.741 1.055 1.689.796 Fixed asset
Aset takberwujud Intangible assets
Hak pengusahaan jalan tol 164.176.370 (1.055) 164.175.315 Toll road concession rights
Subtotal 165.865.111 - 165.865.111 Subtotal
Akumulasi Penyusutan Accumulated Depreciation
Aset tetap - 27 27 Fixed asset
Aset takberwujud Intangible assets
Hak pengusahaan jalan tol - (27) (27) Toll road concession rights
Subtotal - - - Subtotal
Total 165.865.111 - 165.865.111 Total
2024
Sebelum/ Reklasifikasi/ Sesudah/
Harga Perolehan Before Reclassification After Acquisition Cost
Aset tetap 1.474.235 4.959 1.479.194 Fixed asset
Aset takberwujud Intangible assets
Lainnya 501.471 (4.959) 496.512 Others
Total 1.975.706 - 1.975.706 Total
83
Page 917
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
12. PROPERTI INVESTASI 12. INVESTMENT PROPERTIES
Akun ini merupakan properti investasi yang dimiliki This account represents investment properties
oleh JMRB, entitas anak. owned by JMRB, a subsidiary.
2025
Saldo Awal/ Penambahan/ Pengurangan/ Saldo Akhir/
Beginning Balance Additions Deduction Ending Balance
Biaya Perolehan At cost
Properti Investasi 1.121.368 56.938 - 1.178.306 Investment properties
Akumulasi Penyusutan Accumulated depreciation
Properti Investasi 142.187 23.852 - 166.039 Investment properties
Nilai Tercatat 979.181 1.012.267 Carrying Amount
2024
Saldo Awal/ Penambahan/ Pengurangan/ Saldo Akhir/
Beginning Balance Additions Deduction Ending Balance
Biaya Perolehan At cost
Properti Investasi 858.426 262.942 - 1.121.368 Investment properties
Akumulasi Penyusutan Accumulated depreciation
Properti Investasi 106.869 35.318 - 142.187 Investment properties
Nilai Tercatat 751.557 979.181 Carrying Amount
Properti investasi terutama merupakan investasi Investment properties represent investment in rest
pada bangunan tempat peristirahatan dan area building, and properties in Klungkung and
pelayanan, dan properti di Klungkung dan Manado. Manado. These investment properties are rented to
Properti investasi tersebut disewakan ke pihak third parties.
ketiga.
Nilai wajar dari Properti Investasi dihitung oleh KJPP The fair value of the Investment Properties calculated
Suwendho Rinaldy & Rekan, penilai independen by KJPP Suwendho Rinaldy & Partners, independent
Ocky Rinaldi, MAPPI (Cert), dalam laporannya No : appraiser Ocky Rinaldi, MAPPI (Cert), in report No :
a. 00065/2.0059-02/PI/03/0242/1/II/2025 atas a. 00065/2.0059-02/PI/03/0242/1/II/2025 for
Tamansari Lagoon Apartement Condohotel Tamansari Lagoon Apartment Condohotel
di Manado dengan nilai wajar sebesar in Manado with the fair value amounted to
Rp19.016. Rp19,016.
b. 00066/2.0059-02/PI/03/0242/1/II/2025 atas b. 00066/2.0059-02/PI/03/0242/1/II/2025 for the
penilaian atas Wyndham Tamansari Jivva valuation of the Wyndham Tamansari Jivva
Resort di Klungkung dengan nilai wajar Resort in Klungkung with the fair value
sebesar Rp97.563. amounted to Rp97,563.
dengan tanggal penilaian 31 Desember 2024 dan with a valuation date of December 31, 2024 and a
tanggal laporan penilaian 14 Februari 2025. valuation report date of February 14, 2025.
Penyusutan sebesar Rp23.852 dan Rp35.318 Depreciation amounting to Rp23,852 dan Rp35,318,
masing-masing untuk tahun-tahun yang berakhir respectively for the years ended December 31, 2025
pada tanggal 31 Desember 2025 dan 2024 and 2024 was charged to toll and other operating
dibebankan pada akun beban tol dan usaha lainnya expenses (Note 37).
(Catatan 37).
Pendapatan sewa dan pendapatan properti Revenues from rental and investment properties
investasi yang diakui pada laba rugi untuk tahun- recognized in profit or loss for the years ended
tahun yang berakhir pada tanggal December 31, 2025 and 2024 are amounting to
31 Desember 2025 dan 2024 adalah masing-masing Rp333,929 dan Rp228,849 (Note 35), respectively.
sebesar Rp333.929 dan Rp228.849 (Catatan 35).
Beban sewa lahan dan properti yang diakui pada Cost from properties and land rental recognized in
laba rugi untuk tahun yang berakhir pada tanggal profit or loss for the years ended December 31, 2025
31 Desember 2025 dan 2024 adalah masing-masing and 2024 are amounting to Rp52,549 and
sebesar Rp52.549 dan Rp178.613. Rp178,613, respectively.
Pada tanggal 31 Desember 2025 dan As of December 31, 2025 and 2024, investment
2024, properti investasi tidak diasuransikan dan properties are not insured and there is no capitalized
tidak ada biaya pinjaman yang dikapitalisasi. borrowing costs.
84
Page 918
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
12. PROPERTI INVESTASI (lanjutan) 12. INVESTMENT PROPERTIES (continued)
Berdasarkan evaluasi manajemen, tidak terdapat Based on the assessment of the management, there
peristiwa atau perubahan keadaan yang are no events or changes in circumstances that
mengindikasikan adanya penurunan nilai properti indicate an impairment in the value of investment
investasi tanggal 31 Desember 2025 dan 2024. properties as of December 31, 2025 and 2024.
13. HAK PENGUSAHAAN JALAN TOL 13. TOLL ROAD CONCESSION RIGHTS
Rincian hak pengusahaan jalan tol adalah sebagai The detail of toll road concession rights are as
berikut: follows:
2025
Penambahan dari Efek
Saldo Awal/ Kombinasi Bisnis/Addition Penambahan/ Pengurangan/ Reklasifikasi/ Saldo Akhir/
Beginning Balance of Business Combination Additions Deduction Reclassification Ending Balance
Hak Pengusahaan Jalan Tol Toll Road Concession Right
Biaya Perolehan 128.517.716 - 1.487.375 (221.745) 2.682.060 132.465.406 Acquisition Cost
Aset HPJT Dalam Konstruksi 23.714.909 - 10.697.921 (19.806) (2.683.115) 31.709.909 Construction in Progress
Sub total 152.232.625 - 12.185.296 (241.551) (1.055) 164.175.315 Sub total
Akumulasi Amortisasi 20.228.388 - 2.984.771 (11.133) (27) 23.201.999 Accumulated Amortization
Nilai Tercatat 132.004.237 140.973.316 Carrying Amount
2024
Penambahan dari Efek
Saldo Awal/ Kombinasi Bisnis/Addition Penambahan/ Pengurangan/ Reklasifikasi/ Saldo Akhir/
Beginning Balance of Business Combination Additions Deduction Reclassification Ending Balance
Hak Pengusahaan Jalan Tol Toll Road Concession Right
Biaya Perolehan 118.105.671 2.815.133 1.373.991 (541.960) 6.764.881 128.517.716 Acquisition Cost
Aset HPJT Dalam Konstruksi 16.619.657 - 13.860.133 - (6.764.881) 23.714.909 Construction in Progress
Sub total 134.725.328 2.815.133 15.234.124 (541.960) - 152.232.625 Sub total
Akumulasi Amortisasi 17.464.701 175.074 2.588.613 - - 20.228.388 Accumulated Amortization
Nilai Tercatat 117.260.627 132.004.237 Carrying Amount
Jumlah beban amortisasi HPJT yang diakui pada The amount of HPJT amortization expense
tahun 2025 dan 2024 masing-masing sebesar recognized in 2025 and 2024 amounted to
Rp2.973.638 dan Rp2.588.613 (Catatan 37), Rp2,973,638 and Rp2,588,613, respectively (Note
dimana beban amortasi tahun 2025 berasal dari 37), where the 2025 amortization expense originated
penambahan beban amortisasi tahun berjalan from additional of current year amortization expense
sebesar Rp2.984.771 dan memperhitungkan of Rp2,984,771 and take into account the deduction
pengurangan akumulasi amortisasi dampak accumulated amortization of the impact of the
pengurangan HPJT sebesar Rp11.133. deduction of HPJT amounting to Rp11,133.
Aset hak pengusahaan jalan tol merupakan hak Toll road concession are rights are granted by
konsesi dari Pemerintah Republik Indonesia berupa the Government of Indonesia in the form of toll road
pengusahaan jalan tol yang diberikan kepada concessions to the Group.
Kelompok Usaha.
Selama tahun 2025 dan 2024, biaya pinjaman yang During 2025 and 2024, borrowing cost capitalized
dikapitalisasi ke dalam hak pengusahaan jalan tol - to toll road concession rights - concession assets in
aset konsesi dalam penyelesaian adalah progress is amounting to Rp1,146,863 and
masing-masing Rp1.146.863 dan Rp401.326. Rp401,326, respectively.
Beberapa hak pengusahaan jalan tol pada entitas Toll road concession rights in subsidiaries are bound
anak terikat sebagai jaminan bank, dimana terdapat as collateral to the bank, in which there is power for
kuasa bank untuk menarik hak pengusahaan dan the bank to withdraw the right to operate and appoint
menunjuk pihak ketiga sebagai operator jalan tol a third party as the toll road operator to implement
untuk melaksanakan PPJT terkait (Catatan 23). the related PPJT (Note 23).
Berdasarkan Keputusan Menteri Pekerjaan Umum Based on of Public Works issued Ministerial Decree
No. 3070/KPTS/M/2024 tentang Perubahan Atas No. 3070/KPTS/M/2024 concerning Amendments to
Keputusan Menteri Pekerjaan Umum Dan Ministerial Decree No. 822/KPTS/M/2021 on the
Perumahan Rakyat No. 822 /KPTS/M/2021 tentang Resolution of Issues Related to the Revolving Fund
Penyelesaian Permasalahan Layanan Dana Services of the Public Service Agency under the
Bergulir Badan - Layanan Umum Bidang Funding Sector of the Toll Road Regulatory that the
Pendanaan Sekretariat Badan Pengatur Jalan Tol overpayment of added value paid by BUJT which
Menteri Pekerjaan Umum bahwa kelebihan among others is determined as part of the
pembayaran nilai tambah yang dibayarkan oleh investment (Note 44.b), JKC and MTN, subsidiaries,
BUJT yang diantaranya ditetapkan sebagai bagian to derecognize excess value-added BLU amounted
dari investasi (Catatan 44.b) sebesar Rp541.960 to Rp541,960 for JKC, MTN, and JSM, Rp303,803,
atas JKC, MTN, dan JSM masing-masing sebesar Rp192,353, and Rp45,804.
Rp303.803, Rp192.353 dan Rp45.804.
85
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
13. HAK PENGUSAHAAN JALAN TOL (lanjutan) 13. TOLL ROAD CONCESSION RIGHTS (continued)
Pada tahun 2025, Kelompok Usaha melakukan In 2025, the Group recorded an deduction in the
pengurangan berupa pengurangan aset HPJT form of a reduction of construction in progress
dalam konstruksi sebesar Rp19.806 sehubungan amounting to Rp19,806 in connection with the
dengan pembebanan upfront fee pinjaman bank expensing of the upfront fee on the JAP’s bank loan,
JAP yang sebelumnya dikapitalisasi. Selanjutnya, which had previously been capitalized. In addition,
Grup juga melakukan pengurangan biaya perolehan the Group also recorded a reduction in the
HPJT sebesar Rp221.745 sehubungan dengan acquisition cost of HPJT amounting to Rp221,745 in
kelebihan pembayaran kepada kontraktor. relation to an overpayment to the contractor.
14. ASET TAKBERWUJUD LAINNYA 14. OTHER INTANGIBLE ASSETS
Rincian aset takberwujud lainnya adalah sebagai Details of other intangible assets are as follows:
berikut:
2025
Penambahan dari
Kombinasi Bisnis/
Saldo Awal/ Addition of Penambahan/ Reklasifikasi/ Saldo Akhir/
Beginning Balance Business Combination Additions Reclassification Ending Balance
Biaya Perolehan Acquisition Cost
Perangkat Lunak 496.512 - 27.836 - 524.348 Software
Akumulasi Amortisasi Accumulated Amotization
Perangkat Lunak 408.234 - 27.087 - 435.321 Software
Nilai Tercatat 88.278 89.027 Carrying Amount
2024
Penambahan dari
Kombinasi Bisnis/
Saldo Awal/ Addition of Penambahan/ Reklasifikasi/ Saldo Akhir/
Beginning Balance Business Combination Additions Reclassification Ending Balance
Biaya Perolehan Acquisition Cost
Perangkat Lunak 485.324 2.103 14.044 (4.959) 496.512 Software
Akumulasi Amortisasi Accumulated Amotization
Perangkat Lunak 375.750 1.858 30.626 - 408.234 Software
Nilai Tercatat 109.574 88.278 Carrying Amount
Beban amortisasi aset takberwujud lainnya adalah Amortization expense for other intangible
sebagai berikut: assets are as follows:
2025 2024
Beban tol dan usaha lainnya (Catatan 37) 871 871 Toll and other operating expenses (Note 37)
Beban umum dan administrasi (Catatan 38) 26.216 29.755 General and administrative expenses (Note 38)
Total 27.087 30.626 Total
15. GOODWILL 15. GOODWILL
Saldo goodwill merupakan selisih antara nilai wajar The balance of goodwill consists of the difference
aset neto Perusahaan yang diakuisisi dari pihak between fair value of net assets of the following
ketiga dengan nilai akuisisi secara keseluruhan, Companies acquired from third parties and the total
dengan detail sebagai berikut: acquisition price:
2025 2024
Nilai Tercatat Carrying Amount
Akuisisi PT Jasamarga Surabaya Mojokerto 36.880 36.880 Acquisition of PT Jasamarga Surabaya Mojokerto
Akuisisi PT Jasamarga Tollroad Maintenance 2.848 2.848 Acquisition of PT Jasamarga Tollroad Maintenance
Akuisisi PT Jasamarga Kunciran Cengkareng 2.121 2.121 Acquisition of PT Jasamarga Kunciran Cengkareng
Total 41.849 41.849 Total
Manajemen Kelompok Usaha berkeyakinan bahwa The Group’s Management believes that there is no
tidak terdapat penurunan nilai goodwill pada tanggal impairment in goodwill as of December 31, 2025 and
31 Desember 2025 dan 2024. 2024.
86
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
16. ASET KEUANGAN LAINNYA 16. OTHER FINANCIAL ASSETS
Kelompok Usaha memiliki investasi pada instrumen The Group has investment in equity instruments
ekuitas yang dikategorikan sebagai aset keuangan categorized as financial assets at Fair Value
yang diukur dengan nilai wajar melalui penghasilan Through Other Comprehensive Income (FVTOCI)
komprehensif lain dengan rincian sebagai berikut: with details as follows:
2025
Perubahan Selama Setahun / Changes in a Year
Kenaikan (Penurunan) Nilai
Saldo Awal/ Reklasifikasi/ Wajar/ Increase (Decrease) Saldo Akhir/
Perusahaan/The Company Status/ Status %
Beginning Balance Reclassification in Fair Value Ending Balance
PT Marga Mandala Sakti (MMS) Operasi/ Operate 1,94 66.482 - 8.727 75.209
PT Citra Margatama Surabaya (CMS) Operasi/ Operate 3,17 23.504 - 6.443 29.947
Pengakhiran PKP/
PT Marga Nurindo Bhakti (MNB) 4,75 - - - -
Termination of Concession
PT Citra Mataram Satriamarga Persada Pengakhiran PKP/
15,00 - - -
(CMSP) Termination of Concession -
Belum Operasi/
PT Margaraya Jawa Tol (MJT) 2,47 - - - -
Not Yet Operated
PT Makassar Metro Network (MMN) d/h
Operasi/ Operate 0,38 3.620 - (334) 3.286
PT Bosowa Marga Nusantara (BMN)
PT Jatim Prasarana Utama (JPU) Operasi/ Operate 7,41 1.042 - (104) 938
Pengakhiran PKP/
PT Marga Mawatindo Esprit (MME) 8,33 - - - -
Termination of Concession
Pengakhiran PKP/
PT Marga Net One Limited (MNOL) 10,00 - - - -
Termination of Concession
PT Pilar Sinergi BUMN Indonesia (PSBI) Operasi/ Operate 7,08 - - - -
PT Kresna Kusuma Dyandra Marga (KKDM) Operasi/ Operate 0,14 1.280 - 841 2.121
Konstruksi/
PT Hutama Marga Waskita (HAMAWAS) 0,41 15.235 - (1.973) 13.262
Construction
Penyertaan tidak langsung melalui JMTO/
Indirect investment through JMTO
PT Fintek Karya Nusantara (FINARYA) Operasi/ Operate 8,97 143.666 - (27.134) 116.532
Penyertaan tidak langsung melalui JMRB/
Indirect investment through JMRB
PT Sinergi Colomadu (SC) Operasi/ Operate 0,63 91 - - 91
PT PP Sinergi Banjaratma (PPSB) Operasi/ Operate 6,21 4.926 - (805) 4.121
Penyertaan tidak langsung melalui JMTM/
Indirect investment through JMTM
PT Waskita Beton Precast (WSBP) Tbk Operasi/ Operate 0,09 - 2.385 (1.305) 1.080
Total 259.846 2.385 (15.644) 246.587
2024
Perubahan Selama Setahun / Changes in a Year
Kenaikan (Penurunan) Nilai
Saldo Awal/ Reklasifikasi/ Wajar/ Increase (Decrease) Saldo Akhir/
Perusahaan/The Company Status/ Status %
Beginning Balance Reclassification in Fair Value Ending Balance
PT Marga Mandala Sakti (MMS) Operasi/ Operate 1,94 93.498 - (27.016) 66.482
PT Citra Margatama Surabaya (CMS) Operasi/ Operate 3,17 25.585 - (2.081) 23.504
Pengakhiran PKP/
PT Marga Nurindo Bhakti (MNB) 4,75 - - -
Termination of Concession -
PT Citra Mataram Satriamarga Persada Pengakhiran PKP/
15,00 - - - -
(CMSP) Termination of Concession
Belum Operasi/
PT Margaraya Jawa Tol (MJT) 2,47 - - - -
Not Yet Operated
PT Makassar Metro Network (MMN) d/h
Operasi/ Operate 0,38 5.347 - (1.727) 3.620
PT Bosowa Marga Nusantara (BMN)
PT Jatim Prasarana Utama (JPU) Operasi/ Operate 7,41 1.083 - (41) 1.042
Pengakhiran PKP/
PT Marga Mawatindo Esprit (MME) 8,33 - - - -
Termination of Concession
Pengakhiran PKP/
PT Marga Net One Limited (MNOL) 10,00 - - - -
Termination of Concession
PT Pilar Sinergi BUMN Indonesia (PSBI) Operasi/ Operate 7,08 - 2.457 (2.457) -
PT Kresna Kusuma Dyandra Marga (KKDM) Operasi/ Operate 0,14 - - 1.280 1.280
Konstruksi/
PT Hutama Marga Waskita (HAMAWAS) 0,41 22.802 - (7.567) 15.235
Construction
Penyertaan tidak langsung melalui JMTO/
Indirect investment through JMTO
PT Fintek Karya Nusantara (FINARYA) Operasi/ Operate 8,97 97.031 - 46.635 143.666
Penyertaan tidak langsung melalui JMRB/
Indirect investment through JMRB
PT Sinergi Colomadu (SC) Operasi/ Operate 0,63 1.331 - (1.240) 91
PT PP Sinergi Banjaratma (PPSB) Operasi/ Operate 6,21 - 9.276 (4.350) 4.926
Total 246.677 11.733 1.436 259.846
87
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
16. ASET KEUANGAN LAINNYA (lanjutan) 16. OTHER FINANCIAL ASSETS (continued)
a. PT Fintek Karya Nusantara (FINARYA) a. PT Fintek Karya Nusantara (FINARYA)
FINARYA didirikan berdasarkan Akta No. 13 FINARYA was established based on Deed
tanggal 21 Januari 2019 dari Notaris Bonardo No. 13 dated January 21, 2019, from Notary
Nasution, S.H., dalam rangka penyelenggaraan Bonardo Nasution, S.H., for the purpose
jasa sistem pembayaran. Akta pendirian of providing payment system services.
disahkan oleh Menteri Hukum dan Hak Asasi The deed of establishment was ratified by
Manusia Republik Indonesia dalam Surat the Minister of Law and Human Rights of
Keputusan No. AHU 0003446.AH.01.01 Tahun the Republic of Indonesia in Decree
2019 tanggal 21 Januari 2019. No. AHU 0003446.AH.01.01 Year 2019 dated
January 21, 2019.
Berdasarkan Akta Notaris No. 53 tanggal Based on Notarial Deed No. 53 dated
8 November 2022 dari Jimmy Tanal, S.H., M.Kn November 8, 2022 of Jimmy Tanal, S.H., M.Kn
kepemilikan Perusahaan terdilusi dari sebesar the Company's ownership was diluted from
9,03% menjadi sebesar 8,97%. 9.03% to become 8.97%.
Nilai wajar investasi saham di FINARYA The fair value of equity investments in
ditentukan dengan menggunakan metode FINARYA is determined using the discounted
diskonto arus kas dan perbandingan nilai pasar. cash flow method and market value
Nilai wajar investasi saham didasarkan pada comparisons. The fair value of the equity
penilaian yang dilakukan oleh KJPP Ihot Dollar investments is based on an assessment
& Raymond, penilai independen yang terdaftar conducted by KJPP Ihot Dollar & Raymond, an
pada OJK, dalam laporannya tanggal independent appraiser registered with the
20 Februari 2026 dan 17 Februari 2025 untuk OJK, in their reports dated February 20, 2026,
tahun yang berakhir 31 Desember 2025 dan and February 17, 2025, for the year ended
2024. December 31, 2025, and 2024.
b. PT Marga Mandala Sakti (MMS) b. PT Marga Mandala Sakti (MMS)
MMS didirikan berdasarkan Akta Notaris No. 14 MMS was established based on the Notarial
tanggal 4 Oktober 1989 dari Kartini Muljadi, Deed No. 14 dated October 4, 1989 from Kartini
S.H., penyertaan pada MMS dilakukan Muljadi, S.H., The investment in MMS relates to
sehubungan dengan penyelenggaraan proyek the construction and operation of the
jalan tol Tangerang - Merak. Perusahaan Tangerang - Merak toll road. The Company
memiliki 28.000.000 lembar saham dengan nilai originally owned 28,000,000 shares at par
nominal Rp100 (Rupiah penuh) per lembar value of Rp100 (full Rupiah) per share or
saham atau setara dengan Rp2.800 yang equivalent to Rp2,800 which represent 8.68%
merupakan 8,68% kepemilikan. ownership interest.
Berdasarkan Berita Acara Rapat Umum Based on the Minutes of the Extraordinary
Pemegang Saham Luar Biasa dengan Akta General Meeting of Shareholders as included in
Notaris No. 5 tanggal 9 Desember 2004 dari the Notarial Deed No. 5 dated
Hendra Karyadi, S.H., para pemegang saham December 9, 2004 from Hendra Karyadi, S.H.,
menyetujui penerbitan 921.310.773 lembar the shareholders agreed with the issuance of
saham baru kepada pemegang obligasi 921,310,773 new shares to convertible
konversi. Para pemegang saham lama bondholders. The predecessor shareholders
menyatakan telah melepaskan hak masing- had already waived their rights to subscribe for
masing untuk membeli saham baru yang new shares issued to the convertible
diterbitkan kepada pemegang obligasi bondholders.
konversi tersebut.
Perubahan pemegang saham tersebut sesuai This change of shareholders, according to the
dengan Akta Notaris No. 11 tanggal 1 Agustus Deed No. 11 dated August 1, 2005 of
2005 dari Notaris Benny Kristianto, S.H., Notarial Deed Benny Kristianto, S.H., regarding
mengenai perubahan pemegang saham MMS to change of MMS shareholders, has been
dan telah diterima oleh Departemen received by the Directorate General of General
Hukum dan Hak Asasi Manusia Law Administration, Department of
Direktorat Administrasi Hukum Umum Law and Human Rights under receipt
No. C-UM.02.01.14078 tanggal 23 September No.C-UM.02.01.14078 dated September 23,
2005, sehingga kepemilikan pada MMS 2005, as a consequence, the Company's
menjadi 1,94% dari total kepemilikan. ownership in MMS become 1.94% from total
ownership.
88
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
16. ASET KEUANGAN LAINNYA (lanjutan) 16. OTHER FINANCIAL ASSETS (continued)
b. PT Marga Mandala Sakti (MMS) (lanjutan) b. PT Marga Mandala Sakti (MMS) (continued)
Nilai wajar investasi saham di MMS ditentukan The fair value of share investments in MMS is
dengan menggunakan metode diskonto determined using the method of discounting
arus kas dan perbandingan nilai pasar. Per cash flow and comparing market values. As of
31 Desember 2025 dan 2024, nilai wajar investasi December 31, 2025 and 2024, the fair value of
saham didasarkan pada penilaian yang dilakukan stock investment is based on the assessment
oleh KJPP Budi, Edy, Saptono dan Rekan, penilai made by KJPP Budi, Edy, Saptono and Rekan,
independen yang terdaftar pada OJK, dalam independent appraisers registered with the
laporannya tanggal 23 Februari 2026 dan OJK, in its reports dated February 23, 2026 and
19 Februari 2025. February 19, 2025.
c. PT Citra Margatama Surabaya (CMS) c. PT Citra Margatama Surabaya (CMS)
CMS didirikan berdasarkan Akta Notaris No. 99 CMS was established based on the Notarial
tanggal 26 Desember 1996 dari Notaris Siti Deed No. 99 dated December 26, 1996 of
Pertiwi Henny Singgih, S.H., Penyertaan pada Notary Siti Pertiwi Henny Singgih, S.H., The
CMS dilakukan sehubungan dengan investment in CMS was made in relation to the
penyelenggaraan proyek Jalan Tol Waru- constructions and operations of the Waru -
Juanda. Perusahaan memiliki 8.550.000 lembar Juanda toll road project. The Company owns
saham dengan nilai nominal Rp1.000 (Rupiah 8,550,000 shares at par value of Rp1,000 (full
penuh) per lembar saham atau sebesar Rp8.550 Rupiah) per share or equivalent to Rp8,550
yang merupakan 15,00% dari total kepemilikan. which represent 15.00% of total ownership.
Berdasarkan Akta Pernyataan Keputusan di Based on the Deed of Decision Statement
Luar Rapat PT Citra Margatama Surabaya Outside the Meeting of PT Citra Margatama
No. 25 tanggal 25 Januari 2018, para Surabaya No. 25 dated January 25, 2018, the
pemegang saham antara lain menyetujui shareholders agreed, among other things, to
peningkatan modal ditempatkan dan disetor increase the issued and fully paid up capital to
penuh menjadi 630.000.000 lembar saham, 630,000,000 shares, but the Company did not
namun Perusahaan tidak mengambil bagian take part of the portion of shares offered for
porsi saham yang ditawarkan atas peningkatan capital increase, therefore the Company's share
modal tersebut sehingga kepemilikan saham ownership in CMS decreased to become 3.17%
Perusahaan di CMS mengalami penurunan of total ownership.
menjadi sebesar 3,17% dari total kepemilikan.
Nilai wajar investasi saham di CMS ditentukan The fair value of share investments in CMS is
dengan menggunakan metode diskonto arus determined using the method of discounting
kas dan perbandingan nilai pasar. cash flow and comparing market values. As of
Per 31 Desember 2025 dan 2024, nilai wajar December 31, 2025 and 2024, the fair value of
investasi saham didasarkan pada penilaian stock investment is based on the assessment
yang dilakukan oleh KJPP Budi, Edy, Saptono made by KJPP Budi, Edy, Saptono and Rekan,
dan Rekan, penilai independen yang terdaftar independent appraisers registered with the
pada OJK, dalam laporannya tanggal OJK, in its reports dated February 23, 2026
23 Februari 2026 dan 19 Februari 2025. and February 19, 2025.
d. PT Sinergi Colomadu d. PT Sinergi Colomadu
PT Sinergi Colomadu didirikan berdasarkan PT Sinergi Colomadu was established based on
Akta Notaris No. 8 tanggal 8 April 2017 dari Notarial Deed No. 8 dated April 8, 2017 from
Ilmiawan Dekrit S, S.H., M.H., di Jakarta. Akta Ilmiawan Dekrit S, S.H., M.H., in Jakarta. The deed of
pendirian disahkan oleh Menteri Hukum dan establishment was approved by the Minister of Law
Hak Asasi Manusia Republik Indonesia dalam and Human Rights of the Republic of Indonesia in
Surat Keputusan No. AHU 0020383.AH.01.01 Decree No. AHU 0020383.AH.01.01 Year 2017 on
Tahun 2017 tanggal 3 Mei 2017. May 3, 2017.
JMRB memiliki 68.800.000 lembar saham JMRB has 68,800,000 shares with a nominal value
dengan nominal Rp100 per lembar saham atau of Rp100 per share or equivalent to Rp6,880 with a
setara dengan Rp6.880 dengan total total stock of Rp86,000 or equivalent to 8.00% of
keseluruhan saham sebesar Rp86.000 atau share ownership.
setara dengan 8,00% kepemilikan saham.
89
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
16. ASET KEUANGAN LAINNYA (lanjutan) 16. OTHER FINANCIAL ASSETS (continued)
d. PT Sinergi Colomadu (lanjutan) d. PT Sinergi Colomadu (continued)
Berdasarkan Akta Notaris No. 22 tanggal Based on Notarial Deed No. 22 dated
27 Desember 2023 dari Eret Hartanto, S.H., Desember 27, 2023 of Eret Hartanto, S.H., the
kepemilikan Perusahaan terdilusi dari sebesar Company's ownership was diluted from 8.00%
8,00% menjadi sebesar 0,63%. to become 0.63%.
Nilai wajar investasi saham di PT Sinergi The fair value of the equity investment in PT
Colomadu ditentukan dengan menggunakan Sinergi Colomadu is determined using the
metode diskonto arus kas. Per 31 Desember discounted cash flow method. As of December
2025 dan 2024, nilai wajar investasi saham 31, 2025 and 2024, the fair value of the equity
didasarkan pada penilaian yang dilakukan oleh investment is based on an appraisal conducted
KJPP Suwendho Rinaldy dan Rekan, penilai by KJPP Suwendho Rinaldy and Partners, an
independen yang terdaftar pada OJK, dalam independent appraiser registered with the OJK,
laporannya tanggal 9 Februari 2026 dan in their reports dated February 9, 2026 and
14 Februari 2025. February 14, 2025.
e. PT Kresna Kusuma Dyandra Marga (KKDM) e. PT Kresna Kusuma Dyandra Marga (KKDM)
KKDM didirikan berdasarkan Akta Notaris No. 94 KKDM was established based on the Notarial
tanggal 20 Desember 1996 dari Mudofir Hadi, Deed No. 94 dated December 20, 1996 of
S.H., Penyertaan pada KKDM dilakukan Mudofir Hadi, S.H., The investment in KKDM
sehubungan dengan penyelenggaraan proyek relates to the operation of the Bekasi Timur -
jalan tol Bekasi Timur - Cawang - Kampung Cawang - Kampung Melayu toll road project,
Melayu yang meliputi pembangunan, which comprise construction, operation and
pengoperasian dan pemeliharaan jalan tol. maintenance of the toll road. The Company
Perusahaan memiliki 7.650.000 lembar saham owns 7,650,000 shares with a par value of
dengan nilai nominal Rp1.000 (Rupiah penuh) Rp1,000 (full Rupiah) per share or equivalent to
per lembar saham atau setara dengan Rp7.650 Rp7,650 which represent 10.00% ownership of
yang merupakan 10,00% kepemilikan di KKDM. KKDM.
Berdasarkan Akta Notaris No. 14 tanggal Based on Notarial Deed No. 14 dated
14 November 2024 dari Nanette Cahyanie November 14, 2024 of Nanette Cahyanie
Handari Adi Warsito, S.H., kepemilikan Handari Adi Warsito, S.H., the Company's
Perusahaan terdilusi dari sebesar 0,30% ownership was diluted from 0.30% to become
menjadi sebesar 0,14%. 0.14%.
Nilai wajar investasi saham di KKDM ditentukan The fair value of share investments in KKDM is
dengan menggunakan metode diskonto arus determined using the method of discounting
kas dan perbandingan nilai pasar. cash flow and comparing market values. As of
Per 31 Desember 2025 dan 2024, nilai wajar December 31, 2025 and 2024, the fair value of
investasi saham didasarkan pada penilaian stock investment is based on the assessment
yang dilakukan oleh KJPP Budi, Edy, Saptono made by KJPP Budi, Edy, Saptono and Rekan,
dan Rekan, penilai independen yang terdaftar independent appraisers registered with the
pada OJK, dalam laporannya tanggal OJK, in its reports dated February 23, 2026
23 Februari 2026 dan 19 Februari 2025. and February 19, 2025.
f. PT Makassar Metro Network (MMN) f. PT Makassar Metro Network (MMN)
MMN didirikan berdasarkan Akta Notaris No. 20 MMN was established based on the Notarial
tanggal 12 April 1993 dari Mestariany Habie, Deed No. 20 dated April 12, 1993 of Mestariany
S.H. Penyertaan pada MMN dilakukan Habie, S.H. The investment in MMN was made
sehubungan dengan penyelenggaraan proyek in relation to the construction and operation of
jalan tol Ujung Pandang, yaitu Jalan Satando - the Ujung Pandang toll roads that is Jalan
Simpang Urip Sumoharjo/Petta Rani (tahap l) - Satando - Urip Sumoharjo/Petta Rani
Jalan Sultan Alauddin (tahap ll). Berdasarkan Interchange (phase l) - Jalan Sultan Alauddin
Akta No. 25 tanggal 5 September 1998, (phase ll). Based on the Deed No. 25 dated
Perusahaan memiliki 3.332 lembar saham September 5, 1998, the Company owned 3,332
dengan nilai nominal Rp1.000.000 (Rupiah shares at par value of Rp1,000,000 (full Rupiah)
penuh) per lembar saham atau setara dengan per share or equivalent to Rp3,332 which
Rp3.332 yang merupakan 10,00% dari total represent 10.00% of total ownership.
kepemilikan.
90
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
16. ASET KEUANGAN LAINNYA (lanjutan) 16. OTHER FINANCIAL ASSETS (continued)
f. PT Makassar Metro Network (MMN) f. PT Makassar Metro Network (MMN)
(lanjutan) (continued)
Keputusan Menteri Pekerjaan Umum The Decree of the Minister of Public Work
No. 276/KPTS/1994 tanggal 26 Agustus 1994 No. 276/KPTS/1994 dated August 26, 1994 and
dan Akta Notaris No. 322 tanggal the Notarial Deed No. 322 dated
29 Agustus 1994, Mestariany Habie, S.H., August 29, 1994, Mestariany Habie, S.H., stated
menyatakan bahwa MMN mengoperasikan that MMN would operate phase I of the toll road
jalan tol selama 30 (tiga puluh) tahun untuk for 30 (thirty) years and phase II will be decided
tahap I dan tahap II akan ditentukan kemudian later but not for a period longer than 30 (thirty)
namun tidak lebih dari 30 (tiga puluh) tahun years for the operation of either part or all of the
sejak dioperasikannya jalan tol baik sebagian toll road. Phase I and Phase II of the Ujung
atau seluruhnya. Ruas jalan tol Ujung Pandang Pandang toll road have been operating since
tahap I dan II telah dioperasikan sejak 1998. 1998.
Anggaran Dasar MMN beberapa kali berubah MMN's Articles of Association have been
sampai dengan yang tercantum dalam Akta changed several times up to those stated in the
Notaris No. 13 tanggal 14 Juni 2022 yang dibuat Notary Deed No. 13 dated June 14, 2022 which
dihadapan Citra Buana Tungga, S.H., M.Kn., was made in front of Citra Buana Tungga, S.H.,
terdapat peningkatan modal dasar, M.Kn., there was an increase in the Company's
ditempatkan, dan disetor perusahaan. Akibat authorized, issued and paid-up capital. As a
perubahan tersebut, kepemilikan saham result of this change, the Company's share
Perusahaan terdilusi menjadi 0,38%. ownership was diluted to 0.38%.
Nilai wajar investasi saham di MMN ditentukan The fair value of share investments in MMN is
dengan menggunakan metode diskonto arus determined using the method of discounting
kas dan perbandingan nilai pasar. Per cash flow and comparing market values. As of
31 Desember 2025 dan 2024, nilai wajar December 31, 2025 and 2024, the fair value of
investasi saham didasarkan pada penilaian stock investment is based on the assessment
yang dilakukan oleh KJPP Budi, Edy, Saptono made by KJPP Budi, Edy, Saptono and Rekan,
dan Rekan, penilai independen yang terdaftar independent appraisers registered with the
pada OJK, dalam laporannya tanggal OJK, in its reports dated February 23, 2026 and
23 Februari 2026 dan 19 Februari 2025. February 19, 2025.
g. PT Jatim Prasarana Utama (JPU) g. PT Jatim Prasarana Utama (JPU)
JPU didirikan berdasarkan Akta Notaris No. 25 JPU was established based on the Notarial
tanggal 27 Desember 2002 dari Rosida, S.H., Deed No. 25 dated December 27, 2002 of
Perusahaan memiliki 12.858 lembar saham Rosida, S.H., the Company owns 12,858 shares
dengan nilai nominal Rp1.000.000 (Rupiah at a par value of Rp1,000,000 (full Rupiah) per
penuh) per lembar saham atau setara dengan share or equivalent to Rp12,858 which
Rp12.858 merupakan 30,00% kepemilikan. represent 30.00% ownership interest.
JPU merupakan perusahaan ventura bersama JPU is a joint venture between the company and
antara Perusahaan dan Pemerintah Daerah the East Java regional government. JPU was
Jawa Timur. JPU didirikan dengan maksud set up to continue the Surabaya - Mojokerto toll
untuk meneruskan kelanjutan proyek jalan tol road project that was put on hold after the
Surabaya - Mojokerto yang telah terhenti Minister of Settlement, Infrastructure, and
setelah Menteri Permukiman, Prasarana dan Underdeveloped Regions revoked the
Wilayah Tertinggal mencabut izin konsesi yang concession granted to PT Jasamarga Surabaya
diberikan kepada PT Jasamarga Surabaya Mojokerto (JSM) through letter
Mojokerto (JSM) melalui surat Menkimpraswil No. 418/KPTS/M/2001 dated July 18, 2001.
No. 418/KPTS/M/2001 tanggal 18 Juli 2001.
Setelah Mahkamah Agung menolak pengajuan After the Supreme Court refused the application
Peninjauan Kembali dari Menkimpraswil pada for Judicial Review of Minister of Settlement
tanggal 31 Desember 2005, maka hak and Regional Infrastructure, dated
penyelenggaraan jalan tol dikembalikan kepada December 31, 2005, the concession rights have
JSM. Sebagai akibatnya, JPU tidak lagi terlibat been returned to JSM. As a result, JPU is no
dalam proyek jalan tol tersebut. Pada tanggal longer involved in such toll road project.
8 Mei 2007, JPU ikut serta dalam penyertaan On May 8, 2007, JPU participated in investment
saham JGP untuk proyek jalan tol Gempol in shares of JGP to develop toll road project of
Pasuruan dengan kepemilikan setara dengan Gempol Pasuruan, with the equivalent of 1.40%
1,40% dari total kepemilikan. of total ownership.
91
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
16. ASET KEUANGAN LAINNYA (lanjutan) 16. OTHER FINANCIAL ASSETS (continued)
g. PT Jatim Prasarana Utama (JPU) (lanjutan) g. PT Jatim Prasarana Utama (JPU) (continued)
Berdasarkan Berita Acara RUPS JPU tanggal Based on the Minutes of JPU General Meeting
6 Mei 2013, pemegang saham JPU of Shareholders dated May 6, 2013, JPU’s
memutuskan penurunan modal dasar menjadi shareholders decreased its authorized capital
Rp150.000 sebelumnya Rp171.400 dan modal to Rp150,000 previously Rp171,400 and paid in
disetor menjadi Rp40.502 yang terdiri dari capital to Rp40,502 with ownership consisting
kepemilikan Pemerintah Provinsi Jawa Timur of East Java Provincial Government amounting
sebesar Rp37.502 atau setara dengan 92,59%, to Rp37,502 or equivalent to 92.59%
dan Perusahaan sebesar Rp3.000 atau setara ownership, and Company amounting Rp3,000
dengan 7,41% dari total kepemilikan. or equivalent to 7.41% of total ownership.
Penurunan tersebut akibat dari penghapusan The decrease was a result of the write off of the
piutang modal disetor ke Perusahaan sebesar paid in capital receivables from the Company
Rp9.858. Perusahaan mereklasifikasi nilai amounting to Rp9,858. The Company
saldo penyertaan sebesar Rp3.000 ke akun reclassified the balance of investment
Aset Keuangan Lainnya sejak bulan amounting to Rp3,000 to Other Financial
Agustus 2014. Assets account since August 2014.
Nilai wajar investasi saham di JPU ditentukan The fair value of share investments in JPU is
dengan menggunakan metode diskonto arus determined using the method of discounting
kas dan perbandingan nilai pasar. Per cash flow and comparing market values. As of
31 Desember 2025 dan 2024, nilai wajar December 31, 2025 and 2024, the fair value of
investasi saham didasarkan pada penilaian stock investment is based on the assessment
yang dilakukan oleh KJPP Budi, Edy, Saptono made by KJPP Budi, Edy, Saptono and Rekan,
dan Rekan, penilai independen yang terdaftar independent appraisers registered with the
pada OJK, dalam laporannya tanggal OJK, in its reports dated February 23, 2026 and
23 Februari 2026 dan 19 Februari 2025. February 19, 2025.
h. PT Pilar Sinergi BUMN Indonesia (PSBI) h. PT Pilar Sinergi BUMN Indonesia (PSBI)
PSBI didirikan berdasarkan Akta Notaris No. 21 PSBI was established based on Notarial Deed
tanggal 2 Oktober 2015 dari Mala Mukti, S.H., No. 21 dated October 2, 2015 of Mala Mukti,
LL.M., dalam rangka pengoperasian kereta S.H., LL.M., for Jakarta - Bandung high speed
cepat Jakarta - Bandung. Akta Pendirian train operation. The Deed of Establishment
disahkan oleh Menteri Hukum dan Hak Asasi were legalized by Minister of Law and Human
Manusia Republik Indonesia dalam Surat Rights of the Republic of Indonesia on its
Keputusan No. AHU-2460435.AH.01.01 Tahun Decision Letter No. AHU-2460435.AH.01.01
2015 tanggal 12 Oktober 2015. Year 2015 dated October 12, 2015.
Penyertaan Perusahaan di PSBI merupakan The Company's investment in PSBI is a form of
bentuk penugasan Pemerintah sebagaimana government assignment as stated in the
tertuang dalam Peraturan Presiden Republik Presidential Regulation of the Republic of
Indonesia No. 107 Tahun 2015 tentang Indonesia No. 107 of 2015 concerning the
Percepatan Penyelenggaraan Prasarana dan Acceleration of The Implementation of
Sarana Kereta Cepat Antara Jakarta dan Infrastructure and Facilities for High Speed Rail
Bandung. between Jakarta and Bandung.
Sesuai dengan Akta Notaris atas Pernyataan In accordance with the Notarial Deed on the
Keputusan Para Pemegang Saham No. 45 Statement of Shareholders No. 45 dated
tanggal 10 Desember 2024 yang dibuat oleh December 10, 2024 made by Mala Mukti,
Mala Mukti, S.H., LL.M., Notaris di Jakarta, S.H.,LL.M., Notary in Jakarta, regarding
mengenai peningkatan modal dasar dan increase the authorized capital and the
penerbitan saham baru, kepemilikan issuance of new shares, the Company's
Perusahaan terdilusi dari sebesar 8,30% ownership was diluted from 8.30% to become
menjadi sebesar 7,08%. 7.08%.
92
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
16. ASET KEUANGAN LAINNYA (lanjutan) 16. OTHER FINANCIAL ASSETS (continued)
h. PT Pilar Sinergi BUMN Indonesia (PSBI) h. PT Pilar Sinergi BUMN Indonesia (PSBI)
(lanjutan) (continued)
Nilai wajar investasi saham di PPSB ditentukan The fair value of stock investments in PPSB is
dengan menggunakan metode arus kas determined using the discounted cash flow
terdiskonto dan perbandingan nilai pasar. Nilai method and market value comparison. The fair
wajar investasi saham didasarkan pada value of stock investments is based on the
penilaian yang dilakukan oleh KJPP Tobing appraisal conducted by KJPP Tobing Panaturi
Panaturi dan Rekan, penilai independen yang and Partners, an independent appraiser
terdaftar pada OJK, dalam laporannya registered with the OJK, in their report dated
tertanggal 3 Desember 2025. December 3, 2025.
i. PT Marga Nurindo Bhakti (MNB) i. PT Marga Nurindo Bhakti (MNB)
MNB didirikan berdasarkan Akta Notaris No. 9 MNB was established based on The Notarial
tanggal 2 Desember 1991 dari B.R.A.Y. Deed No. 9 dated December 2, 1991 of
Mahyastoeti Notonogoro, S.H., juncto Akta B.R.A.Y. Mahyastoeti Notonogoro, S.H., in
Notaris No. 19 tanggal 4 Maret 1998 dari Agus conjunction with the Notarial Deed No. 19 dated
Madjid, S.H. Penyertaan pada MNB dilakukan March 4, 1998 of Agus Madjid, S.H. The
dengan penyelenggaraan proyek Jalan Tol investment in MNB relates to the construction
JORR Seksi S dan E1 (Pondok Pinang - and operation of the JORR toll road Section S
Jagorawi - Cikunir). Perusahaan memiliki 1.350 and E1 (Pondok Pinang - Jagorawi - Cikunir).
lembar saham dengan nilai nominal Rp10.000 The Company owned 1,350 shares at par value
(Rupiah penuh) per lembar saham atau setara of Rp10,000 (full Rupiah) per share or
dengan Rp13.500 yang merupakan 10,00% equivalent to Rp13,500 which represent
dari total kepemilikan. 10.00% of total ownership.
Anggaran Dasar MNB beberapa kali diubah, The Articles of Association of MNB have been
dengan perubahan terakhir berdasarkan Akta amended several times, with the most recent
Notaris No. 23 tanggal 25 Desember 2010 dari amendment based on Notarial Deed No. 23 dated
Ny. Etty Roeswitha Moelia, S.H. Akta December 25, 2010, by Mrs. Etty Roeswitha
Perubahan disahkan oleh Menteri Hukum dan Moelia, S.H. The amendment deed was approved
HAM Republik Indonesia dalam Surat by the Minister of Law and Human Rights of the
Keputusan No. AHU-AH.01.10-06698 Tahun Republic of Indonesia in Decree
2011 tanggal 3 Maret 2011. No. AHU-AH.01.10-06698 Year 2011 dated March
3, 2011.
Perusahaan memiliki 950 lembar saham The Company has 950 shares with par value
dengan nilai nominal Rp10.000 (Rupiah penuh) Rp10,000 (full Rupiah) per share or equivalent
per lembar saham atau setara dengan Rp9.500 to Rp9,500 which represent 4.75% ownership
yang merupakan 4,75% kepemilikan. interest.
Berdasarkan surat Perusahaan kepada MNB Based on the Company’s Letter
No. AA.HK.02.1143 tanggal 11 Agustus 2000, No. AA.HK.02.1143 dated August 11, 2000 to
Perusahaan mengambil alih proyek yang MNB, the Company took over the project being
dibangun oleh MNB. built by MNB.
Pengambilalihan proyek ini mengakibatkan As a consequence, the Company’s investment
penyertaan Perusahaan dinilai sudah tidak in MNB has no more economic value, therefore,
memiliki nilai ekonomis dan mengakui kerugian the Company recognized the loss on the
atas penurunan nilai penyertaan yang bersifat permanent impairment of its investment in year
permanen tahun 2000 sebesar Rp9.500. 2000 amounting to Rp9,500.
CMSP didirikan berdasarkan Akta Notaris CMSP was established based on the Notarial
No. 36 tanggal 12 April 1996 dari Siti Pertiwi Deed No. 36 dated April 12, 1996 from Siti
Henny Singgih, S.H. Penyertaan pada Pertiwi Henny Singgih, S.H. The investment in
CMSP dilakukan sehubungan dengan CMSP relates to operation of the JORR Section
penyelenggaraan proyek jalan tol JORR Seksi W2 (Kebon Jeruk - Pondok Pinang) toll road
W2 (Kebon Jeruk - Pondok Pinang). project.
93
Page 927
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
16. ASET KEUANGAN LAINNYA (lanjutan) 16. OTHER FINANCIAL ASSETS (continued)
j. PT Citra Mataram Satriamarga Persada j. PT Citra Mataram Satriamarga Persada
(CMSP) (CMSP)
Perusahaan memiliki 4.725.000 lembar saham The Company owns 4,725,000 shares at par
dengan nilai nominal Rp1.000 (Rupiah penuh) value of Rp1,000 (full Rupiah) per share or
per lembar saham atau setara dengan Rp4.725 equivalent to Rp4,725 which represent 15.00%
yang merupakan 15,00% dari total kepemilikan. of total ownership.
Berdasarkan surat Perusahaan kepada CMSP Based on the company's letter to CMSP
No. AA.HK.02.820 tanggal 21 Juni 2000, No. AA.HK.02.820 dated June 21, 2000,
mengenai pengambilalihan proyek dan regarding the takeover of the project and the
pengakhiran PKP, investasi Perusahaan pada termination of the PKP, the company's
CMSP dipandang sudah tidak memiliki nilai investment in CMSP is considered to no longer
ekonomis, sehingga Perusahaan mengakui have economic value, therefore the company
kerugian atas penurunan nilai penyertaan tahun recognized a loss on the impairment of the
2000 sebesar Rp4.725. investment in 2000 amounting to Rp4,725.
k. PT Margaraya Jawa Tol (MJT) k. PT Margaraya Jawa Tol (MJT)
MJT didirikan berdasarkan Akta Notaris MJT was established based on the Notarial
No. 18 tanggal 6 Juni 1997 dari Enimarya Agoes Deed No. 18 dated June 6, 1997 dari Enimarya
Suwarako, S.H. Penyertaan pada MJT dilakukan Agoes Suwarako, S.H. The investment in MJT
sehubungan dengan penyelenggaraan proyek relates to the construction and operation of the
Jalan Tol Waru (Aloha) - Tanjung Perak. Waru (Aloha) - Tanjung Perak toll road project.
Perusahaan memiliki 4.143.438 lembar saham The Company originally owned 4,143,438
dengan nilai nominal Rp1.000 (Rupiah penuh) shares at par value of Rp1,000 (full Rupiah),
per lembar saham atau setara dengan Rp4.143 amounting to Rp4,143 which represent 5.00% of
yang merupakan 5,00% dari total kepemilikan. total ownership.
Berdasarkan Rapat Umum Pemegang Saham Based on the Extraordinary General Meeting of
Luar Biasa mengenai restrukturisasi MJT yang Shareholders, regarding MJT restructuring, as
tercantum dalam Akta Notaris Adrian Djuaini, included in the Notarial Deed No. 17 dated
S.H., No. 17 tanggal 20 Oktober 2004, October 20, 2004, Adrian Djuaini, S.H., the
Perusahaan memperoleh 1.250.000 lembar Company acquired 1,250,000 shares from
saham dari hasil kapitalisasi atau konversi capitalization or conversion of convertible bond
20.000.000 saham baru sehingga kepemilikan to 20,000,000 new shares, hence, the
saham Perusahaan menjadi 5.393.438 lembar Company’s shares became 5,393,438 shares or
saham atau setara dengan Rp5.393. Selain itu, equivalent to Rp5,393. In addition, MJT issued
MJT juga mengeluarkan saham baru dari new shares from its portfolio of 110,458,000
saham portepel sebanyak 110.458.000 lembar shares.
saham.
Perusahaan tidak menambah modal disetor The Company did not increase its investment
tersebut sehingga kepemilikan Perusahaan and as a result, the Company’s ownership
mengalami dilusi menjadi sebesar 2,47%. diluted to 2.47%. The Government and MJT
Pemerintah dan MJT telah menandatangani have entered into Concession Rights
PPJT pada tanggal 19 Juli 2007 dengan masa Agreement on July 19, 2007 with concession
konsesi hingga tahun 2047. period until year 2047.
Perusahaan menganggap penyertaan pada The Company has identified the invesment in
MJT sudah tidak memiliki nilai ekonomis MJT does not have any expected future
disebabkan tidak adanya kepastian economic benefit and, therefore, the Company
pengembalian investasi atas penyertaannya recognized the loss on impairment its invesment
dan mengakui kerugian atas penurunan nilai amounting to Rp4,143 as an expense in 2019.
penyertaan sebesar Rp4.143 sebagai beban
tahun 2019.
94
Page 928
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
16. ASET KEUANGAN LAINNYA (lanjutan) 16. OTHER FINANCIAL ASSETS (continued)
l. PT Marga Mawatindo Esprit (MME) l. PT Marga Mawatindo Esprit (MME)
MME didirikan berdasarkan Akta Notaris No. 96 MME was established based on the Notarial
tanggal 30 Mei 1997 Siti Pertiwi Henny Singgih, Deed No. 96 dated May 30, 1997 Siti Pertiwi
S.H. Penyertaan pada MME dilakukan Henny Singgih, S.H. The investment in MME
sehubungan dengan penyelenggaraan proyek relates to the construction and operation of the
jalan tol Semarang - Demak. Perusahaan Semarang - Demak toll road. The Company
memiliki 1.154.364 lembar saham dengan nilai owns 1,154,364 shares at par value of Rp2,409
nominal Rp2.409 (Rupiah penuh) per lembar (full Rupiah) per share or equivalent to
saham atau setara dengan Rp2.780 yang Rp2,780, which represent 8.33% ownership.
merupakan 8,33% kepemilikan.
Berdasarkan Surat No. 001/SPK-DIR/2003 Based on Letter No. 001/SPK-DIR/2003 dated
tanggal 6 Januari 2003, Perusahaan dan MME January 6, 2003, the Company and MME
sepakat untuk mengakhiri Perjanjian Kuasa agreed to terminate the Power of Attorney
Penyelenggaraan No. 58 tanggal Agreement No. 58 dated February 25, 1998.
25 Februari 1998. Pengakhiran PKP ini The termination of this PoA resulted in the
mengakibatkan penyertaan pada perusahaan investment in this company having no
ini tidak memiliki nilai ekonomis, sehingga economic value, therefore the Company
Perusahaan mengakui adanya kerugian atas recognized a loss from the impairment of the
penurunan nilai penyertaan tahun 2002 investment in 2002 amounting to Rp2,781.
sebesar Rp2.781.
m. Marga Net One Limited (MNOL) m. Marga Net One Limited (MNOL)
MNOL didirikan berdasarkan hukum Negara MNOL was established based on the Law of
Bangladesh sebagaimana termuat dalam Bangladesh as stated in The Company Act
Incorporated Under The Company Act 1994 1994 (ACT-XVIII of 1994) (Private Company
(ACT-XVIII of 1994) (Private Company Limited Limited by Shares) and Memorandum of
By Shares) dan Memorandum of Association of Association of Marga Net One Limited dated
Marga Net One Limited tanggal February 29, 2003, in conjunction
29 Februari 2003 dalam Certificate of with Certificate of Incorporation
Incorporation No. C-50732(1027)/2003 tanggal No. C-50732(1027)/2003 dated October 11,
11 Oktober 2003 yang dikeluarkan Registrar of 2003, issued by the Bangladesh’s Registrar of
Joint Stock Companies And Firms dari Joint Stock Companies And Firms.
Bangladesh.
Berdasarkan Memorandum of Association of Based on the Memorandum of Association of
MNOL tanggal 29 Februari 2003, Perusahaan MNOL dated February 29, 2003, the Company
memiliki 200 lembar saham dengan nominal owns 200 shares at par value of TK 100 (full
TK 100 (mata uang Taka penuh) per lembar Taka amount) per share or 10.00% ownership
saham atau 10,00% kepemilikan dan setoran and subscribed to paid in capital amounting to
modal sejumlah US$1,800 atau setara dengan US$1,800 or equivalent to Rp15 on
Rp15 yang dilakukan pada 2 September 2003. September 2, 2003.
Perusahaan menganggap penyertaan pada The Company has identified that the investment
MNOL sudah tidak memiliki nilai ekonomis in MNOL does not have any expected future
disebabkan tidak ada kepastian pengembalian economic benefit and, therefore, the Company
investasi atas penyertaannya dan mengakui recognized the loss on impairment its
kerugian atas penurunan nilai penyertaan investment amounting to Rp15 as an expense
sebesar Rp15 sebagai beban tahun 2006. in 2006.
n. PT Hutama Marga Waskita (HAMAWAS) n. PT Hutama Marga Waskita (HAMAWAS)
HAMAWAS didirikan berdasarkan Akta Notaris HAMAWAS was established based on Notarial
No. 24 tanggal 20 Februari 2017 dari Deed No. 24 dated February 20, 2017, from
Ni Nyoman Rai Sumawati, S.H., M.Kn., dalam Ni Nyoman Rai Sumawati, S.H., M.Kn., in
rangka pengusahaan ruas tol Kuala Tanjung - relation to the business operation of the Kuala
Tebing Tinggi - Parapat. Akta Pendirian Tanjung - Tebing Tinggi - Parapat toll road
disahkan oleh Menteri Hukum dan Hak Asasi section. The Deed of Establishment was
Manusia Republik Indonesia dalam Surat approved by the Minister of Law and Human
Keputusan No. AHU-0008223.AH.01.01. Rights of the Republic of Indonesia in Decree
Tahun 2017 tanggal 21 Februari 2017. No. AHU 0008223.AH.01.01. Year 2017 dated
February 21, 2017.
95
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
16. ASET KEUANGAN LAINNYA (lanjutan) 16. OTHER FINANCIAL ASSETS (continued)
n. PT Hutama Marga Waskita (HAMAWAS) n. PT Hutama Marga Waskita (HAMAWAS)
(lanjutan) (continued)
Berdasarkan Akta Pernyataan Keputusan Para Based on the Deed of Shareholders resolution
Pemegang Saham di Luar Rapat Umum in lieu of General Meeting of HAMAWAS’s
Pemegang Saham HAMAWAS No. 3 tanggal Shareholder No. 3 dated September 10, 2024,
10 September 2024, oleh notaris Ni Nyoman by notary Ni Nyoman Rai Sumawati, S.H.,
Rai Sumawati, S.H., M.Kn, para pemegang M.Kn., the shareholders agreed to increase the
saham menyetujui peningkatan modal dasar authorized capital of HAMAWAS. The Company
HAMAWAS. Perusahaan tidak melakukan did not make any payment, so the company’s
pembayaran sehingga persentase kepemilikan percentage of ownership on HAMAWAS
Perusahaan terhadap HAMAWAS turun dari decreased from 0,50% to 0.41%. The Company
0,50% menjadi 0,41%. Perusahaan memiliki owned 53,560 shares at par value of
53.560 lembar saham dengan nilai nominal Rp1,000,000 (full Rupiah) per share or
Rp1.000.000 (Rupiah penuh) per lembar saham equivalent to Rp53,560.
atau setara dengan Rp53.560.
Nilai wajar investasi saham di HAMAWAS The fair value of share investments in
ditentukan dengan menggunakan metode HAMAWAS is determined using the method of
diskonto arus kas dan perbandingan nilai pasar. discounting cash flow and comparing market
Per 31 Desember 2025 dan 2024, nilai wajar values. As of December 31, 2025 and 2024, the
investasi saham didasarkan pada penilaian fair value of stock investment is based on the
yang dilakukan oleh KJPP Budi, Edy, Saptono assessment made by KJPP Budi, Edy, Saptono
dan Rekan, penilai independen yang terdaftar and Rekan, independent appraisers registered
pada OJK, dalam laporannya tanggal with the OJK, in its reports dated
23 Februari 2026 dan 19 Februari 2025. February 23, 2026 and February 19, 2025.
o. PT PP Sinergi Banjaratma (PPSB) o. PT PP Sinergi Banjaratma (PPSB)
PPSB didirikan berdasarkan Akta Notaris No. 2 PPSB was established based on Notarial Deed
tanggal 7 Februari 2019, Ni Nyoman No. 2 dated February 7, 2019, Ni Nyoman
Raisumawati, S.H., M.Kn., di Jakarta dalam Raisumawati, S.H., M.Kn., in Jakarta of
rangka pengelolaan Rest Area KM 260 Brebes. managing the KM 260 Brebes Rest Area. The
Akta Pendirian disahkan oleh Menteri Deed of Establishment was approved
Hukum dan Hak Asasi Manusia Republik by the Minister of Law and Human
Indonesia dalam Surat Keputusan Rights of the Republic of Indonesia
No. AHU 2460435.AH. 01.01 Tahun 2019 No. AHU 2460435.AH. 01.01 Year 2019 dated
tanggal 12 Oktober 2019. October 12, 2019.
Berdasarkan Berita Acara Rapat Umum Based on the Minutes of the Extraordinary
Pemegang Saham Luar Biasa No. 5 tanggal General Meeting of Shareholders No. 5 dated
29 Agustus 2023, oleh Notaris Ni Nyoman Rai August 29, 2023, by Notary Ni Nyoman Rai
Sumawati, S.H.,M.Kn, para pemegang saham Sumawati, S.H., M.Kn, the shareholders
menyetujui peningkatan modal ditempatkan dan approved an increase in the issued and paid-up
disetor PPSB. Perusahaan tidak menambah capital of PPSB. The Company did not increase
modal sehingga persentase kepemilikan capital so that the Company's ownership
Perusahaan terhadap PPSB terdilusi dari percentage of PPSB was diluted from 20.00%
20,00% menjadi 6,21%. Akibat dari penurunan to 6.21%. As a result of the decrease in
kepemilikan, Perusahaan mereklasifikasikan ownership, the Company reclassified its
investasi pada PPSB sebagai aset keuangan. investment in PPSB as a financial asset.
Nilai wajar investasi saham di PPSB ditentukan The fair value of share investments in PPSB is
dengan menggunakan metode diskonto arus determined using the method of discounting
kas dan perbandingan nilai pasar. Per cash flow and comparing market values. As of
31 Desember 2025 dan 2024, nilai wajar December 31, 2025 and 2024, the fair value of
investasi saham didasarkan pada penilaian stock investment is based on the assessment
yang dilakukan oleh KJPP Budi, Edy, Saptono made by KJPP Budi, Edy, Saptono and Rekan,
dan Rekan, penilai independen yang terdaftar independent appraisers registered with the
pada OJK, dalam laporannya tanggal OJK, in its reports dated February 23, 2026 and
23 Februari 2026 dan 19 Februari 2025. February 19, 2025.
96
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
16. ASET KEUANGAN LAINNYA (lanjutan) 16. OTHER FINANCIAL ASSETS (continued)
p. PT Waskita Beton Precast Tbk (WSBP) p. PT Waskita Beton Precast Tbk (WSBP)
Berdasarkan Perjanjian Perdamaian oleh Based on the Settlement Agreement by the
Pengadilan disahkan berdasarkan Putusan Court ratified under the PKPU Decision
PKPU No. 497/Pdt.Sus-PKPU/2021/PN.NIAGA No. 497/Pdt.Sus-PKPU/2021/PN.NIAGA, which
yang diperkuat melalui Putusan Mahkamah was further reinforced by the Supreme Court
Agung No. 1455 K/Pdt.Sus-Pailit/2022, atas Decision No. 1455 K/Pdt.Sus-Pailit/2022,
PKPU terhadap PT Waskita Beton Precast Tbk regarding the PKPU against PT Waskita Beton
(WSBP), dimana JMTM tidak ikut serta dalam Precast Tbk (WSBP), where JMTM did not
proses PKPU tersebut, namun berimplikasi participate in the PKPU process but it affected
terhadap seluruh kreditur WSBP. all WSBP creditors.
Atas putusan tersebut, JMTM mendapatkan Based on the decision, JMTM has received a
skema penyelesaian pembayaran utang debt settlement scheme from PT Waskita Beton
PT Waskita Beton Precast Tbk melalui 2 (dua) Precast Tbk through 2 (two) schemes following
skema mengikuti Tranche B dan D, yaitu Tranches B and D, as follows:
sebagai berikut:
a. Tranche B, 5% dari total porsi utang a. Tranche B, 5% of the total debt portion
dengan skema penyelesaian utang under a debt settlement scheme amounting
sebesar Rp126 akan dibayarkan dan to Rp126 will be paid and settled by WSBP
diselesaikan oleh WSBP dalam waktu within 5 (five) years from the effective date,
5 (lima) tahun sejak tanggal yang berlaku sourced from the Cash Flow Available for
yang akan bersumber dari Cash Flow Debt Service (CFADS). As of the date of the
Available for Debt Service (CFADS). financial report, WSBP has completed the
Sampai dengan tanggal laporan payment of 5% of the total debt portion to
keuangan, WSBP telah menyelesaikan JMTM.
pembayaran 5% dari total porsi utang
tersebut kepada JMTM;
b. Tranche D, 95% dari total porsi utang b. Tranche D, representing 95% of the total
dengan skema penyelesaian utang debt portion under the debt settlement
dengan nilai sebesar Rp2.385 dikonversi scheme with a value of Rp2,385 was
menjadi saham biasa yang dihitung converted into ordinary shares calculated
berdasarkan Volume-Weight Average based on the Volume-Weighted Average
Price (VWAP) selama 45 (empat puluh Price (VWAP) over the 45 (forty-five) days
lima) hari sebelum tanggal konversi prior to the effective date of the equity
ekuitas berlaku efektif dengan jumlah conversion, resulting in 46,942,756 Series C
46.942.756 lembar saham Seri C atau shares, equivalent to 0.086%.
setara 0,086%.
Konversi tersebut dilakukan dengan The conversion was carried out at a price of
harga Rp50 (dalam Rupiah Penuh) per IDR 50 (in full Rupiah) per share. Ownership
lembar. Kepemilikan Saham tersebut, of these shares has been registered based
telah terdaftar berdasarkan Surat on the Share Ownership Certificate of
Keterangan Kepemilikan Saham WSBP WSBP No. DE/VIII/2023-5177 dated
No. DE/VIII/2023-5177 tanggal August 4, 2023, issued by
4 Agustus 2023 yang diterbitkan PT Datindo Entrycom as the Securities
PT Datindo Entrycom selaku Biro Administration Bureau managing WSBP's
Administrasi Efek pengelola daftar shareholder register. JMTM has obtained
pemegang saham WSBP. JMTM telah approval from the Shareholders as
mendapatkan persetujuan dari Pemegang stipulated in the Resolution of Shareholders
Saham sebagaimana tertuang dalam Outside the General Meeting of
Keputusan Para Pemegang Saham Di Shareholders of JMTM dated
Luar Rapat Umum Pemegang Saham October 23, 2024.
JMTM tanggal 23 Oktober 2024.
JMTM berencana menjual seluruh kepemilikan JMTM plans to sell all of the Series C shares to
saham Seri C tersebut untuk mencegah prevent much greater losses, considering the
kerugian yang jauh lebih besar mengingat current condition of WSBP
kondisi WSBP saat ini.
97
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
16. ASET KEUANGAN LAINNYA (lanjutan) 16. OTHER FINANCIAL ASSETS (continued)
p. PT Waskita Beton Precast Tbk (WSBP) p. PT Waskita Beton Precast Tbk (WSBP)
(Lanjutan) (Continued)
Pada tahun 2025, investasi atas saham WSBP In 2025, the investment in WSBP shares was
direklasifikasi dari aset tidak lancar lainnya reclassified from other non-current assets
(Catatan 17). (Note 17).
17. ASET TIDAK LANCAR LAINNYA 17. OTHER NON-CURRENT ASSETS
2025 2024
Tanah dalam Pengembangan 666.997 668.700 Land under Development
Biaya Prakarsa 83.519 127.237 Initiative Cost
Taksiran Tagihan Pajak Estimated Claim for Tax Refund
Entitas Anak 57.006 67.528 Subsidiary
Uang Muka Pembelian Tanah 47.620 47.620 Advances for Purchase of Land
Aset Diambil Alih 26.102 26.102 Foreclosed Assets
Uang Muka Setoran Modal 20.690 55.816 Advances for Capital Investment
Bangunan Tanah Pengganti 18.416 - Replacement Land Building
Uang Muka Kontraktor dan Konsultan 115.020 505.904 Advances for Contractors and Consultants
Uang Muka Biaya Fasilitas Pinjaman - 141 Advances for Loans Facility Fee
Lainnya (Catatan 16) 16.202 23.945 Others (Note 16)
Total Aset Lain-lain 1.051.572 1.522.993 Total Other Assets
Cadangan Kerugian Penurunan Nilai Allowance for Impairment Losses
Biaya Prakarsa (25.725) (25.725) Initiative Cost
Aset Diambil Alih (26.102) (26.102) Foreclosed Assets
Uang Muka Setoran Modal (20.690) (55.816) Advances for Capital Investment
Total Penurunan nilai (72.517) (107.643) Total Impairment Losses
Total - Bersih 979.055 1.415.350 Total - Net
Mutasi penyisihan kerugian penurunan nilai adalah The movement of the allowance for impairment
sebagai berikut: losses account are as follows:
2025 2024
Saldo awal tahun 107.643 107.643 Beginning balance year
Pemulihan (Catatan 39) (35.126) - Recovery (Note 39)
Saldo akhir tahun 72.517 107.643 Ending balance year
Berdasarkan hasil penelaahan terhadap keadaan Based on a review of the condition of other non-
akun aset tidak lancar lainnya pada akhir tahun, current assets at the end of year, management
manajemen berkeyakinan bahwa penyisihan believes that the allowance for impairment losses
tersebut cukup untuk menutup kerugian yang on other receivables is sufficient to cover possible
mungkin terjadi atas ketidaktertagihan piutang lain- losses that may arise from uncollected other
lain pada tanggal 31 Desember 2025 dan 2024. receivables as of December 31, 2025 and 2024.
a. Tanah dalam Pengembangan a. Land under Development
Akun ini merupakan nilai tercatat tanah dalam This account is the recorded value of land under
pengembangan milik JMRB yang berada di TB JMRB's development located in TB Simatupang -
Simatupang - Jakarta, Pesanggrahan - Jakarta, Jakarta, Pesanggrahan - Jakarta, Kaum Sari -
Kaum Sari - Bogor, Ambawani - Cibinong. Bogor, Ambawani - Cibinong. For the locations of
Untuk lokasi Ambawani, Bekasi Timur dan Ambawani, East Bekasi and Angraini, Cibinong
Angraini, Cibinong telah di reklasifikasi sebagai has been reclassified as a land ready-to-use.
persediaan Tanah Siap Guna.
Luas / Area
Lokasi / Location
(m2) 2025 (m2) 2024
TB Simatupang, Jakarta Selatan 19.526 613.508 19.526 615.211
Pesanggrahan, Jakarta Selatan 3.115 27.086 3.115 27.086
Kaumsari, Bogor 7.254 26.403 7.254 26.403
Total 666.997 668.700
98
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
17. ASET TIDAK LANCAR LAINNYA (lanjutan) 17. OTHER NON-CURRENT ASSETS (continued)
b. Uang Muka Kontraktor dan Konsultan b. Advances for Contractors and Consultants
2025 2024
KSO WIKA-PP-KMK-HKI 73.950 286.562 KSO WIKA-PP-KMK-HKI
KSO NKE-CCECC 33.466 70.574 KSO NKE-CCECC
KSO ADHI-ACSET 7.604 148.768 KSO ADHI-ACSET
Total 115.020 505.904 Total
c. Uang Muka Setoran Modal c. Advances for Capital Investment
2025 2024
PT Jasamarga Gedebage Cilacap 15.868 50.994 PT Jasamarga Gedebage Cilacap
PT Pilar Sinergi BUMN Indonesia (PSBI) 4.822 4.822 PT Pilar Sinergi BUMN Indonesia (PSBI)
Subtotal 20.690 55.816 Subtotal
Cadangan Kerugian Penurunan Nilai: Allowance for Impairment Losses:
PT Jasamarga Gedebage Cilacap (15.868) (50.994) PT Jasamarga Gedebage Cilacap
PT Pilar Sinergi BUMN Indonesia (PSBI) (4.822) (4.822) PT Pilar Sinergi BUMN Indonesia (PSBI)
Subtotal (20.690) (55.816) Subtotal
Total - - Total
Pemulihan CKPN merupakan pembagian sisa Recovery of ECL represents the allocation of
uang muka setoran modal sebesar Rp35.126 the remaining capital deposit advance
(Catatan 10). amounting to Rp35,126 (Note 10).
d. Biaya Prakarsa d. Initiative Cost
Biaya Prakarsa adalah biaya prakarsa jalan tol Initiative costs are the toll road initiative
dalam rangka memprakarsai proyek ruas jalan expenses in order to initiate new toll road
tol baru. Pada tahun berjalan, biaya kepada projects. In the current year, the costs to BSIS
BSIS telah direalisasikan menjadi penambahan have been realized as an increase in
investasi pada BSIS sebesar Rp41.597 investment in BSIS amounting to Rp41,597
(Catatan 10). (Note 10).
Manajemen melakukan penurunan nilai Management has recognized an impairment of
terhadap biaya prakarsa ruas Ciranjang – the project costs for the Ciranjang – Padalarang
Padalarang dan Salabenda – Caringin. and Salabenda – Caringin sections. The
Akumulasi penurunan nilai biaya prakarsa accumulated impairment of project costs as of
31 Desember 2025 dan 2024 sebesar December 31, 2025 and 2024 amounted to
Rp25.725. Rp25,725.
e. Aset Diambil Alih e. Foreclosed assets
2025 2024
Ruas Tol Porong - Gempol 12.028 12.028 Porong - Gempol Toll Road
Ruas Tol Cileunyi - Nagrek (PT Wijaya Cileunyi - Nagrek Toll Road (PT Wijaya
Karya (Persero) Tbk 12.000 12.000 Karya (Persero) Tbk
Ruas Tol Pandaan - Pasuruan (PT Giri Pandaan - Pasuruan Toll Road (PT Giri
Adya Sejati) 2.074 2.074 Adya Sejati)
Subtotal 26.102 26.102 Subtotal
Cadangan Kerugian Penurunan Nilai: Allowance for Impairment Losses:
Ruas Tol Porong - Gempol (12.028) (12.028) Porong - Gempol Toll Road
Ruas Tol Cileunyi - Nagrek (PT Wijaya Cileunyi - Nagrek Toll Road
Karya (Persero) Tbk) (12.000) (12.000) Karya (Persero) Tbk)
Ruas Tol Pandaan - Pasuruan (PT Giri Pandaan - Pasuruan Toll Road (PT Giri
Adya Sejati) (2.074) (2.074) Adya Sejati)
Subtotal (26.102) (26.102) Subtotal
Total - - Total
Ruas Tol Porong - Gempol Porong - Gempol Toll Road
Jalan tol Seksi Porong - Gempol merupakan Section Porong - Gempol toll road is part of
bagian dari jalan tol Surabaya - Gempol yang Surabaya - Gempol toll road that has been
mengalami dampak dari musibah genangan affected by mud disaster of PT Lapindo
lumpur PT Lapindo Brantas sehingga Brantas which resulting in the toll road unable
mengakibatkan jalan tol tersebut tidak dapat to operate.
beroperasi.
99
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
17. ASET TIDAK LANCAR LAINNYA (lanjutan) 17. OTHER NON-CURRENT ASSETS (continued)
e. Aset Diambil Alih (lanjutan) e. Foreclosed assets (continued)
Ruas Tol Porong - Gempol (lanjutan) Porong - Gempol Toll Road (continued)
Sehubungan dengan dilakukannya penutupan In line with the partial closure of Section
sebagian jalan tol Surabaya - Gempol Seksi Porong - Gempol of Surabaya - Gempol toll
Porong - Gempol pada tanggal 11 Juli 2006, road on July 11, 2006, which followed up by
dan ditindaklanjuti dengan Surat Menteri letter from the Minister of Public Works
Pekerjaan Umum No. 297/KPTS/M/2006 No. 297/KPTS/M/2006 dated August 11, 2006
tanggal 11 Agustus 2006 tentang Pencabutan regarding the Temporary Revocation of Status
Sementara Status Sebagai Jalan Tol Sebagian of Some Part of Section Porong - Gempol in
Ruas Jalan Tol Porong - Gempol Seksi Surabaya - Gempol Toll Road, the Company
Surabaya - Gempol, Perusahaan mencatat aset recognized the Section Porong - Gempol toll
jalan tol seksi Porong - Gempol ke dalam Aset road into Other Non-current Assets amounting
Tidak Lancar Lainnya sebesar Rp12.028. to Rp12,028.
Ruas Pandaan - Pasuruan Pandaan – Pasuran Toll Road
PT Giri Adya Sejati (GAS) selaku investor PT Giri Adya Sejati (GAS) as the investor in the
proyek jalan tol pandaan- pasuruan tidak dapat Pandaan-Pasuruan toll road project was
membayar biaya pekerjaan perencanaan yang unable to pay the costs of the planning carried
dilakukan oleh PT ideoo Utama sesuai dengan out by PT Ideoo Utama in accordance with
kontrak No. 105/g21-IDI/96 tanggal contract No. 105/g21-IDI/96 dated
15 Februari 1995. Berdasarkan pasal 1 surat February 15, 1995. Based on article 1 of the
perjanjian penyelesaian penggantian biaya agreement on settlement of reimbursement for
perencanaan jalan tol Pandaan – Pasuran planning costs for the Pandaan – Pasuran toll
No.13/SPK-Dir/2001 tanggal 14 Desember road No.13/SPK-Dir/2001 dated
2001, kedua belah pihak sepakat bahwa December 14, 2001, both parties agreed that
penggantian biaya pekerjaan perencanaan reimbursement for planning work costs would
ditentukan oleh hasil Due diligence. be determined by the results of due diligence.
Berdasarkan laporan hasil due diligence oleh Based on the due diligence report by public
akuntan publik, nilai pekerjaan perencanaan accountant, the value cost of toll road planning
jalan tol tersebut ditetapkan sebesar Rp2.074. was determined at Rp2,074. Therefore, in
Oleh karena itu, pada tahun 2001 Perseroan 2001 the Company recognized a liability due to
mengakui kewajiban karena pengakhiran PKP the termination of the PKP amounting to
sebesar Rp2.074. Kewajiban ini telah Rp2,074. This obligation was fully paid on
seluruhnya dilunasi pada 14 Februari 2002. February 14, 2002.
Ruas Cileunyi - Nagrek Cileunyi – Nagrek Toll Road
Pada tanggal 28 September 2001 Perusahaan On September 28, 2001, the Company and PT
dan PT Wijaya Karya telah menandatangani Wijaya Karya signed an Agreement to
Perjanjian Pengakhiran Perjanjian Kerja Sama Terminate of concession agrement for the
Penyelenggaraan (PKP) Bagi Hasil Jalan Tol Cileunyi - Nagreg Toll Road No. 38 dated
Cileunyi - Nagreg No.38 tanggal 9 Mei 1996 May 9, 1996 which was stated in deed no. 12
yang dituangkan dalam Akta No. 12 tanggal dated September 20, 2001 by Notary Drs.
20 September 2001 oleh Notaris Drs. Andy Andy A. Agus, S.H.,. Based on this agreement,
A.Agus, S.H.,. Berdasarkan perjanjian ini an agreement was obtained to terminate the
diperoleh kesepakatan Pengakhiran Perjanjian agreement with the provisions that the
dengan ketentuan akan membayar biaya Company would pay the toll road financing
pembiayaan jalan tol sebesar Rp12.000 dengan costs amounting to Rp12,000 in fixed
cara angsuran tetap sesuai perhitungan installments according to the calculation as
sebagaimana dicantumkan dan dituangkan stated and outlined in the Payables and
dalam Perjanjian Hutang-Piutang No.13 Receivables Agreement No. 13 dated
tanggal 28 September 2001. September 28, 2001.
f. Lainnya e. Others
Akun ini merupakan biaya dari cetak blueprint This account represents costs from blueprints
dan biaya dari software yang masih dalam and costs from software that is still in the
tahap pengembangan. development stage.
100
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
18. PERPAJAKAN 18. TAXATION
a. Pajak Dibayar Dimuka a. Prepaid Taxes
2025 2024 -
Perusahaan The Company
Pajak Penghasilan Pasal 21 90.662 62.631 Income Tax Article 21
Entitas Anak Subsidiaries
Pasal 21 10.839 1.437 Article 21
Pasal 4 (2) 1.395 - Article 4 (2)
Pasal 23 47 - Article 23
Pajak Pertambahan Nilai 199.340 71.786 Value-Added Tax
Total 302.283 135.854 Total
b. Utang Pajak b. Taxes Payable
2025 2024
Perusahaan The Company
Pajak Penghasilan: Income Tax:
Pasal 4 (2) 4.287 10.802 Article 4 (2)
Pasal 21 119 418 Article 21
Pasal 22 241 137 Article 22
Pasal 23 3.211 4.554 Article 23
Pasal 29 107.704 1.516.445 Article 29
Pasal 25 - 24.787 Article 25
Pajak Pertambahan Nilai 81.173 109.779 Value-Added Tax
196.735 1.666.922
Entitas Anak Subsidiaries
Pajak Penghasilan: Income Tax:
Pasal 4 (2) 71.501 36.291 Article 4 (2)
Pasal 21 4.426 2.374 Article 21
Pasal 23 7.185 21.325 Article 23
Pasal 25 6.928 3.242 Article 25
Pasal 26 3 1.451 Article 26
Pasal 29 101.821 71.690 Article 29
Pajak Bumi Bangunan 1.706 2.710 Property Tax
Pajak Pertambahan Nilai - 615 Value-Added Tax
Kewajiban Pajak Lainnya 29.151 1.217 Other Tax Liabilities
222.721 140.915
Total 419.456 1.807.837 Total
c. Beban Pajak Penghasilan c. Income Tax Expenses
Beban pajak penghasilan Kelompok Usaha The income tax expense of the Group consists
terdiri dari: of the following:
2025 2024
Perusahaan The Company
Pajak Kini 535.450 511.604 Current Tax
Pajak Tangguhan 12.406 (50.339) Deferred Tax
547.856 461.265
Entitas Anak Subsidiaries
Pajak Kini 600.537 450.406 Current Tax
Pajak Tangguhan 398.425 (754.021) Deferred Tax
998.962 (303.615)
Konsolidasian Consolidated
Pajak kini 1.135.987 962.010 Current Tax
Pajak Tangguhan 410.831 (804.360) Deferred Tax
Total 1.546.818 157.650 Total
101
Page 935
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
18. PERPAJAKAN (lanjutan) 18. TAXATION (continued)
c. Beban Pajak Penghasilan (lanjutan) c. Income Tax Expenses (continued)
Pajak Kini Current Tax
Rekonsiliasi antara laba konsolidasian A reconciliation between the consolidated
sebelum pajak penghasilan menurut laporan income before income tax as reported in the
laba rugi konsolidasian dengan laba kena consolidated statements of other
pajak, menjadi dasar dalam pengisian SPT PPh comprehensive income and taxable income,
Badan. are the basis for filling in the corporate income
tax return.
Rekonsiliasi antara laba akuntansi sebelum The reconciliation between the accounting
pajak penghasilan dengan tarif pajak yang income before income tax with the current tax
berlaku dan beban pajak penghasilan sebagai rate and income tax expense are as follows:
berikut:
2025 2024 0
Laba Konsolidasian Sebelum Pajak Consolidated Income Before Tax
Penghasilan Badan 6.353.822 5.763.285 Corporate Income
Dikurangi: Laba Entitas Anak (4.135.814) (3.954.483) Less: Portion of Subsidiaries Income
Efek eliminasi 2.265.728 3.397.573 Elimination effect
Laba Sebelum Pajak Penghasilan - Perusahaan 4.483.736 5.206.375 Income Before Tax - The Company
Beban Pajak atas Laba Revenue Tax Expense
dengan Tarif Pajak yang Berlaku 986.422 1.145.403 with Effective Tax Rate
Pengaruh Pajak atas Beda Tetap (438.566) (684.138) Tax Effect on the Permanent Differences
Total Beban Pajak 547.856 461.265 Total Tax Expense
Beban Pajak Entitas Anak - Neto 998.962 (303.615) Tax Expenses of the Subsidiaries - Net
Beban Pajak - Neto 1.546.818 157.650 Tax Expense - Net
2025 2024
Laba Konsolidasian Sebelum Pajak Penghasilan 6.353.822 5.763.285 Consolidated Income Before Tax Income
Dikurangi: Laba Entitas Anak (4.135.814) (3.954.483) Less: Portion of Subsidiaries Income
Dampak eliminasi 2.265.728 3.397.573 Elimination effect
Laba Sebelum Pajak Penghasilan - Perusahaan 4.483.736 5.206.375 Income Before Tax - The Company
Beda waktu Timing differences
Beban insentif 34.666 146.106 Incentive expenses
Provisi pelapisan ulang (12.775) 118.823 Provision of overlay
Provisi atas liabilitas imbalan kerja (141.267) 19.046 Provision of employee benefits liabilities
Sewa (3.995) (155) Lease
Penyisihan piutang tak tertagih (13.803) (520) Allowance for doubtful accounts
Penyusutan aset tetap dan hak pengusahaan jalan tol 80.783 (54.485) Depreciation of fixed assets and toll road concession rights
Subtotal (56.391) 228.815 Subtotal
Beda tetap Permanent differences
Beban umum dan administrasi 132.960 190.761 General and administrative expenses
Beban bunga efektif 17.101 48.569 Effective interest rate expenses
Beban tol dan usaha lainnya 15.147 9.275 Toll and other operating expense
Beban pajak atas penghasilan keuangan 4.276 9.160 Tax expense on interest income
Biaya atas penghasilan dikenakan pajak final 5.686 7.682 Cost of income subject to final tax
Beban pajak 10 643 Tax expenses
Beban lainnya - bersih 16.282 279 Other expenses - net
Beban piutang karyawan 82 153 Employee receivable expenses
Penghasilan Lain-lain (3.081) - Other Income
Beban bunga akrual 3.998 (503) Accrued interest expenses
Dividen (53.284) (21.167) Dividend
Keuntungan dari pelepasan investasi - 7.495.439 Income from divestment
Penghasilan dikenakan pajak final (16.226) (26.961) Income subject to final tax
Pendapatan bunga yang telah dikenakan PPh Final (21.372) (45.764) Interest income subjected to final tax
Bagian laba entitas anak dan entitas asosiasi (2.095.061) (3.281.846) Share in gain of subsidiaries and associates
Subtotal (1.993.482) 4.385.720 Subtotal
Total (2.049.873) 4.614.535 Total
Taksiran Penghasilan Kena Pajak Perusahaan 2.433.863 9.820.910 Estimated Taxable Income of the Company
Total beban pajak kini Current income tax provision
Beban pajak kini Perusahaan 535.450 511.604 Current income tax expense - The Company
Pajak keuntungan modal - 1.648.997 Capital gain tax
Total 535.450 2.160.601 Total
Pajak penghasilan dibayar dimuka Prepayment of income taxes
Pajak Penghasilan Pasal 23 67.773 16.666 Income Tax Article 23
Pajak Penghasilan Pasal 25 359.973 627.490 Income Tax Article 25
Total 427.746 644.156 Total
Utang pajak penghasilan Income Tax Payable
Perusahaan 102
107.704 1.516.445 The Company
Entitas Anak 101.821 71.690 Subsidiaries
Total Utang Pajak - Konsolidasian 209.525 1.588.135 Income Tax Payable - Consolidated
Page 936
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
18. PERPAJAKAN (lanjutan) 18. TAXATION (continued)
c. Beban Pajak Penghasilan (lanjutan) c. Income Tax Expenses (continued)
Pajak Kini (lanjutan) Current Tax (continued)
2025 2024
Taksiran Penghasilan Kena Pajak Perusahaan 2.433.863 9.820.910 Estimated Taxable Income of the Company
Total beban pajak kini Current income tax provision
Beban pajak kini Perusahaan 535.450 511.604 Current income tax expense - The Company
Pajak keuntungan modal - 1.648.997 Capital gain tax
Total 535.450 2.160.601 Total
Pajak penghasilan dibayar dimuka Prepayment of income taxes
Pajak Penghasilan Pasal 23 67.773 16.666 Income Tax Article 23
Pajak Penghasilan Pasal 25 359.973 627.490 Income Tax Article 25
Total 427.746 644.156 Total
Utang pajak penghasilan Income Tax Payable
Perusahaan 107.704 1.516.445 The Company
Entitas Anak 101.821 71.690 Subsidiaries
Total Utang Pajak - Konsolidasian 209.525 1.588.135 Income Tax Payable - Consolidated
Pajak Tangguhan Deferred Tax
Pajak tangguhan dihitung berdasarkan Deferred tax is calculated using all temporary
pengaruh dari perbedaan temporer antara differences between tax bases of assets and
jumlah tercatat aset dan liabilitas menurut liabilities and their carrying amounts in the
laporan keuangan konsolidasian dengan dasar consolidated financial statements. The details of
pengenaan pajak aset dan liabilitas. Rincian deferred tax assets and liabilities are as follows:
aset dan liabilitas pajak tangguhan sebagai
berikut:
2025
Diakui di Penghasilan Dampak Transaksi
Diakui di laba Komprehensif Lain/ Akuisisi Kombinasi Bisnis/
1 Januari 2025/ rugi/Recognized Penyesuaian PMK-72/ Recognized in Other Effect on Acquisition 31 Desember 2025/
January 1, 2025 in Profit or loss Adjustment of PMK- Comprehensive Income of Business Combination December 31, 2025
72
Perusahaan The Company
Aset Tetap dan Aset Takberwujud 777.106 (17.773) - - - 759.333 Fixed Assets and Intangible Assets
Provisi Pelapisan Jalan Tol (128.120) 2.810 - - - (125.310) Provision for Overlay
Liabilitas Imbalan Kerja (149.046) 31.079 - (40.744) - (158.711) Employee Benefits Liabilities
Beban Insentif (242.409) (7.626) - - - (250.035) Incentive Expenses
Penyisihan piutang tak tertagih (3.268) 3.037 - - - (231) Allowance for doubtful accounts
Efek Tersedia untuk Dijual 1.525 - - 231 - 1.756 Securtities Available for Sale
Aset Hak Guna 12.009 (1.778) - - - 10.231 Right-of-use Assets
Liabilitas Sewa (11.409) 2.657 - - - (8.752) Lease Liabilities
Subtotal 256.388 12.406 - (40.513) - 228.281 Subtotal
Entitas Anak Subsidiaries
PT Marga Sarana Jabar 144.491 5.993 - - - 150.484 PT Marga Sarana Jabar
PT Jasamarga Kunciran Cengkareng 65.438 (17.576) - - - 47.862 PT Jasamarga Kunciran Cengkareng
PT Marga Trans Nusantara 136.190 6.837 - - - 143.027 PT Marga Trans Nusantara
PT Jasamarga Tollroad Maintenance 13.776 6.203 - 274 - 20.253 PT Jasamarga Tollroad Maintenance
PT Jasamarga Bali Tol 142.065 328 - - - 142.393 PT Jasamarga Bali Tol
PT Jasamarga Kualanamu Tol 115.930 31.140 - - - 147.070 PT Jasamarga Kualanamu Tol
PT Cinere Serpong Jaya 28.708 725 - - - 29.433 PT Cinere Serpong Jaya
PT Jasamarga Balikpapan Samarinda 238.556 37.142 - - - 275.698 PT Jasamarga Balikpapan Samarinda
PT Jasamarga Manado Bitung 76.720 12.077 - - - 88.797 PT Jasamarga Manado Bitung
PT Jasamarga Transjawa Tol 4.007.684 296.752 - (32) - 4.304.404 PT Jasamarga Transjawa Tol
PT Jasamarga Jogja Bawen 18 109 - - - 127 PT Jasamarga Jogja Bawen
PT Jasamarga Jogja Solo 3.280 26.299 - - - 29.579 PT Jasamarga Jogja Solo
PT Jasamarga Tollroad Operator (67.529) (7.604) - 933 - (74.200) PT Jasamarga Tollroad Operator
Subtotal 4.905.327 398.425 - 1.175 - 5.304.927 Subtotal
Liabilitas Pajak Tangguhan 5.229.244 0 5.607.408 Deferred Tax Liability
Aset Pajak Tangguhan (67.529) (74.200) Deferred Tax Asset
Liabilitas (Aset) Pajak Tangguhan Konsolidasian 5.161.715 5.533.208 Consolidated Deferred Tax Liability
2024 10.867.841
Diakui di Penghasilan Dampak Transaksi
Diakui di laba Komprehensif Lain/ Akuisisi Kombinasi Bisnis/
1 Januari 2024/ rugi/Recognized Penyesuaian PMK-72/ Recognized in Other Effect on Acquisition 31 Desember 2024/
January 1, 2024 in Profit or loss Adjustment of PMK- Comprehensive Income of Business Combination December, 31 2024
Perusahaan 72
The Company
Aset Tetap dan Aset Takberwujud 765.119 11.987 - - - 777.106 Fixed Assets and Intangible Assets
Provisi Pelapisan Jalan Tol (101.979) (26.141) - - - (128.120) Provision for Overlay
Liabilitas Imbalan Kerja (141.743) (4.190) - (3.113) - (149.046) Employee Benefits Liabilities
Beban Insentif (210.265) (32.144) - - - (242.409) Incentive Expenses
Penyisihan piutang tak tertagih (3.382) 114 - - - (3.268) Allowance for doubtful accounts
Efek Tersedia Untuk Dijual 1.487 - - 38 - 1.525 Securities Available for Sale
Aset Hak Guna 10.880 1.129 - - - 12.009 Right-of-use Assets
Liabilitas Sewa (10.315) (1.094) - - - (11.409) Lease Liabilities
Subtotal 309.802 (50.339) - (3.075) - 256.388 Subtotal
Entitas Anak Subsidiaries
PT Marga Sarana Jabar 136.918 7.573 - - - 144.491 PT Marga Sarana Jabar
PT Jasamarga Kunciran Cengkareng 53.936 11.502 - - - 65.438 PT Jasamarga Kunciran Cengkareng
PT Marga Trans Nusantara 156.993 12.225 (33.028) - - 136.190 PT Marga Trans Nusantara
PT Jasamarga Tollroad Maintenance 7.067 6.847 - (138) - 13.776 PT Jasamarga Tollroad Maintenance
PT Jasamarga Bali Tol 171.249 813 (29.997) - - 142.065 PT Jasamarga Bali Tol
PT Jasamarga Kualanamu Tol 67.888 48.042 - - - 115.930 PT Jasamarga Kualanamu Tol
PT Cinere Serpong Jaya 24.007 4.701 - - - 28.708 PT Cinere Serpong Jaya
PT Jasamarga Balikpapan Samarinda 276.633 36.053 (74.130) - - 238.556 PT Jasamarga Balikpapan Samarinda
PT Jasamarga Manado Bitung 110.339 13.325 (46.944) - - 76.720 PT Jasamarga Manado Bitung
PT Jasamarga Transjawa Tol 4.399.150 (281.921) (414.403) (52.770) 357.628 4.007.684 PT Jasamarga Transjawa Tol
PT Jasamarga Jogja Bawen 172 (154) - - - 18 PT Jasamarga Jogja Bawen
PT Jasamarga Jogja Solo (15) 3.295 - - - 3.280 PT Jasamarga Jogja Solo
PT Jasamarga Tollroad Operator (62.863) (17.820) - 13.154 - (67.529) PT Jasamarga Tollroad Operator
Subtotal 5.341.474 (155.519) (598.502) (39.754) 357.628 4.905.327 Subtotal
Liabilitas Pajak Tangguhan 5.714.154 5.229.244 Deferred Tax Liability
Aset Pajak Tangguhan (62.878) (67.529) Deferred Tax Asset
Liabilitas (Aset) Pajak Tangguhan Konsolidasian 5.651.276 5.161.715 Consolidated Deferred Tax Liability
103
Page 937
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
18. PERPAJAKAN (lanjutan) 18. TAXATION (continued)
d. Administrasi Pajak d. Tax Administration
Berdasarkan peraturan perpajakan Indonesia, Based on Indonesian tax regulations, the
Perusahaan menyampaikan surat pemberitahuan Company submits its own notification letter on
sendiri atas jumlah pajak yang terutang. the amount of tax owed. The Directorate
Direktorat Jenderal Pajak dapat menetapkan dan General of Taxes may determine and amend
mengubah kewajiban pajak dalam batas waktu 5 tax obligations within a period of 5 (five) years
(lima) tahun setelah tanggal pajak terutang. after the date of tax payable.
19. UTANG USAHA 19. ACCOUNTS PAYABLE
Akun ini merupakan utang kepada pemasok terkait This account represents payables to suppliers
dengan pengadaan barang cetakan, pakaian related to the procurement of printing goods, office
dinas, alat tulis kantor, obat-obatan, dan utang stationery, medicine, uniform, and toll road
usaha atas jasa pemeliharaan dan pembersihan maintenance and cleaning services.
jalan tol.
2025 2024
Pihak Berelasi (Catatan 43) 2.831 5.748 Related Parties (Note 43)
Pihak Ketiga Third Parties
PT Sahid Unggul Mandiri 4.098 4.207 PT Sahid Unggul Mandiri
PT Armada Antar Lintas Nusa 3.978 14.947 PT Armada Antar Lintas Nusa
UPTD Tahura Bukit Soeharto 3.850 - UPTD Tahura Bukit Soeharto
CV Sinar Terang Abadi 3.379 2.447 CV Sinar Terang Abadi
PT Citra Persada Infrastruktur 2.701 - PT Citra Persada Infrastruktur
PT Tirtobumi Adyatunggal 1.694 6.159 PT Tirtobumi Adyatunggal
PT Megah Gelora Utama 58 4.594 PT Megah Gelora Utama
PT Lintas Cakra Cipta 49 2.011 PT Lintas Cakra Cipta
PT Resqtec Indonesia 40 3.269 PT Resqtec Indonesia
PT Sarana Seja Ibadah - 12.394 PT Sarana Seja Ibadah
PT Sarana Bangun Pusaka - 3.226 PT Sarana Bangun Pusaka
PT Soga Teknik Utama - 2.949 PT Soga Teknik Utama
CV Adistira - 2.164 CV Adistira
Lain-lain (di bawah Rp2.000) 49.258 87.163 Others (below Rp2,000)
Subtotal 69.105 145.530 Subtotal
Total 71.936 151.278 Total
Seluruh utang usaha terdenominasi dalam mata All account payables are denominated in Rupiah.
uang Rupiah.
104
Page 938
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
20. UTANG KONTRAKTOR 20. CONTRACTOR PAYABLE
Akun ini merupakan utang kepada kontraktor, This account represents payables to contractors,
konsultan dan rekanan sehubungan dengan consultants and partners associated with the
pembangunan jalan, pelapisan ulang, pengadaan construction of roads, overlay and procurement of
fasilitas tol, dan bangunan lain. toll facilities, and other buildings.
Utang Kontraktor Jangka Pendek Short-Term Contractor Payables
2025 2024
Pihak Berelasi (Catatan 43) 94.068 100.733 Related Parties (Note 43)
Pihak Ketiga Third Parties
JO Adhi-JMTM Konstruksi 52.427 - JO Adhi JMTM Konstruksi
PT Multi Karya Cemerlang 27.678 6.504 PT Multi Karya Cemerlang
PT Marga Maju Mapan 25.500 35.006 PT Marga Maju Mapan
PT Roadmixindo Raya 23.397 111.860 PT Roadmixindo Raya
PT Gienda Putra 17.687 27.956 PT Gienda Putra
PT Multi Bangun Indonesia 10.197 - PT Multi Bangun Indonesia
PT Tirtobumi Adyatunggal 9.938 6.721 PT Tirtobumi Adyatunggal
PT Sinabung 5.890 4.136 PT Sinabung
PT Module Intracs Yasatama 5.067 5.189 PT Module Intracs Yasatama
PT Karya Palmalindo Anugerah 5.003 2.041 PT Karya Palmalindo Anugerah
PT Aston Prima Raya 4.992 1.852 PT Aston Prima Raya
PT Evic Mora Sugih 4.800 2.308 PT Evic Mora Sugih
PT Dirgantara Yudha Artha 4.416 13.664 PT Dirgantara Yudha Artha
PT Globe Anugrah Persada 4.128 - PT Globe Anugrah Persada
PT Tyvas Prast Adhigana 3.548 8.847 PT Tyvas Prast Adhigana
Bangun Maju Berkah 3.297 - Bangun Maju Berkah
PT Dipori Persada Raya 3.190 - PT Dipori Persada Raya
PT Sinergi Prima Inti 3.159 1.349 PT Sinergi Prima Inti
PT Cipta Marga Prakasa 3.064 - PT Cipta Marga Prakasa
CV Inti Karya Utama 2.999 - CV Inti Karya Utama
PT Qinar Raya Mandiri 2.713 1.309 PT Qinar Raya Mandiri
PT Trimurti Perkasa 2.275 3.191 PT Trimurti Perkasa
PT Sarana Dian Persada 2.227 - PT Sarana Dian Persada
PT Nusantara Artha Persada 2.128 - PT Nusantara Artha Persada
PT Astra Infra Solution 2.115 - PT Astra Infra Solution
PT Simaka 2.076 1.078 PT Simaka
PT Network Global Solusindo 1.776 4.174 PT Network Global Solusindo
KSO PT Puja Perkasa - PT Kadi International 1.756 2.593 KSO PT Puja Perkasa - PT Kadi International
PT Delameta Bilano 1.711 5.904 PT Delameta Bilano
PT Modern Widya Tehnical 809 3.912 PT Modern Widya Tehnical
PT Sarma Raya Cipta 757 2.585 PT Sarma Raya Cipta
PT Eskapindo Matra 34 2.795 PT Eskapindo Matra
KSO HKI - ACSET - NK - 67.650 KSO HKI - ACSET - NK
Lain - lain (di bawah Rp2.000) 68.118 71.004 Others (Below Rp2,000)
Subtotal 308.872 393.628 Subtotal
Total 402.940 494.361 Total
Utang Kontraktor Jangka Panjang Long-Term Contractors Payables
2025 2024
Pihak Berelasi (Catatan 43) 551.544 785.561 Related Parties (Note 43)
Pihak Ketiga Third Parties
JO Adhi-JMTM Konstruksi 226.074 - JO Adhi-JMTM Konstruksi
KSO Waskita - Acset 155.341 - KSO Waskita - Acset
KSO WIKA - PP - KMK - HKI 117.886 - KSO WIKA - PP - KMK - HKI
KSO Adhi Karya - Acset 98.040 51.289 KSO Adhi Karya - Acset
KSO ADHI - ABIPRAYA - MKN 91.078 54.672 KSO ADHI - ABIPRAYA - MKN
KSO HKI - ACSET - NK 76.938 44.836 KSO HKI - ACSET - NK
PT Dayamulia Turangga 37.900 25.625 PT Dayamulia Turangga
KSO NKE - CCECC 18.554 - KSO NKE - CCECC
PT Purnarajasa Bimapratama - 3.830 PT Purnarajasa Bimapratama
Lain - lain (di bawah Rp2.000) 1.975 1.615 Others (Below Rp2,000)
Total 1.375.330 967.428 Total
Seluruh utang kontraktor terdenominasi dalam All contractor payables are denominated in Rupiah.
mata uang Rupiah.
105
Page 939
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
21. LIABILITAS KEUANGAN JANGKA PENDEK 21. OTHER CURRENT FINANCIAL LIABILITIES
LAINNYA
Akun ini terdiri dari: This account consists of:
2025 2024
Pihak Berelasi (Catatan 43) Related Parties (Note 43)
Utang titipan 48.480 52.923 Deposit payable
Pihak Ketiga Third Parties
Utang pencadangan Provisions for
Multi Lane Free Flow (MLFF) 401.004 421.353 Multi Lane Free Flow (MLFF)
Utang titipan 175.244 229.313 Deposit payable
Utang Dividen Pemegang saham Minoritas 175.000 50 Minority shareholder Dividend Payable
Utang jaminan pihak lain 19.204 27.534 Guarantee payable
Lainnya (di bawah Rp2.000) 245.813 236.850 Others (below Rp2,000)
Total 1.064.745 968.023 Total
22. BEBAN AKRUAL 22. ACCRUED EXPENSES
Akun ini terdiri dari: This account consists of:
2025 2024
Beban kontraktor dan konsultan: Contractors and consultant expense:
Pihak Berelasi (Catatan 43) 4.146.106 3.641.318 Related Parties (Note 43)
Pihak Ketiga 2.109.229 5.033.262 Third Parties
Beban umum dan administrasi: General and administrative expenses:
Pihak Ketiga 1.896.911 1.608.531 Third Parties
Akrual insentif kinerja 1.072.965 984.702 Performance incentive accrual
Utang investasi ke Pemerintah Goverment's invesment liability
Pihak Berelasi (Catatan 43) 712.202 700.630 Related Parties (Note 43)
Beban bunga: Interest expenses:
Pihak Berelasi (Catatan 43) Related Parties (Note 43)
Utang bank 28.195 5.605 Bank loans
Pihak Ketiga Third Parties
Utang bank sindikasi 69.390 99.572 Syndicated bank loan
Utang obligasi 8.175 21.054 Bonds payable
Utang bagi hasil Profit Sharing Liabilites
PT Bank Maybank Indonesia Tbk 6.992 - PT Bank Maybank Indonesia Tbk
PT Bank CIMB Niaga Tbk 684 - PT Bank CIMB Niaga Tbk
Utang bank Bank loans
PT Bank Central Asia Tbk 9.775 419 PT Bank Central Asia Tbk
PT Bank Permata Tbk 1.813 - PT Bank Permata Tbk
PT Bank Maybank Indonesia Tbk 30 85 PT Bank Maybank Indonesia Tbk
PT Bank Danamon Indonesia Tbk - 612 PT Bank Danamon Indonesia Tbk
Lain-lain 17.223 8.141 Others
Total 10.079.690 12.103.931 Total
Dikurangi bagian lancar 9.367.488 11.403.302 Net of current portion
Bagian tidak lancar 712.202 700.629 Non - current portion
23. UTANG BANK 23. BANK LOANS
Utang Bank Jangka Pendek: Short-Term Bank Loans:
2025 2024
Pihak Berelasi (Catatan 43) - - Related Parties (Note 43)
Pihak Ketiga Third Parties
PT Bank Maybank Indonesia Tbk 57.559 101.200 PT Bank Maybank Indonesia Tbk
PT Bank Central Asia Tbk - 529.668 PT Bank Central Asia Tbk
Total 57.559 630.868 Total
Berdasarkan addendum Perjanjian Kredit No. 55 Based on the addendum to Credit Agreement No.
tanggal 21 Oktober 2025, JJB dan PT Bank Central 55 dated October 21, 2025, JJB and PT Bank
Asia Tbk menyepakati perubahan ketentuan fasilitas Central Asia Tbk agreed on changes to the credit
kredit, termasuk perubahan klasifikasi pinjaman dari facility terms, including the reclassification of the
jangka pendek menjadi jangka panjang. Sehubungan loan from short-term to long-term. In connection with
dengan perubahan tersebut, saldo pinjaman yang this change, the loan balance previously presented
sebelumnya disajikan sebagai utang bank jangka as a short-term bank debt was reclassified as long-
pendek direklasifikasi menjadi utang bank jangka term bank debt as of December 31, 2025.
panjang pada tanggal 31 Desember 2025.
Informasi lain mengenai pinjaman bank pada Other information related to bank loans as at
tanggal 31 Desember 2025 adalah sebagai berikut: December 31, 2025 is as follows:
106
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
23. UTANG BANK (lanjutan) 23. BANK LOANS (continued)
Utang Bank Jangka Pendek (lanjutan): Short-Term Bank Loans (continued):
Jumlah Tanggal Jatuh Suku Bunga
Fasilitas Tempo Perjanjian Per Tahun/
Terutang/ Kredit/ Interest Interest
Kreditur/ Nama Fasilitas/ Outstanding Maturity Date Of rate Agunan/ Pelunasan/ Coverage Debt to Equity
Creditor Facility Type Facility Amount Credit Agreement per annum Collateral Acquittance Ratio (ICR) Ratio (DER)
Perusahaan/The Company
1. PT Bank Maybank PPB Musyarakah iB/ - 30 September 2026/ 6,45% - 3.000.000 Minimal -
Indonesia Tbk ("Maybank") *) PPB Musyarakah iB Septemb er 30, 2026 110% / 1.1/
2. PT Bank Negara Indonesia Kredit Modal Kerja IV - 22 Agustus 2026/ 5,80% - 400.000 Minimum Maksimal 5
(Persero) Tbk ("BNI") (KMK)/ August 22, 2026 110%/ 1.1 (lima) kali /
Working Capital 500%/
Credit IV (KMK) Maximum 5
(five) times/
Entitas Anak/ Subsidiaries - PT Jasamarga Jogja Bawen
Pinjaman Dana Talangan Tanah/ Land Bailout Loans
1. PT Bank Central Asia Tbk Kredit Jangka - 01 September 2025/ 7,25% - - - Maksimal 70%
("BCA") Pendek/ Septemb er 01, 2025 dari Project
Short Term Credit Cost /
Maximum 70%
of Project Cost
2. PT Bank Maybank Indonesia 12.247 21 Juni 2026/ 7,00% - 31.728 - -
Tbk ("Maybank") June 21, 2026
Entitas Anak/ Subsidiaries - PT Jasamarga Jogja Solo
Pinjaman Dana Talangan Tanah/ Land Bailout Loan
1. PT Bank Maybank Kredit Jangka 45.312 17 Mei 2026/ 6,80% 1. Diikat secara fidusia atas tagihan 18.683 - -
Indonesia Tbk ("Maybank") Pendek/ May 17, 2026 milik nasabah terkait pengembalian
Short Term Credit dana talangan tanah yang wajib
dibayarkan Pemerintah dan/atau BLU
LMAN dan/atau Instansi yang
berwenang dengan nilai jaminan
sebesar Rp81.600/ Fiduciarily b ound
to the customer's b ill related to the
return of land advance funds that
must b e paid b y the Government
and/or BLU LMAN and/or authorized
agencies with a collateral value of Rp
81,600
2. Diikat secara gadai dan surat
kuasa atas rekening penampungan
dan rekening nasabah/ Bound b y
pledge and power of attorney over the
escrow account and customer
account
Tot 57.559 3.450.411
*) Pada tanggal 18 September 2025, perusahaan *) On September 18, 2025, the Company
melakukan pencairan fasilitas pinjaman PT Bank disbursed a loan facility from PT Bank
Maybank Indonesia Tbk sebesar Rp3.000.000 Maybank Indonesia Tbk amounting to
kemudian dilakukan pelunasan kembali pada Rp3,000,000 and then made repayment on
tanggal 29 September 2025. September 29, 2025.
Utang Bank Jangka Panjang: Long–Term Bank Loans:
2025 2024
Bagian jatuh tempo dalam satu tahun - Current maturities of -
utang bank jangka panjang long-term bank loan
Pihak Berelasi (Catatan 43) 3.052.004 2.642.602 Related Parties (Note 43)
Pihak Ketiga Third Parties
PT Bank Central Asia Tbk 449.040 2.076.877 PT Bank Central Asia Tbk
PT Bank CIMB Niaga Tbk 35.000 30.000 PT Bank CIMB Niaga Tbk
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Sumatera Utara 27.104 18.972 Sumatera Utara
PT Bank Pembangunan Daerah Bali 14.030 11.825 PT Bank Pembangunan Daerah Bali
PT Bank ICBC Indonesia 9.672 16.769 PT Bank ICBC Indonesia
PT Bank Danamon Indonesia Tbk 9.460 5.699 PT Bank Danamon Indonesia Tbk
PT Bank Pembangunan Daerah Riau 6.752 4.940 PT Bank Pembangunan Daerah Riau
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Sulawesi Selatan dan Sulawesi Barat 6.752 4.940 Sulawesi Selatan dan Sulawesi Barat
PT Bank KEB Hana Indonesia 5.851 3.738 PT Bank KEB Hana Indonesia
PT Bank Permata Tbk 4.526 5.272 PT Bank Permata Tbk
PT Bank Pembangunan Daerah Jawa Tengah 2.532 1.853 PT Bank Pembangunan Daerah Jawa Tengah
PT Bank Mega Tbk - 24.238 PT Bank Mega Tbk
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Jawa Timur Tbk - 12.111 Jawa Timur Tbk
PT Bank Pembangunan Daerah Papua - 8.474 PT Bank Pembangunan Daerah Papua
PT Bank Muamalat Indonesia Tbk - 7.274 PT Bank Muamalat Indonesia Tbk
PT Bank Pembangunan Daerah Kalimantan PT Bank Pembangunan Daerah Kalimantan
Selatan - 4.854 Selatan
PT Bank Jabar Banten Syariah - 2.419 PT Bank Jabar Banten Syariah
Subtotal 570.719 2.240.255 Subtotal
Total Bagian Jatuh Tempo dalam Satu Tahun - Total Current Maturities of Long
Utang Bank Jangka Panjang 3.622.723 4.882.857 Term Bank Loans
107
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
23. UTANG BANK (lanjutan) 23. BANK LOANS (continued)
Utang Bank Jangka Panjang (lanjutan): Long–Term Bank Loans (continued):
2025 2024
Bagian jangka panjang setelah dikurangi Long-term portion - net off current
bagian yang jatuh tempo dalam satu tahun maturities
Pihak Berelasi (Catatan 43) 41.675.888 36.754.564 Related Parties (Note 43)
Pihak Ketiga Third Parties
PT Bank Central Asia Tbk 19.162.297 13.624.275 PT Bank Central Asia Tbk
PT Bank CIMB Niaga Tbk 1.356.322 656.322 PT Bank CIMB Niaga Tbk
PT Bank Danamon Indonesia Tbk 1.114.041 1.123.501 PT Bank Danamon Indonesia Tbk
PT Bank Permata Tbk 1.000.000 - PT Bank Permata Tbk
PT Bank Maybank Indonesia Tbk 900.000 - PT Bank Maybank Indonesia Tbk
PT Bank Pembangunan Daerah Papua 541.190 632.699 PT Bank Pembangunan Daerah Papua
PT Bank Jakarta 526.807 336.976 PT Bank Jakarta
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Jawa Timur Tbk 519.720 710.069 Jawa Timur Tbk
PT Bank Pembangunan Daerah Jawa Barat PT Bank Pembangunan Daerah Jawa Barat
dan Banten Tbk 418.350 265.516 dan Banten Tbk
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Sumatera Selatan dan Bangka Belitung 230.085 170.411 Sumatera Selatan dan Bangka Belitung
PT Bank Pembangunan Daerah Jawa Tengah 213.235 174.710 PT Bank Pembangunan Daerah Jawa Tengah
PT Bank ICBC Indonesia 209.834 585.863 PT Bank ICBC Indonesia
PT Bank Pembangunan Daerah Bali 184.425 126.463 PT Bank Pembangunan Daerah Bali
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Kalimantan Barat 173.519 84.214 Kalimantan Barat
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Sumatera Utara 164.023 191.122 Sumatera Utara
PT Bank Pembangunan Daerah Istimewa PT Bank Pembangunan Daerah Istimewa
Yogyakarta 158.304 117.247 Yogyakarta
PT Bank KEB Hana Indonesia 153.833 159.846 PT Bank KEB Hana Indonesia
PT Bank Pembangunan Daerah Riau 146.477 153.229 PT Bank Pembangunan Daerah Riau
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Sulawesi Selatan dan Sulawesi Barat 146.477 153.229 Sulawesi Selatan dan Sulawesi Barat
PTPTBank Pembangunan
Bank Pembangunan Daerah
Daerah Maluku dan PT Bank Pembangunan Daerah
Maluku Utara 138.679 67.275 Maluku dan Maluku Utara
PT Bank BCA Syariah 72.520 55.434 PT Bank BCA Syariah
PT Bank Mega Tbk - 916.214 PT Bank Mega Tbk
PT Bank Muamalat Indonesia Tbk - 274.928 PT Bank Muamalat Indonesia Tbk
PT Bank Pembangunan Daerah PT Bank Pembangunan Daerah
Kalimantan Selatan - 183.499 Kalimantan Selatan
PT Bank Jabar Banten Syariah - 91.430 PT Bank Jabar Banten Syariah
Subtotal 27.530.138 20.854.472 Subtotal
Total bagian jangka panjang setelah dikurangi Long-term portion -
bagian yang jatuh tempo dalam satu tahun 69.206.026 57.609.036 net off current maturities
Biaya belum diamortisasi (405.158) (430.620) Unamortized cost
Total Utang Bank Jangka Panjang 68.800.868 57.178.416 Total Long-Term Bank Loans
Informasi lain mengenai pinjaman bank pada Other information related to bank loans as at
tanggal 31 Desember 2025 sebagai berikut: December 31, 2025 is as follows:
108
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
23. UTANG BANK (lanjutan) 23. BANK LOANS (continued)
Utang Bank Jangka Panjang (lanjutan): Long–Term Bank Loans (continued):
Jumlah Fasilitas Terutang/
Porsi jangka
panjang setelah
dikurangi satu
Jatuh tempo Tahun/ Tanggal Jatuh
dalam satu Long-term Tempo Perjanjian Suku Bunga
tahun/ portion - net off Kredit/ Per Tahun/ Interest
Kreditur/ Nama Fasilitas/ Current current Maturity Date Of Interest rate Agunan/ Pelunasan/ Coverage Debt to Equity
Creditor Facility Type maturities maturities Credit Agreement per annum Collateral Acquittance Ratio (ICR) Ratio (DER)
Perusahaan/The Company
Perjanjian Pinjaman Bank/ Bank Loan Agreements
1. PT Bank CIMB Niaga Tbk PMK iB Musyarakah/ - 275.000 31 Juli 2027/ 5,90% - 570.000 Minimal 110% Maksimal 5 (lima)
("CIMB") PMK iB Musyarakah July 31, 2027 / 1.1/ kali / 500%/
2. PT Bank CIMB Niaga Tbk - 460.000 31 Juli 2027/ 5,40% - - Minimum Maximum 5
("CIMB") July 31, 2027 110%/ 1.1 (Five) times/
3. PT Bank Mandiri (Persero) Term Loan/ - - 19 Desember 2027/ 6,40% - 1.930.000 500%
Tbk ("Mandiri") Term Loan December 19, 2027
4. PT Bank Negara Indonesia Kredit Modal Kerja I - 350.000 22 Agustus 2027/ 5,80% - -
(Persero) Tbk ("BNI") (KMK)/ August 22, 2027
PT Bank Negara Indonesia Working Capital Credit - 350.000 22 Agustus 2027/ 5,80% - 200.000
(Persero) Tbk ("BNI") I (KMK) August 22, 2027
5. PT Bank Syariah Indonesia Musyarakah/ - 300.000 14 Oktober 2027/ 5,10% - 400.000
Tbk ("BSI") Musyarakah October 14, 2027
6. PT Bank Maybank Tbk PPB Musyarakah iB/ - 550.000 21 Desember 2028/ 5,80% - -
("Maybank") PPB Musyarakah iB December 21, 2028
7. PT Bank Maybank Tbk - 350.000 21 Desember 2028/ 5,80% - -
("Maybank") December 21, 2028
8. PT Bank Permata Tbk Musyarakah/ - 1.000.000 30 Oktober 2028/ 5,93% - -
("Permata") Musyarakah October 30, 2028
9. PT Bank Shinhan Indonesia Demand Loan - - 24 September 2027/ 6,35% - 200.000
("Shinhan") September 24, 2027
Entitas Anak/ Subsidiaries - PT Marga Trans Nusantara
Perjanjian Pinjaman Bank/ Bank Loan Agreement
1. PT Bank Central Asia Tbk Kredit Investasi/ 5.287 2.553.825 23 Oktober 2037/ 6,75% Hak Pengusahaan Jalan Tol 264.120 Minimal lebih Maksimal 70:30
("BCA") Investment Credit October 23, 2037 (HPJT) selama masa konsesi dari 100% / 1 antara porsi
(Catatan 13)/ Toll Road kali/ Minimum kreditur dan
Concession Rights (HPJT) more than debitur/
during the concession period 100% / 1 time Maximum 70:30
(Note 13) between the
portion of
creditors and
debitors
Entitas Anak/ Subsidiaries - PT Jasamarga Jogja Bawen
Perjanjian Pinjaman Bank/ Bank Loan Agreements
1. PT Bank Mandiri (Persero) Kredit Investasi/ - 4.185.226 19 Desember 2027/ 7,00% Hak Pengusahaan Jalan Tol - Minimal lebih Maksimal 5 (lima)
Tbk ("Mandiri") Investment Credit December 19, 2027 (HPJT) selama masa konsesi dari 100% / 1 kali / 500%/
(Catatan 13)/ Toll Road kali/ Minimum Maximum 5
2. PT Bank Central Asia Tbk Kredit Investasi/ - 700.000 28 Februari 2027/ 7,00% Concession Rights (HPJT) - more than (Five) times/
("BCA") Investment Credit February 28, 2027 during the concession period 100% / 1 time 500%
(Note 13)
Entitas Anak/ Subsidiaries - PT Jasamarga Transjawa Tol
Perjanjian Pinjaman Bank PT JSM/ Bank Loan Agreement of PT JSM
1. PT Bank Central Asia Tbk Kredit Investasi/ 204.503 3.129.967 13 Oktober 2033/ 6,75% Hak Pengusahaan Jalan Tol 272.583 Minimal lebih Maksimal 2,2
("BCA") Investment Credit October 13, 2033 (HPJT) selama masa konsesi dari 100% / 1 (dua koma dua)
(Catatan 13)/ Toll Road kali/ Minimum kali / 220%/
Concession Rights (HPJT) more than Maximum 2.2
during the concession period 100% / 1 time (two point two)
(Note 13) times / 220%
Perjanjian Pinjaman Bank PT JGP/ Bank Loan Agreement of PT JGP
1. PT Bank Mandiri (Persero) Kredit Investasi/ 131.406 1.957.944 24 Agustus 2032/ 6,65% Hak Pengusahaan Jalan Tol 183.968 Minimal lebih Maksimal 70:30
Tbk ("Mandiri") Investment Credit August 24, 2032 (HPJT) selama masa konsesi dari 100% / 1 antara porsi
(Catatan 13)/ Toll Road kali sejak kreditur dan
Concession Rights (HPJT) tahun ke 4 debitur/
during the concession period setelah ruas Maximum 70:30
(Note 13) tol beroperasi/ between the
At least more portion of
than 100% / 1 creditors and
time since the debitors
4th year after
the toll road
section is
operational
341.196 16.161.962 4.020.671
Jumlah Fasilitas Terutang/
Porsi jangka
panjang setelah
dikurangi satu
Jatuh tempo Tahun/ Tanggal Jatuh
dalam satu Long-term Tempo Perjanjian Suku Bunga
tahun/ portion - net off Kredit/ Per Tahun/ Debt Service
Kreditur/ Nama Fasilitas/ Current current Maturity Date Of Interest rate Agunan/ Pelunasan/ Coverage Debt to Equity
Creditor Facility Type maturities maturities Credit Agreement per annum Collateral Acquittance Ratio (DSCR) Ratio (DER)
Entitas Anak/ Subsidiaries - PT Marga Sarana Jabar
Perjanjian Pinjaman Sindikasi/ Syndicated Loan Agreement
1. PT Bank Rakyat Indonesia Kredit Investasi/ 5.046 353.942 30 Desember 2035/ 6,75% Pendapatan Tol dan 137.523 Minimal lebih -
(Persero) Tbk ("BRI") Investment Credit December 30, 2035 Pendapatan Usaha Lainnya dari 100% / 1
2. PT Sarana Multi Infrastruktur 5.046 353.942 Selama Masa Konsesi (Catatan 137.523 kali/ Minimum
(Persero) ("SMI") 37)/ Toll Revenues and Other more than
Business Revenues During the 100% / 1 time
Concession Period (Note 37)
Perjanjian Pinjaman Bank/ Bank Loan Agreement
1. PT Bank Danamon Pembiayaan Bilateral/ 9.460 1.114.041 1 April 2035/ 6,25% 5.699 -
Indonesia Tbk ("Danamon") Bilateral Financing April 1, 2035
109
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
23. UTANG BANK (lanjutan) 23. BANK LOANS (continued)
Utang Bank Jangka Panjang (lanjutan): Long–Term Bank Loans (continued):
Jumlah Fasilitas Terutang/
Porsi jangka
panjang setelah
dikurangi satu
Jatuh tempo Tahun/ Tanggal Jatuh
dalam satu Long-term Tempo Perjanjian Suku Bunga
tahun/ portion - net off Kredit/ Per Tahun/ Debt Service
Kreditur/ Nama Fasilitas/ Current current Maturity Date Of Interest rate Agunan/ Pelunasan/ Coverage Debt to Equity
Creditor Facility Type maturities maturities Credit Agreement per annum Collateral Acquittance Ratio (DSCR) Ratio (DER)
Entitas Anak/ Subsidiaries - PT Jasamarga Kunciran Cengkareng
Perjanjian Pinjaman Sindikasi/ Syndicated Loan Agreement
1. PT Sarana Multi Infrastruktur Kredit Investasi/ 30.772 1.208.507 19 Desember 2038/ 6,75% Pendapatan Tol dan Polis 74.326 Minimal lebih Maksimal 4 kali
(Persero) Tbk ("SMI") Investment Credit December 19, 2038 Asuransi Aset jalan Tol (Catatan dari 100% / 1 dengan
2. PT Bank Negara Indonesia 30.772 1.208.507 37)/ Toll Revenue and Toll 74.326 kali/ Minimum perhitungan
(Persero) Tbk ("BNI") Road Asset Insurance Policy more than Interest Bearing
3. PT Bank Mandiri (Persero) 20.781 816.151 (Note 37) 50.186 100% / 1 time Debt : Total
Tbk ("Mandiri") Ekuitas/
Maximum 4
times based on
the calculation of
Interest Bearing
Debt : Total
Equity
Entitas Anak/ Subsidiaries - PT Jasamarga Bali Tol
Perjanjian Pinjaman Sindikasi/ Syndicated Loan Agreement
1. PT Bank Mandiri (Persero) Kredit Investasi/ 62.434 42.406 21 Desember 2027/ 6,69% Hak Konsesi, Pendapatan Tol 52.420 Minimal lebih Maksimal 70:30
Tbk ("Mandiri") Investment Credit December 21, 2027 dan Usaha Lainnya yang Diikat dari 100% / 1 antara porsi
2. PT Bank Negara Indonesia 62.434 42.406 secara Fidusia (Catatan 13)/ 52.420 kali/ Minimum kreditur dan
(Persero) Tbk ("BNI") Concession Rights, Toll more than debitur/
3. PT Bank Rakyat Indonesia 62.434 42.406 Revenues and Other Fiduciary 52.420 100% / 1 time Maximum 70:30
(Persero) Tbk ("BRI") Bound Businesses (Note 13) between the
4. PT Bank Tabungan Negara 14.633 9.939 12.286 portion of
(Persero) Tbk ("BTN") creditors and
5. PT Bank Central Asia Tbk 28.060 19.059 23.560 debitors
("BCA")
6. PT Bank Pembangunan 14.030 9.529 11.780
Daerah Bali
Entitas Anak/ Subsidiaries - PT Jasamarga Kualanamu Tol
Perjanjian Pinjaman Sindikasi/ Syndicated Loan Agreement
1. PT Bank Mandiri (Persero) Kredit Investasi/ 76.780 464.638 23 Maret 2030/ 5,58% 1. Hak Pengusahaan Jalan Tol 53.748 Minimal lebih Maksimal 70:30
Tbk ("Mandiri") Investment Credit March 23, 2030 (HPJT) selama masa konsesi dari 100% / 1 antara porsi
2. PT Bank Negara Indonesia 76.780 464.638 (Catatan 13)/ Toll Road 53.748 kali/ Minimum kreditur dan
(Persero) Tbk ("BNI") Concession Rights (HPJT) more than debitur/
3. PT Bank Rakyat Indonesia 76.780 464.638 during the concession period 53.748 100% / 1 time Maximum 70:30
(Persero) Tbk ("BRI") (Note 13) between the
4. PT Bank Pembangunan 27.104 164.023 18.967 portion of
Daerah Sumatera Utara 2. Pendapatan Tol dan Polis creditors and
Asuransi Asset jalan Tol debitors
(Catatan 37)/ Toll Revenue and
the Toll road Asset Insurance
Policy (Note 37)
3. Rekening Dana
Penampungan/ Escrow Account
4. Tagihan atas pendapatan dari
hasil klaim asuransi, bank
garansi dan penggantian dana
dari pemerintah diikat fidusia/
Claims on income from
insurance claims, bank
guarantees and reimbursement
of funds from the government
are bound by fiduciary
Entitas Anak/ Subsidiaries - PT Cinere Serpong Jaya
Perjanjian Pinjaman Sindikasi/ Syndicated Loan Agreement
1. PT Bank Mandiri (Persero) Kredit Investasi/ 29.736 687.730 11 Oktober 2034/ 6,63% Pendapatan Tol/ Toll Revenue 11.151 Minimal lebih Maksimal 70:30
Tbk ("Mandiri") Investment Credit October 11, 2034 dari 100% / 1 antara porsi
2. PT Bank Negara Indonesia 29.736 687.730 11.151 kali/ Minimum kreditur dan
(Persero) Tbk ("BNI") more than debitur/
3. PT Bank Central Asia Tbk 29.736 687.730 11.151 100% / 1 time Maximum 70:30
("BCA") between the
portion of
creditors and
debitors
Entitas Anak/ Subsidiaries - PT Jasamarga Manado Bitung
Perjanjian Pinjaman Sindikasi/ Syndicated Loan Agreement
1. PT Bank Negara Indonesia Kredit Investasi/ 19.567 424.503 13 Oktober 2032/ 6,92% Hak Pengusahaan Jalan Tol 14.317 Minimal lebih Maksimal 70:30
(Persero) Tbk ("BNI") Investment Credit October 13, 2032 (HPJT) selama masa konsesi dari 100% / 1 antara porsi
2. PT Bank Mandiri (Persero) 19.567 424.503 (Catatan 13)/ Toll Road 14.317 kali/ Minimum kreditur dan
Tbk ("Mandiri") Concession Rights (HPJT) more than debitur/
3. PT Sarana Multi Infrastruktur 26.556 576.145 during the concession period 19.432 100% / 1 time Maximum 70:30
(Persero) ("SMI") (Note 13) between the
portion of
4. Lembaga Pembiayaan 9.867 214.060 7.220 creditors and
Ekspor Indonesia ("LPEI") debitors
5. PT Bank Central Asia Tbk 19.567 424.503 14.317
("BCA")
6. PT Bank ICBC Indonesia 9.672 209.834 7.077
7. PT Bank Pembangunan 6.752 146.477 4.940
Daerah Sulawesi Selatan
dan Sulawesi Barat
8. PT Bank Pembangunan 6.752 146.477 4.940
Daerah Riau
9. PT Bank Pembangunan 2.532 54.931 1.853
Daerah Jawa Tengah
110
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
23. UTANG BANK (lanjutan) 23. BANK LOANS (continued)
Utang Bank Jangka Panjang (lanjutan): Long–Term Bank Loans (continued):
Jumlah Fasilitas Terutang/
Porsi jangka
panjang setelah
dikurangi satu
Jatuh tempo Tahun/ Tanggal Jatuh
dalam satu Long-term Tempo Perjanjian Suku Bunga
tahun/ portion - net off Kredit/ Per Tahun/ Debt Service
Kreditur/ Nama Fasilitas/ Current current Maturity Date Of Interest rate Agunan/ Pelunasan/ Coverage Debt to Equity
Creditor Facility Type maturities maturities Credit Agreement per annum Collateral Acquittance Ratio (DSCR) Ratio (DER)
Entitas Anak/ Subsidiaries - PT Jasamarga Balikpapan Samarinda
Perjanjian Pinjaman Sindikasi/ Syndicated Loan Agreements
1. PT Bank Syariah Indonesia Kredit Investasi/ 11.250 1.986.250 25 September 2040/ 6,50% Hak Pengusahaan Jalan Tol 6.303 Minimal 110% Maksimal 5 (lima)
Tbk ("BSI") Investment loan September 25, 2040 (HPJT) Ruas jalan tol Muara / 1.1/ kali / 500%/
jawa-Palaran Seksi III sepanjang Minimum Maximum 5
19,533 KM (STA 33+000 - 110%/ 1.1 (Five) times/
52+533)/ Toll Road Concession 500%
Rights (HPJT) Muara Jawa-
Palaran Section III toll road
section 19,533 KM long (STA
33+000 - 52+533)
2. PT Bank Mandiri (Persero) 28.780 5.081.212 Hak Pengusahaan Jalan Tol 7.581
Tbk ("Mandiri") (HPJT) selama masa konsesi
selain agunan pinjaman BSI/
Toll Road Concession Rights
(HPJT) during the concession
period other than the loan
collateral of BSI
Perjanjian Pinjaman Sindikasi/ Syndicated Loan Agreements
1. PT Bank Rakyat Indonesia Kredit Investasi/ - - 21 Desember 2033/ 6,25% 1. Hak Pengusahaan Jalan Tol 188.353 Minimal 110% Maksimal 5 (lima)
Tbk ("BRI") Investment loan December 21, 2033 (HPJT) selama masa konsesi/ / 1.1/ kali / 500%/
2. PT Bank Mandiri (Persero) - - Toll Road Concession Rights 1.719.588 Minimum Maximum 5
Tbk ("Mandiri") (HPJT) during the concession 110%/ 1.1 (Five) times/
3. PT Sarana Multi Infrastruktur - - period 658.251 500%
(Persero) Tbk ("SMI")
2. Pendapatan Tol dan Polis
4. Industrial and Commercial - - Asuransi Asset jalan Tol 376.050
Bank of China Tbk ("ICBC") (Catatan 37)/ Toll Revenue and
5. Bank pembangunan daerah - - the Toll road Asset Insurance 469.897
di Jawa Timur ("Bank Jatim") Policy (Notes 37)
6. PT Bank Syariah Indonesia - - 3. Rekening Dana 842.145
Tbk ("BSI") Penampungan/ Escrow Account
7. PT Bank Pembangunan - - 328.797
Daerah Papua ("Bank 4. Tagihan atas pendapatan dari
Papua") hasil klaim asuransi, bank
8. PT Bank Pembangunan - - garansi dan penggantian dana 188.353
Daerah Kalimantan Selatan dari pemerintah diikat fidusia/
("Bank Kalsel") Claims on income from
9. Lembaga Pembiayaan - - insurance claims, bank 469.897
Ekspor Indonesia guarantees and reimbursement
(Eximbank) ("LPEI") of funds from the government
10. PT. Bank Mega Tbk. - - are bound by fiduciary 940.452
("MEGA")
11. PT. Bank Jabar Banten - - 93.848
Syariah ("BJB Syariah")
12. PT Bank Muamalat - - 282.201
Indonesia Tbk ("Muamalat")
Entitas Anak/ Subsidiaries - PT Jasamarga Japek Selatan
Perjanjian Pinjaman Talangan / Bridging Loan Agreements
1. PT Bank Negara Indonesia Pinjaman Talangan/ 1.538.257 - 17 Juli 2023/ 7,00% - - Minimal lebih Maksimal 70:30
(Persero) Tbk ("BNI") Bridging Loan July 17, 2023 dari 100% / 1 antara porsi
2. PT Bank Central Asia Tbk Pinjaman Talangan/ - 4.556.101 28 Februari 2027/ 6,95% - - kali/ Minimum kreditur dan
("BCA") Bridging Loan February 28, 2027 more than debitur/
3. PT Bank BRI (Persero) Tbk Pinjaman Talangan/ 91.261 - 31 Desember 2026/ 7,75% - - 100% / 1 time Maximum 70:30
("BRI") Bridging Loan December 31, 2026 between the
4. PT Bank Mandiri (Persero) Pinjaman Talangan/ - 2.490.421 19 Desember 2027/ 7,00% - - portion of
Tbk ("BRI") Bridging Loan Desember 19, 2027 creditors and
debitors
Entitas Anak/ Subsidiaries - PT Jasamarga Probolinggo Banyuwangi
Perjanjian Pinjaman Sindikasi/ Syndicated Loan Agreement
1. PT Bank Mandiri (Persero) Kredit Investasi/ - 1.388.315 21 November 2038/ 7,65% 1. Hak Pengusahaan Jalan Tol - Minimal lebih Maksimal 70:30
Tbk ("Mandiri") Investment Credit November 21, 2038 (HPJT) selama masa konsesi dari 100% / 1 antara porsi
2. PT Bank Central Asia Tbk - 1.388.315 (Catatan 13)/ Toll Road - kali/ Minimum kreditur dan
("BCA") Concession Rights (HPJT) more than debitur/
3. PT Sarana Multi Infrastruktur - 692.979 during the concession period - 100% / 1 time Maximum 70:30
(Persero) ("SMI") (Note 13) between the
portion of
4 PT Bank Pembangunan - 346.504 2. Pendapatan Tol dan - creditors and
Daerah Papua Pendapatan Usaha Lain terkait debitors
5. PT Bank Pembangunan - 519.720 dengan Hak Pengusahaan Jalan -
Daerah Jawa Timur Tbk Tol (Catatan 36)/ Toll Revenue
6. PT Bank Pembangunan - 104.100 and other Business Income -
Daerah Bali related to Toll Road Concession
7. PT Bank DKI ("DKI") - 208.228 Rights (Note 36) -
8. PT Bank Pembangunan - 173.399 -
Daerah Jawa Barat dan 3. Rekening Dana
Banten Tbk Penampungan/ Escrow Account
9. PT Bank Pembangunan - 173.519 -
Daerah Kalimantan Barat 4. Tagihan atas pendapatan dari
10. PT Bank Pembangunan - 138.679 hasil klaim asuransi, bank -
Daerah Maluku dan Maluku
garansi dan penggantian dana
Utara
dari pemerintah diikat fidusia/
Claims on income from
insurance claims, bank
guarantees and reimbursement
of funds from the government
are bound by fiduciary
111
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
23. UTANG BANK (lanjutan) 23. BANK LOANS (continued)
Utang Bank Jangka Panjang (lanjutan): Long–Term Bank Loans (continued):
Jumlah Fasilitas Terutang/
Porsi jangka
panjang setelah
dikurangi satu
Jatuh tempo Tahun/ Tanggal Jatuh
dalam satu Long-term Tempo Perjanjian Suku Bunga
tahun/ portion - net off Kredit/ Per Tahun/ Debt Service
Kreditur/ Nama Fasilitas/ Current current Maturity Date Of Interest rate Agunan/ Pelunasan/ Coverage Debt to Equity
Creditor Facility Type maturities maturities Credit Agreement per annum Collateral Acquittance Ratio (DSCR) Ratio (DER)
Entitas Anak/ Subsidiaries - PT Jasamarga Probolinggo Banyuwangi
Pinjaman Dana Talangan Tanah/ Land Bailout Loan
1. PT Bank Permata Tbk Dana Talangan Tanah/ 4.526 - 30 April 2026/ 8,65% 1. Tagihan atas pengembalian 1.736 - -
("Permata") Land Bailout April 30 2026 Dana Talangan Tanah dari
Pemerintah dan/atau instansi
berwenang lain yang ditunjuk
Pemerintah (Catatan 6)/ Claims
for returning Land Bailout Funds
from the Government and/or
other authorized agencies
appointed by the Government
(Note 6)
2. Rekening Penampungan
Dana Talangan Tanah yang
diikat dengan gadai rekening
senilai Rp 100.000 yang dimiliki
nasabah (Catatan 9)/ Land
Bailout Fund Escrow Account
tied to a pawn account in the
amount of IDR 100,000 owned
by the customer (Note 9)
3. LoU (Letter of Undertaking)
atau Surat Pernyataan
Kesanggupan dari Pemegang
Saham Nasabah dalam bentuk
Keputusan Rapat Umum
Pemegang Saham Sirkuler/ LoU
(Letter of Undertaking) or
Statement of Commitment from
Customer Shareholders in the
form of Circular General
Meeting of Shareholders
Resolutions
Entitas Anak/ Subsidiaries - PT Jasamarga Akses Patimban
Perjanjian Pinjaman Sindikasi/ Syndicated Loan Agreement
1. PT Bank Central Asia Tbk Kredit Investasi/ - 557.756 17 Desember 2039/ 7,75% Hak Pengusahaan Jalan Tol - Minimal lebih Maksimal 70:30
("BCA") Investment Credit December 17, 2039 (HPJT) selama masa konsesi dari 100% / 1 antara porsi
(Catatan 13)/ Toll Road kali/ Minimum kreditur dan
Concession Rights (HPJT) more than debitur/
during the concession period 100% / 1 time Maximum 70:30
2. PT Sarana Multi Infrastruktur - 557.756 - between the
(Note 13)
(Persero) ("SMI") portion of
creditors and
debitors
Entitas Anak/ Subsidiaries - PT Jasamarga Jogja Solo
Perjanjian Pinjaman Sindikasi/ Syndicated Loan Agreement
1. PT Bank Mandiri (Persero) Kredit Investasi/ - 1.415.905 19 Desember 2037/ 7,71% Hak Pengusahaan Jalan Tol, - Minimal lebih Maksimal 70:30
Tbk ("Mandiri") Investment Credit December 19, 2037 seluruh tagihan dan pendapatan dari 100% / 1 antara porsi
2. PT Bank Negara Indonesia - 1.415.905 dan usaha-usaha lain, - kali/ Minimum kreditur dan
(Persero) Tbk ("BNI") keseluruhan escrow accounts , more than debitur/
3. PT Bank Central Asia Tbk - 1.415.905 pendapatan dari hasil klaim - 100% / 1 time Maximum 70:30
("BCA") asuransi, Garansi Bank, dan between the
4. PT Bank Rakyat Indonesia - 708.120 penggantian dana dari - portion of
(Persero) Tbk ("BRI") Pemerintah (Catatan 13)/ Toll creditors and
5. PT Sarana Multi Infrastruktur - 353.976 Road Concession Rights, entire - debitors
(Persero) ("SMI") claims and operational
revenues, all escrow accounts,
6. PT Bank Syariah Indonesia - 238.280 income from insurance claims, -
Tbk ("BSI") Bank Guarantee, fund
7. PT Bank DKI - 318.579 compensation from the -
8. PT Bank Pembangunan - 244.952 Government (Note 13) -
Daerah Jawa Barat Banten
Tbk
9. PT Bank Pembangunan - 230.085 -
Daerah Sulawesi Selatan
dan Bangka Belitung
10. PT Bank Pembangunan - 194.687 -
Daerah Papua
11. PT Bank Pembangunan - 158.304 -
Daerah Daerah Istimewa
Yogyakarta
12. PT Bank Pembangunan - 158.304 -
Daerah Jawa Tengah
13. PT Bank Pembangunan - 70.795 -
Daerah Bali
14. PT Bank Central Asia - 72.520 -
Syariah
Entitas Anak/ Subsidiaries - PT Jasamarga Transjawa Tol
Perjanjian Pinjaman Sindikasi PT JSN/ Syndicated Loan Agreement PT JSN
1. PT Bank Mandiri (Persero) Kredit Investasi/ 71.750 1.705.254 21 Desember 2034/ 6,75% Hak Pengusahaan Jalan Tol, 161.500 Minimal lebih Maksimal 70:30
Tbk ("Mandiri") Investment Credit December 21, 2034 seluruh tagihan dan pendapatan dari 100% / 1 antara porsi
dan usaha-usaha lain, kali/ Minimum kreditur dan
keseluruhan escrow accounts , more than debitur/
2. PT Bank Negara Indonesia 82.250 1.460.106 pendapatan dari hasil klaim 70.500 100% / 1 time Maximum 70:30
(Persero) Tbk ("BNI") asuransi, Garansi Bank, dan between the
penggantian dana dari portion of
Pemerintah (Catatan 13)/ Toll creditors and
3. PT Bank Central Asia Tbk 59.500 1.055.991 Road Concession Rights, entire 51.000 debitors
("BCA") claims and operational
revenues, all escrow accounts,
income from insurance claims,
4. PT Bank CIMB Niaga Tbk 35.000 621.322 Bank Guarantee, fund 30.000
("CIMB")
compensation from the
Government (Note 13)
112
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
23. UTANG BANK (lanjutan) 23. BANK LOANS (continued)
Utang Bank Jangka Panjang (lanjutan): Long–Term Bank Loans (continued):
Jumlah Fasilitas Terutang/
Porsi jangka
panjang setelah
dikurangi satu
Jatuh tempo Tahun/ Tanggal Jatuh
dalam satu Long-term Tempo Perjanjian Suku Bunga
tahun/ portion - net off Kredit/ Per Tahun/ Debt Service
Kreditur/ Nama Fasilitas/ Current current Maturity Date Of Interest rate Agunan/ Pelunasan/ Coverage Debt to Equity
Creditor Facility Type maturities maturities Credit Agreement per annum Collateral Acquittance Ratio (DSCR) Ratio (DER)
Perjanjian Pinjaman Sindikasi PT JNK/ Syndicated Loan Agreement PT JNK
1. PT Bank Mandiri (Persero) Kredit Investasi/ 35.874 935.852 21 Desember 2034/ 6,75% Hak Pengusahaan Jalan Tol, 99.627 Minimal lebih Maksimal 70:30
Tbk ("Mandiri") Investment Credit December 21, 2034 seluruh tagihan dan pendapatan dari 100% / 1 antara porsi
dan usaha-usaha lain, kali/ Minimum kreditur dan
keseluruhan escrow accounts , more than debitur/
pendapatan dari hasil klaim 100% / 1 time Maximum 70:30
2. PT Bank Nasional Indonesia 35.874 935.852 asuransi, Garansi Bank, dan 99.627 between the
(Persero) Tbk ("BNI") penggantian dana dari portion of
Pemerintah (Catatan 13)/ Toll creditors and
Road Concession Rights, entire debitors
claims and operational
3. PT Bank Syariah Indonesia 12.701 331.338 revenues, all escrow accounts, 35.273
Tbk ("BSI") income from insurance claims,
Bank Guarantee, fund
compensation from the
Government (Note 13)
Perjanjian Pinjaman Sindikasi PT JSB/ Syndicated Loan Agreement PT JSB
1. PT Bank Mandiri (Persero) Kredit Investasi/ 87.761 2.523.087 27 Desember 2036/ 6,75% Hak Pengusahaan Jalan Tol, 253.507 Minimal lebih Maksimal 70:30
Tbk ("Mandiri") Investment Credit December 27, 2036 seluruh tagihan dan pendapatan dari 100% / 1 antara porsi
2. PT Bank Negara Indonesia 65.820 1.730.615 dan usaha-usaha lain, 43.880 kali/ Minimum kreditur dan
(Persero) Tbk ("BNI") keseluruhan escrow accounts , more than debitur/
3. PT Bank Central Asia Tbk 102.386 2.673.148 pendapatan dari hasil klaim 68.259 100% / 1 time Maximum 70:30
("BCA") asuransi, Garansi Bank, dan between the
4. PT Keb Hana Indonesia Tbk 5.851 153.833 penggantian dana dari 3.900 portion of
("Hana") Pemerintah (Catatan 13)/ Toll creditors and
Road Concession Rights, entire debitors
claims and operational
revenues, all escrow accounts,
income from insurance claims,
Bank Guarantee, fund
compensation from the
Government (Note 13)
Perjanjian Pinjaman Sindikasi PT JPT/ Syndicated Loan Agreements PT JPT
1. PT Bank Mandiri (Persero) Term Loan/ 57.500 69.700 15 Juli 2028/ 6,50% Hak Pengusahaan Jalan Tol, 91.300 Minimal lebih Maksimal 70:30
Tbk ("Mandiri") Term Loan July 15, 2028 seluruh tagihan dan pendapatan dari 100% / 1 antara porsi
dan usaha-usaha lain, kali/ Minimum kreditur dan
keseluruhan escrow accounts , more than debitur/
pendapatan dari hasil klaim 100% / 1 time Maximum 70:30
asuransi, Garansi Bank, dan between the
penggantian dana dari portion of
Pemerintah (Catatan 13)/ Toll creditors and
2. PT Bank Syariah Indonesia 141.800 25.000 15 Juni 2026/ 6,50% Road Concession Rights, entire 53.200 debitors
Tbk ("BSI") June 15, 2026 claims and operational
revenues, all escrow accounts,
income from insurance claims,
Bank Guarantee, fund
compensation from the
Government (Note 13)
3.281.527 53.044.064 8.621.571
Pada tanggal 31 Desember 2025, Kelompok As of December 31, 2025, the Group had met the
Usaha telah memenuhi persyaratan-persyaratan financial covenant requirements, except for JMB,
financial covenant, kecuali JMB yang tidak which did not meet the financial ratio requirements.
memenuhi persyaratan rasio keuangan. JMB JMB had obtained a waiver from BNI. Therefore,
sudah mendapatkan waiver dari BNI. Dengan management believes that there is no significant
demikian, manajemen berkeyakinan bahwa tidak impact resulting from JMB's non-compliance with
terdapat pengaruh yang signifikan yang the financial ratio requirements.
disebabkan oleh tidak terpenuhinya persyaratan
rasio keuangan oleh JMB.
24. UTANG LEMBAGA KEUANGAN BUKAN BANK 24. NON-BANK FINANCIAL INSTITUTION LOAN
Rincian utang lembaga keuangan bukan bank The details of non-bank financial institution loan are
adalah sebagai berikut: as follows:
2025 2024
Utang Lembaga Keuangan Bukan Bank Long-term Non-bank
Jangka Panjang Financial Institution Loan
Pihak Berelasi (Catatan 43) - 272.000 Related Party (Note 43)
Total Utang Lembaga Keuangan Total Non - Bank Financial Institution
Bukan Bank Jangka Panjang - 272.000 Long Term Loan
113
Page 947
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
24. UTANG LEMBAGA KEUANGAN BUKAN BANK 24. NON-BANK FINANCIAL INSTITUTION LOAN
(lanjutan) (continued)
Perusahaan The Company
Berdasarkan Akta Perjanjian Pinjaman No. 29 Based on Loan Agreement Deed No. 29 dated
tanggal 16 September 2020 dari Notaris Ir. Nanette September 16, 2020, from Notary Ir. Nanette
Cahyanie Handari Adi Warsito, S.H., pinjaman ini Cahyanie Handari Adi Warsito, S.H., this loan has
telah diubah beberapa kali, terakhir dengan been amended several times, most recently with
perubahan ke X No.PERJ-156/SMI/1024, amendment number X No. PERJ-156/SMI/1024,
Perusahaan memperoleh fasilitas pinjaman dari The Company obtained loan facilities from
PT Sarana Multi Infrastruktur (Persero) sebesar PT Sarana Multi Infrastruktur (Persero) amounting
Rp350.000 dengan jangka waktu selambat- to Rp350,000 for a period of as late as
lambatnya pada 15 September 2027. Tingkat suku September 15, 2027. As of December 31, 2025 the
bunga yang berlaku pada 31 Desember 2025 applicable interest rate is Nil per annum and as of
adalah sebesar Nihil per tahun dan pada December 31, 2024 the applicable interest rate is
31 Desember 2024 adalah 6,20% per tahun. 6.20% per annum. This loan does not require the
Pinjaman ini tidak mensyaratkan Perusahaan Company to submit guarantee/ collateral to the
untuk menyerahkan jaminan/agunan kepada bank bank or other creditors.
maupun kepada kreditur lainnya.
Pembatasan penting dalam perjanjian fasilitas The major covenant of this facility include the
pinjaman ini adalah: following:
a. Interest coverage ratio minimal 1,1 kali; dan a. Minimum interest coverage ratio is 1.1 times;
and
b. Debt to equity ratio maksimal 5 kali. b. Maximum debt to equity ratio is 5 times.
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the Company
Perusahaan telah memenuhi seluruh pembatasan has met with all major covenant requirement.
penting.
Penambahan sampai dengan 31 Desember 2025 The addition up to December 31, 2025 is
sebesar Rp78.000. Pembayaran pokok sampai Rp78,000. The principal payment until
dengan 31 Desember 2025 sebesar Rp350.000. December 31, 2025 is Rp350,000. The outstanding
Saldo terutang fasilitas pinjaman pada tanggal loan facility balance as of December 31, 2025 and
31 Desember 2025 dan 2024 masing-masing 2024, were Nil and Rp272,000, respectively.
adalah sebesar Nihil dan Rp272.000. Jumlah The total interest expense payments up to
pembayaran beban bunga hingga December 31, 2025, amount to Rp16,564.
31 Desember 2025 adalah sebesar Rp16.564.
25. UTANG OBLIGASI 25. BONDS PAYABLE
Rincian utang obligasi adalah sebagai berikut: The details of bonds payable are as follows:
2025 2024
Perusahaan The Company
Obligasi Berkelanjutan II Shelf Registry Bond II
PT Jasa Marga 2020 PT Jasa Marga 2020
Seri B - 286.000 Series B
Seri C 90.050 90.050 Series C
Seri D 523.600 523.600 Series D
Subtotal 613.650 899.650 Subtotal
Obligasi Berkelanjutan III Tahap I Shelf Registry Bond III Phase I
PT Jasa Marga 2024 PT Jasa Marga 2024
Seri A 90.155 90.155 Series A
Seri B 241.055 241.055 Series B
Seri C 601.140 601.140 Series C
Subtotal 932.350 932.350 Subtotal
Obligasi Berkelanjutan III Tahap II Shelf Registry Bond III Phase II
PT Jasa Marga 2025 PT Jasa Marga 2025
Seri A 120.000 - Series A
Seri B 100.000 - Series B
Seri C 780.000 - Series C
Subtotal 1.000.000 - Subtotal
Total 2.546.000 1.832.000
Belum Diamortisasi 114
(9.938) (7.839) Unamortized Bond Issuance Cost
Total Utang Obligasi 2.536.062 1.824.161 Total Bond Payable
Bagian yang Jatuh Tempo Dalam Satu Tahun - (286.000) Current Maturities
Total Utang Obligasi Bagian Jangka Panjang 2.536.062 1.538.161 Total Bond Payable of Long-term Portion
Page 948
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
25. UTANG OBLIGASI (lanjutan) 25. BONDS PAYABLE (continued)
2025 2024
Perusahaan The Company
Obligasi Berkelanjutan III Tahap II Shelf Registry Bond III Phase II
PT Jasa Marga 2025 PT Jasa Marga 2025
Seri A 120.000 - Series A
Seri B 100.000 - Series B
Seri C 780.000 - Series C
Subtotal 1.000.000 - Subtotal
Total 2.546.000 1.832.000
Belum Diamortisasi (9.938) (7.839) Unamortized Bond Issuance Cost
Total Utang Obligasi 2.536.062 1.824.161 Total Bond Payable
Bagian yang Jatuh Tempo Dalam Satu Tahun - (286.000) Current Maturities
Total Utang Obligasi Bagian Jangka Panjang 2.536.062 1.538.161 Total Bond Payable of Long-term Portion
Jumlah pembayaran kembali untuk utang obligasi The amounts of repayments of bonds payable by
menurut tahun jatuh tempo pada tanggal years of maturity as of December 31, 2025 and 2024
31 Desember 2025 dan 2024 adalah sebagai are as follows:
berikut:
Tahun Jatuh Tempo/
Tahun Jatuh Tempo/Year of Maturity 2025 2024
2025 - 286.000
2027 180.205 180.205
2028 120.000 -
2029 241.055 241.055
2030 623.600 523.600
2034 601.140 601.140
2035 780.000 -
Total 2.546.000 1.832.000
Obligasi Berkelanjutan II PT Jasa Marga Tahun Continuing Public Offering Bond II PT Jasa
2020 Marga 2020
Pada tanggal 31 Agustus 2020, Perusahaan On August 31, 2020, the Company obtained an
memperoleh pernyataan efektif dari OJK atas effective statement from OJK on the issuance of
penerbitan Obligasi Berkelanjutan II Jasa Marga Jasa Marga Bond II Phase I Year 2020 (“Bonds”) in
Tahap I Tahun 2020 (“Obligasi”) dalam 4 (empat) 4 (four) series with par value, annual interest rate
seri dengan nilai nominal, suku bunga dan jatuh and maturity dates as follows:
tempo sebagai berikut:
1. Seri A sebesar Rp1.100.350 dan suku bunga 1. Series A amounting to Rp1,100,350 and annual
7,90% per tahun, telah jatuh tempo dan lunas interest rate of 7.90%, has mature and been
pada tanggal 8 September 2023. paid off on September 8, 2023.
2. Seri B sebesar Rp286.000 dan suku bunga 2. Series B amounting to Rp286,000 and annual
8,25% per tahun, telah jatuh tempo pada interest rate of 8.25%, matured on September
tanggal 8 September 2025. 8, 2025.
3. Seri C sebesar Rp90.050 dan suku bunga 3. Series C amounting to Rp90,050 and annual
8,60% per tahun, akan jatuh tempo pada interest of 8.60%, will mature on
tanggal 8 September 2027. September 8, 2027.
4. Seri D sebesar Rp523.600 dan suku bunga 4. Series D amounting to Rp523,600 and annual
9,00% per tahun, akan jatuh tempo pada interest of 9.00%, will mature on
tanggal 8 September 2030. September 8, 2030.
115
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
25. UTANG OBLIGASI (lanjutan) 25. BONDS PAYABLE (continued)
Obligasi Berkelanjutan II PT Jasa Marga Tahun Continuing Public Offering Bond II PT Jasa
2020 (lanjutan) Marga 2020 (continued)
Total dana yang diterima Perusahaan pada tanggal Total fund received by the Company on
8 September 2020 dari hasil penerbitan Obligasi September 8, 2020 from the issuance of Bonds
adalah sebesar Rp2.000.000. Bertindak sebagai was Rp2,000,000. Acting as trustee for the bonds
wali amanat adalah PT Bank Mega Tbk dan sesuai is PT Bank Mega Tbk and in accordance with the
dengan prospektus penerbitan obligasi Perusahaan, Company’s prospectus for bonds issuance, the
dana tersebut akan digunakan untuk modal kerja funds will be used for funding the Company’s
Perusahaan, diantaranya namun tidak terbatas working capital, including but not limited to toll road
pada pemeliharaan jalan tol dan sarana penunjang maintenance and toll road supporting facilities, also
jalan tol, serta peningkatan fasilitas jalan tol dan for toll road facilities enhancement and toll road
sarana penunjang jalan tol. Peringkat obligasi ini supporting facilities. The bond rating is idAA based
adalah idAA berdasarkan peringkat dari on the rating from PT Pemeringkat Efek Indonesia
PT Pemeringkat Efek Indonesia (Pefindo) pada (Pefindo) on March 06, 2025.
06 Maret 2025.
Perusahaan juga diwajibkan untuk The Company is also required to maintain certain
mempertahankan rasio-rasio keuangan tertentu financial ratios base on annual financial statements
berdasarkan laporan keuangan tahunan yang telah which have been audited by public accounting firm
diaudit oleh kantor akuntan publik yang terdaftar di registered in OJK during the bonds payable as
OJK selama periode utang obligasi sebagai berikut: follows:
a) Interest Coverage Ratio (ICR) (rasio cakupan a) Minimum Interest Coverage Ratio (ICR) of
bunga) minimal 1,1:1; dan 1.1:1; and
b) Debt to Equity Ratio (DER) (rasio utang) b) Maximum Debt to Equity Ratio (DER) (debt
maksimal 5:1 ratio) of 5:1
Obligasi ini tidak dijamin dengan suatu agunan The Bonds are not collateralized by a specific
khusus, tetapi dijamin dengan seluruh harta collateral, but are collateralized by the Company’s
kekayaan Perusahaan baik barang bergerak entire assets, either movable or immovable,
maupun barang tidak bergerak, baik yang telah ada whether existing or will exist in the future.
maupun yang akan ada di kemudian hari.
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the Company
Perusahaan telah memenuhi seluruh rasio has met the financial ratio requirements.
keuangan yang dipersyaratkan.
Obligasi Berkelanjutan III Tahap I PT Jasa Marga Shelf Registry Bond III Phase I PT Jasa Marga
Tahun 2024 2024
Pada tanggal 26 Juni 2024, Perusahaan On June 26, 2024, the Company obtained an
memperoleh pernyataan efektif dari OJK atas effective statement from OJK on the issuance of
penerbitan Obligasi Berkelanjutan III Jasa Marga Jasa Marga Bond III Phase I Year 2024 (“Bonds”)
Tahap I Tahun 2024 (“Obligasi”) dalam 3 (tiga) seri in 3 (three) series with par value, annual interest
dengan nilai nominal, suku bunga dan jatuh tempo rate and maturity dates as follows:
sebagai berikut:
1. Seri A sebesar Rp90.155 dan suku bunga 1. Series A amounting to Rp90,155 and annual
6,90% per tahun, akan jatuh tempo pada interest rate of 6.90%, will mature on July 5,
tanggal 5 Juli 2027. 2027.
2. Seri B sebesar Rp241.055 dan suku bunga 2. Series B amounting to Rp241,055 and annual
7,00% per tahun, akan jatuh tempo pada interest rate of 7.00%, will mature on July 5,
tanggal 5 Juli 2029. 2029.
3. Seri C sebesar Rp601.140 dan suku bunga 3. Series C amounting to Rp601,140 and annual
7,20% per tahun, akan jatuh tempo pada interest of 7.20%, will mature on July 5, 2034.
tanggal 5 Juli 2034.
116
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
25. UTANG OBLIGASI (lanjutan) 25. BONDS PAYABLE (continued)
Obligasi Berkelanjutan III Tahap I PT Jasa Marga Shelf Registry Bond III Phase I PT Jasa Marga
Tahun 2024 (lanjutan) 2024 (continued)
Total dana yang diterima Perusahaan pada tanggal Total fund received by the Company on July 5,
5 Juli 2024 dari hasil penerbitan Obligasi adalah 2024 from the issuance of Bonds was Rp932,350.
sebesar Rp932.350. Bertindak sebagai wali amanat Acting as trustee for the bonds is PT Bank Mega
adalah PT Bank Mega Tbk dan sesuai dengan Tbk and in accordance with the Company’s
prospektus penerbitan obligasi Perusahaan, dana prospectus for bonds issuance, the funds will be
tersebut akan digunakan untuk modal kerja used for funding the Company’s working capital,
Perusahaan, diantaranya namun tidak terbatas including but not limited to toll road transaction
pada pelayanan transaksi jalan tol, pelayanan lalu services, toll road traffic services, and routine
lintas jalan tol, dan pemeliharaan rutin fasilitas maintenance of transaction facilities, Toll Gate
sarana transaksi, gedung kantor Gerbang Tol (GT) (GT) office buildings and toll road complementary
maupun bangunan pelengkap jalan tol sedangkan buildings, while toll road maintenance is included
untuk pemeliharaan jalan tol termasuk namun tidak but not limited to toll road overlays, routine toll road
terbatas pada overlay jalan tol, pemeliharaan rutin maintenance, maintenance of toll road
jalan tol, pemeliharaan sarana pelengkap jalan tol complementary facilities (guardrails, concrete
(guardrail,concrete barrier, pagar ROW (Right of barriers, ROW (Right of Way) fences and
Way) dan marka), penelitian jembatan, dan markings), bridge research, and pavement.
perkerasan.
Peringkat obligasi ini adalah idAA berdasarkan The bond rating is idAA based on the rating from
peringkat dari PT Pemeringkat Efek Indonesia PT Pemeringkat Efek Indonesia (Pefindo) on
(Pefindo) pada 26 Maret 2024. March 26, 2024.
Perusahaan juga diwajibkan untuk The Company is also required to maintain certain
mempertahankan rasio-rasio keuangan tertentu financial ratios base on annual financial statements
berdasarkan laporan keuangan tahunan yang telah which have been audited by public accounting firm
diaudit oleh kantor akuntan publik yang terdaftar di registered in OJK during the bonds payable as
OJK selama periode utang obligasi sebagai berikut: follows:
a) Interest Coverage Ratio (ICR) (rasio cakupan a) Minimum Interest Coverage Ratio (ICR) of
bunga) minimal 1,1:1; dan 1.1:1; and
b) Debt to Equity Ratio (DER) (rasio utang) b) Maximum Debt to Equity Ratio (DER) (debt
maksimal 5:1 ratio) of 5:1
Obligasi ini tidak dijamin dengan suatu agunan The Bonds are not collateralized by a specific
khusus, tetapi dijamin dengan seluruh harta collateral, but are collateralized by the Company’s
kekayaan Perusahaan baik barang bergerak entire assets, either movable or immovable,
maupun barang tidak bergerak, baik yang telah ada whether existing or will exist in the future.
maupun yang akan ada di kemudian hari.
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the Company
Perusahaan telah memenuhi seluruh rasio has met the financial ratio requirements.
keuangan yang dipersyaratkan.
Obligasi Berkelanjutan III Tahap II PT Jasa Marga Shelf Registry Bond III Phase II PT Jasa Marga
Tahun 2025 2025
Pada tanggal 4 September 2025, Perusahaan On September 4, 2025, the Company received an
memperoleh pernyataan efektif dari OJK atas effective statement from the OJK regarding the
penerbitan Obligasi Berkelanjutan III Jasa Marga issuance of the 2025 Phase II Jasa Marga III
Tahap II Tahun 2025 (“Obligasi”) dalam 3 (tiga) seri Sustainable Bonds ("Bonds") in 3 (three) series
dengan nilai nominal, suku bunga dan jatuh tempo with nominal value, interest rate, and maturity as
berikut: follows:
117
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
25. UTANG OBLIGASI (lanjutan) 25. BONDS PAYABLE (continued)
Obligasi Berkelanjutan III Tahap II PT Jasa Marga Shelf Registry Bond III Phase II PT Jasa Marga
Tahun 2025 (lanjutan) 2025 (continued)
1. Seri A sebesar Rp120.000 dan suku bunga 1. Series A amounting to Rp120,000 and annual
6,40% per tahun, akan jatuh tempo pada interest rate of 6.40%, will mature on
tanggal 4 September 2028. September 4, 2028.
2. Seri B sebesar Rp100.000 dan suku bunga 2. Series B amounting to Rp100,000 and annual
6,60% per tahun, akan jatuh tempo pada interest rate of 6.60%, will mature on
tanggal 4 September 2030. September 4, 2030.
3. Seri C sebesar Rp780.000 dan suku bunga 3. Series C amounting to Rp780,000 and annual
7,15% per tahun, akan jatuh tempo pada interest rate of 7.15%, will mature on
tanggal 4 September 2035. September 4, 2035.
Total dana yang diterima Perusahaan pada tanggal The total funds received by the Company on
4 September 2025 dari hasil penerbitan Obligasi September 4, 2025, from the issuance of Bonds
adalah sebesar Rp1.000.000. Bertindak sebagai amounted to Rp1,000,000. Acting as the trustee is
wali amanat adalah PT Bank Mega Tbk dan sesuai PT Bank Mega Tbk and, according to the
dengan prospektus penerbitan obligasi Perusahaan, Company's bond issuance prospectus, these funds
dana tersebut akan digunakan untuk: will be used for:
1. Pembayaran penuh pokok Obligasi 1. Full payment of the principal of the 2020
Berkelanjutan II Jasa Marga Tahap I Phase I Series B Sustainable Bonds of Jasa
Tahun 2020 Seri B; dan Marga; and
2. Penyetoran modal kepada PT Jasamarga 2. Capital contributions to PT Jasamarga Japek
Japek Selatan (JJS), PT Jasamarga Jogja Selatan (JJS), PT Jasamarga Jogja Bawen
Bawen (JJB), dan PT Jasamarga Probolinggo (JJB), and PT Jasamarga Probolinggo
Banyuwangi (JPB) Banyuwangi (JPB)
Peringkat obligasi ini adalah idAA berdasarkan The bond rating is idAA based on the rating from
peringkat dari PT Pemeringkat Efek Indonesia PT Pemeringkat Efek Indonesia (Pefindo) on
(Pefindo) pada 06 Maret 2025. March 06, 2025.
Perusahaan juga diwajibkan untuk The Company is also required to maintain certain
mempertahankan rasio-rasio keuangan tertentu financial ratios base on annual financial statements
berdasarkan laporan keuangan tahunan yang telah which have been audited by public accounting firm
diaudit oleh kantor akuntan publik yang terdaftar di registered in OJK during the bonds payable as
OJK selama periode utang obligasi sebagai berikut: follows:
a) Interest Coverage Ratio (ICR) (rasio cakupan a) Minimum Interest Coverage Ratio (ICR) of
bunga) minimal 1,1:1; dan 1.1:1; and
b) Debt to Equity Ratio (DER) (rasio utang) b) Maximum Debt to Equity Ratio (DER) of 5:1
maksimal 5:1
Obligasi ini tidak dijamin dengan suatu agunan The Bonds are not collateralized by a specific
khusus, tetapi dijamin dengan seluruh harta collateral, but are collateralized by the Company’s
kekayaan Perusahaan baik barang bergerak entire assets, either movable or immovable,
maupun barang tidak bergerak, baik yang telah ada whether existing or will exist in the future.
maupun yang akan ada di kemudian hari.
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the Company
Perusahaan telah memenuhi seluruh rasio has met the financial ratio requirements.
keuangan yang dipersyaratkan.
118
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
26. LIABILITAS PEMBEBASAN TANAH 26. LAND ACQUISITION LIABILITIES
2025 2024
Pihak Berelasi - Jangka Panjang (Catatan 43) Related Parties - Long Term (Note 43)
Perusahaan 108.292 109.008 The Company
Total 108.292 109.008 Total
Akun ini merupakan liabilitas Entitas Anak atas This account represents liabilities of the
dana talangan pembelian tanah dan untuk Subsidiaries for the bail out loan and for land
pembangunan ruas jalan tol dengan menggunakan acquisition and for construction of toll roads by
dana talangan Badan Layanan Umum Badan using bail out loan from the Public Service
Pengatur Jalan Tol. Penggunaan dana talangan Assistance Unit - the Indonesian Toll Road
tersebut oleh JSM adalah untuk pembangunan ruas Authority. The use of bail out funds by JSM is for
jalan tol Surabaya - Mojokerto, MTN adalah untuk construction of Surabaya - Mojokerto toll road,
pembangunan ruas Tol Kunciran - Serpong dan MTN is for construction of Kunciran - Serpong Toll
JKC adalah untuk pembangunan ruas tol road and JKC is for construction of Cengkareng -
Cengkareng - Batu Ceper - Kunciran. Batu Ceper - Kunciran Toll Road.
Selain itu, kewajiban pembebasan tanah juga In addition, the land acquisition liabilities also
merupakan kewajiban pembebasan tanah untuk represent settlement of payable for widening of
pelunasan utang ganti rugi pelebaran Jalan Tol Sedyatmo Toll Road to Ministry of Environment and
Sedyatmo ke Kementerian Lingkungan Hidup dan Forestry.
Kehutanan.
Rincian mutasi realisasi liabilitas pembebasan Details of the realization mutation of land acquisition
tanah: liabilities:
2025 2024
Saldo Awal 109.008 1.549.910 Beginning Balance
Pembayaran utang pembebasan lahan (716) (898.942) Payment of land acquisition liabilities
Pengurang nilai pokok ke Hak Pengusahaan Deduction of principal amount to Toll
Jalan Tol (Catatan 13) - (541.960) Road Concession Rights (Note 13)
Saldo Akhir 108.292 109.008 Ending Balance
27. LIABILITAS SEWA 27. LEASE LIABILITIES
Kelompok Usaha menandatangani beberapa The Group entered into several lease agreements
perjanjian sewa yang berkaitan dengan sewa lahan, which are related to rent of land, buildings, vehicles,
gedung, kendaraan, alat pengangkutan dan transportation equipment and other equipments.
peralatan lainnya. Perjanjian sewa biasanya Rental agreements are typically made for fixed
memiliki periode tetap dari 1 tahun sampai dengan period of 1 year to 5 years. Lease terms are
5 tahun. Ketentuan sewa dinegosiasikan secara negotiated on an individual basis and contain a wide
individu dan mengandung syarat dan ketentuan range of different terms and conditions. The lease
yang berbeda. Perjanjian sewa tidak memberikan agreements do not impose any convenants, but
persyaratan apapun, tetapi aset hak guna tidak right of use assets may not be used as security for
dapat digunakan sebagai jaminan atas pinjaman. borrowing purposes.
Laporan posisi keuangan konsolidasian pada The consolidated statement of financial position as
tanggal 31 Desember 2025 dan 2024 menyajikan at December 31, 2025 and 2024 shows the following
saldo berikut berkaitan dengan sewa: amounts related to leases:
2025 2024
Liabilitas Sewa 189.590 124.018 Lease Liabilites
Bagian yang Jatuh Tempo
Dalam Waktu Satu Tahun (87.593) (64.199) Current Maturities Portion
Bagian Jangka Panjang 101.997 59.819 Long - Term Portion
119
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
27. LIABILITAS SEWA (lanjutan) 27. LEASE LIABILITIES (continued)
2025 2024
Kendaraan bermotor Vehicles
PT Surya Sudeco 19.292 25.688 PT Surya Sudeco
PT Metrindo 19.008 10.589 PT Metrindo
PT Lintas Cakra Cipta 18.928 9.717 PT Lintas Cakra Cipta
PT Multi Adhi Perkasa 15.732 9.933 PT Multi Adhi Perkasa
PT Resqtec Indonesia 14.548 5.044 PT Resqtec Indonesia
PT Citra Persada Infrastruktur 12.480 - PT Citra Persada Infrastruktur
Koperasi Jasa Marga Bakti 11.605 13.323 Koperasi Jasa Marga Bakti
PT Pratama Mitra Sejati 10.797 - PT Pratama Mitra Sejati
PT Bangun Persada Transportation 8.081 - PT Bangun Persada Transportation
PT Pulo Air Biru 7.025 6.342 PT Pulo Air Biru
PT Armada Antar Lintas Nusa 6.485 9.359 PT Armada Antar Lintas Nusa
PT Torin Citra Sejahtera 6.425 3.096 PT Torin Citra Sejahtera
PT Bumi Jasa Utama 6.370 2.686 PT Bumi Jasa Utama
PT Surya Darma Perkasa 6.319 5.779 PT Surya Darma Perkasa
PT Adi Sarana Armada 4.670 5.409 PT Adi Sarana Armada
PT Pesona Lintang Kemukus 4.636 - PT Pesona Lintang Kemukus
PT Otni Elektra 2.661 - PT Otni Elektra
PT Husada Putra Pratama 2.617 - PT Husada Putra Pratama
PT Go Rental 2.112 - PT Go Rental
PT Leo Anugerah Sukses 2.103 2.879 PT Leo Anugerah Sukses
Lain-lain (di bawah Rp2.000)Others (below Rp2,000) 5.360 10.313 Others (below Rp2,000)
Subtotal 187.254 120.157 Subtotal
Peralatan dan Perlengkapan Kantor Office Equipment and Supplies
PT Mitra Integrasi Informatika 2.306 3.706 PT Mitra Integrasi Informatika
Lain-lain (di bawah Rp2.000) 30 155 Others (below Rp2,000)
Subtotal 2.336 3.861 Subtotal
Dikurangi: Bagian jatuh tempo 1 tahun 87.593 64.199 Less: short-term portion
Bagian tidak lancar 101.997 59.819 Non - current portion
Laporan laba rugi menyajikan saldo berikut The statement of profit or loss shows the following
berkaitan dengan sewa: amounts related to leases:
2025 2024
Depresiasi atas aset hak guna (Catatan 11) Depreciation related to right-of-use assets (Note 11)
Kendaraan Bermotor 93.726 82.782 Vehicles
Gedung Kantor dan Bangunan Lain 8.715 5.705 Office and Other Buildings
Peralatan Operasi dan Kantor 258 3.094 Operational and Office Equipment
Beban sewa jangka pendek (Catatan 37 dan 38) 62.237 75.306 Current leases expense (Notes 37 and 38)
Beban bunga (Catatan 41) 10.845 8.230 Interest expense (Note 41)
Total 175.781 175.117 Total
Pergerakan pada liabilitas sewa yang timbul dari The movement in the lease liabilities arising from
aktivitas pendanaan di 2025 dan 2024 adalah financing activities in 2025 and 2024 were as
sebagai berikut: follows:
2025 2024
Pada Awal Tahun 124.018 132.749 At the Beginning of the Year
Penambahan liabilitas sewa 169.337 54.460 Addition of lease liabilities
Penambahan dari efek kombinasi bisnis - 4.394 Addition of business combination
Beban bunga liabilitas sewa 10.845 8.230 Interest on lease liabilities
Pembayaran liabilitas sewa (Catatan 48) (114.610) (75.815) Payment of lease liabilities (Note 48)
Saldo Akhir Tahun 189.590 124.018 Ending Balance of the Year
120
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
28. PROVISI PELAPISAN JALAN TOL 28. PROVISION FOR OVERLAY
Jumlah dari provisi pelapisan jalan tol ini terdiri dari: The amounts of provision for overlay are as follows:
2025 2024
Saldo Awal 1.411.361 1.273.503 Beginning Balance
Penambahan (Catatan 37) 832.158 896.910 Addition (Note 37)
Dampak Akuisisi Entitas Anak - 27.262 Subsidiary Acquisition Impact
Realisasi (855.787) (786.314) Realization
Saldo Akhir 1.387.732 1.411.361 Ending Balance
Bagian Jangka Pendek 716.991 728.154 Current Portion
Bagian Jangka Panjang 670.741 683.207 Long-term Portion
Total 1.387.732 1.411.361 Total
29. PENDAPATAN DITERIMA DI MUKA 29. UNEARNED REVENUE
Pendapatan diterima di muka merupakan jumlah Unearned revenue represents amounts received
dari pendapatan sewa iklan, lahan, tempat from rental of advertisements, space, rest areas, and
peristirahatan, dan pemanfaatan Ruang Milik Jalan for use of the Space Owned Toll Road Area
Tol (Rumijatol). (Rumijatol).
2025 2024
Uang Muka Penjualan Properti 75.629 34.421 Advance Payment for Property Sales
Sewa Lahan Pemanfaatan RUMIJA 34.382 21.712 Rent of RUMIJA Utilization Land
Sewa Lahan Iklan 30.627 74.151 Advertising Land Rent
Sewa Lahan Tempat Peristirahatan 31.255 40.109 Rest Area Land Rent
Lainnya (Di bawah Rp2.000) 25.096 4.313 Other (Below Rp2,000)
Subtotal 196.989 174.706 Subtotal
Dikurangi bagian jangka pendek (130.663) (104.112) Less: short-term portion
Bagian jangka panjang 66.326 70.594 Long-term portion
30. LIABILITAS IMBALAN KERJA 30. EMPLOYEE BENEFITS LIABILITIES
Rincian liabilitas imbalan kerja jangka panjang adalah The long-term employee benefits liability with detail
sebagai berikut: are follows:
2025 2024
Perusahaan The Company
Program Kesehatan Pensiunan 631.160 622.153 Pension Healthcare Program
Program Purna Karya 501.512 479.331 Post-Retirement Benefits Program
Program Pasca kerja lainnya 204.521 158.625 Other Post-Employment Benefits Program
Program Jangka Panjang Lainnya 32.501 23.115 Other Long-term Employee Benefits Program
Program Pensiun 4.102 667 Pension Plan
Subtotal 1.373.796 1.283.891 Subtotal
121
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
30. LIABILITAS IMBALAN KERJA (lanjutan) 30. EMPLOYEE BENEFITS LIABILITIES (continued)
2025 2024
Entitas Anak Subsidiaries
Program Pensiun dan Imbalan Pension Program and Other Post
Pascakerja Lainnya Benefits Program
PT Jasamarga Transjawa Tollroad 11.791 11.046 PT Jasamarga Transjawa Tollroad
PT Jasamarga Bali Tol 6.985 5.537 PT Jasamarga Bali Tol
PT Jasamarga Related Business 5.218 4.950 PT Jasamarga Related Business
PT Marga Sarana Jabar 631 549 PT Marga Sarana Jabar
PT Jasamarga Tollroad Maintenance 470 - PT Jasamarga Tollroad Maintenance
PT Jasamarga Japek Selatan 444 310 PT Jasamarga Japek Selatan
PT Jasamarga Kunciran Cengkareng 344 206 PT Jasamarga Kunciran Cengkareng
PT Jasamarga Balikpapan Samarinda 341 252 PT Jasamarga Balikpapan Samarinda
PT Cinere Serpong Jaya 276 192 PT Cinere Serpong Jaya
PT Jasamarga Probolinggo Banyuwangi 104 74 PT Jasamarga Probolinggo Banyuwangi
PT Jasamarga Kualanamu Tol 75 54 PT Jasamarga Kualanamu Tol
PT Jasamarga Manado Bitung 61 133 PT Jasamarga Manado Bitung
PT Jasamarga Jogja Bawen 5 3 PT Jasamarga Jogja Bawen
Subtotal 26.745 23.306 Subtotal
Total liabilitas imbalan kerja 1.400.541 1.307.197 Employee benefits liabilities total
Dikurangi bagian jangka pendek (53.761) (45.228) Less: current Portion
Bagian jangka panjang 1.346.780 1.261.969 Long-term portion
Mutasi liabilitas imbalan pascakerja yang diakui The movements in the post-employment benefits
adalah sebagai berikut: liability are as follows:
2025 2024
Liabilitas pada Awal Tahun 1.307.197 1.317.903 Liabilities at the beginning of the year
Penyesuaian Saldo Awal 3.644 - Adjustments on Beginning Balance
Penyesuaian atas Akuisisi Adjustments on Combination
Bisnis Kombinasi - 1.493 Business Acquisitions
Beban Imbalan Kerja 188.320 211.858 Employee Benefit Expense
Penghasilan Komprehensif Lain 228.871 (5.010) Other Comprehensive Income
Pembayaran Imbalan Kerja Tahun Berjalan (327.491) (219.047) Current Year Employee Benefit Payment
Liabilitas pada Akhir Tahun 1.400.541 1.307.197 Liabilities at the End of the Year
Estimasi liabilitas imbalan kerja yang diakui The estimated employee benefits liabilities
Perusahaan adalah sebagai berikut: recognized by the Company are as follows:
a. Program Kesehatan Pensiunan a. Pension Healthcare Program
Perusahaan menyelenggarakan program The Company established a healthcare facility
fasilitas kesehatan untuk karyawan yang sudah for employees who had retired together with
pensiun bersama dengan keluarganya. their families. Based on the Directors’ Decision
Berdasarkan Surat Keputusan Direksi No. Letter No. 228/KPTS/2006, dated
228/KPTS/2006, tanggal 26 Desember 2006, December 26, 2006 regarding Improvement of
tentang Penyempurnaan Keputusan Direksi the Directors’ Decrees No. 61/KPTS/2001
No. 61/KPTS/2001 tentang Jaminan about The Management of Health Maintenance
Pemeliharaan Kesehatan Pensiunan dan for the Pensioner and Family, which its
Keluarga, yang bertujuan untuk tetap menjaga objective is to allow the pensionary and their
agar pensiunan dan keluarga pensiunan dapat family to have a healthy life and high
melakukan pola hidup sehat dan memiliki productivity, the pensionary family that are
produktivitas yang tinggi, keluarga pensiunan eligible to receive medical assistance from the
yang mendapat bantuan pengobatan dari Company are limited to 3 (three) children that
Perusahaan dibatasi dengan jumlah sebanyak- are registered with the Company. The
banyaknya 3 (tiga) anak dan telah terdaftar di Company does not undertake any funding for
Perusahaan. Perusahaan tidak melakukan this Program.
pendanaan untuk Program ini.
Jumlah karyawan yang berhak atas imbalan The number of employees entitled to these
tersebut pada tanggal 31 Desember 2025 dan benefits as of December 31, 2025 and 2024
2024 masing-masing sebanyak 8.731 dan amounting to 8,731 and 9,065 employees with
9.065 karyawan beserta keluarganya sesuai their families in accordance with the Company
Peraturan Perusahaan. Regulation.
122
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
30. LIABILITAS IMBALAN KERJA (lanjutan) 30. EMPLOYEE BENEFITS LIABILITIES (continued)
a. Program Kesehatan Pensiunan (lanjutan) a. Pension Healthcare Program (continued)
2025 2024
Nilai Kini Liabilitas - Awal Tahun 622.153 618.557 Present Value Liability - Beginning of Year
Biaya Bunga 43.551 43.299 Interest Cost
Biaya Jasa Kini 6.993 7.565 Current Service Cost
Pembayaran Imbalan (87.319) (72.168) Benefits Payments
Nilai Kini Liabilitas - Akhir Tahun 585.378 597.253 Present Value Liability - End of Year
Pengukuran kembali liabilitas imbalan pasti neto Re-measurement of net liability defined return
- Kerugian dari Perubahan Asumsi 19.701 - Loss from Changes In - Assumptions
- Penyesuaian atas Pengalaman 26.081 24.900 Adjustment of Experiences -
Nilai Kini Liabilitas - Present Value Liability -
Akhir Tahun 631.160 622.153 End of Year
Rincian (keuntungan)/kerugian aktuaria dalam The details of actuarial (gains)/losses in other
penghasilan komprehensif lain adalah sebagai comprehensive income are as follows:
berikut:
2025 2024
Kerugian aktuarial Actuarial loss
- Perubahan asumsi aktuarial 19.701 - Actuarial assumption changes -
- Penyesuaian atas pengalaman 26.081 24.900 Experiences adjustment -
Biaya yang diakui dalam - Recognized cost at -
Penghasilan Komprehensif Lain 45.782 24.900 Other Comprehensive Income
Rincian beban yang diakui dalam laporan laba The details of the expenses recognized in the
rugi konsolidasian adalah sebagi berikut: consolidated statement of profit or loss are as
follows:
2025 2024
Biaya Jasa Kini 6.993 7.565 Current Service Cost
Biaya Bunga 43.551 43.299 Interest Cost
Beban yang Diakui 50.544 50.864 Recognized Expenses
Asumsi aktuaria yang digunakan dalam The actuarial assumptions used in determining
menentukan beban dan liabilitas imbalan the expenses and liabilities of
pascakerja adalah sebagai berikut: post-employment benefits are as follows:
2025 2024
Tingkat Diskonto 6,75% 7,00% Discount Rate
Estimasi Kenaikan Biaya Kesehatan 6% menurun linier sampai 4% 6% menurun linier sampai 4% Health Care Increment
kemudian flat/ kemudian flat/
6% decreased linearly to 6% decreased linearly to
4% then flat 4% then flat
Proporsi Usia Pensiun Normal 100% Proportion of Normal Retirement Age
Tingkat Mortalitas TMI 4 & GAM 1971 TMI 4 & GAM 71 Mortality Rate
Tingkat Cacat 10% dari TMI 4/ 10% of TMI 4 10% dari TMI 4/ 10% of TMI 4 Disability Rate
Tingkat perputaran pekerja/
Tingkat Perputaran Pekerja Usia/ Age
Turnover rate
15 – 29 6%
30 – 34 3%
35 – 39 1,8%
40 – 50 1,2%
51 – 52 0,6%
> 52 0,0%
Usia Pensiun Normal (tahun) 56 56 Normal Retirement Age (years)
Sensitivitas juga dihitung dengan metode Sensitivities are also calculated with the
Projected-Unit-Credit sebagaimana diterapkan Projected-Unit-Credit method as applied when
ketika menghitung nilai kini kewajiban imbalan calculating present value of defined benefit
pasti. Analisis sensitivitas didasarkan pada obligation. The sensitivity analyses are based
perubahan satu asumsi dan menganggap on a change of one assumption while holding
semua asumsi lainnya konstan. all other assumptions constant.
123
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
30. LIABILITAS IMBALAN KERJA (lanjutan) 30. EMPLOYEE BENEFITS LIABILITIES (continued)
a. Program Kesehatan Pensiunan (lanjutan) a. Pension Healthcare Program (continued)
2025 2024
Analisis Sensitivitas Sensitivity Analysis
Nilai Kini Kewajiban 631,160 622,153 Present Value Defined
Imbalan Pasti Benefit Obligations
Asumsi Tingkat Diskonto Discount Rate Assumptions
+ 1,00% 689,232 573,692 + 1,00%
- 1,00% 581,610 678,817 - 1,00%
Asumsi Tingkat Inflasi Biaya Kesehatan Healthcare Inflation Rate Assumptions
+ 1,00% 624,720 628,374 + 1,00%
- 1,00% 637,472 615,807 - 1,00%
b. Program Pensiun b. Pension Program
Perusahaan menyelenggarakan program The company conducts a defined benefit
pensiun manfaat pasti untuk pegawai tetap pension program for permanent employees,
yang dikelola oleh Dana Pensiun Jasa Marga which is managed by the Jasa Marga Pension
(DPJM). Manfaat pensiun yang akan dibayar Fund (DPJM). The pension benefits to be paid
dihitung berdasarkan penghasilan dasar are calculated based on the employee's basic
pensiun dan masa kerja pegawai. pension earnings and length of service.
DPJM telah mendapat persetujuan dari The DPJM has been authorized by the Decree
Menteri Keuangan Republik Indonesia of the Ministry of Finance of the Republic of
No. KEP-370/KM.17/1997, tanggal 15 Juli 1997 Indonesia No. KEP-370/KM.17/1997, dated
dan diperbaharui dengan Surat July 15, 1997 and amended by
Keputusan Otoritas Jasa Keuangan the Decree of Financial Services Authority
No. KEP-578/NB.11/2018 tanggal 25 Mei 2018. No. KEP-578/NB.11/2018 dated May 25, 2018.
Jumlah iuran karyawan untuk program pensiun The employees contribute 3% of their basic
sebesar 3% dari gaji pokok dan sisa salaries to the plan and the remaining funding
pendanaan sebesar 23,96% menjadi beban of 23.96% is contributed by the Company.
Perusahaan.
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the number
jumlah karyawan yang berhak memperoleh of employees are entitled to these benefits are
manfaat tersebut adalah sebanyak 1.306 1,306 active employees and 1,436 active
karyawan aktif dan 1.436 karyawan aktif employees.
Khusus untuk karyawan yang masuk mulai Employee that enroll from 2012, the retirement
tahun 2012, program pensiunnya dikelola oleh program is managed by Dana Pensiun
Dana Pensiun Lembaga Keuangan AXA Lembaga Keuangan AXA Mandiri in form of
Mandiri berupa program pensiun iuran pasti defined contribution pension program which
yang telah disahkan oleh Menteri Keuangan has been authorized by the Ministry of Finance
Republik Indonesia melalui Surat Keputusan of the Republic of Indonesia 171-KMK/7/1993
No. Kep. 171-KMK/7/1993 tanggal on August 16, 1993. As of December 31, 2025
16 Agustus 1993. Pada tanggal and 2024, the number of employees which are
31 Desember 2025 dan 2024, jumlah karyawan entitled to these benefits are 455 and 418 active
yang berhak memperoleh manfaat tersebut employees.
adalah sebanyak 455 dan 418 karyawan aktif.
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the defined
iuran pasti yang ditanggung oleh perusahaan contribution borne by the company was Rp222
masing-masing sebesar Rp222 dan Rp201, and Rp201, respectively, while the defined
sedangkan iuran pasti yang ditanggung oleh contribution borne by the employees was Rp28
karyawan masing-masing sebesar Rp28 dan and Rp25, respectively.
Rp25.
Rekonsiliasi jumlah yang diakui dalam laporan The reconciliation of amount recognized in the
posisi keuangan adalah sebagai berikut: statement of financial position as follows:
124
Page 958
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
30. LIABILITAS IMBALAN KERJA (lanjutan) 30. EMPLOYEE BENEFITS LIABILITIES (continued)
b. Program Pensiun (lanjutan) b. Pension Program (continued)
2025 2024
Nilai Kini Liabilitas 1,860,408 1,658,911 Present Value of Liabilities
Nilai Wajar Aset Program (1,856,306) (1,658,244) Fair Value Plan Assets
Liabilitas Neto 4,102 667 Net Liabilities
Rekonsiliasi saldo awal dan akhir nilai kini The reconciliation of the opening and ending
liabilitas adalah sebagai berikut: balances of the present value of liabilities is as
follows:
2025 2024
Nilai Kini Liabilitas - Awal Tahun 1.658.911 1.656.623 Present Value Liability - Beginning of Year
Penyesuaian Nilai Kini Liabilitas 22.854 - Adjustment of the Present Value of Liabilities
Biaya Bunga 117.724 111.822 Interest Cost
Biaya Jasa Kini 19.464 17.381 Current Service Cost
Pembayaran Imbalan (115.528) (109.388) Benefits Payments
Nilai Kini Liabilitas - Akhir Tahun Present Value Liability - End of Year
(Ekspektasi) 1.703.425 1.676.438 (Expectation)
Pengukuran kembali liabilitas Re-measurement of net liability
imbalan pasti neto of defined benefits
- (Keuntungan)/Kerugian dari (Gain)/Loss from Changes In -
Perubahan Asumsi 128.347 (4.268) Assumptions
- Penyesuaian atas Pengalaman 28.636 (13.259) Experience Adjustment -
Nilai Kini Liabilitas - Akhir Tahun 1.860.408 1.658.911 Present Value of Liabilities - End of Year
Rekonsiliasi saldo awal dan akhir nilai wajar The reconciliation of the beginning and ending
aset program adalah sebagai berikut: balances of the fair value plan of asset is as
follows:
2025 2024
Nilai Wajar Aset Program Fair Value Assets Program -
- Awal Tahun 1.658.244 1.664.221 Beginning of Period/ Year
Penyesuaian Nilai Wajar Aset Program 19.212 - Adjustment Fair Value Assets Program
Pendapatan Bunga 117.422 112.335 Interest Income
Pengukuran Kembali Imbal Hasil atas Reamesurement on Return of
Aset Program 19.697 (26.468) Plan Asset
Pembayaran Iuran - Pemberi Kerja 155.429 15.588 Payment of Contributions from Employer
Pembayaran Iuran - Peserta Program 1.830 1.956 Payment of Contributions from Employee
Pembayaran Imbalan Kerja (115.528) (109.388) Benefits Paid
Aset Program Akhir Tahun 1.856.306 1.658.244 Plan Assets - End of the Year
Rincian (keuntungan)/kerugian aktuaria dalam The details of actuarial (gains)/losses in the
penghasilan komprehensif lain adalah sebagai other comprehensive income are as follows:
berikut:
2025 2024
Pengukuran kembali liabilitas (aset) Re-Measurement of define benefit
imbalan pasti neto liability (asset), net
(Keuntungan) dan kerugian aktuarial Actuarial (gain) and loss
- Perubahan asumsi aktuarial 128.347 (4.268) Actuarial Assumption Changes -
- Penyesuaian atas pengalaman 28.636 (13.259) Adjustment for Experience -
Imbal hasil atas aset program (19.697) 26.468 Return of plan's asset
Dampak batas atas - (7.598) Upper Limit effect
Biaya yang diakui dalam Penghasilan - Recognized cost at Other -
Komprehensif Lain 137.286 1.343 Comprehensive Income
Rincian beban yang diakui dalam laba rugi The details of the expenses recognized in the
adalah sebagai berikut: profit or loss are as follows:
2025 2024
Biaya Jasa Kini 17.634 15.425 Current Service Cost
Bunga Neto atas Liabilitas 302 (513) Net Interest of Liability
Beban yang Diakui 17.936 14.912 Recognized Expenses
125
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
30. LIABILITAS IMBALAN KERJA (lanjutan) 30. EMPLOYEE BENEFITS LIABILITIES (continued)
b. Program Pensiun (lanjutan) b. Pension Program (continued)
Asumsi aktuaria yang digunakan dalam The actuarial assumptions used in determining
menentukan beban dan liabilitas imbalan the expenses and liabilities fo post-employment
pascakerja adalah sebagai berikut: benefits are as follows:
2025 2024
Tingkat Diskonto 6,25% 7,00% Discount Rate
Estimasi Kenaikan Gaji 5,00% 5,00% Salary Increment
Tingkat Mortalitas 100% TMI IV 100% TMI IV Mortality Rate
Tingkat Cacat 10 % Tabel Mortalitas/ Mortality Table Disability Rate
Tingkat perputaran
Tingkat Perputaran Pekerja Usia/ Age
pekerja/ Turnover rate
15 – 29 6%
30 – 34 3%
35 – 39 1,8%
40 – 50 1,2%
51 – 52 0,6%
> 52 0,0%
Usia Pensiun Normal 56 tahun/ years Normal Retirement Age
Usia Pensiun Dini 46 tahun/ years Early Retirement Age
Proporsi Pengambilan Usia Pensiun Normal 100% Proportion of Normal Retirement Age
2025 2024
Analisis Sensitivitas Sensitivity Analysis
Nilai Kini Kewajiban Imbalan Pasti 1,860,408 1,658,911 Present Value Defined Benefit Obligations
Asumsi Tingkat Diskonto Discount Rate Assumptions
- 1,00% 2,015,705 1,797,704 - 1,00%
+ 1,00% 1,715,059 1,528,873 + 1,00%
Asumsi Tingkat Kenaikan Gaji Salary Increment Assumptions
- 1,00% 1,694,402 1,509,220 - 1,00%
+ 1,00% 2,022,894 1,805,359 + 1,00%
Sensitivitas juga dihitung dengan metode Sensitivities are also calculated with the
Projected-Unit-Credit sebagaimana diterapkan Projected-Unit-Credit method as applied when
ketika menghitung nilai kini kewajiban imbalan calculating present value of defined benefit
pasti. Analisis sensitivitas didasarkan pada obligation. The sensitivity analyses are based
perubahan satu asumsi dan menganggap on a change of one assumption while holding
semua asumsi lainnya konstan. all other assumptions constant.
2025 2024
Portofolio Aset Program Portfolio of Plan Asset
Instrumen Ekuitas 10% 11% Equity Instrument
Deposito Berjangka 6% 3% Time Deposits
Obligasi 7% 7% Bond
Reksa Dana 72% 77% Mutual Fund
Properti 1% 1% Property
Aset Lainnya (Group Saving Product) 4% 1% Other Assets (Group Saving Product)
Total 100% 100% Total
c. Program Purna Karya c. Post-Retirement Benefits Program
Berdasarkan Surat Keputusan Direksi Based on the Company’s Directors Decree
No. 163/KPTS/2003 tanggal No. 163/KPTS/2003 dated September 23,
23 September 2003, Perusahaan akan 2003, the Company provides retirement benefit
memberikan tunjangan purna karya berupa which is equal to 24 times the monthly salary
pembayaran sekaligus sebanyak 24 kali (excluding overtime and tax allowance) for
penghasilan terakhir (diluar lembur dan employees who cease work due to retirement,
tunjangan pajak) kepada karyawan yang death, or disability. Employees who have
berhenti bekerja karena pensiun, meninggal, reached retirement age are required to have a
atau cacat. Bagi karyawan yang memasuki usia minimum working period of 25 years to obtain
pensiun dipersyaratkan memiliki masa kerja this benefit. The decree was effective on
minimal 25 tahun. Surat keputusan ini berlaku January 1, 2003.
efektif sejak tanggal 1 Januari 2003.
126
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
30. LIABILITAS IMBALAN KERJA (lanjutan) 30. EMPLOYEE BENEFITS LIABILITIES (continued)
c. Program Purna Karya (lanjutan) c. Post-Retirement Benefits Program
(continued)
Jumlah iuran premi bulanan coming service The amount of monthly premium contribution
setiap bulan adalah sebesar 6% dari for coming service is 6% from insurance basic
Penghasilan Dasar Asuransi (PhDA) dengan income (PhDA) which represent 4% and 2%
proporsi Perusahaan dan karyawan masing- from insurance basic income of the Company
masing sebesar 4% dan 2% dari PhDA. and employee proportion, respectively.
Perusahaan mengadakan kontrak kerja The Company entered into a cooperation
sama pengelolaan program Purna Karya agreement to manage employee Post
karyawan dengan AJB Bumiputera 1912, Retirement with AJB Bumiputera 1912,
melalui Perjanjian No. 34/Kontrak-DIR/2007 through agreement No. 34/Kontrak-DIR/2007
dan No. 441/AJB/JM/PKS/12/07, tanggal and No. 441/AJB/JM/PKS/12/07, dated
19 Desember 2007. Perusahaan dan AJB December 19, 2007. The Company and AJB
Bumiputera 1912 telah mengadakan adendum I Bumiputera 1912 entered into addendum I
melalui perjanjian No. 52/Kontrak-DIR/2019 dan through agreement No. 52/Kontrak-DIR/2019
No. 007/BP-PT JM/ADD/VII/2019 tanggal and No. 007/BP-PT JM/ADD/VII/2019 dated
23 Juli 2019. July 23, 2019.
Program Purna Karya dalam kontrak ini akan The post retirement in this contract will give a
memberikan manfaat dalam bentuk uang purna benefit in post retirement cash in lump sum to
karya secara sekaligus (lump sum) kepada the retired of permanent employee.
karyawan tetap yang berhenti bekerja.
Jumlah karyawan yang berhak atas imbalan The number of employees as of
tersebut pada tanggal 31 Desember 2025 dan December 31, 2025 and 2024 entitled to this
2024 adalah sebanyak 1.761 dan 1.854 benefits are 1,761 and 1,854 employees.
karyawan.
Rekonsiliasi jumlah yang diakui dalam laporan The reconciliation of amount recognize in the
posisi keuangan sebagai berikut: statement of financial position as follows:
2025 2024
Nilai Kini Liabilitas Manfaat Pasti 515.576 479.331 Present value of Defined Benefit Liability
Nilai Wajar Aset Program (14.064) - Fair Value of Program Assets
Posisi Pendanaan 501.512 479.331 Funding
Rekonsiliasi saldo awal dan akhir nilai kini The reconciliation of the beginning and ending
liabilitas adalah sebagai berikut: balances of the present value of liabilities as
follows:
2025 2024
Nilai Kini Liabilitas - Present Value Liability -
Awal Tahun 479.331 493.295 Beginning of Year
Biaya Bunga 32.118 31.767 Interest Cost
Biaya Jasa Kini 21.669 21.268 Current Service Cost
Pembayaran Imbalan (48.274) (49.464) Benefits Payments
Nilai Kini Liabilitas - Akhir Tahun Present Value Liability - End of Year
(Ekspektasi) 484.844 496.866 (Expectation)
Pengukuran kembali liabilitas Re-measurement of liability
(aset) imbalan pasti neto (asset) defined return
- (Keuntungan)/Kerugian dari (Gain)/Loss from Changes in-
Perubahan Asumsi 24.476 (7.899) Assumtions
- Penyesuaian atas Pengalaman 6.256 (9.636) Experiences Adjustment-
Nilai Kini Liabilitas - Akhir Tahun 515.576 479.331 Present Value Liability - End of Year
Rekonsiliasi saldo awal dan akhir nilai wajar The reconciliation of the beginning and ending
aset program adalah sebagai berikut: balances of the fair value plan of asset is as
follows:
127
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
30. LIABILITAS IMBALAN KERJA (lanjutan) 30. EMPLOYEE BENEFITS LIABILITIES (continued)
c. Program Purna Karya (lanjutan) c. Post-Retirement Benefits Program
(continued)
2025 2024
Nilai Wajar Aset Program Fair Value Assets Program -
- Awal Tahun 13.684 - Beginning of Period/ Year
Pengukuran Kembali Liabilitas (Aset) Imbalan Re-Measurement of Define Benefits Liability
Pasti Neto - Imbal Hasil Aset Program 380 - (Asset), Net Return of Plan Asset -
Aset Program Akhir Tahun 14.064 - Plan Assets - End of the Year
Rincian (keuntungan)/kerugian aktuaria dalam The details of actuarial (gains)/losses in the
penghasilan komprehensif lain adalah sebagai other comprehensive income are as follows:
berikut:
2025 2024
(Keuntungan) dan Kerugian Aktuarial Actuarial (gain) and loss
- Perubahan Asumsi Aktuarial 24.476 (7.899) Actuarial Assumption Changes -
- Penyesuaian atas Pengalaman 6.256 (9.636) Adjustment for Experience -
Imbal Hasil atas Aset Program (380) - Return of Plan Asset
Biaya yang diakui dalam Recognized Expenses at
Penghasilan Komprehensif Lain 30.352 (17.535) Other Comprehensive Income
Rincian beban yang diakui dalam laporan laba The details of the expenses recognized in the
rugi konsolidasian adalah sebagi berikut: consolidated statement of profit or loss are as
follows:
2025 2024
Bunga Neto atas Liabilitas 32.118 31.767 Net Interest of Liability
Biaya Jasa Kini 21.669 21.268 Current Service Cost
Beban yang Diakui 53.787 53.035 Recognized Expense
Asumsi aktuaria yang digunakan dalam The actuarial assumptions used in determining
menentukan beban dan liabilitas imbalan the expenses and liabilities fo post-employment
pascakerja adalah sebagai berikut: benefits are as follows:
2025 2024
Tingkat Diskonto 6,25% 7,00% Discount Rate
Estimasi Kenaikan Gaji Pegawai Aktif 7,00% 7,00% Salary Increment
Tingkat Mortalitas 100% TMI4 100% TMI4 Mortality Rate
10% dari TMI 4/ 10% 10% dari TMI 4/ 10%
Tingkat Cacat Disability Rate
of TMI 4 of TMI 4
Tingkat perputaran
Tingkat Perputaran Pekerja Usia/ Age Turnover Rate
pekerja/ Turnover rate
15 – 29 6%
30 – 34 3%
35 – 39 1,8%
40 – 50 1,2%
51 – 52 0,6%
> 52 0,0%
Usia Pensiun Normal 56 tahun/years Normal Retirement Age
Proporsi Pengambilan Usia Pensiun Normal 100% Proportion of Normal Retirement Age
Sensitivitas juga dihitung dengan metode Sensitivities are also calculated with the
Projected-Unit-Credit sebagaimana diterapkan Projected-Unit-Credit method as applied when
ketika menghitung nilai kini kewajiban imbalan calculating present value of defined benefit
pasti. Analisis sensitivitas didasarkan pada obligation. The sensitivity analyses are based
perubahan satu asumsi dan menganggap on a change of one assumption while holding
semua asumsi lainnya konstan. all other assumptions constant.
128
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
30. LIABILITAS IMBALAN KERJA (lanjutan) 30. EMPLOYEE BENEFITS LIABILITIES (continued)
c. Program Purna Karya (lanjutan) c. Post-Retirement Benefits Program
(continued)
2025 2024
Analisis Sensitivitas Sensitivity Analysis
Nilai Kini Kewajiban Imbalan Pasti 515.576 479.331 Present Value Defined Benefit Obligations
Asumsi Tingkat Diskonto Discount Rate Assumptions
- 1,00% 549.055 510.457 - 1,00%
+ 1,00% 485.411 451.286 + 1,00%
Asumsi Tingkat Kenaikan Gaji Salary Increment Assumptions
- 1,00% 484.406 450.352 - 1,00%
+ 1,00% 549.602 510.964 + 1,00%
d. Program Pascakerja Lainnya d. Other Post-Retirement Benefits Program
Perusahaan menyelenggarakan program The Company maintains its employee
manfaat PHK karyawan (post-retirement post-retirement benefits program based on
benefit) sesuai perjanjian kerja bersama collective labor agreement by providing benefits
dengan memberikan imbalan sesuai UU. according to Law No. 13/2003 for employee
No. 13/2003 bagi karyawan meninggal atau who decease or has a prolonged illness and
sakit berkepanjangan dan imbalan emas untuk gold reward benefits for employee who retire
karyawan yang berhenti bekerja selain besides due to resign and long leave program .
dikarenakan pengunduran diri dan program The Company does not undertake any funding
istirahat panjang. Perusahaan tidak melakukan for this program.
pendanaan sehubungan dengan program
manfaat karyawan tersebut.
Rekonsiliasi saldo awal dan akhir nilai kini The reconciliation of the beginning and ending
liabilitas adalah sebagai berikut: balances of the present value of liabilities is as
follows:
2025 2024
Nilai Kini Liabilitas - Present Value Liability -
Awal Tahun 158.625 140.268 Beginning of Year
Biaya Bunga 10.496 10.727 Interest Cost
Biaya Jasa Kini 5.884 5.983 Current Service Cost
Biaya Jasa Lalu - 10.059 Post Service Cost
Pembayaran Imbalan (16.344) (10.454) Benefits Payments
158.661 156.583
Pengukuran kembali liabilitas Re-measurement of liability
(aset) imbalan pasti neto (asset) defined return
- (Keuntungan)/Kerugian dari (Gain)/Loss from Changes In -
Perubahan Asumsi 8.524 (2.257) Assumptions
- Penyesuaian atas Pengalaman 37.336 4.299 Adjustment of Experiences -
Nilai Kini Liabilitas - Present Value Liability -
Akhir Tahun 204.521 158.625 End of Year
Rincian (keuntungan)/kerugian aktuaria dalam The details of actuarial (gains)/losses in other
penghasilan komprehensif lain adalah sebagai comprehensive income are as follows:
berikut:
2025 2024
(Keuntungan) atau Kerugian Aktuarial Actuarial (Gain) or Loss
- Perubahan Asumsi Aktuarial 8.524 (2.257) Actuarial Assumption Changes -
- Penyesuaian atas Pengalaman 37.336 4.299 Adjustment for Experience -
Biaya yang diakui dalam Recognized Expenses at
Penghasilan Komprehensif Lain 45.860 2.042 Other Comprehensive Income
Rincian beban yang diakui dalam laba rugi The details of actuarial (gains)/losses in profit or
adalah sebagai berikut: loss are as follows:
2025 2024
Biaya Jasa Kini 5.884 5.983 Current Service Cost
Biaya Jasa Lalu - 10.059 Post Service Cost
Bunga Neto atas Liabilitas 10.496 10.727 Net Interest of Liability
Beban yang Diakui 16.380 26.769 Recognized Expenses
129
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
30. LIABILITAS IMBALAN KERJA (lanjutan) 30. EMPLOYEE BENEFITS LIABILITIES (continued)
d. Program Pascakerja Lainnya (lanjutan) d. Other Post-Retirement Benefits Program
(continued)
Asumsi aktuaria yang digunakan dalam The actuarial assumptions used in determining
menentukan beban dan liabilitas imbalan the expenses and liabilities fo postemployment
pascakerja adalah sebagai berikut: benefits are as follows:
2025 2024
Tingkat Diskonto 6.25% 7.00% Discount Rate
Estimasi Kenaikan Gaji Pegawai Aktif 7.00% 7.00% Estimated Salary Increment
Tingkat Mortalitas 100% TMI4 100% TMI4 Mortality Rate
Tingkat Cacat 10% dari TMI 4/ 10% of TMI 4 5% dari TMI 4/ 5% of TMI 4 Disability Rate
Tingkat perputaran pekerja/
Tingkat Perputaran Pekerja Usia/ Age
Turnover rate
15 – 29 6%
30 – 34 3%
35 – 39 1.8%
40 – 50 1.2%
51 – 52 0.6%
> 52 0.0%
Usia Pensiun Normal 56 tahun/ years Normal Retirement Age
Proporsi Pengambilan Usia Pensiun Normal 100% Proportion of Normal Retirement Age
Sensitivitas juga dihitung dengan metode Sensitivities are also calculated with the
Projected-Unit-Credit sebagaimana diterapkan Projected-Unit-Credit method as applied when
ketika menghitung nilai kini kewajiban imbalan calculating present value of defined benefit
pasti. Analisis sensitivitas didasarkan pada obligation. The sensitivity analyses are based
perubahan satu asumsi dan menganggap on a change of one assumption while holding
semua asumsi lainnya konstan. all other assumptions constant.
2025 2024
Analisis Sensitivitas Sensitivity Analysis
Nilai Kini Kewajiban Imbalan Pasti 204,521 158,625 Present Value Defined Benefit Obligations
Asumsi Tingkat Diskonto Discount Rate Assumptions
- 1,00% 217,802 168,925 - 1,00%
+ 1,00% 192,555 149,344 + 1,00%
Asumsi Tingkat Kenaikan Gaji Salary Increment Assumptions
- 1,00% 192,156 149,035 - 1,00%
+ 1,00% 218,019 169,093 + 1,00%
e. Program Imbalan Kerja Jangka Panjang d. Other Long-Term Employment Benefits
Lainnya Program
Perusahaan memberikan penghargaan The Company rewards employees with working
kesetiaan kepada karyawan yang telah memiliki period of 20, 25, 30, and 35 years in the form of
masa kerja 20, 25, 30, dan 35 tahun berupa award and gold certificates of 5 grams each.
piagam penghargaan dan emas masing- set up fund for this program
masing 5 gram.
Perusahaan memberikan manfaat jangka Company provides other long term employee
panjang lainnya dalam bentuk masa persiapan benefit program in form of pre-retirement
pensiun kepada karyawan yang memiliki sisa benefit for employees who has remaining
masa kerja 6 (enam) bulan atau service for 6 (nine) month or 18 (eighteen)
18 (delapan belas) bulan sebelum memasuki months before reach normal retirement age or
usia pensiun atau Istirahat Panjang Karyawan. Long Leave. Company does not set up fund for
Tidak terdapat pendanaan dalam program ini this program
Rekonsiliasi saldo awal dan akhir nilai kini The reconciliation of the beginning and ending
liabilitas adalah sebagai berikut: balances of the present value of liabilities are
as follows:
2025 2024
Nilai Kini Liabilitas - Awal Tahun 23.115 20.499 Present Value Liability - Beginning of Year
Biaya Bunga 1.610 1.357 Interest Cost
Biaya Jasa Kini 1.245 1.004 Current Service Cost
Pembayaran Imbalan (4.177) (1.680) Benefits Payments
Nilai Kini Liabilitas - Akhir Tahun (Ekspektasi) 21.793 21.180 Present Value Liability - End of Year (Expectation)
Pengukuran kembali liabilitas Re-measurement of liability
(aset) imbalan pasti neto (asset) defined return
- (Keuntungan) dari Perubahan Asumsi 1.026 (277) (Gain) from Changes In - Assumptions
- Penyesuaian atas Pengalaman 9.682 2.212 Adjustment of Experiences -
Nilai Kini Liabilitas - Akhir Tahun 32.501 23.115 Present Value Liability - End of Year
130
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
30. LIABILITAS IMBALAN KERJA (lanjutan) 30. EMPLOYEE BENEFITS LIABILITIES (continued)
e. Program Imbalan Kerja Jangka Panjang e. Other Long-Term Employment Benefits
Lainnya (lanjutan) Program (continued)
Rincian beban yang diakui dalam laba rugi The details of the expenses recognized in profit
adalah sebagai berikut: or loss are as follows:
2025 2024
Biaya Jasa Kini 1.245 1.004 Current Service Cost
Bunga Neto atas Liabilitas 1.610 1.357 Net Interest of Liability
Pengukuran kembali liabilitas Re-measurement of liability
(aset) imbalan pasti neto (asset) defined return
- (Keuntungan) dari Perubahan Asumsi 1.026 (277) (Gain) from Changes In - Assumptions
- Penyesuaian atas Pengalaman 9.682 2.212 Adjustment of Experiences -
Beban yang Diakui 13.563 4.296 Recognized Expenses
Mutasi liabilitas yang diakui laporan posisi Movements of liabilities recognized in the
keuangan konsolidasian adalah sebagai consolidated statement of financial position are
berikut: as follows:
2025 2024
Liabilitas Neto - Awal Tahun 23.115 20.499 Net Liability - Beginning of Year
Beban Tahun Berjalan 13.563 4.296 Recognized Expenses
Pembayaran Iuran Tahun Berjalan (4.177) (1.680) Contribution of Employer for the Year
Liabilitas Neto - Akhir Tahun 32.501 23.115 Net Liability - End of Year
Asumsi aktuaria yang digunakan dalam The actuarial assumptions used in determining
menentukan beban dan liabilitas imbalan the expenses and liabilities fo post-employment
pascakerja adalah sebagai berikut: benefits are as follows:
2025 2024
Tingkat Diskonto 6,25% 7.00% Discount Rate
Estimasi Kenaikan Harga Emas 8,00% 6,00% Salary Increment
Estimasi Kenaikan Gaji Pegawai Aktif 7,00% 7,00% Salary Increment
Tingkat Mortalitas 100% TMI4 100% TMI4 Mortality Rate
5% dari TMI 4/ 5% of 5% dari TMI 4/ 5% of
Tingkat Cacat Disability Rate
TMI 4 TMI 4
Tingkat Perputaran Pekerja Turnover Rate
Tingkat perputaran
Usia/ Age
pekerja/ Turnover rate
15 – 29 6%
30 – 34 3%
35 – 39 1,8%
40 – 50 1,2%
51 – 52 0,6%
> 52 0,0%
Usia Pensiun Normal 56 tahun/ years Normal Retirement Age
Proporsi Pengambilan Usia Pensiun Normal 100% Proportion of Normal Retirement Age
Sensitivitas juga dihitung dengan metode Sensitivities are also calculated with the
Projected-Unit-Credit sebagaimana diterapkan Projected-Unit-Credit method as applied when
ketika menghitung nilai kini kewajiban imbalan calculating present value of defined benefit
pasti. Analisis sensitivitas didasarkan pada obligation. The sensitivity analyses are based
perubahan satu asumsi dan menganggap on a change of one assumption while holding
semua asumsi lainnya konstan. all other assumptions constant.
2025 2024
Analisis Sensitivitas Sensitivity Analysis
Nilai Kini Kewajiban Imbalan Pasti 32.501 23.115 Present Value Defined Benefit Obligations
Asumsi Tingkat Diskonto Discount Rate Assumptions
- 1,00% 31.093 19.512 - 1,00%
+ 1,00% 34.322 21.718 + 1,00%
Asumsi Tingkat Kenaikan Gaji Salary Increment Assumptions
- 1,00% 34.461 21.805 - 1,00%
+ 1,00% 30.889 19.278 + 1,00%
131
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
31. MODAL SAHAM 31. CAPITAL STOCK
2025
Total saham ditempatkan Presentase
dan disetor penuh/ Kepemilikan (%)/ Total
Number of shares Percentage of (Rupiah Penuh)/
Pemegang Saham issued and fully paid Ownership (%) (Full Rupiah) Shareholders
Saham Seri A Dwiwarna Series A Dwiwarna - Share
Pemerintah Republik Indonesia 1 0,00 500 The Government of the Republic of Indonesia
Saham Seri B Series B - Share
PT Danantara Asset Management (Persero) 5.080.509.839 70,00 2.540.254.919.500 PT Danantara Asset Management (Persero)
Direksi: Directors:
Fitri Wiyanti (Direktur Operasi dan Layanan) 587.800 0,01 293.900.000 Fitri Wiyanti (Operations and Services Director)
Reza Febriano (Direktur Bisnis) 560.200 0,01 280.100.000 Reza Febriano (Business Director)
Mohammad Agus Setiawan (Direktur Mohammad Agus Setiawan (Business
Pengembangan Usaha) 549.600 0,01 274.800.000 Development Director)
Pramitha Wulanjani (Direktur Keuangan Pramitha Wulanjani (Finance and
dan Manajemen Risiko) 289.200 0,00 144.600.000 Risk Management Director)
Masyarakat (Masing-masing dibawah 2%) 2.175.374.560 29,97 1.087.687.280.000 Public (each below 2%)
Total 7.257.871.200 100,00 3.628.935.600.000 Total
2024
Total saham ditempatkan Presentase
dan disetor penuh/ Kepemilikan (%)/ Total
Number of shares Percentage of (Rupiah Penuh)/
Pemegang Saham issued and fully paid Ownership (%) (Full Rupiah) Shareholders
Saham Seri A Dwiwarna Series A Dwiwarna - Share
Pemerintah Republik Indonesia 1 0,00 500 The Government of the Republic of Indonesia
Saham Seri B Series B - Share
Pemerintah Republik Indonesia 5.080.509.839 70,00 2.540.254.919.500 The Government of the Republic of Indonesia
Komisaris: Commissioners:
Mohammad Zainal Fatah 128.200 0,00 64.100.000 Mohammad Zainal Fatah
Raja Erizman 267.800 0,00 133.900.000 Raja Erizman
M. Roskanedi 268.000 0,00 134.000.000 M. Roskanedi
Direksi: Directors:
Subakti Syukur (Direktur Utama) 793.100 0,01 396.550.000 Subakti Syukur (President Director)
Fitri Wiyanti (Direktur Operasi) 587.800 0,01 293.900.000 Fitri Wiyanti (Operations Director)
Reza Febriano (Direktur Bisnis) 560.200 0,01 280.100.000 Reza Febriano (Business Director)
Bagus Cahya Arinta B (Direktur Human Capital Bagus Cahya Arinta B (Human Capital and
dan Transformasi) 560.000 0,01 280.000.000 Transformation Director)
Mohammad Agus Setiawan (Direktur Mohammad Agus Setiawan (Business
Pengembangan Usaha) 549.600 0,01 274.800.000 Development Director)
Pramitha Wulanjani (Direktur Keuangan Pramitha Wulanjani (Finance and
dan Manajemen Risiko) 289.200 0,00 144.600.000 Risk Management Director)
Masyarakat (Masing-masing dibawah 2%) 2.173.357.460 29,95 1.086.678.730.000 Public (each below 2%)
Total 7.257.871.200 100,00 3.628.935.600.000 Total
Pemegang Saham Seri A mempunyai hak istimewa The Shareholder of Series A shares has certain
tertentu sebagai tambahan atas hak Pemegang privileges in addition to any rights of Series B
Saham Seri B. Hak istimewa tersebut mencakup hak Shareholders. These privileges include the
khusus untuk mencalonkan anggota direksi dan exclusive rights to nominate directors and
komisaris dan untuk memberikan persetujuan atas: commissioners and to give approval for: (a) an
(a) peningkatan modal, (b) perubahan anggaran increase in capital, (b) changes in the article of
dasar, (c) penggabungan, peleburan, dan association, (c) merger, consolidation and
pengambilalihan, (d) pembubaran dan likuidasi, dan acquisition, (d) dissolution and liquidation, and
(e) pengangkatan dan pemberhentian anggota direksi (e) appointment and dismissal of directors and
dan komisaris. commissioners.
Berdasarkan Akta No. 121 tanggal 22 Maret 2025 Based on Deed No. 121 dated March 22, 2025 by
oleh Notaris Jose Dima Satria S.H., M.Kn., Notary Jose Dima Satria S.H., M.Kn., the
Pemerintah Republik Indonesia mengalihkan Government of The Republic of Indonesia
kepemilikan saham Seri B Perseroan sebanyak transferred ownership of the Company's Series B
5.080.509.839 lembar atau sebesar 70,00% kepada shares amounting to 5,080,509,839 shares or
PT Biro Klasifikasi Indonesia (Persero). 70.00% to PT Biro Klasifikasi Indonesia (Persero).
Berdasarkan Akta No. 163 tanggal 23 Mei 2025 oleh Based on Deed No. 163 dated May 23, 2025 by
Notaris Josedima Satria S.H., M.Kn., Notary Josedima Satria S.H., M.Kn.,
PT Biro Klasifikasi Indonesia (Persero) mengganti PT Biro Klasifikasi Indonesia (Persero) changed
nama menjadi PT Danantara Asset Management its name to PT Danantara Asset Management
(Persero). (Persero).
132
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
32. TAMBAHAN MODAL DISETOR-NETO 32. ADDITIONAL PAID IN CAPITAL-NET
2025 2024
Tambahan Modal Disetor dari: Additional Paid in Capital from:
Penawaran Umum Perdana Inital Public Offering
Saham Tahun 2007 2.343.266 2.343.266 Year 2007
Pembelian Saham Repurchase of
Kembali (Treasury Shares) (7.741) (7.741) Treasury Shares
Hasil Neto Net Proceeds from
Penjualan Treasury Shares 118.365 118.365 Sales of Treasury Shares
Hasil Neto Penambahan Modal Net Proceeds from
Hak Memesan Efek Terlebih Dahulu 1.543.195 1.543.195 Right Issue
Total 3.997.085 3.997.085 Total
33. DIVIDEN DAN LABA YANG DICADANGKAN 33. DIVIDENDS AND UNAPPROPRIATE OF
PENGGUNAANNYA RETAINED EARNINGS
Berdasarkan hasil RUPST Perusahaan yang Based on the results of the Company's General
dinyatakan dalam Akta Notaris Ir. Nanette Cahyanie Meeting of Shareholders (GMS) as stated in the
Handari Adi Warsito, SH., No. 11 tertanggal Notarial Deed of Ir. Nanette Cahyanie Handari Adi
07 Mei 2025 para pemegang saham Perusahaan Warsito, SH., No. 11 dated May 7, 2025, the
menetapkan penggunaan laba bersih konsolidasian Company's shareholders have determined the
untuk tahun buku 2024 yang dapat diatribusikan allocation of the consolidated net profit for the 2024
kepada pemilik entitas induk sebesar Rp4.535.565, financial year attributable to the owners of the parent
dimana sebesar 25% atau sejumlah Rp1.133.891 entity amounting to Rp4,535,565, of which 25% or
ditetapkan sebagai dividen tunai, dan sebesar 75% Rp1,133,891 is designated as cash dividends, and
atau sejumlah Rp3.401.674 dibukukan sebagai 75% or Rp3,401,674 is recorded as reserves. On
cadangan. Pada tanggal 4 Juni 2025, Perusahaan June 4, 2025, the Company made the cash dividend
telah melakukan pembayaran dividen kas atas laba payment for the 2024 profit.
tahun 2024.
Perusahaan menyetujui penyisihan tambahan dana The company approved an additional allocation to
cadangan sebesar Rp3.401.674 dari saldo laba the reserve fund of Rp3,401,674 from the 2024
tahun 2024. retained earnings.
Laba tahun 2024/ Laba tahun 2023/
Income for the year 2024 Income for the year 2023
Dividen 1.133.891 274.809 Dividend
Belum ditentukan penggunaannya 3.401.674 6.518.742 Unpropriated reserves
Total 4.535.565 6.793.551 Total
34. KEPENTINGAN NON-PENGENDALI 34. NON-CONTROLLING INTERESTS
Akun ini merupakan hak pemegang saham non- This account represents non-controlling interests in
pengendali atas aset bersih dan bagian rugi bersih net assets and portion of net loss of the consolidated
entitas anak yang dikonsolidasikan. subsidiaries.
a. Ekuitas neto yang dapat diatribusikan kepada a. Net equity attributable to non-controlling
kepentingan non-pengendali sebagai berikut: interests is shown below:
133
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
34. KEPENTINGAN NON-PENGENDALI (lanjutan) 34. NON-CONTROLLING INTERESTS (continued)
2025 2024
PT Jasamarga Transjawa Tol 20.047.787 19.532.579 PT Jasamarga Transjawa Tol
PT Jasamarga Jogja Solo 1.838.083 1.450.271 PT Jasamarga Jogja Solo
PT Jasamarga Kualanamu Tol 740.393 694.835 PT Jasamarga Kualanamu Tol
PT Jasamarga Jogja Bawen 626.161 213.143 PT Jasamarga Jogja Bawen
PT Marga Sarana Jabar 524.912 502.435 PT Marga Sarana Jabar
PT Jasamarga Balikpapan Samarinda 421.309 636.577 PT Jasamarga Balikpapan Samarinda
PT Cinere Serpong Jaya 390.122 375.813 PT Cinere Serpong Jaya
PT Marga Trans Nusantara 372.778 279.468 PT Marga Trans Nusantara
PT Jasamarga Akses Patimban 329.692 288.677 PT Jasamarga Akses Patimban
PT Jasamarga Japek Selatan 322.812 289.459 PT Jasamarga Japek Selatan
PT Jasamarga Kunciran Cengkareng 181.610 163.405 PT Jasamarga Kunciran Cengkareng
PT Jasamarga Manado Bitung 103.390 221.520 PT Jasamarga Manado Bitung
PT Jasamarga Bali Tol 53.960 54.014 PT Jasamarga Bali Tol
PT Jasamarga Probolinggo Banyuwangi 46.319 73.112 PT Jasamarga Probolinggo Banyuwangi
PT Jasa Marga Related Business 5.761 6.814 PT Jasa Marga Related Business
PT Jasamarga Tollroad Maintenance 908 862 PT Jasamarga Tollroad Maintenance
PT Jasamarga Tollroad Operator 106 90 PT Jasamarga Tollroad Operator
PT Jalantol Lingkarluar Jakarta - 16.632 PT Jalantol Lingkarluar Jakarta
Total 26.006.103 24.799.706 Total
b. Penghasilan komprehensif tahun berjalan yang b. Comprehensive income for the year attributable
dapat diatribusikan kepada kepentingan to non-controlling interests:
non-pengendali:
2025 2024
PT Jasamarga Transjawa Tol 1.291.061 1.064.977 PT Jasamarga Transjawa Tol
PT Jasamarga Kualanamu Tol 83.368 82.561 PT Jasamarga Kualanamu Tol
PT Marga Trans Nusantara 74.295 85.082 PT Marga Trans Nusantara
PT Cinere Serpong Jaya 46.098 12.892 PT Cinere Serpong Jaya
PT Marga Sarana Jabar 28.370 20.292 PT Marga Sarana Jabar
PT Jasamarga Kunciran Cengkareng 8.456 16.549 PT Jasamarga Kunciran Cengkareng
PT Jasamarga Japek Selatan 2.196 3.351 PT Jasamarga Japek Selatan
PT Jasamarga Tollroad Maintenance 546 422 PT Jasa Marga Tollroad Maintenance
PT Jasamarga Probolinggo Banyuwangi 103 518 PT Jasamarga Probolinggo Banyuwangi
PT Jasamarga Tollroad Operator 63 61 PT Jasa Marga Tollroad Operator
PT Jalantol Lingkarluar Jakarta - (2) PT Jalantol Lingkarluar Jakarta
PT Jasa Marga Related Business (154) (965) PT Jasa Marga Related Business
PT Jasamarga Jogja Bawen (1.243) (890) PT Jasamarga Jogja Bawen
PT Jasamarga Akses Patimban (3.498) (3.503) PT Jasamarga Akses Patimban
PT Jasamarga Bali Tol (7.523) (74) PT Jasamarga Bali Tol
PT Jasamarga Jogja Solo (110.676) (11.727) PT Jasamarga Jogja Solo
PT Jasamarga Manado Bitung (128.436) (107.983) PT Jasamarga Manado Bitung
PT Jasamarga Balikpapan Samarinda (135.925) (108.288) PT Jasamarga Balikpapan Samarinda
Total 1.147.101 1.053.273 Total
Pada tanggal 31 Desember 2025 dan 2024, As of December 31, 2025 and 2024, the Company’s
manajemen Perusahaan berpendapat bahwa tidak management believes that there are no Subsidiaries
terdapat Entitas Anak yang memiliki kepentingan with non-controlling interests that are individually
non-pengendali material secara individu terhadap material to the Company’s consolidated financial
laporan keuangan konsolidasian Perusahaan. statements.
134
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
35. PENDAPATAN TOL DAN LAINNYA 35. TOLL AND OTHER OPERATING REVENUES
Rincian pendapatan tol adalah sebagai berikut: The details of toll revenues are as follows:
2025 2024
Perusahaan The Company
Jakarta - Bogor - Ciawi 1.216.025 1.215.853 Jakarta - Bogor - Ciawi
JORR Seksi non S 1.199.363 1.190.437 JORR Seksi non S
Cikampek - Padalarang 1.164.933 1.184.986 Cikampek - Padalarang
Jakarta - Tangerang 1.082.963 1.023.563 Jakarta - Tangerang
Cawang - Tomang - Pluit 1.017.243 990.049 Cawang - Tomang - Pluit
Prof. Dr. Ir. Sedyatmo 697.901 697.901 Prof. Dr. Ir. Sedyatmo
Padalarang - Cileunyi 488.668 470.745 Padalarang - Cileunyi
Pondok Aren - Bintaro Viaduct - Ulujami 185.279 183.900 Pondok Aren - Bintaro Viaduct - Ulujami
Belawan - Medan - Tanjung Morawa 179.112 181.150 Belawan - Medan - Tanjung Morawa
Subtotal 7.231.487 7.138.584 Subtotal
Entitas Anak Subsidiaries
Jasamarga Transjawa Tol (JTT) Jasamarga Transjawa Tol (JTT)
Jakarta - Cikampek 1.867.444 1.785.627 Jakarta - Cikampek
Surabaya - Gempol 912.026 919.201 Surabaya - Gempol
Palimanan - Kanci 283.672 281.352 Palimanan - Kanci
Semarang Seksi A,B,C 233.732 226.048 Semarang Seksi A,B,C
Semarang - Batang (JSB) 1.224.800 1.212.123 Semarang - Batang (JSB)
Solo - Ngawi (JSN) 1.019.543 1.023.186 Solo - Ngawi (JSN)
Ngawi - Kertosono (JNK) 710.893 690.771 Ngawi - Kertosono (JNK)
Surabaya - Mojokerto (JSM) 650.437 610.232 Surabaya - Mojokerto (JSM)
Kunciran - Cengkareng (JKC) 562.732 541.957 Kunciran - Cengkareng (JKC)
Medan - Kualanamu (JMKT) 555.904 568.325 Medan - Kualanamu (JMKT)
Kunciran - Serpong (MTN) 520.595 451.410 Kunciran - Serpong (MTN)
Cinere - Serpong (CSJ) 491.504 387.134 Cinere - Serpong (CSJ)
Balikpapan - Samarinda (JBS) 413.084 414.638 Balikpapan - Samarinda (JBS)
Gempol - Pasuruan (JGP) 406.563 384.132 Gempol - Pasuruan (JGP)
Bogor Outer Ring Road (MSJ) 297.245 282.048 Bogor Outer Ring Road (MSJ)
Solo - Yogyakarta - Kulon Progo (JMJ) 281.582 36.614 Solo - Yogyakarta - Kulon Progo (JMJ)
Nusa Dua - Benoa (JBT) 214.919 194.479 Nusa Dua - Benoa (JBT)
Gempol - Pandaan (JPT) 210.263 19.399 Gempol - Pandaan (JPT)
Manado - Bitung (JMB) 64.908 55.074 Manado - Bitung (JMB)
Subtotal 10.921.846 10.083.750 Subtotal
Total 18.153.333 17.222.334 Total
Kontribusi pendapatan tol Entitas Anak terhadap The contribution of the Subsidiary's toll revenue to
total Pendapatan Tol Kelompok Usaha untuk tahun total Toll Revenue of the Group for 2025 and 2024
2025 dan 2024 adalah masing-masing 60,16% dan is 60.16% and 58.55%, respectively. Several
58,55%. Beberapa entitas anak menjaminkan subsidiaries pledge toll revenues and other
pendapatan tol dan pendapatan usaha lainnya operating income within the concession period for
sepanjang konsesi untuk kredit (Catatan 23). credit (Note 23).
Rincian pendapatan usaha lainnya adalah sebagai The details of other operating revenues are as
berikut: follows:
2025 2024
Pendapatan BBM SPBU 550.253 454.408 Petroleum Sales
Jasa Pengoperasian Jalan Tol 413.205 421.679 Toll Road Operating Services
Sewa Lahan 276.795 173.833 Land Rent
Pendapatan Pemeliharaan Jalan Tol 272.357 201.431 Toll Road Maintenance
Sewa Properti 57.134 55.016 Property Rent
Penjualan Properti 2.257 137.798 Property Sales
Lainnya (Di bawah 2.000) 85.890 67.645 Others (Below Rp2,000)
Total 1.657.891 1.511.810 Total
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR No.
No. 250/KPTS/M/2024 tanggal 2 Februari 2024, 250/KPTS/M/2024 dated February 2, 2024,
tentang penyesuaian tarif tol ruas Jakarta - concerning toll tariff adjustment of Jakarta -
Cikampek. Tarif tol terjauh untuk ruas tersebut Cikampek. The farthest toll tariffs for that segment
adalah sebagai berikut: are as follows:
135
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
35. PENDAPATAN TOL DAN LAINNYA 35. TOLL AND OTHER OPERATING REVENUES
Golongan/Group
No Ruas/ Section
I II III IV V
Jakarta - Cikampek Segmen I (Pondok Gede Barat/Pondok
1 5.500 8.000 8.000 11.000 11.000
Gede Timur)
Jakarta - Cikampek Segmen II (Cikunir, Bekasi Barat, Bekasi
2 9.500 14.000 14.000 19.000 19.000
Timur, Tambun, Cibitung, Cikarang Barat)
Jakarta - Cikampek Segmen III (Cibatu, Cikarang Timur,
3 16.500 24.500 24.500 32.500 32.500
Karawang barat)
Jakarta - Cikampek Segmen IV (Karawang Timur, Dawuan,
4 27.000 40.500 40.500 54.000 54.000
Kalihurip, Cikampek)
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 1325/KPTS/M/2025 tanggal 25 November 2025, No. 1325/KPTS/M/2025, dated November 25,
tarif tol terjauh ruas jalan tol Prof. Dr. Ir. Sedyatmo 2025, the farthest toll tariffs of Prof. Dr. lr.
adalah sebagai berikut: Sedyatmo toll road segment are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Prof DR IR Sedyatmo 8.500 11.500 11.500 12.500 12.500
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 2130/KPTS/M/2024 tanggal 22 Agustus 2024 No. 2130/KPTS/M/2024 dated August 22, 2024
tentang penetapan tarif dan sistem pengumpulan tol concerning the establishment of tariffs and
secara integrasi pada jalan tol Cawang – Tomang - integrated toll collection systems on Cawang –
Pluit (Lingkar Dalam Kota Jakarta). Berikut tarif tol Tomang - Pluit (The Inner-City Ring Jakarta) toll
terjauh: road. Following the farthest toll rates:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Cawang - Tomang - Pluit 11.000 16.500 16.500 19.000 19.000
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 1137/KPTS/M/2023 tanggal 5 September 2023 No. 1137/KPTS/M/2023 dated September 5, 2023,
tentang penyesuaian tarif tol ruas Surabaya - concerning toll tariff adjustment of Surabaya -
Gempol dan Kejapanan - Gempol, tarif tol terjauh Gempol and Kejapanan - Gempol segment, the
untuk ruas tersebut adalah sebagai berikut: farthest toll tariffs for that segment are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Porong - Kejapanan 6.000 9.000 9.000 12.000 12.000
2 Kejapanan - Gempol 3.500 5.000 5.000 7.000 7.000
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 1087/KPTS/M/2023 tanggal 28 Agustus 2023, No. 1087/KPTS/M/2023 dated August 28, 2023,
tentang penyesuaian tarif tol ruas Belawan – Medan concerning toll tariff adjustment of Belawan –
- Tanjung Morawa, tarif tol terjauh untuk ruas Medan - Tanjung Morawa segment, the farthest toll
tersebut adalah sebagai berikut: tariffs for that segment are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Belmera 9.000 16.000 16.000 23.000 23.000
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No.755/KPTS/M/2023 tanggal 12 Juli 2023, No. 755/KPTS/M/2023 dated July 12, 2023, toll
penyesuaian tarif tol ruas Palimanan – Kanci adalah tariffs adjustment of Palimanan – Kanci segment
sebagai berikut: are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Palikanci 13.500 19.500 19.500 32.000 32.000
136
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
35. PENDAPATAN TOL DAN LAINNYA 35. TOLL AND OTHER OPERATING REVENUES
Berdasarkan keputusan Menteri PU Based on the decree of Minister of PU
No. 399/KPTS/M/2025 tanggal 26 Maret 2025, No. 399/KPTS/M/2025 dated March 26, 2025,
tentang penyesuaian tarif tol ruas Semarang seksi A, concerning toll tariff adjustment of Semarang
B, C, tarif tol terjauh untuk ruas tersebut adalah A,B,C segment section, the farthest toll tariffs for
sebagai berikut: that segment are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Semarang Seksi A, B, C 6.000 8.500 8.500 11.500 11.500
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 533/KPTS/M/2023 tanggal 17 Mei 2023, tentang No. 533/KPTS/M/2023 dated May 17, 2023,
penyesuaian tarif tol ruas Padalarang – Cileunyi, tarif concerning toll tariff adjustment of Padalarang -
terjauh untuk ruas tersebut adalah sebagai berikut: Cileunyi segment, the farthest toll tariffs for that
segment are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Padaleunyi 10.500 18.500 18.500 25.000 25.000
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 496/KPTS/M/2023 tanggal 2 Mei 2023, tentang No. 496/KPTS/M/2023 dated May 2, 2023
penyesuaian tarif tol ruas Cikampek – Purwakarta - concerning toll tariff adjustment of Cikampek -
Padalarang, tarif tol terjauh untuk ruas tersebut Purwakarta - Padalarang segment, the farthest toll
adalah sebagai berikut: tariffs for that segment are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Cipularang 45.000 76.000 76.000 110.000 110.000
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 1604/KPTS/M/2023 tanggal 16 November 2023 No. 1604/KPTS/M/2023 dated November 16, 2023
tentang kenaikan tarif dan sistem pengumpulan tol regarding tariff increases and the system is called
secara Integrasi pada jalan tol lingkar luar Jakarta in an integrated manner on the Jakarta outer ring
seksi W1-W2 utara-W2 selatan-S-E1-E2-E3-jalan toll road section W1-W2 utara-W2 selatan-S-E1-
akses Tanjung Priok seksi E-1, E-2, E-2A, NS dan E2-E3-Tanjung Priok access road section E-1, E-2,
jalan tol Pondok Aren–Ulujami. E-2A, NS and the Pondok Aren - Ulujami toll road.
Golongan/Group
No Ruas/ Section
I II III IV V
1 JORR E1, E2, E3 dan W2S 17.000 25.000 25.000 33.500 33.500
2 Pondok Aren - Bintaro Viaduct - Ulujami 3.500 5.000 5.000 6.500 6.500
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 2692/KPTS/M/2024 tanggal 3 Oktober 2024, No. 2692/KPTS/M/2024 dated October 3, 2024,
tentang penyesuaian tarif tol ruas Jakarta - concerning toll tariff adjustment of Jakarta -
Tangerang, tarif tol terjauh untuk ruas tersebut Tangerang segment, the farthest toll tariffs for that
adalah sebagai berikut: segment are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Jakarta - Tangerang 8.500 12.500 12.500 16.500 16.500
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 854KPTS/M/2023 tanggal 31 Juli 2023, tentang No. 854/KPTS/M/2023 dated July 31, 2023,
penyesuaian tarif tol ruas Jakarta – Bogor - Ciawi concerning toll tariff adjustment of Jakarta - Bogor
(Jagorawi), tarif tol terjauh untuk ruas tersebut - Ciawi (Jagorawi) segment, the farthest toll tariffs
adalah sebagai berikut: for that segment are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Jakarta - Bogor - Ciawi 7.500 12.000 12.000 17.000 17.000
137
Page 971
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
35. PENDAPATAN TOL DAN LAINNYA 35. TOLL AND OTHER OPERATING REVENUES
Berdasarkan keputusan Menteri PU Based on the decree of Minister of PU
No. 398/KPTS/M/2025 tanggal 26 Maret 2025, tarif No. 398/KPTS/M/2025 dated March 26, 2025, the
tol terjauh ruas Sentul Selatan - Simpang Semplak, farthest toll tariffs of Sentul Selatan - Simpang
yang dioperasikan oleh PT Marga Sarana Jabar Semplak segment, which operated by PT Marga
adalah sebagai berikut: Sarana Jabar are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Sentul Selatan - Simpang Semplak 16.000 24.000 24.000 31.500 31.500
2 Cibadak - Kayumanis 5.500 8.500 8.500 11.500 11.500
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 1306/KPTS/M/2024 tanggal 19 Juni 2024 untuk No. 1306/KPTS/M/2024 dated June 19, 2024 for the
ruas Surabaya - Mojokerto yang dikelola Surabaya - Mojokerto section managed by
PT Jasamarga Surabaya Mojokerto, tarif terjauh PT Jasamarga Surabaya Mojokerto, the farthest
untuk ruas tersebut adalah sebagai berikut: rates for these sections are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 SS Waru Sepanjang (terbuka) 3.000 5.000 5.000 7.000 7.000
2 SS Waru - WRR Warugunung (Terbuka) 8.500 14.000 14.000 21.000 21.000
3 PWRR - Mojokerto (Tertutup) 35.000 57.000 57.000 86.500 86.500
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 769/KPTS/M/2024 tanggal 02 April 2024 untuk No. 769/KPTS/M/2024 dated April 02, 2024 for the
ruas Nusa Dua - Ngurah Rai - Benoa yang dikelola Nusa Dua - Ngurah Rai - Benoa section managed
PT Jasamarga Bali Tol, tarif terjauh untuk ruas by PT Jasamarga Bali Tol, the farthest rates for
tersebut adalah sebagai berikut: these sections are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V VI
1 Bali Mandara (Nusa Dua - Ngurah Rai - Benoa) 14.000 21.000 21.000 28.000 28.000 5.500
Berdasarkan keputusan Menteri PUPR Based on the Decree of Minister of PUPR
No. 1519/KPTS/M/2023 tanggal 25 Oktober 2023, No. 1519/KPTS/M/2023 dated October 25, 2023,
tarif tol terjauh ruas Tanjung Morawa - Tebing the farthest toll tariffs of Tanjung Morawa - Tebing
Tinggi, yang dioperasikan oleh PT Jasamarga Tinggi segment, which operated by PT Jasamarga
Kualanamu Tol adalah sebagai berikut: Kualanamu Tol are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Tanjung Morawa - Tebing Tinggi 60.000 89.500 89.500 119.500 119.500
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 1160/KPTS/M/2025 tanggal 10 November 2025, No. 1160/KPTS/M/2025 dated November 10, 2025,
tarif tol terjauh ruas Gempol - Pasuruan, yang the farthest toll tariffs of Gempol - Pasuruan
dioperasikan oleh PT Jasamarga Gempol Pasuruan segment, which operated by PT Jasamarga Gempol
adalah sebagai berikut: Pasuruan are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Gempol - Pasuruan 48.500 73.000 73.000 97.000 97.000
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 768/KPTS/M/2024 tanggal 2 April 2024, tarif tol No. 768/KPTS/M/2024 dated April 2, 2024, the
terjauh ruas Gempol - Pandaan yang dioperasikan farthest toll tariffs of Gempol - Pandaan operated by
oleh PT Jasamarga Pandaan Tol - Batang adalah PT Jasamarga Pandaan Tol are as follows:
sebagai berikut:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Gempol IC - Pandaan 14.500 23.500 23.500 29.500 29.500
138
Page 972
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
35. PENDAPATAN TOL DAN LAINNYA 35. TOLL AND OTHER OPERATING REVENUES
Berdasarkan keputusan Menteri PU Based on the decree of Minister of PU
No. 466/KPTS/M/2025 tanggal 30 April 2025, tarif tol No. 466/KPTS/M/2025 dated April 30, 2025, the
terjauh ruas Kunciran - Serpong yang dioperasikan farthest toll tariffs of Kunciran - Serpong segment,
oleh PT Marga Trans Nusantara adalah sebagai which operated by PT Marga Trans Nusantara are
berikut: as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Kunciran - Serpong 21,500 32,500 32,500 43,000 43,000
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 398/KPTS/M/2023 tanggal 27 Maret 2023, tarif No. 398/KPTS/M/2023 dated March 27, 2023, the
tol terjauh ruas Balikpapan - Samarinda farthest toll tariffs of Balikpapan - Samarinda
yang dioperasikan oleh PT Jasamarga Balikpapan segment, which operated by PT Jasamarga
Samarinda adalah sebagai berikut: Balikpapan Samarinda are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Balikpapan - Samarinda 146.500 219.500 219.500 293.000 293.000
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 3035/KPTS/M/2024 tanggal 29 November No. 3035/KPTS/M/2024 dated November 29, 2024,
2024, tarif tol terjauh ruas Manado - Bitung yang the farthest toll tariffs of Manado - Bitung segment,
dioperasikan oleh PT Jasamarga Manado Bitung which operated by PT Jasamarga Manado Bitung
adalah sebagai berikut: are as follows:
Ruas/ Section Golongan/Group
No
I II III IV V
1 Manado - Bitung 49.000 74.000 74.000 98.500 98.500
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 254/KPTS/M/2024 tanggal 2 Februari 2024, No. 254/KPTS/M/2024 dated February 2, 2024, the
tarif tol terjauh ruas Junction Serpong - Pamulang farthest toll tariffs of Junction Serpong - Pamulang
yang dioperasikan oleh PT Cinere Serpong Jaya segment, which operated by PT Cinere Serpong
adalah sebagai berikut: Jaya are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Junction Serpong - Pamulang 12.000 18.000 18.000 24.000 24.000
2 Junction Serpong - Cinere 18.500 28.000 28.000 37.000 37.000
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 1982/KPTS/M/2023 tanggal 29 Desember 2023, No. 1982/KPTS/M/2023 dated December 29, 2023,
tarif tol terjauh ruas Jc. Benda – Jc. Kunciran yang the farthest toll tariffs of Jc. Benda – Jc. Kunciran
dioperasikan oleh PT Jasamarga Kunciran operated by PT Jasamarga Kunciran Cengkareng
Cengkareng adalah sebagai berikut: are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 JB Benda - JC Kunciran 27.000 41.000 41.000 54.500 54.500
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 1441/KPTS/M/2025 tanggal 8 Desember 2025, No. 1441/KPTS/M/2025 dated December 8, 2025,
tarif tol terjauh ruas Ngawi - Kertosono yang the farthest toll tariffs of Ngawi – Kertosono operated
dioperasikan oleh PT Jasamarga Ngawi Kertosono by PT Jasamarga Ngawi Kertosono are as follows:
Kediri adalah sebagai berikut:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Ngawi - Kertosono 102.000 153.000 153.000 204.000 204.000
139
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
35. PENDAPATAN TOL DAN LAINNYA 35. TOLL AND OTHER OPERATING REVENUES
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 1442/KPTS/M/2025 tanggal 8 Desember 2025, No. 1442/KPTS/M/2025 dated December 8, 2025,
tarif tol terjauh ruas Solo-Mantingan-Ngawi yang the farthest toll tariffs of Solo-Mantingan-Ngawi
dioperasikan oleh PT Jasamarga Ngawi Kertosono operated by PT Jasamarga Ngawi Kertosono Kediri
Kediri adalah sebagai berikut: are as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Kartasura - Klitik 163.500 245.500 245.500 327.000 327.000
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 1155/KPTS/M/2023 tanggal 15 September No. 1155/KPTS/M/2023 dated September 15, 2023,
2023, tarif tol terjauh ruas Batang-Semarang yang the farthest toll tariffs of Batang – Semarang
dioperasikan oleh PT Jasamarga Semarang - operated by PT Jasamarga Semarang Batang are
Batang adalah sebagai berikut: as follows:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Batang - Semarang 111.500 167.500 167.500 223.000 223.000
Berdasarkan keputusan Menteri PUPR Based on the decision of the Minister of Public
No. 2816/KPTS/M/2024 tanggal 18 Oktober 2024 Works and Public Housing No. 2816/KPTS/M/2024
dan keputusan Menteri PU No. 683/KPTS/M/2025 dated October 18, 2024, and the decision of the
tanggal 22 Juli 2025, tarif tol terjauh ruas Solo – Minister of Public Works No. 683/KPTS/M/2025
Yogyakarta – NYIA Kulon Progo Seksi 1 (Kartasura dated July 22, 2025, the toll rates for the farthest
– Purwomartani) yang dioperasikan oleh section of Solo – Yogyakarta – NYIA Kulon Progo
PT Jasamarga Jogja Solo adalah sebagai berikut: Section 1 (Kartasura – Purwomartani), operated by
PT Jasamarga Jogja Solo, are as follows:
Ruas/ Section Golongan/Group
No
I II III IV V
1 Kartasura - Prambanan 57.000 85.500 85.500 114.500 114.500
2 Kartasura - Klaten 42.500 63.500 63.500 84.500 84.500
36. PENDAPATAN DAN BEBAN KONSTRUKSI 36. CONSTRUCTION REVENUES AND EXPENSE
Pendapatan konstruksi adalah kompensasi untuk Construction revenue is the compensation for the
jasa yang dilakukan Kelompok Usaha dalam service performed by the Group for building new toll
pembangunan jalan tol baru dan peningkatan roads and upgrading toll roads capacity.
kapasitas jalan tol. Pendapatan konstruksi dinilai Construction revenue is measured using cost-plus
dengan menggunakan metode cost-plus, dimana method, which specifies the margin and added up to
seluruh biaya yang dapat diatribusikan langsung all cost directly attributable to the acquiring cost of
sebagai nilai perolehan aset tambahan dengan the assets.
margin tertentu.
140
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
36. PENDAPATAN DAN BEBAN KONSTRUKSI 36. CONSTRUCTION REVENUES AND EXPENSE
(lanjutan) (continued)
2025 2024
Pendapatan Konstruksi Penyelenggara Tol Construction Revenues Toll Road Operator
PT Jasamarga Japek Selatan 3.122.755 3.629.080 PT Jasamarga Japek Selatan
PT Jasamarga Probolinggo Banyuwangi 2.730.980 4.202.401 PT Jasamarga Probolinggo Banyuwangi
PT Jasamarga Jogja Solo 2.556.341 3.046.799 PT Jasamarga Jogja Solo
PT Jasamarga Jogja Bawen 1.668.947 2.094.711 PT Jasamarga Jogja Bawen
PT Cinere Serpong Jaya - 44.041 PT Cinere Serpong Jaya
PT Marga Sarana Jabar - 4.740 PT Marga Sarana Jabar
Subtotal 10.079.023 13.021.772 Subtotal
Beban Konstruksi Penyelenggara Tol Construction Expense Toll Road Operator
PT Jasamarga Japek Selatan (3.082.682) (3.582.507) PT Jasamarga Japek Selatan
PT Jasamarga Probolinggo Banyuwangi (2.720.099) (4.185.659) PT Jasamarga Probolinggo Banyuwangi
PT Jasamarga Jogja Solo (2.556.341) (3.046.799) PT Jasamarga Jogja Solo
PT Jasamarga Jogja Bawen (1.662.298) (2.086.366) PT Jasamarga Jogja Bawen
PT Cinere Serpong Jaya - (43.822) PT Cinere Serpong Jaya
PT Marga Sarana Jabar - (4.659) PT Marga Sarana Jabar
Subtotal (10.021.420) (12.949.812) Subtotal
Margin Konstruksi Penyelenggara Tol 57.603 71.960 Construction Margin Toll Road Operator
37. BEBAN TOL DAN USAHA LAINNYA 37. TOLL AND OTHER OPERATING EXPENSES
Akun ini terdiri dari: This account consist of:
2025 2024
Amortisasi (Catatan 13 dan 14) 2.974.509 2.589.484 Amortization (Notes 13 and 14)
Harga Pokok Penjualan 1.066.721 911.993 Cost of Goods Sold
Gaji dan Tunjangan 918.446 901.507 Salaries and Allowance
Provisi Pelapisan Ulang Jalan Tol (Catatan 28) 832.158 896.910 Provision for Toll Road Overlay (Note 28)
Pajak Bumi dan Bangunan 710.652 662.060 Land and Building Tax
Pemeliharaan Jalan dan Maintenance of Roads and
Sarana Pelengkap Jalan Tol 660.993 622.630 Toll Road Complementary Facilities
Pelayanan Jalan Tol 353.672 323.776 Toll Road Services
Pengumpulan Tol 179.822 190.265 Toll Collection
Bahan Bakar, Listrik, dan Air 150.719 154.028 Fuel, Electricity, and Water
Penyusutan (Catatan 11 dan 12) 107.982 116.611 Depreciation (Notes 11 and 12)
Sewa (Catatan 27) 51.587 63.262 Rent (Note 27)
Lainnya (Di bawah Rp2.000) 74.856 62.611 Others (Below Rp2,000)
Total 8.082.117 7.495.137 Total
Harga Pokok Penjualan merupakan beban langsung Cost of Goods Sold are direct expenses owned by
yang dimiliki oleh JMRB dan JMTM, Entitas Anak, JMRB and JMTM, Subsidiaries, which consist of
meliputi kontrak manajemen, BBM, pemeliharaan management fee, fuel, toll road maintenance, and
jalan tol, dan lainnya. others.
38. BEBAN UMUM DAN ADMINISTRASI 38. GENERAL AND ADMINISTRATIVE EXPENSES
Rincian beban umum dan administrasi adalah The details of general and administrative expenses
sebagai berikut: are as follows:
2025 2024
Gaji dan Tunjangan 1.746.466 1.656.084 Salaries and Allowance
Jasa Profesional 129.018 112.659 Professional Fees
Administrasi Kantor dan Sumbangan 103.567 103.426 Office Administration and Donation
Pajak Iuran dan Retribusi 99.445 96.132 Taxes, Contribution and Retribution
Perbaikan dan Pemeliharaan Aset Tetap 89.911 82.400 Repair and Maintenance Fixed Asset
Penyusutan (Catatan 11) 86.037 77.254 Depreciation (Note 11)
Transportasi dan Perjalanan Dinas 54.691 57.245 Transportation and Business Travel
Publikasi 39.901 33.526 Publications
Bahan Bakar, Listrik, dan Air 26.997 26.996 Fuel, Electricity, and Water
Amortisasi (Catatan 14) 26.216 29.755 Amortization (Note 14)
Program Tanggung Jawab Sosial dan Lingkungan 17.668 16.452 Social and Enviromental Responsibility Program
Sewa (Catatan 27) 10.650 12.044 Rent (Note 27)
Lainnya (Di bawah Rp3.000) 51.769 30.442 Others (Below Rp3,000)
Total 2.482.336 2.334.415 Total
141
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
39. PENGHASILAN KEUANGAN DAN BEBAN PAJAK 39. FINANCE INCOME AND FINANCE INCOME TAX
PENGHASILAN KEUANGAN EXPENSES
a. Penghasilan Keuangan a. Finance Income
2025 2024
Penghasilan bunga deposito 213.068 187.422 Deposits interest income
Penghasilan jasa giro 53.642 51.691 Current accounts income
Penghasilan bunga pinjaman entitas Income interest on in associates,
asosiasi, ventura bersama, dan lainnya 29.931 28.534 joint ventures, and others
Total 296.641 267.647 Total
b. Beban Pajak Penghasilan Keuangan b. Finance Income Tax Expenses
2025 2024
Beban pajak deposito 42.614 37.451 Deposits interest expense
Beban pajak giro 10.729 10.308 Current accounts expense
Total 53.343
53.343 47.759 Total
40. PENGHASILAN DAN BEBAN LAIN-LAIN 40. INCOME AND OTHER EXPENSES
a. Penghasilan Lain-Lain a. Other Income
2025 2024
Penyesuaian utang di entitas anak 100.134 88.494 Adjustment on subsidiaries
Penyesuaian pencadangan MLFF 22.480 - MLFF reserve adjustment
Pemulihan penurunan nilai aset tidak lancar lain Recovery of impairment of non-current assets
- uang muka setoran modal di JGC (Catatan 10) 35.126 - advance for capital investment in JGC - (Note 10)
Pendapatan dividen 15.648 14.690 Dividend income
Penghasilan atas ganti rugi kerusakan aset 2.839 2.463 Income on asset damage compensation
Penerimaan hasil likuidasi JLJ 2.498 - Proceeds of JLJ liquidation
Keuntungan Penjualan Aset Tetap 2.022 - Gain on Sale of Fixed Asset
Pemulihan Penyisihan Piutang Lain-Lain (Catatan 6) 780 1.922 Recovery of Other Receivables Allowance (Note 6)
Lainnya (Di bawah Rp2.000) 69.414 153.378 Others (Below Rp2,000)
Total 250.941 260.947 Total
b. Beban Lain-Lain b. Other Expenses
2025 2024
Penyesuaian piutang di entitas anak 54.017 - Adjustment on subsidiary
Penyisihan Piutang Lain-Lain (Catatan 6) 33.054 10.994 Other Receivables Allowance (Note 6)
Pencadangan atas ISAK 34 18.626 14.559 Provision of ISAK 34
Biaya penjaminan PII 7.908 8.212 PII Recurring Fee
Pencadangan Implementasi MLFF 2.132 102.885 Provision for implementation of MLFF
Administrasi Bank 1.515 1.993 Bank Administration
Lainnya (Di bawah Rp2.000) 34.903 29.643 Others (Below Rp2,000)
Total 152.155 168.286 Total
41. BIAYA KEUANGAN 41. FINANCE COSTS
Rincian biaya keuangan adalah sebagai berikut: The details of finance costs are as follows:
2025 2024
Utang bunga bank 3.349.369 3.444.015 Bank interest loans
Utang bunga obligasi 159.616 102.883 Bonds Interest
Beban bagi hasil syariah 20.419 399.741 Profit sharing syariah
Beban Provisi Pinjaman 20.752 9.440 Loan Provision Expense
Utang lembaga keuangan bukan bank 16.049 19.707 Non-bank financial institutions
Beban bunga liabilitas sewa 10.845 8.230 Lease interest expense
Lainnya 26.819 42.321 Others
Total 3.603.869 4.026.337 Total
142
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
42. LABA PER SAHAM 42. EARNINGS PER SHARE
Sampai dengan tanggal 31 Desember 2025, Until the date of December 31, 2025, the Company
Perusahaan tidak melakukan pembelian kembali did not repurchase its shares or issued new shares,
saham maupun menerbitkan saham baru, sehingga so the number of shares as of December 31, 2025
jumlah saham pada 31 Desember 2025 adalah is 7,257,871,200 shares.
7.257.871.200 lembar.
Laba per saham dihitung dari laba tahun berjalan Earnings per share is calculated from profit of the
yang dapat diatribusikan kepada pemilik entitas current year attributable to owners of the parent
induk dibagi dengan jumlah rata-rata tertimbang divided by the weighted average of outstanding
saham pada tahun berjalan, dengan rincian sebagai shares during the year, with details as follows:
berikut:
2025 2024
Laba tahun berjalan (Rupiah penuh) 3.659.534.913.253 4.533.006.531.196 Profit for year (full Rupiah)
Rata-rata tertimbang Weighted average of
saham beredar (lembar) 7.257.871.200 7.257.871.200 outstanding shares
Laba Per Saham (Rupiah penuh) 504 625 Earnings per Share (full Rupiah)
43. SALDO DAN SIFAT TRANSAKSI PIHAK YANG 43. BALANCES AND NATURE OF RELATED
BERELASI PARTIES TRANSACTIONS
Kelompok Usaha melakukan transaksi dengan The Group normally enters into transactions with
pihak-pihak berelasi. Berikut adalah transaksi related parties. Below are the material transactions
dengan pihak-pihak berelasi yang material: with related parties:
Pihak Berelasi/ Hubungan/ Jenis Transaksi/
Related Parties Nature of Relationship Nature of Transactions
Pemerintah Republik Indonesia Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Hak Konsesi atas Ruang Tol, Utang Bantuan Pemerintah, Dana Talangan
Kementerian Keuangan Controlled by Central Government of the Republic of Indonesia Pembebasan Tanah dan Perpajakan/ Concession Rights on Toll Roads,
Government Assistance Debt, Land Acquisition Bailouts and Taxation
PT Adhi Karya (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Beban Akrual, Kontraktor dalam Pembangunan dan Pemeliharaan Aset Tetap
Controlled by Central Government of the Republic of Indonesia dan Jalan Tol/
Accrued Expenses, Contractor for Construction and Maintenance of Fixed
Assets and Toll Roads
PT Bank Mandiri (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penempatan Giro, Deposito Berjangka, Investasi Jangka Pendek, Dana yang
Controlled by Central Government of the Republic of Indonesia Dibatasi Penggunaannya, Fasilitas Kredit Modal Kerja, Fasilitas Kredit
Sindikasi, Biaya Keuangan, Piutang Lain-lain dan Pendapatan Bunga/
Placement of Current Accounts, Time Deposits, Short Term Investments,
Restricted Funds, Working Capital Credit Facility, Syndicated Loans Facility,
Finance Charges, Other Receivables and Interest Income
PT Bank Negara Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penempatan Giro, Deposito Berjangka, Fasilitas Kredit Investasi, Fasilitas
Controlled by Central Government of the Republic of Indonesia Kredit Sindikasi, Bank untuk Pengumpulan Tol, Biaya Keuangan Pendapatan
Bunga dan Dana Dibatasi Penggunaannya/ Placement of Current Accounts,
Time Deposits, Investment Credit Facility, Syndicated Loans Facility, Bank for
Toll Collection, Finance Charges, Interest Income and Restricted Funds
PT Bank Rakyat Indonesia (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penempatan Giro, Deposito Berjangka, Fasilitas Kredit Investasi, Fasilitas
Controlled by Central Government of the Republic of Indonesia Kredit Sindikasi, Bank untuk Pengumpulan Tol, Biaya Keuangan, Piutang Lain-
lain dan Pendapatan Bunga/ Placement of Current Accounts, Time Deposits,
Investment Credit Facility, Syndicated Loans Facility, Bank for Toll
Collection, Finance Charges, Other Receivables and Interest Income
PT Bank Tabungan Negara (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Penempatan Giro, Deposito Berjangka, Fasilitas Kredit Investasi, Fasilitas
Controlled by Central Government of the Republic of Indonesia Kredit Sindikasi, Biaya Keuangan dan Pendapatan Bunga/ Placement of
Current Accounts, Time Deposits, Investment Credit Facility, Syndicated
Loans Facility, Finance Charges and Interest Income
PT Sarana Multi Infrastruktur (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Pinjaman kepada Lembaga Keuangan Bukan Bank, Pinjaman Fasilitas Kredit
Controlled by Central Government of the Republic of Indonesia Sindikasi/
Lembaga Pembiayaan Ekspor Indonesia Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Pinjaman Fasilitas Kredit Sindikasi/
Controlled by Central Government of the Republic of Indonesia Syndicated Loans Facility
PT Hutama Karya (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Beban Akrual, Kontraktor dalam Pembangunan dan Pemeliharaan Aset Tetap
Controlled by Central Government of the Republic of Indonesia dan Jalan Tol dan Piutang Lain-lain/Accrued Expenses , Contractor for
Construction and Maintenance of Property and Equipment and Toll Roads
and Other Receivables
PT Pembangunan Perumahan (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Kontraktor dalam Pembangunan dan Pemeliharaan Aset Tetap dan Jalan,
Controlled by Central Government of the Republic of Indonesia Dana Talangan Tanah/ Contractor for Construction and Maintenance of
Property and Equipment and Toll Roads, Land Bridging Fund
PT Waskita Karya (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Beban Akrual, Kontraktor dalam Pembangunan dan Pemeliharaan Aset Tetap
Controlled by Central Government of the Republic of Indonesia dan Jalan, Dana Talangan Tanah/ Accrued Expenses , Contractor for
Construction and Maintenance of Fixed Assets and Toll Roads, Land Bridging
Fund
PT Wijaya Karya (Persero) Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Beban Akrual, Kontraktor dalam Pembangunan dan Pemeliharaan Aset Tetap
Controlled by Central Government of the Republic of Indonesia dan Jalan, Dana Talangan Tanah dan Piutang Lain-lain/Accrued Expenses ,
Contractor for Construction and Maintenance of Fixed Assets and Toll Roads,
Land Bridging Fund and Other Receivables
PT Virama Karya (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Beban Akrual, Konsultan dalam Pembangunan dan Pemeliharaan Aset Tetap
Controlled by Central Government of the Republic of Indonesia dan Jalan Tol/ Accrued Expenses , Consultant for Construction and
Maintenance of Fixed Assets and Toll Roads
143
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
43. SALDO DAN SIFAT TRANSAKSI PIHAK YANG 43. BALANCES AND NATURE OF RELATED
BERELASI (lanjutan) PARTIES TRANSACTIONS (continued)
Pihak Berelasi/ Hubungan/ Jenis Transaksi/
Related Parties Nature of Relationship Nature of Transactions
PT Bank Syariah Indonesia Tbk Entitas yang Berelasi dengan Pemerintah/ Penempatan Giro, Deposito Berjangka, Investasi Jangka Pendek, Dana yang
Goverment Related Entities Dibatasi Penggunaannya, Fasilitas Kredit Modal Kerja, Fasilitas Kredit
Sindikasi, Biaya Keuangan dan Pendapatan Bunga/ Placement of Current
Accounts, Time Deposits, Short Term Investments, Restricted Funds, Working
Capital Credit Facility, Syndicated Loans Facility, Finance Charges and
Interest Income
PT Agrinas Pangan Nusantara (Persero) Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Beban Akrual/Accrued Expenses
Controlled by Central Government of the Republic of Indonesia
PT Pertamina Retail Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Piutang Lain-lain/Other Receivables
Controlled by Central Government of the Republic of Indonesia
PT Cibitung Tanjung Priok Port Tollways Entitas Ventura Bersama/Joint Venture Piutang Lain-lain/Other Receivables
PT Waskita Bumi Wira Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Piutang Lain-lain/Other Receivables
Controlled by Central Government of the Republic of Indonesia
PT Cimanggis Cibitung Tollways Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Piutang Lain-lain/Other Receivables
Controlled by Central Government of the Republic of Indonesia
PT Waskita Sriwijaya Tol Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Piutang Lain-lain/Other Receivables
Controlled by Central Government of the Republic of Indonesia
PT PP Semarang Demak Pengendalian Manajemen Kunci/Key Management Control Piutang Lain-lain/Other Receivables
PT Jasamarga Jalanlayang Cikampek Entitas Ventura Bersama/Joint Venture Piutang Lain-lain, Utang Titipan/Other Receivables, Deposit Payable
PT Trans Jabar Tol Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Piutang Lain-lain/Other Receivables
Controlled by Central Government of the Republic of Indonesia
PT Trans Marga Jateng Entitas Ventura Bersama/Joint Venture Piutang Lain-lain/Other Receivables
PT Jasamarga Pandaan Malang Entitas Ventura Bersama/Joint Venture Piutang Lain-lain/Other Receivables
PT Waskita Beton Precast Tbk Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Piutang Lain-lain/Other Receivables
Controlled by Central Government of the Republic of Indonesia
Induk Koperasi Karyawan Jasa Marga Pengendalian Manajemen Kunci/Key Management Control Piutang Lain-lain/Other Receivables
PT Marga Lingkar Jakarta Entitas Ventura Bersama/Joint Venture Piutang Lain-lain/Other Receivables
PT Pertamina Marine Solution Dikendalikan oleh Pemerintah Pusat Republik Indonesia/ Utang Usaha/Accounts Payable
Controlled by Central Government of the Republic of Indonesia
Dalam kegiatan usahanya, Kelompok Usaha In the normal course of business, the Group entered
melakukan transaksi dengan pihak-pihak berelasi into certain transactions with the related parties
yang dilakukan dengan syarat-syarat dan kondisi conducted by normal terms and conditions. These
normal. Transaksi ini termasuk pembayaran oleh transactions include payments made by the Group
Kelompok Usaha atas beban-beban pihak-pihak to the related parties or vice versa. Balance of
berelasi atau sebaliknya. Saldo transaksi dengan related parties accounts as of December 31, 2025
pihak berelasi pada tanggal 31 Desember 2025 dan and 2024 are as follows:
2024 adalah sebagai berikut:
Persentase dari Total Aset/
Percentage from Total Asset
2025 2024 2025 2024
Aset/ Assets
Kas dan Setara Kas/ Cash and Cash Equivalents
Bank/ Cash in Banks
Rupiah
PT Bank Mandiri (Persero) Tbk 2.296.989 1.075.943 1,44% 0,72%
PT Bank Rakyat Indonesia (Persero) Tbk 75.108 64.009 0,05% 0,04%
PT Bank Negara Indonesia (Persero) Tbk 68.397 232.052 0,04% 0,16%
PT Bank Tabungan Negara (Persero) Tbk 10.693 6.378 0,01% 0,00%
PT Bank Syariah Indonesia Tbk 6.082 3.605 0,00% 0,00%
PT Bank Mandiri Taspen 415 178 0,00% 0,00%
Sub Total 2.457.684 1.382.165 1,54% 0,92%
Dolar Amerika Serikat/ United States Dollar
PT Bank Mandiri (Persero) Tbk - 251 - 0,00%
Sub Total - 251 - 0,00%
Deposito Berjangka/ Time Deposits
Rupiah
PT Bank Rakyat Indonesia (Persero) Tbk 1.350.602 1.286.603 0,84% 0,87%
PT Bank Syariah Indonesia Tbk 709.600 681.100 0,44% 0,46%
PT Bank Tabungan Negara (Persero) Tbk 344.000 218.272 0,22% 0,15%
PT Bank Mandiri Taspen 328.500 92.000 0,21% 0,06%
PT Bank Negara Indonesia (Persero) Tbk 80.000 10.081 0,05% 0,01%
PT Bank Mandiri (Persero) Tbk 38.128 575.000 0,02% 0,39%
PT Bank Syariah Nasional 30.000 60.000 0,02% 0,04%
Sub Total 2.880.830 2.923.056 1,80% 1,98%
Dolar Amerika Serikat/ United States Dollar
PT Bank Mandiri (Persero) Tbk 18.460 17.778 0,01% 0,01%
Sub Total Deposito Berjangka/ Time Deposits 18.460 17.778 0,01% 0,01%
Total Kas dan Setara Kas/ Total Cash and Cash Equivalents 5.356.974 4.323.250 3,35% 2,91%
144
Page 978
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
43. SALDO DAN SIFAT TRANSAKSI PIHAK YANG 43. BALANCES AND NATURE OF RELATED
BERELASI (lanjutan) PARTIES TRANSACTIONS (continued)
Persentase dari Total Aset/
Percentage from Total Asset
2025 2024 2025 2024
Aset/ Assets
Piutang Lain-lain/ Other Receivables
Lancar/ Current
Pendapatan Tol / Toll Income
PT Bank Mandiri (Persero) Tbk 93.592 20.508 0,06% 0,01%
PT Bank Rakyat Indonesia (Persero) Tbk 6.499 6.105 0,00% 0,00%
PT Bank Negara Indonesia (Persero) Tbk 3.338 1.962 0,00% 0,00%
Sub Total 103.429 28.575 0,06% 0,01%
Pinjaman Pemegang Saham/ Shareholder Loans
PT Jasamarga Jalanlayang Cikampek 151.733 146.076 0,09% 0,10%
Sub Total 151.733 146.076 0,09% 0,10%
Pendapatan Lain / Other Income
PT Wijaya Karya (Persero) Tbk 69.724 533 0,04% 0,00%
PT Waskita Karya (Persero) Tbk 47.810 648 0,03% 0,00%
PT Trans Jabar Tol 44.130 42.569 0,03% 0,03%
PT Waskita Sriwijaya Tol 32.430 32.338 0,02% 0,02%
PT Cimanggis Cibitung Tollways 19.264 26.067 0,01% 0,02%
PT PP Semarang Demak 18.683 11.291 0,01% 0,01%
PT Pertamina Retail 12.904 17.094 0,01% 0,01%
PT Marga Lingkar Jakarta 12.451 6.035 0,01% 0,00%
PT Trans Marga Jateng 7.684 3.712 0,00% 0,00%
PT Jasamarga Pandaan Malang 5.584 3.716 0,00% 0,00%
Induk Koperasi Karyawan Jasa Marga 4.160 4.160 0,00% 0,00%
PT Waskita Bumi Wira 3.128 1.629 0,00% 0,00%
PT Cibitung Tanjung Priok Port Tollways 3.007 20.143 0,00% 0,01%
PT Wijaya Karya Realty Tbk 2.322 1.275 0,00% 0,00%
Lainnya Berelasi (Di bawah Rp2.000)/ Others (Below Rp2,000) 3.732 4.293 0,00% 0,00%
Sub Total 287.013 175.503 0,16% 0,10%
Subtotal Lancar/ Subtotal Current 542.175 350.154 0,31% 0,21%
Tidak lancar/ Non Current
PT Jasamarga Jalanlayang Cikampek 341.071 312.946 0,21% 0,21%
Subtotal Tidak Lancar/ Subtotal Current 341.071 312.946 0,21% 0,21%
Dana Dibatasi Penggunaannya/ Restricted Funds
Lancar/ Current
Bank
Rekening Pembebasan Tanah/ Land Acqusition Account
PT Bank Mandiri (Persero) Tbk 7.260 12.443 0,00% 0,01%
PT Bank Negara Indonesia (Persero) Tbk 1.091 1.466 0,00% 0,00%
PT Bank Rakyat Indonesia (Persero) Tbk 48 161 0,00% 0,00%
Subtotal 8.399 14.070 0,00% 0,01%
Jaminan Sindikasi Bank/ Syndicated Bank Guarantee
PT Bank Negara Indonesia (Persero) Tbk 118.729 154.913 0,07% 0,10%
PT Bank Mandiri (Persero) Tbk 61.121 35.840 0,04% 0,02%
PT Bank Rakyat Indonesia (Persero) Tbk 541 5.204 0,00% 0,00%
Subtotal 180.391 195.957 0,11% 0,12%
Jaminan Pelaksanaan/ Performance Bond
PT Bank Mandiri (Persero) Tbk 27.709 44.821 0,02% 0,03%
PT Bank Rakyat Indonesia (Persero) Tbk 5.717 - 0,00% -
PT Bank Negara Indonesia (Persero) Tbk 92 - 0,00% -
Subtotal 33.518 44.821 0,02% 0,03%
Rekening Amanat Pendapatan Tol/ Toll Collection
Escrow Account
PT Bank Mandiri (Persero) Tbk 167.024 127.585 0,10% 0,09%
PT Bank Rakyat Indonesia (Persero) Tbk 23.280 27.612 0,01% 0,02%
PT Bank Negara Indonesia (Persero) Tbk 5.956 4.522 0,00% 0,00%
Subtotal 196.260 159.719 0,11% 0,11%
Deposito
Jaminan Pemeliharaan/ Maintenance Bond
PT Bank Mandiri (Persero) Tbk 7.345 5.231 0,00% 0,00%
Subtotal 7.345 5.231 0,00% 0,00%
Subtotal Lancar/ Subtotal Current 425.913 419.798 0,24% 0,27%
145
Page 979
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
43. SALDO DAN SIFAT TRANSAKSI PIHAK YANG 43. BALANCES AND NATURE OF RELATED
BERELASI (lanjutan) PARTIES TRANSACTIONS (continued)
Persentase dari Total Aset/
Percentage from Total Asset
2025 2024 2025 2024
Aset/ Assets
Dana Dibatasi Penggunaannya/ Restricted Funds
Tidak Lancar/ Non-Current
Bank
Rekening Pembebasan Tanah/ Land Acqusition Account
PT Bank Mandiri (Persero) Tbk 24.067 20.041 0,02% 0,01%
Subtotal 24.067 20.041 0,02% 0,01%
Jaminan Sindikasi Bank/ Syndicated Bank Guarantee
PT Bank Negara Indonesia (Persero) Tbk 188.827 55.737 0,12% 0,04%
PT Bank Mandiri (Persero) Tbk 48.346 33.981 0,03% 0,02%
PT Bank Syariah Indonesia Tbk 30.310 - 0,02% -
PT Bank Rakyat Indonesia (Persero) Tbk 28.628 13.125 0,02% 0,01%
Subtotal 296.111 102.843 0,19% 0,07%
Deposito
Jaminan Sindikasi Bank/ Syndicated Bank Guarantee
PT Bank Mandiri (Persero) Tbk - 5.419 - 0,00%
Subtotal - 5.419 - 0,00%
Jaminan Pelaksanaan/ Performance Bond
PT Bank Mandiri (Persero) Tbk - 7.345 - 0,00%
Subtotal - 7.345 - 0,00%
Jaminan Pemeliharaan/ Maintenance Bond
PT Bank Mandiri (Persero) Tbk 5.231 - 0,00% -
Subtotal 5.231 - 0,00% -
Subtotal Tidak Lancar/ Subtotal Non-Current 325.409 135.648 0,21% 0,08%
Total Dana Dibatasi Penggunaannya/ Restricted Funds 751.322 555.446 0,45% 0,35%
Persentase dari Total Liabilitas/
Percentage from Total Liabilities
2025 2024 2025 2024
Liabilitas/ Liabilities
Utang Usaha/ Accounts Payable
PT Pertamina Marine Solution 383 598 0,00% 0,00%
Lainnya Berelasi (Di bawah Rp2.000)/ Others (Below Rp2,000) 2.448 5.150 0,00% 0,01%
Total Utang Usaha/ Accounts Payable 2.831 5.748 0,00% 0,01%
Beban Akrual Jk Pendek/ Short-Term Accrued Expenses
Beban Kontraktor dan Konsultan/
Contractors and Consultant Expense
PT Adhi Karya (Persero) Tbk 2.080.344 2.503.554 2,13% 2,79%
PT Waskita Karya (Persero) Tbk 1.077.597 1.129.075 1,10% 1,26%
PT Wijaya Karya (Persero) Tbk 728.708 - 0,75% -
PT Hutama Karya (Persero) 249.702 - 0,26% -
PT Virama Karya (Persero) 7.801 6.586 0,01% 0,01%
PT Agrinas Pangan Nusantara (Persero) 1.954 2.103 0,00% 0,00%
Subtotal 4.146.106 3.641.318 4,25% 4,06%
Beban Bunga/ Interest Expenses
Utang Bank/ Bank Loans
PT Bank Mandiri (Persero) Tbk 20.972 4.661 0,02% 0,01%
PT Bank Negara Indonesia (Persero) Tbk 3.660 200 0,00% 0,00%
PT Bank Syariah Indonesia Tbk 3.324 229 0,00% 0,00%
PT Bank Rakyat Indonesia (Persero) Tbk 239 - 0,00% -
PT Sarana Multi Infrastruktur (Persero) - 515 - 0,00%
Subtotal 28.195 5.605 0,02% 0,01%
Sub Total Jk Pendek/ Sort Term Sub Total 4.174.301 3.646.923 4,27% 4,07%
Beban Akrual Jk Panjang/ Long-Term Accrued Expenses
Utang Ke Pemerintah/ Due to Government
Utang Ke Pemerintah Ruas Tol Seksi 1 & 2 712.202 700.630 0,73% 0,78%
Sub Total Jk Panjang/ Long Term Sub Total 712.202 700.630 0,73% 0,78%
Total Beban Akrual/ Total Accrued Expenses 4.886.503 4.347.553 5,00% 4,85%
146
Page 980
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
43. SALDO DAN SIFAT TRANSAKSI PIHAK YANG 43. BALANCES AND NATURE OF RELATED
BERELASI (lanjutan) PARTIES TRANSACTIONS (continued)
Persentase dari Total Liabilitas/
Percentage from Total Liabilities
2025 2024 2025 2024
Liabilitas/ Liabilities
Utang Bank Jangka Panjang-Bagian Jangka
Long Term Bank Loans-Current Maturities
PT Bank Negara Indonesia (Persero) Tbk 1.941.490 1.848.139 1,99% 2,06%
PT Bank Mandiri (Persero) Tbk 622.368 512.313 0,64% 0,57%
PT Bank Rakyat Indonesia (Persero) Tbk 235.521 113.745 0,24% 0,13%
PT Bank Syariah Indonesia Tbk 165.751 55.270 0,17% 0,06%
PT Sarana Multi Infrastruktur (Persero) 62.374 81.471 0,06% 0,09%
PT Bank Tabungan Negara (Persero) Tbk 14.633 12.334 0,01% 0,01%
Lembaga Pembiayaan Ekspor Indonesia 9.867 19.330 0,01% 0,02%
Subtotal 3.052.004 2.642.602 3,12% 2,94%
Utang Bank Jangka Panjang - Bagian Jangka Panjang/
Long Term Bank Loans - Long Term Portion
PT Bank Mandiri (Persero) Tbk 24.188.346 19.432.511 24,78% 21,62%
PT Bank Negara Indonesia (Persero) Tbk 9.070.263 8.715.388 9,29% 9,70%
PT Sarana Multi Infrastruktur (Persero) 4.099.644 4.153.832 4,20% 4,62%
PT Bank Syariah Indonesia Tbk 2.524.530 1.847.128 2,59% 2,06%
PT Bank Rakyat Indonesia (Persero) Tbk 1.569.106 1.899.468 1,61% 2,11%
Lembaga Pembiayaan Ekspor Indonesia 214.060 681.713 0,22% 0,76%
PT Bank Tabungan Negara (Persero) Tbk 9.939 24.524 0,01% 0,03%
Subtotal 41.675.888 36.754.564 42,70% 40,90%
Total Utang Bank/ Bank Loans 44.727.892 39.397.166 45,82% 43,84%
`
Utang Lembaga Keuangan Bukan Bank Jangka Panjang/
Non - Bank Financial Institution Long Term Loan
PT Sarana Multi Infrastruktur (Persero) - 272.000 - 0,30%
Subtotal - 272.000 0,00% 0,30%
Total Utang Lembaga Keuangan Bukan Bank/
Non - Bank Financial Institution - 272.000 - 0,30%
Utang Kontraktor Jangka Pendek/
Short-Term Contractors Payable
PT Wijaya Karya (Persero) Tbk 35.810 35.810 0,04% 0,04%
PT Pembangunan Perumahan (Persero) Tbk 54.437 58.339 0,06% 0,06%
PT Adhi Karya (Persero) Tbk 3.780 3.635 0,00% 0,00%
PT Virama Karya (Persero) - 2.908 - 0,00%
Lain - lain (di bawah Rp2.000) 41 41 0,00% 0,00%
Total Utang Kontraktor Jangka Pendek/
Short-Term Contractors Payable 94.068 100.733 0,10% 0,10%
Utang Kontraktor Jangka Panjang/
Long-term Contractors Payable
PT Adhi Karya (Persero) Tbk 355.031 483.267 0,36% 0,54%
KSO PP - WASKITA - WIKA 188.820 93.167 0,19% 0,10%
PT Pembangunan Perumahan (Persero) Tbk 7.693 36.502 0,01% 0,04%
PT Waskita Karya (Persero) Tbk - 131.359 - 0,15%
PT Wijaya Karya (Persero) Tbk - 41.266 - 0,05%
Total Utang Kontraktor Jangka Panjang/
Long-term Contractors Payable 551.544 785.561 0,56% 0,88%
Liabilitas Pembebasan Tanah Jangka Panjang -
Bagian Jangka Panjang/ Long-term
Land Acquisition Liabilities - Long-term Portion
Badan Layanan Umum - Badan Pengatur Jalan Tol 108.292 109.008 0,11% 0,12%
Total Liabilitas Pembebasan Tanah Jangka Panjang -
Bagian Jangka Panjang/ Long-term
Land Acquisition Liabilities - Long-term Portion 108.292 109.008 0,11% 0,12%
Liabilitas Keuangan Jangka Pendek Lainnya/
Other Current Financial Liabilities
Utang Titipan/ Deposit Payable
PT Jasamarga Jalanlayang Cikampek 48.480 52.923 0,05% 0,06%
Total Liabilitas Keuangan Jangka Pendek Lainnya/
Other Current Financial Liabilities 48.480 52.923 0,05% 0,06%
147
Page 981
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
43. SALDO DAN SIFAT TRANSAKSI PIHAK YANG 43. BALANCES AND NATURE OF RELATED
BERELASI (lanjutan) PARTIES TRANSACTIONS (continued)
Remunerasi Komisaris dan Direksi Remuneration of Commissioners and Directors
(i) Jumlah remunerasi yang diterima (i) Total remuneration received by the Board of
Dewan Komisaris untuk tahun-tahun yang Commissioners for the years ended on
berakhir pada tanggal 31 Desember 2025 dan December 31, 2025 and 2024 amounted to
2024 masing-masing sebesar Rp19.061 dan Rp19,061 and Rp14,421, respectively.
Rp14.421.
(ii) Jumlah remunerasi yang diterima Direksi untuk (ii) Total remuneration received by the Board of
tahun-tahun yang berakhir pada tanggal Directors for the years ended on
31 Desember 2025 dan 2024 masing-masing December 31, 2025 and 2024 amounted to
sebesar Rp24.344 dan Rp23.941. Rp24,344 and Rp23,941, respectively.
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
COMMITMENTS
a. Perjanjian Pengusahaan Jalan Tol (PPJT) a. Toll Road Concession Agreements (PPJT)
(i) Kelompok Usaha telah memperoleh (i) The Group has obtained a toll road
penetapan hak pengusahaan jalan tol (Hak concession rights (Concession Right)
Konsesi) yang diterbitkan oleh Pemerintah, issued by the Government, covering
meliputi 13 (tiga belas) ruas jalan tol, 13 (thirteen) sections of the toll road, based
berdasarkan Keputusan Menteri Pekerjaan on the Minister of Public Works Decision
Umum No. 242/KPTS/M/2006 tanggal No. 242/KPTS/M/2006 dated June 8, 2006,
8 Juni 2006, yang kemudian ditindaklanjuti which was subsequently followed up with
dengan penandatanganan PPJT pada the signing of the Toll Road Business
tanggal 7 Juli 2006 untuk masing-masing Cooperation Agreement (PPJT) on
ruas jalan tol, dengan masa konsesi July 7, 2006 for each toll road section, with
selama 40 (empat puluh) tahun, yang a concession period of 40 (forty) years,
berlaku efektif sejak tanggal 1 Januari 2005 effective from January 1, 2005 to
sampai dengan tanggal 31 Desember December 31, 2044, with details as follows:
2044, dengan rincian sebagai berikut:
1. Ruas Jakarta - Bogor - Ciawi, 1. Jakarta - Bogor - Ciawi Section, according
berdasarkan PPJT to on PPJT No. 246/PPJT/VII/Mn/2006
No. 246/PPJT/VII/Mn/2006 yang telah which has been last amended by the Deed
diamendemen terakhir dengan Akta of Amendment III No. 10 dated
Amendemen III No. 10 tanggal December 15, 2022;
15 Desember 2022;
2. Ruas Jakarta - Tangerang, 2. Jakarta - Tangerang Section, according
berdasarkan PPJT to PPJT No. 247/PPJT/VII/Mn/2006
No. 247/PPJT/VII/Mn/2006 yang telah which has been last amended by Deed
diamendemen terakhir dengan Akta of Amendment II No. 06 dated
Amendemen II No. 06 tanggal December 8, 2022;
8 Desember 2022;
3. Ruas Surabaya - Gempol, 3. Surabaya - Gempol Section,according to
berdasarkan PPJT PPJT No. 248/PPJT/VII/Mn/2006 which
No. 248/PPJT/VII/Mn/2006 yang telah was amended for the first time on
diamendemen pertama kali pada November 11, 2021 and has been
11 November 2021 dan telah dialihkan transferred to PT Jasamarga Transjawa
kepada PT Jasamarga Transjawa Tol; Tol;
4. Ruas Jakarta - Cikampek, 4. Jakarta - Cikampek Section, according to
berdasarkan PPJT PPJT No. 249/PPJT/VII/Mn/2006 and
No. 249/PPJT/VII/Mn/2006 dan telah has been transferred to PT Jasamarga
dialihkan kepada PT Jasamarga Transjawa Tol;
Transjawa Tol;
148
Page 982
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
a. Perjanjian Pengusahaan Jalan Tol (PPJT) a. Toll Road Concession Agreements (PPJT)
(lanjutan) (continued)
5. Ruas Padalarang - Cileunyi, 5. The Padalarang - Cileunyi section,
berdasarkan PPJT according to PPJT
No. 250/PPJT/VII/Mn/2006 yang telah No. 250/PPJT/VII/Mn/2006 which has
diamendemen terakhir dengan Akta been last amended by Amendment
Amendemen II No. 01 tanggal Deed II No. 01 dated November 7, 2022;
7 November 2022;
6. Ruas Prof. Dr. Ir. Sedyatmo, 6. Prof. Dr. Ir. Sedyatmo Toll Road,
berdasarkan PPJT according to PPJT
No. 251/PPJT/VII/Mn/2006 dengan No. 251/PPJT/VII/Mn/2006 which was
Akta Amendemen II No. 04 tanggal lastly amended by Deed of Amendment
8 Desember 2022; II No. 04 dated December 8, 2022;
7. Ruas Cawang - Tomang - Pluit, 7. Cawang - Tomang - Pluit Toll Road,
berdasarkan PPJT according to PPJT
No. 252/PPJT/VII/Mn/2006 yang telah No. 252/PPJT/VII/Mn/2006 which was
diamendemen terakhir dengan Akta lastly amended by Deed of Amendment
Amendemen II No. 02 tanggal II No. 02 dated December 8, 2022;
8 Desember 2022;
8. Ruas Belawan - Medan - 8. Belawan - Medan - Tanjung Morawa Toll
Tanjung Morawa, PPJT Road. according to PPJT
No. 253/PPJT/VII/Mn/2006 yang telah No. 253/PPJT/VII/Mn/2006 which was
diamendemen terakhir dengan Akta lastly amended by Deed of Amendment
Amendemen II No. 03 tanggal II No. 03 dated November 7, 2022;
7 November 2022;
9. Ruas Semarang Seksi 9. Semarang Toll Road, Sections A. B. C
A. B. C, berdasarkan PPJT according to PPJT
No. 254/PPJT/VII/Mn/2006 yang telah No. 254/PPJT/VII/Mn/2006 that has been
diamendemen pertama kali pada amended for the first time on
11 November 2021 dan telah dialihkan November 11, 2021 and has been
kepada PT Jasamarga Transjawa Tol; transferred to PT Jasamarga Transjawa
Tol;
10. Ruas Pondok Aren - Bintaro Viaduct - 10. Pondok Aren - Bintaro Viaduct - Ulujami
Ulujami, berdasarkan PPJT Toll Road, according to PPJT
No. 255/PPJT/VII/Mn/2006 yang telah No. 255/PPJT/VII/Mn/2006 which was
diamendemen terakhir dengan Akta lastly amended by Deed of Amendment II
Amendemen II No. 03 tanggal No. 03 dated December 8, 2022;
8 Desember 2022;
11. Ruas Palimanan - Kanci, berdasarkan 11. The Palimanan - Kanci segment,
PPJT No. 256/PPJT/VII/Mn/2006 yang according to PPJT
telah diamendemen pertama kali pada No. 256/PPJT/VII/Mn/2006 which was
11 November 2021 dan telah dialihkan first amended on November 11, 2021,
kepada PT Jasamarga Transjawa Tol; has been transferred to PT Jasamarga
Transjawa Tol;
12. Ruas Lingkar Luar Jakarta (JORR) 12. Jakarta Outer Ring Road (JORR) Toll
Ruas E1. E2. E3. W2, berdasarkan Road, Sections E1. E2. E3. W2,
PPJT No. 257/PPJT/VII/Mn/2006 yang according to PPJT
telah diamendemen terakhir dengan No. 257/PPJT/VII/Mn/2006 which was
Akta Amendemen III No. 05 tanggal lastly amended by Deed of Amendment
8 Desember 2022; dan III No. 05 dated December 8, 2022; and
13. Ruas Cikampek - Padalarang, 13. Cikampek - Padalarang Toll Road,
berdasarkan PPJT according to PPJT
No.258/PPJT/VII/Mn/2006 yang telah No. 258/PPJT/VII/Mn/2006 which was
diamendemen terakhir dengan Akta lastly amended by Deed of Amendment
Amendemen II No. 02 tanggal of II No. 02 dated November 7, 2022.
7 November 2022.
149
Page 983
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
a. Perjanjian Pengusahaan Jalan Tol (PPJT) a. Toll Road Concession Agreements (PPJT)
(lanjutan) (continued)
Pada tanggal 1 Juli 2022 Perusahaan On July 1, 2022, the Company will spin off
melakukan pemisahan (spin off) Regional the Regional Transjawa Tollroad, to PT
Transjawa Tollroad, kepada PT Jasamarga Jasamarga Transjawa Tol. The Company
Transjawa Tol. Perusahaan mengalihkan transferred four segments of toll road
empat segmen ruas hak pengusahaan jalan concession rights (Concession Rights)
tol (Hak Konsesi) yang meliputi: which include:
1. Ruas Jakarta – Cikampek, 1. Jakarta – Cikampek Toll Road as the
sebagaimana Akta Amendemen II Restatement Amendment II Deed
Pernyataan Kembali No. 04 tanggal No. 04 dated June 29, 2022 as last
29 Juni 2022 sebagaimana terakhir amended by Amendment III Deed
diubah dengan Akta Amendemen III No. 25 dated January 17, 2023;
No. 25 tanggal 17 Januari 2023;
2. Ruas Palimanan – Kanci 2. Palimanan – Kanci Toll Road as the
sebagaimana Akta Amendemen II Restatement Amendment II Deed
Pernyataan Kembali No. 05 tanggal No. 05 dated June 29, 2022 as last
29 Juni 2022 sebagaimana terakhir amended by Amendment III Deed
diubah dengan Akta Amendemen III No. 26 dated January 17, 2023;
No. 26 tanggal 17 Januari 2023;
3. Ruas Semarang Seksi A, B, C 3. Semarang Seksi A, B, C, Toll Road as
sebagaimana Akta Amendemen II the Restatement Amendment II Deed
Pernyataan Kembali No. 06 tanggal No. 06 dated June 29, 2022 as last
29 Juni 2022 sebagaimana terakhir amended by Amendment III Deed
diubah dengan Akta Amendemen III No. 24 dated January 17, 2023; and
No. 24 tanggal 17 Januari 2023;dan
4. Ruas Surabaya – Gempol 4. Surabaya – Gempol Toll Road as the
sebagaimana Akta Amendemen II Restatement Amendment II Deed
Pernyataan Kembali No. 07 tanggal No. 07 dated June 29, 2022 as last
29 Juni 2022 sebagaimana terakhir amended by Amendment III Deed
diubah dengan Akta Amendemen III No. 23 dated January 17, 2023.
No. 23 tanggal 17 Januari 2023
Sehubungan dengan perolehan Hak In connection with the acquisition of the
Konsesi dimaksud, Perusahaan diwajibkan Concession Rights, the Company is
membentuk jaminan pemeliharaan dengan required to establish a maintenance
nilai sekurang-kurangnya 10% (sepuluh guarantee with a value of at least 10% (ten
persen) dari realisasi pendapatan tol dan percent) of the realization of toll revenue
pendapatan usaha lain yang diterima pada and other business income received in or
atau sebelum tahun terakhir masa konsesi before the last year of the concession
dimana besarannya berdasarkan laporan period which is based on the last available
keuangan tahunan terakhir yang tersedia and audited annual financial statements.
dan telah diaudit.
Jaminan pemeliharaan tersebut The maintenance guarantee is submitted to
diserahkan kepada Pemerintah dalam the Government within 6 months before the
waktu 6 bulan sebelum konsesi berakhir concession expires and this maintenance
dan jaminan pemeliharaan ini tetap berlaku guarantee remains valid until 12 months
sampai dengan 12 bulan setelah after the end of the concession period.
berakhirnya masa konsesi.
150
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
a. Perjanjian Pengusahaan Jalan Tol (PPJT) a. Toll Road Concession Agreements (PPJT)
(lanjutan) (continued)
(ii) Perjanjian investasi jalan tol (ii) Toll road investment agreement
1. Ruas Bogor Outer Ring Road 1. Bogor Outer Ring Road
PT Marga Sarana Jabar (MSJ) dan PT Marga Sarana Jabar (MSJ) and the
Pemerintah telah menandatangani Akta Government have signed the Toll Road
Perjanjian Pengusahaan Jalan Tol No. Concession Agreement No. 4 dated
4 tanggal 8 Agustus 2011 yang terakhir August 8, 2011 which was last amended
diubah Amendemen XI sebagaimana by Amendment XI of Toll Road
tercantum dalam Akta No. 01 tanggal Concession Agreement Deed
3 Januari 2023 dibuat di hadapan Rina No. 01 dated January 3, 2023 front of
Utami Djauhari, S.H., Notaris di Jakarta. Rina Utami Djauhari, S.H., Notary in
Jakarta.
Pada tanggal 31 Desember 2025, As of December 31, 2025, the
Perusahaan memiliki penyertaan Company’s has a 55% shareholding in
saham di MSJ sebesar 55%. MSJ each.
2. Ruas Tol Gempol - Pasuruan 2. Gempol - Pasuruan Toll Road
PT Jasamarga Gempol Pasuruan (JGP) PT Jasamarga Gempol Pasuruan (JGP)
dan Pemerintah telah menandatangani and the Government have signed the
Akta Perjanjian Pengusahaan Jalan Tol Deed of Concession Agreement for Toll
No. 5 tanggal 7 Juni 2011 yang terakhir Road No. 5 dated June 7, 2011, the latest
diubah dengan Amendemen XI amended by Amendment XI of Toll Road
Perjanjian Pengusahaan Jalan Tol Concession No. 03 dated January 9, 2023
No. 03 tanggal 9 Januari 2023 dibuat di made in front of Rina Utami Djauhari, S.H.,
hadapan Rina Utami Djauhari, S.H., Notary in Jakarta.
Notaris di Jakarta.
Pada tanggal 1 Juli 2022, Perusahaan As of July 1, 2022, the Company has
telah mengalihkan saham di JGP transferred its 99.35% stake in JGP to
sebesar 99,35% kepada JTT. JTT.
Pada tanggal 31 Desember 2025, As of December 31, 2025, the Company
Perusahaan memiliki penyertaan has an indirect share participation in JGP
saham secara tidak langsung pada JGP through JTT of 99.35%.
melalui JTT sebesar 99,35%.
3. Ruas Tol Semarang - Solo 3. Semarang - Solo Toll Road
PT Trans Marga Jateng (TMJ) dan PT Trans Marga Jateng (TMJ) and the
Pemerintah telah menandatangani Akta Government have signed the Toll Road
Perjanjian Pengusahaan Jalan Tol No. 10 Concession Agreement No. 10 dated
tanggal 30 Maret 2012 yang terakhir March 30, 2012 which was last amended
diubah dengan Amendemen XI by Amendment XI of Toll Road
Perjanjian Pengusahaan Jalan Tol Concession Agreement No. 5 dated
No. 5 tanggal 10 Februari 2020 dibuat di February 10, 2020 in front of Rina Utami
hadapan Rina Utami Djauhari, S.H., Djauhari, S.H., Notary in Jakarta.
Notaris di Jakarta.
Pada tanggal 1 Juli 2022, Perusahaan As of July 1, 2022, the Company has
telah mengalihkan saham di TMJ transferred its 50.91% stake in TMJ to
sebesar 50,91% kepada JTT. Pada JTT. As of December 31, 2025, the
tanggal 31 Desember 2025, Company has an indirect share
Perusahaan memiliki penyertaan participation in TMJ through JTT of
saham secara tidak langsung pada TMJ 58.91%.
melalui JTT sebesar 58,91%.
151
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
a. Perjanjian Pengusahaan Jalan Tol (PPJT) a. Toll Road Concession Agreements (PPJT)
(lanjutan) (continued)
(ii) Perjanjian investasi jalan tol (lanjutan) (ii) Toll road investment agreement (continued)
4. Ruas Tol Cengkareng - Kunciran 4. Cengkareng - Kunciran Toll Road
PT Jasamarga Kunciran Cengkareng PT Jasamarga Kunciran Cengkareng
(JKC) dan Pemerintah telah (JKC) and the Government have signed
menandatangani Akta Perjanjian Deed of Toll Road Concession
Pengusahaan Jalan Tol No. 6 tanggal Agreement No. 6 dated June 7, 2011
7 Juni 2011 yang terakhir diubah which was last amended by
dengan Amendemen XII Perjanjian Amendment XII of Toll Road
Pengusahaan Jalan Tol No. 02 tanggal Concession Agreement No. 02 dated
17 Juli 2023 dibuat di hadapan Rina July 17, 2023 in front of Rina Utami
Utami Djauhari, S.H., Notaris di Jakarta. Djauhari, S.H., Notary in Jakarta.
Pada tanggal 31 Desember 2025, As of December 31, 2025, the
Perusahaan memiliki penyertaan Company’s owns JKC amounting to
saham di JKC sebesar 88,67%. 88.67%.
5. Ruas Tol Kunciran - Serpong 5. Kunciran - Serpong Toll Road
PT Marga Trans Nusantara (MTN) dan PT Marga Trans Nusantara (MTN) and
Pemerintah telah menandatangani Akta the Government have stipulated the Toll
Perjanjian Pengusahaan Jalan Tol Road Concession Agreement Deed
No. 7 tanggal 7 Juni 2011 yang terakhir No. 7 dated June 7, 2011 which was last
diubah dengan Amendemen XII amended by Amendment XII of the Toll
Perjanjian Pengusahaan Jalan Tol Road Concession Agreement No. 25
No. 25 tanggal 26 Desember 2022 dated December 26, 2022 in front of
dibuat di hadapan Rina Utami Djauhari, Rina Utami Djauhari, S.H., Notary in
S.H., Notaris di Jakarta. Jakarta.
Pada tanggal 31 Desember 2025, As of December 31, 2025, the
Perusahaan memiliki penyertaan Company’s owns MTN amounting to
saham di MTN sebesar 60%. 60%.
6. Ruas Tol JORR seksi W2 Utara 6. JORR Toll Road section W2 North
PT Marga Lingkar Jakarta (MLJ) dan PT Marga Lingkar Jakarta (MLJ) and
Pemerintah telah menandatangani Akta the Government have signed the Toll
Perjanjian Pengusahaan Jalan Tol Road Concession Agreement No. 3
No. 3 tanggal 7 Juni 2011 yang terakhir dated June 7, 2011 which was last
diubah dengan Amendemen V amended by Amendment V of Toll Road
Perjanjian Pengusahaan Jalan Tol Concession Agreement No. 02
No. 02 tanggal 6 Januari 2023 dibuat di January 6, 2023 in front of Rina Utami
hadapan Rina Utami Djauhari, S.H., Djauhari, S.H., Notary in Jakarta.
Notaris di Jakarta.
Pada tanggal 31 Desember 2025, As of December 31, 2025, the Company
Perusahaan memiliki penyertaan owns MLJ Shares amounting to 51%.
saham di MLJ sebesar 51%.
152
Page 986
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
a. Perjanjian Pengusahaan Jalan Tol (PPJT) a. Toll Road Concession Agreements (PPJT)
(lanjutan) (continued)
(ii) Perjanjian investasi jalan tol (lanjutan) (ii) Toll road investment agreement (continued)
7. Ruas Tol Medan - Kualanamu - 7. Medan - Kualanamu - Tebing Tinggi
Tebing Tinggi Toll Road
PT Jasamarga Kualanamu Tol (JMKT) PT Jasamarga Kualanamu Tol (JMKT)
dan Pemerintah telah menandatangani and the Government has signed Toll
Akta Perjanjian Pengusahaan Jalan Tol Road Concession Agreement No. 1
No. 1 tanggal 5 Januari 2015 yang dated January 5, 2015 which was last
terakhir diubah dengan Amendemen IX amended by Amendment IX of Toll
Perjanjian Pengusahaan Jalan Tol Road Concession Medan-Kualanamu-
Ruas Jalan Tol Medan-Kualanamu- Tebing Tinggi Toll Road Agreement
Tebing Tinggi No. 02 tanggal No. 02 February 7, 2023 in front of Rina
7 Februari 2023 dibuat di hadapan Rina Utami Djauhari, S.H., Notary in Jakarta.
Utami Djauhari, S.H., Notaris di Jakarta.
Pada tanggal 31 Desember 2025, As of December 31, 2025, the
Perusahaan memiliki penyertaan Company owns JMKT Shares
saham pada JMKT sebesar 55%. amounting to 55%.
8. Ruas Tol Solo - Mantingan - Ngawi 8. Solo - Mantingan - Ngawi Toll Road
PT Jasamarga Solo Ngawi (JSN) dan PT Jasamarga Solo Ngawi (JSN) and
Pemerintah telah menandatangani Akta the Government have signed the Toll
Perjanjian Pengusahaan Jalan Tol Road Concession Agreement Deed
No. 18 tanggal 28 Juni 2011 yang No. 18 dated June 28, 2011 which was
terakhir diubah dengan Amendemen XI last amended by Amendment XI of the
Perjanjian Pengusahaan Jalan Tol Toll Road Concession Agreement
No. 09 tanggal 23 November 2022 No. 09 dated November 23, 2022 in front
dibuat di hadapan Rina Utami Djauhari, of Rina Utami Djauhari, S.H., Notary in
S.H., Notaris di Jakarta. Jakarta.
Pada tanggal 31 Desember 2025, As of December 31, 2025, the
Perusahaan memiliki penyertaan Company has an indirect share
saham secara tidak langsung pada JSN participation in JSN through JTT and
melalui JTT dan LMJ sebesar 59,53%. LMJ of 59.53%.
9. Ruas Tol Ngawi - Kertosono 9. Ngawi - Kertosono Toll Road
PT Jasamarga Ngawi Kertosono Kediri PT Jasamarga Ngawi Kertosono Kediri
(JNK) dan Pemerintah telah (JNK) and the Government have signed
menandatangani Akta Perjanjian the Toll Road Concession Agreement
Pengusahaan Jalan Tol tanggal Deed dated June 28, 2011 which was
28 Juni 2011 yang terakhir diubah last amended by Amendment XI Toll
dengan Amendemen XI Perjanjian Road Concession Agreement No. 08
Pengusahaan Jalan Tol No. 08 tanggal dated November 23, 2022 in front of
23 November 2022 dibuat di hadapan Rina Utami Djauhari, S.H., Notary in
Rina Utami Djauhari, S.H., Notaris di Jakarta
Jakarta.
Pada tanggal 31 Desember 2025, As of December 31, 2025, the
Perusahaan memiliki penyertaan Company has an indirect share
saham secara tidak langsung pada JNK participation in JNK through JTT and
melalui JTT dan LMJ sebesar 59,60%. LMJ of 59.60%.
153
Page 987
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
a. Perjanjian Pengusahaan Jalan Tol (PPJT) a. Toll Road Concession Agreements (PPJT)
(lanjutan) (continued)
(ii) Perjanjian investasi jalan tol (lanjutan) (ii) Toll road investment agreement (continued)
10. Ruas Tol Serpong - Cinere 10. Serpong - Cinere Toll Road
PT Cinere Serpong Jaya (CSJ) dan PT Cinere Serpong Jaya (CSJ) and the
Pemerintah telah menandatangani Akta Government have signed the Toll Road
Perjanjian Pengusahaan Jalan Tol Concession Agreement No. 20 dated
No. 20 tanggal 28 Juni 2011 yang June 28, 2011 the latest amended by
terakhir diubah dengan Amendemen X Amendment X of Toll Road Concession
berdasarkan Akta No. 16 tanggal Agreement No. 16 dated
10 Januari 2023 dibuat di hadapan Rina January 10, 2023 in front of Rina Utami
Utami Djauhari, S.H., Notaris di Jakarta. Djauhari, S.H., Notary in Jakarta.
Pada tanggal 31 Desember 2025, As of December 31, 2025, the
Perusahaan memiliki penyertaan Company owns 55% of CSJ shares.
saham dalam CSJ sebesar 55%.
11. Ruas Tol Gempol - Pandaan 11. Gempol – Pandaan Toll Road
PT Jasamarga Pandaan Tol (JPT) dan PT Jasamarga Pandaan Tol (JPT) and
Pemerintah telah menandatangani Akta the Government have signed the Deed
Perjanjian Pengusahaan Jalan Tol of Concession Agreement for Toll Road
No. 4 tanggal 7 Juni 2011 yang terakhir No. 4 dated June 7, 2011, the latest
diubah dengan Amendemen III amended by Amendment III of Toll
Perjanjian Pengusahaan Jalan Tol Road Concession No. 18 dated
No. 18 tanggal 10 Januari 2023 dibuat January 10, 2023 in front of Rina Utami
di hadapan Rina Utami Djauhari, S.H., Djauhari, S.H., Notary in Jakarta.
Notaris di Jakarta.
Pada tanggal 31 Desember 2025, As of December 31, 2025, the company
perusahaan telah memiliki penyertaan had an indirect equity participation in
saham secara tidak langsung pada JPT JPT through JTT of 93.79%.
melalui JTT sebesar 93,79%.
12. Ruas Tol Nusa Dua - Tanjung Benoa 12. Nusa Dua - Tanjung Benoa Toll Road
PT Jasamarga Bali Tol (JBT) dan PT Jasamarga Bali Tol (JBT) and the
Pemerintah telah menandatangani Akta Government have approved the Toll
Perjanjian Pengusahaan Jalan Tol Road Concession Agreement Deed
No. 10 tanggal 16 Desember 2011 No. 10 dated December 16, 2011 of
dibuat dihadapan Rina Utami Djauhari, Rina Utami Djauhari, S.H., notary in
S.H., notaris di Jakarta yang terakhir Jakarta as last amended by
diubah dengan Amendemen II Amendment II of Toll Road Concession
Perjanjian Pengusahaan Jalan Tol No. 11 dated December 19, 2022 in
No. 11 tanggal 19 Desember 2022 front of Rina Utami Djauhari, S.H.,
dibuat di hadapan Rina Utami Djauhari, Notary in Jakarta.
S.H., Notaris di Jakarta.
Pada tanggal 31 Desember 2025, As of December 31, 2025, the
perusahaan kepemilikan saham di JBT Company has 64.44% stake in JBT.
sebesar 64,44%.
154
Page 988
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
a. Perjanjian Pengusahaan Jalan Tol (PPJT) a. Toll Road Concession Agreements (PPJT)
(lanjutan) (continued)
(ii) Perjanjian investasi jalan tol (lanjutan) (ii) Toll road investment agreement (continued)
13. Ruas Tol Surabaya - Mojokerto 13. Surabaya - Mojokerto Toll Road
PT Jasamarga Surabaya Mojokerto PT Jasamarga Surabaya Mojokerto
(JSM) dan Pemerintah telah (JSM) and the Government have signed
menandatangani Akta Perjanjian the Toll Road Concession Agreement
Pengusahaan Jalan Tol No. 2 tanggal Deed No. 2 dated June 7, 2011 the
7 Juni 2011 yang terakhir diubah latest amended by Amendment XI
dengan Amendemen XI berdasarkan based on Deed No. 08 dated
Akta No. 08 tanggal 9 Februari 2023 February 9, 2023 in front of Rina Utami
dibuat di hadapan Rina Utami Djauhari, Djauhari, S.H., Notary in Jakarta.
S.H., Notaris di Jakarta.
Pada tanggal 1 Juli 2022, Perusahaan As of July 1, 2022, the Company has
telah mengalihkan kepemilikan saham transferred its 55.51% stake in JSM to
sebesar 55,51% di JSM kepada JTT. JTT.
Pada tanggal 31 Desember 2025, As of December 31, 2025, the
Perusahaan memiliki penyertaan Company has an indirect share
saham secara tidak langsung pada participation in JSM through JTT of
JSM melalui JTT sebesar 55,51%. 55.51%.
14. Ruas Tol Semarang - Batang 14. Semarang - Batang Toll Road
PT Jasamarga Semarang Batang (JSB) PT Jasamarga Semarang Batang (JSB)
dan Pemerintah telah menandatangani and the Government have signed the
Akta Perjanjian Pengusahaan Jalan Tol Toll Road Concession Agreement Deed
tanggal 27 April 2016 yang terakhir dated April 27, 2016 which was last
diubah Amendemen X Perjanjian amended by Amendment X based on
Pengusahaan Jalan Tol berdasarkan the Deed No 02 dated August 07, 2023
Akta No. 02 tanggal 07 Agustus 2023 in front of Rina Utami Djauhari, S.H.,
dibuat di hadapan Rina Utami Djauhari, Notary in Jakarta.
S.H., Notaris di Jakarta.
Pada tanggal 31 Desember 2025, As of December 31, 2025, the
Perusahaan memiliki penyertaan Company has an indirect share
saham secara tidak langsung pada JSB participation in JSB through JTT of
melalui JTT sebesar 59,80%. 59.80%.
15. Ruas Tol Manado - Bitung 15. Manado - Bitung Toll Road
PT Jasamarga Manado Bitung (JMB) PT Jasamarga Manado Bitung (JMB)
dan Pemerintah telah menandatangani and the Government have signed a
Akta Perjanjian Pengusahaan Jalan Tol Deed of Agreement on Toll Road
tanggal 9 Juni 2016, yang terakhir Concession dated June 9, 2016, which
diubah dengan Amendemen VI was last amended by Amendment VI
berdasarkan Akta No. 09 tanggal based on Deed No. 09 dated
31 Desember 2023 dibuat di hadapan December 31, 2023 in front of Rina
Rina Utami Djauhari, S.H., Notaris di Utami Djauhari, S.H., Notary in Jakarta.
Jakarta.
Pada tanggal 31 Desember 2025, As of December 31, 2025, the
Perusahaan memiliki penyertaan Company owns 64.97% of shares of
saham pada JMB sebesar 64,97%. JMB.
155
Page 989
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
a. Perjanjian Pengusahaan Jalan Tol (PPJT) a. Toll Road Concession Agreements (PPJT)
(lanjutan) (continued)
(ii) Perjanjian investasi jalan tol (lanjutan) (ii) Toll road investment agreement (continued)
16. Ruas Tol Balikpapan – Samarinda 16. Balikpapan - Samarinda Toll Road
PT Jasamarga Balikpapan Samarinda PT Jasamarga Balikpapan Samarinda
(JBS) dan Pemerintah menandatangani (JBS) and the Government have signed
Akta Perjanjian Pengusahaan Jalan Tol Deed of Agreement on Toll Road
No. 3 tanggal 9 Juni 2016 yang terakhir Concession No. 3 dated June 9, 2016
diubah dengan Amendemen V which was last amended by
berdasarkan Akta No. 10 tanggal Amendment V based on Deed No. 10
10 Februari 2023 dibuat di hadapan dated February 10, 2023 in front of Rina
Rina Utami Djauhari, S.H., Notaris di Utami Djauhari, S.H., Notary in Jakarta.
Jakarta.
Pada tanggal 31 Desember 2025, porsi As of December 31, 2025, portion of the
Perusahaan pada JBS adalah 67,39%. Companys ownership in JBS is 67.39%.
17. Ruas Tol Pandaan - Malang 17. Pandaan - Malang Toll Road
PT Jasamarga Pandaan Malang (JPM) PT Jasamarga Pandaan Malang (JPM)
dan Pemerintah telah menandatangani and the Government have signed the
Akta Perjanjian Pengusahaan Jalan Tol Toll Road Concession Agreement Deed
No. 4 tanggal 9 Juni 2016 yang terakhir No. 4 dated June 9, 2016 which was last
diubah dengan Amendemen VI amended by Amendment VI based on
berdasarkan Akta No. 05 tanggal the Deed No. 05 dated October 7, 2022
7 Oktober 2022 dibuat di hadapan Rina in front of Rina Utami Djauhari, S.H.,
Utami Djauhari, S.H., Notaris di Jakarta. Notary in Jakarta.
Pada tanggal 1 Juli 2022, Perusahaan As of July 1, 2022, the Company has
telah mengalihkan kepemilikan transferred its 51% stake in JPM to JTT.
sahamnya pada JPM sebesar 51%
kepada JTT.
18. Ruas Tol Jakarta - Cikampek II 18. Jakarta - Cikampek II Elevated Toll
Elevated Road
PT Jasamarga Jalanlayang Cikampek PT Jasamarga Jalanlayang Cikampek
(JJC) dan Pemerintah menandatangani (JJC) and the Government have signed
Akta Perjanjian Pengusahaan Jalan Tol the Toll Road Concession Agreement
No. 4 tanggal 5 Desember 2016 dibuat Deed No. 4 dated December 5, 2016 of
dihadapan Rina Utami Djauhari, S.H., Rina Utami Djauhari, S.H., Notary in
Notaris di Jakarta yang terakhir diubah Jakarta as last amended by
dengan Amendemen III Perjanjian Amendment III of Toll Road Concession
Pengusahaan Jalan Tol No. 01 tanggal No. 01 dated March 01, 2024 in front of
01 Maret 2024 dibuat di hadapan Rina Rina Utami Djauhari, S.H., Notary in
Utami Djauhari, S.H., Notaris di Jakarta. Jakarta.
Pada tanggal 1 Juli 2022, Perusahaan On July 1, 2022, the Company has
mengalihkan saham JJC sebesar 40% transferred 40% of its shares in JJC to
kepada PT Jasamarga Transjawa Tol. PT Jasamarga Transjawa Tol.
Selanjutnya, berdasarkan Akta Jual Furthermore, based on the Deed of
Beli tanggal 10 Oktober 2022 No. 01 Sale and Purchase dated
dibuat di hadapan Titik Krisna Murti October 10, 2022 No. 01 drawn up
Wikaningsih Hastuti, S.H., M.Kn., before Titik Krisna Murti Wikaningsih
Perusahaan mengalihkan seluruh Hastuti, S.H., M.Kn., the Company has
kepemilikan saham JJC yaitu sebesar transferred its entire share ownership in
40% pada PT Margautama Nusantara. JJC of 40% to PT Margautama
Nusantara.
156
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
a. Perjanjian Pengusahaan Jalan Tol (PPJT) a. Toll Road Concession Agreements (PPJT)
(lanjutan) (continued)
(ii) Perjanjian investasi jalan tol (lanjutan) (ii) Toll road investment agreement (continued)
18. Ruas Tol Jakarta - Cikampek II 18. Jakarta - Cikampek II Elevated Toll
Elevated (lanjutan) Road (continued)
Pada 31 Desember 2025, Perusahaan As of December 31, 2025, the Company
memiliki penyertaan saham JJC tidak has an indirect share participation in
langsung melalui JTT sebesar 40%. JJC through JTT of 40%.
19. Ruas Tol Jakarta - Cikampek II Sisi 19. Jakarta - Cikampek II South Side
Selatan (Jatiasih-Cipularang- (Jatiasih-Cipularang-Sadang) Toll
Sadang) Road
PT Jasamarga Japek Selatan (JJS) dan PT Jasamarga Japek Selatan (JJS) and
Pemerintah telah menandatangani Akta the Government have signed the Toll
Perjanjian Pengusahaan Jalan Tol Road Concession Agreement Deed
No. 7 tanggal 29 Desember 2017 yang No. 7 dated December 29, 2017 which
terakhir diubah dengan Amendemen IV was last amended by Amendment IV
berdasarkan Akta No. 10 tanggal based on Deed No. 10 dated
23 November 2022 yang dibuat di November 23, 2022 in front of Rina
hadapan Rina Utami Djauhari, S.H., Utami Djauhari, S.H., Notary in Jakarta.
Notaris di Jakarta.
Pada tanggal 31 Desember 2025, porsi As of December 31, 2025, portion of the
kepemilikan Perusahaan pada JJS Company’s ownership in JJS is
adalah sebesar 92,33%. 92.33%.
20. Ruas Tol Probolinggo-Banyuwangi 20. Probolinggo-Banyuwangi Toll Road
PT Jasamarga Probolinggo PT Jasamarga Probolinggo
Banyuwangi (JPB) dan Pemerintah Banyuwangi (JPB) and the Government
telah menandatangani Akta Perjanjian have signed the Toll Road Concession
Pengusahaan Jalan Tol No. 8 tanggal Agreement Deed No. 8 dated
29 Desember 2017 dibuat di hadapan December 29, 2017 of Rina Utami
Rina Utami Djauhari, S.H., Notaris di Djauhari, S.H., Notary in Jakarta as last
Jakarta yang terakhir diubah dengan amended by Amendment II of Toll Road
Akta Amendemen II Perjanjian Concession No. 32 dated
Pengusahaan Jalan Tol No. 32 tanggal January 24, 2023 in front of Rina Utami
24 Januari 2023 dibuat di hadapan Rina Djauhari, S.H., Notary in Jakarta.
Utami Djauhari, S.H., Notaris di Jakarta.
Pada tanggal 31 Desember 2025, porsi As of December 31, 2025, the
kepemilikan saham Perusahaan adalah Company’s ownership is 98.47%.
sebesar 98,47%.
21. Ruas Tol Jogja-Bawen 21. Jogja-Bawen Toll Road
PT Jasamarga Jogja Bawen (JJB) dan PT Jasamarga Jogja Bawen (JJB) and
Pemerintah telah menandatangani Akta the Government have signed the Toll
Perjanjian Pengusahaan Jalan Tol Road Concession Agreement Deed
tanggal 13 November 2020 yang dated November 13, 2020 which was
terakhir diubah dengan Amendemen II last amended by Amendment II No. 5
No. 5 tanggal 16 November 2022 yang dated November 16, 2022 in front of
dibuat di hadapan Rina Utami Djauhari, Rina Utami Djauhari, S.H., Notary in
S.H., Notaris di Jakarta. Jakarta.
157
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
a. Perjanjian Pengusahaan Jalan Tol (PPJT) a. Toll Road Concession Agreements (PPJT)
(lanjutan) (continued)
(ii) Perjanjian investasi jalan tol (lanjutan) (ii) Toll road investment agreement (continued)
21. Ruas Tol Jogja-Bawen (lanjutan) 21. Jogja-Bawen Toll Road (continued)
Pada tanggal 31 Desember 2025, porsi As of December 31, 2025, the
kepemilikan saham Perusahaan adalah Company’s ownership is 73.18%.
sebesar 73,18%.
22. Ruas Tol Solo – Yogyakarta – NYIA – 22. Solo – Yogyakarta – NYIA – Kulon
Kulon Progo Progo Access Toll Road
PT Jasamarga Jogja Solo (JMJ) dan PT Jasamarga Jogja Solo (JMJ) and
Pemerintah telah menandatangani Akta the Government have signed the Toll
Perjanjian Pengusahaan Jalan Tol Road Concession Agreement Deed
No. 02 tanggal 09 September 2020 No. 02 dated September 09, 2020
yang terakhir diubah dengan which was last amended by
Amendemen III Perjanjian Amendment III of Toll Road Concession
Pengusahaan Jalan Tol No. 18 tanggal No. 18 dated December 27, 2024 in
27 Desember 2024 dibuat di hadapan front of Rina Utami Djauhari, S.H.,
Rina Utami Djauhari, S.H., Notaris di Notary in Jakarta.
Jakarta.
Pada tanggal 31 Desember 2025, porsi As of December 31, 2025, the
kepemilikan saham Perusahaan adalah Company’s ownership is 52.82%.
sebesar 52.82%
23. Ruas Tol Akses Patimban 23. Patimban Access Toll Road
PT Jasamarga Akses Patimban (JAP) PT Jasamarga Akses Patimban (JAP)
dan Pemerintah telah menandatangani and the Government have signed the
Akta Perjanjian Pengusahaan Jalan Tol Toll Road Concession Agreement Deed
tanggal 24 Januari 2023 yang yang dated January 24, 2023 of Rina Utami
dibuat di hadapan Rina Utami Djauhari, Djauhari, S.H., Notary in Jakarta.
S.H., Notaris di Jakarta.
Pada tanggal 31 Desember 2025, porsi As of December 31, 2025, the
kepemilikan saham Perusahaan adalah Company’s ownership is 66.22%.
sebesar 66,22%.
b. Perjanjian Penggunaan Dana Bergulir b. Agreement of Fund Facility for
Pembelian Tanah untuk Jalan Tol dengan Reimbursement of Land Acquisition for Toll
Badan Layanan Umum - Badan Pengatur Road with BLU - BPJT
Jalan Tol (BLU - BPJT)
Kelompok Usaha memiliki perjanjian dengan The Group has agreements with the BLU -
BLU - BPJT mengenai penggunaan dana BPJT concerning the usage of fund for
bergulir untuk penggantian pembelian tanah reimbursement of land acquisition cost of toll
dalam rangka pengusahaan ruas jalan tol roads (Note 26).
(Catatan 26).
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
b. Perjanjian Penggunaan Dana Bergulir b. Agreement of Fund Facility for
Pembelian Tanah untuk Jalan Tol dengan Reimbursement of Land Acquisition for Toll
Badan Layanan Umum - Badan Pengatur Road with BLU – BPJT (continued)
Jalan Tol (BLU - BPJT) (lanjutan)
Tata cara penggunaan dana bergulir pada BLU- The procedure using of pre-fund at BLU-BPJT
BPJT untuk pengadaan tanah jalan tol diatur for toll road land acquisition is based on the
dalam Peraturan Menteri PU Decree of Public Works No. 4/PRT/M/2007
No. 4/PRT/M/2007, tanggal 26 Februari 2007. dated February 26, 2007. BLU-BPJT will
BLU-BPJT akan melaksanakan pembayaran conduct the payment firstly, for acquisition land
terlebih dahulu, untuk pembelian tanah untuk for toll road construction, which represents the
pembangunan ruas jalan tol yang merupakan Group obligation to the Government, according
kewajiban Kelompok Usaha kepada to concession rights agreement (PPJT).
Pemerintah sebagaimana diatur dalam PPJT.
Dalam hal 1 (satu) seksi selesai dibebaskan, In case one section has been completed, the
Kelompok Usaha harus mentransfer seluruh Group should transfer all land acquisition costs
biaya ganti rugi tanah termasuk bunga ke including interest to BLU-BPJT account and
Rekening BLU-BPJT dan BLU-BPJT membuat BLU-BPJT should provide of Land Hand Over
Berita Acara Serah Terima Tanah pada entitas. Report to the entity.
Dalam hal Perjanjian Pengusahaan Ruas Jalan After the transfer of the Company's rights under
Tol untuk ruas jalan tol dialihkan kepada Entitas the Concession to its Subsidiaries, the
Anak dari Perusahaan, maka hak dan Company's rights and obligations in the BLU
kewajiban Perusahaan dalam Perjanjian Fund Usage Agreement will be transferred to its
Penggunaan Dana BLU ini akan dialihkan Subsidiaries.
kepada Entitas Anak.
Menunjuk Peraturan Menteri Pekerjaan Umum Referring to the Decree of the Minister of Public
No.14/PRT/M/2008 tentang tata cara Works No.14/PRT/M/2008 regarding the
penggunaan dana bergulir pada Badan procedure for pre-fund usage at Public Service
Layanan Umum - Badan Pengatur Jalan Tol Assistance Unit ("Badan Layanan Umum
untuk pengadaan tanah jalan tol diatur /BLU”) for land acquisition of toll road which
penghapusan surety bond (jaminan) dalam stipulated the cancellation of surety bond on
perjanjian Penggunaan Dana Bergulir BLU, pre-fund usage agreement of BLU, and as a
maka sebagai pengganti jaminan atas replacement of guarantee on the prepayment of
pengembalian dana bergulir ini akan pre-fund the cross default will be applied on
diberlakukan cross default PPJT apabila PPJT if the Company failed to repay such pre-
Perusahaan gagal membayar dana bergulir fund to BLU.
BLU.
Berdasarkan Keputusan Menteri Pekerjaan Based on the Decree of the Minister of Public
Umum dan Perumahan Rakyat Works and Public Housing
No. 822/KPTS/M/2021 (Kepmen 822/2021), No. 822/KPTS/M/2021 (Kepmen 822/2021),
bahwa terhitung sejak tanggal 18 April 2019, dated April 18, 2019, the Public Service Agency
Badan Layanan Umum (BLU) Bidang (BLU) for Funding and the Secretariat of Toll
Pendanaan dan Sekretariat Pengatur Jalan Tol Road Regulatory Affairs of the Ministry of Public
Kementerian Pekerjaan Umum dan Perumahan Works and Housing The people were closed
Rakyat ditutup dan untuk selanjutnya Satuan and henceforth the Secretariat Work Unit of the
Kerja Sekretariat Badan Pengatur Jalan Tol Toll Road Regulatory Agency of the Ministry of
Kementerian Pekerjaan Umum dan Perumahan Public Works and Public Housing was given the
Rakyat diberi wewenang untuk menyelesaikan authority to resolve problems with revolving
permasalahan layanan dana bergulir. fund services.
Penyelesaian permasalahan tersebut dilakukan The resolution of these problems is carried out
dengan kesepakatan yang dituangkan dalam with an agreement as stated in the agreement
perjanjian antara Satuan Kerja Sekretariat between the BPJT Secretariat Work Unit and
BPJT dengan Badan Usaha Jalan Tol (BUJT) the Toll Road Business Entity (BUJT) which at
yang paling sedikit memuat: least contains:
159
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
b. Perjanjian Penggunaan Dana Bergulir b. Agreement of Fund Facility for
Pembelian Tanah untuk Jalan Tol dengan Reimbursement of Land Acquisition for Toll
Badan Layanan Umum - Badan Pengatur Road with BLU – BPJT (continued)
Jalan Tol (BLU - BPJT) (lanjutan)
1. Nilai Utang Pokok, Ini lai Tambah dan Denda 1. Value of Principal Debt, Value Added and
atas Nilai Tambah sampai dengan tanggal Fines for Value Added up to April 18, 2019;
18 April 2019;
2. Perhitungan Nilai Utang Pokok berdasarkan 2. Calculation of Principal Debt Value based on
hasil reviu oleh Badan Pemeriksa Keuangan the review results by the Audit Board of
dan Pembangunan dengan memperhatikan Indonesia, taking into account Presidential
Inpres No. 1 Tahun 2016 tentang Instruction No. 1 of 2016 concerning the
Percepatan Pelaksanaan Proyek Strategis Acceleration of National Strategic Project
Nasional; Implementation;
3. Jangka waktu penyelesaian atas Nilai Utang 3. The settlement period for the Principal and
Pokok dan Nilai Tambah yang harus Value Added Debt that must be paid by
dibayarkan oleh BUJT paling lambat tahun BUJT is no later than 2024;
2024;
4. Perhitungan Nilai Tambah sebesar LPS+1% 4. Calculation of Value Added of LPS+1% with
dengan jangka waktu 2 (dua) tahun dengan a period of 2 (two) years using single interest
menggunakan bunga tunggal sejak since the signing of the service and revolving
ditandatanganinya perjanjian layanan dan agreement and/or amendment of the
bergulir dan/atau amendemen perjanjian revolving fund service agreement;
layanan dana bergulir;
5. Menghapus denda atas Nilai Tambah dari 5. Removing fines for Value Added from
kewajiban BUJT; BUJT's obligations;
6. Tata cara pembayaran atas Nilai Utang 6. Payment procedures for the Principal Debt
Pokok dan Nilai Tambah untuk masing- Value and Value Added for each BUJT;
masing BUJT;
7. Penyelesaian atas kelebihan pembayaran 7. Settlement of overpayment of Value Added
Nilai Tambah dan Denda atas Nilai Tambah and Fines for Value Added that has been
yang telah dibayarkan BUJT akan paid by BUJT will be determined by the
ditetapkan oleh Menteri atas rekomendasi Minister on the recommendation of BPJT as
BPJT sebagai bagian dari investasi, part of the investment, and/or adjustment of
dan/atau penyesuaian tarif tol sesuai toll rates in accordance with the provisions
dengan ketentuan peraturan perundang- of the Law.
undangan.
Menindaklanjuti Kepmen 822/2021, telah Following up on Kepmen 822/2021, a
dilaksanakan rekonsiliasi Nilai Utang Pokok, reconciliation of the Principal Debt Value, Value
Nilai Tambah dan Denda atas Nilai Tambah Added and Fines for Value Added in August
pada bulan Agustus tahun 2021 antara BPJT 2021 between BPJT and all BUJTs that have
dengan seluruh BUJT yang memiliki BLU. BLU has been carried out.
Pada tanggal 9 Desember 2024 telah On December 9, 2024, the Minister of Public
diterbitkan Keputusan Menteri Pekerjaan Works issued Ministerial Decree
Umum No. 3070/KPTS/M/2024 tentang No. 3070/KPTS/M/2024 concerning
Perubahan Atas Keputusan Menteri Pekerjaan Amendments to Ministerial Decree
Umum Dan Perumahan Rakyat No. 822/KPTS/M/2021 on the Resolution of
No. 822 /KPTS/M/2021 tentang Penyelesaian Issues Related to the Revolving Fund Services
Permasalahan Layanan Dana Bergulir Badan - of the Public Service Agency under the Funding
Layanan Umum Bidang Pendanaan Sekretariat Sector of the Toll Road Regulatory, with
Badan Pengatur Jalan Tol Menteri Pekerjaan provisions as follows:
Umum, dengan ketentuan antara lain sebagai
berikut:
160
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
b. Perjanjian Penggunaan Dana Bergulir b. Agreement of Fund Facility for
Pembelian Tanah untuk Jalan Tol dengan Reimbursement of Land Acquisition for Toll
Badan Layanan Umum - Badan Pengatur Road with BLU – BPJT (continued)
Jalan Tol (BLU - BPJT) (lanjutan)
1. Kelebihan pembayaran Nilai Tambah yang 1. The excess payments of Added Value
telah dibayarkan oleh BUJT ditetapkan previously paid by the Toll Road Business
sebagai: Entities (BUJT) are determined as:
a. pengurang Nilai Hutang Pokok hasil a. a deduction from the Principal Debt
reviu Badan Pengawasan Keuangan dan Value based on the review by the
Pembangunan; dan/atau Financial and Development Supervisory
Agency; and/or
b. bagian dari investasi dan dilaksanakan b. a part of the investment and executed in
sesuai dengan ketentuan peraturan accordance with the applicable laws and
perundang-undangan; regulations.
2. Denda atas Nilai Tambah yang dibayarkan 2. Penalties for the Added Value already paid
oleh BUJT ditetapkan sebagai bagian dari by BUJT are determined as part of the
investasi dan dilaksanakan sesuai dengan investment and executed in compliance with
ketentuan peraturan perundang-undangan. the applicable laws and regulations.
c. Jasa Pengoperasian Jalan Tol antara c. Toll Road Operation Services between PT
PT Jalantol Lingkarluar Jakarta Jalantol Lingkarluar Jakarta
(Entitas Anak) dengan PT Hutama Karya (a Subsidiary) and PT Hutama Karya
(Persero) (Persero)
Berdasarkan Adendum V Perjanjian Jasa Based on Addendum V of the Agreement for
Pengoperasian, Pengamanan, dan Operation, Security, and Maintenance of JORR
Pemeliharaan Jalan Tol Ruas JORR Seksi S Section S (Pondok Pinang – Jagorawi) Toll
(Pondok Pinang – Jagorawi) Road No. OPJT/AW.31/S.Perj-ADD-5/II/2023
No. OPJT/AW.31/S.Perj-ADD-5/II/2023 dan and No. 14/SP-JLJ/II/2023 dated
No. 14/SP-JLJ/II/2023 tanggal February 16, 2023, the contract value for the
16 Februari 2023, nilai kontrak periode period March 17, 2022 to April 16, 2023 is
17 Maret 2022 sampai dengan tanggal Rp96,211 (including VAT). The agreement has
16 April 2023 adalah sebesar Rp96.211 expired.
(termasuk PPN). Perjanjian tersebut telah
berakhir.
PT Jalantol Lingkarluar Jakarta dengan PT Jalantol Lingkarluar Jakarta with PT Hutama
PT Hutama Karya (Persero) kemudian Karya (Persero) then signed a Contracting
menandatangani Perjanjian Pemborongan Agreement for Toll Road Operation Services for
Pekerjaan Jasa Layanan Operasi Jalan Tol the JORR-S (Jagorawi - Pondok Pinang) Toll
Ruas JORR-S (Jagorawi – Pondok Pinang) Road No. OPT/WK.89/S.Perj/IV/2023
No. OPT/WK.89/S.Perj/IV/2023 dan and No. 17/SP-JLJ/IV/2023 dated
No. 17/SP-JLJ/IV/2023 tanggal 14 April 2023 April 14, 2023 with an implementation period of
dengan jangka waktu pelaksanaan selama 365 days from SPMK. The contract value is
365 hari sejak SPMK. Nilai kontrak adalah Rp88,971. This agreement ends on
sebesar Rp88.971. Perjanjian ini berakhir pada April 17, 2024.
tanggal 17 April 2024.
Perjanjian Pemborongan Pekerjaan Jasa The contract for Toll Road Operation Service
Layanan Operasi Jalan Tol Ruas JORR-S Work Agreement for the JORR-S (Jagorawi –
(Jagorawi – Pondok Pinang) Pondok Pinang) section, with contract
No. OPT/WK.89/S.Perj/IV/2023 dan No. OPT/WK.89/S.Perj/IV/2023 and
No. 17/SP-JLJ/IV/2023 tanggal 14 April 2023, 17/SP-JLJ/IV/2023 dated April 14, 2023, ended
telah berakhir pada tanggal 17 April 2024. on April 17, 2024.
161
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
c. Jasa Pengoperasian Jalan Tol antara c. Toll Road Operation Services between PT
PT Jalantol Lingkarluar Jakarta Jalantol Lingkarluar Jakarta
(Entitas Anak) dengan PT Hutama Karya (a Subsidiary) and PT Hutama Karya
(Persero) (lanjutan) (Persero) (continued)
Tidak terdapat perpanjangan kerja sama There is no extension of the toll road operation
pengoperasian jalan tol dengan PT Hutama cooperation with PT Hutama Karya (Persero),
Karya (Persero) karena JLJ sudah dilikuidasi because JLJ has already been liquidated based
berdasarkan Akta No. 10 tanggal on Deed No. 10 dated February 26, 2025, made
26 Februari 2025 yang dibuat di hadapan before Notary Siti Nur Isminingsih, S.H. in
Notaris Siti Nur Isminingsih, S.H. di Kota Bekasi Bekasi City and the Letter from the Ministry of
dan Surat Kementerian Hukum Republik Law of the Republic of Indonesia
Indonesia No. AHU-AH.01.03-00186 perihal No. AHU-AH.01.03-00186 regarding the
Berakhirnya Status Badan Hukum Termination of Legal Entity Status of
PT Jalantol Lingkarluar Jakarta (dalam PT Jalantol Lingkarluar Jakarta (In liquidation)
likuidasi) tanggal 24 Maret 2025. dated March 24, 2025.
d. Kerja Sama Pengoperasian Jalan Tol d. Toll Road Joint Operation with PT Citra
dengan PT Citra Marga Nusaphala Persada Marga Nusaphala Persada Tbk (CMNP)
Tbk (CMNP)
Perusahaan mengadakan kerja sama dengan The Company has entered into a joint operation
CMNP dalam bentuk pengoperasian jalan tol agreement with CMNP in the form of integrated
secara terpadu yang dimuat dalam Akta Notaris toll road operation as put forth in the Notarial
No. 42 tanggal 4 Juni 1993 juncto Akta Notaris Deed No. 42 dated June 4, 1993 in conjunction
No. 386 tanggal 31 Desember 1994. with the Notarial Deed No. 386 dated
December 31, 1994.
Dalam Keputusan Bersama Menteri Pekerjaan Based the Joint Decree of the Minister of Public
Umum No. 272-A/KPTS/1996 dan Menteri Works No. 272-A/KPTS/1996 and the Minister
Keuangan No. 434/ KMK.016/1996 tanggal of Finance No. 434/KMK.016/1996 dated
20 Juni 1996 tentang Pengoperasian Terpadu June 20, 1996 concerning the Integrated
Jalantol Lingkar Dalam Kota Jakarta (Tomang- Operation of the Jakarta Inner City Ring Road
Cawang Tanjung Priok-Ancol Timur-Jembatan (Tomang-Cawang Tanjung Priok-Ancol Timur-
Tiga Pluit-Grogol Tomang) serta penetapan Jembatan Tiga Pluit-Grogol Tomang) and the
Angka Perbandingan Pembagian Pendapatan determination of the Toll Revenue Distribution
Tol dinyatakan bahwa jalan tol lingkar dalam Comparison Figure, it was stated that the inner
kota dijadikan sebagai satu kesatuan sistem ring toll road is used as a unit of the inner city
jaringan jalan tol dalam kota Jakarta yang toll road network system in the city of Jakarta
pengoperasiannya dilakukan secara terpadu whose operation is carried out in a integrated
dengan bagi pendapatan tol masing-masing with toll revenue sharing of 25% for the
sebesar 25% untuk Perusahaan dan sebesar Company and 75% for CMNP, respectively.
75% untuk CMNP.
Berdasarkan Surat Keputusan Menteri Based on the Decree of the Minister of Housing
Pemukiman dan Prasarana Wilayah and Regional Infrastructure No. JL.01.04-
No. JL.01.04-Mn/582 tanggal Mn/582 dated November 7, 2002, the Jakarta
7 November 2002, ditetapkan persentase bagi Inner Ring Road revenue sharing between
hasil jalan tol dalam kota Jakarta antara CMNP CMNP and the Company is set forth as follows:
dan Perusahaan sebagai berikut:
Persentase Bagi Hasil/
Percentage of Revenue Sharing
Perusahaan/
CMNP The Company
•Mulai Awal Konsesi s/d 9 Mei 2002 75% 25% •Beginning of Concession Period until May 9, 2002
•Mulai 10 Mei 2002 s/d 31 Desember 2002 65% 35% •From May 10, 2002 to December 31, 2002
•Mulai 1 Januari 2003 s/d Akhir Masa Konsesi 55% 45% •From January 1, 2003 to the End of Concession
162
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
e. Kerja Sama Pengoperasian Jalan Tol e. Toll Road Joint Operation with PT Bintaro
dengan PT Bintaro Serpong Damai (BSD) Serpong Damai (BSD)
Perusahaan telah mengadakan kerja sama The Company has entered into a joint
kontrak manajemen dengan BSD sebagai operation agreement with BSD as toll road
operator jalan tol berdasarkan perjanjian operator for Pondok Aren - Serpong section
kerja sama pengoperasian dan pemeliharaan based on toll road operation and maintenance
jalan tol Pondok Aren - Serpong agreement No. 004/SPK-DIR/1998 dated
No. 004/SPK-DIR/1998 tanggal 19 Mei 1998, May 19, 1998, which started from the date of
yaitu dimulai sejak tanggal pengoperasian operation until the expiration of the toll
sampai dengan berakhirnya masa concession for Pondok Aren - Serpong or at
penyelenggaraan jalan tol Pondok Aren - the time of the termination of the agreement,
Serpong atau pada saat diakhirinya which ever is earlier. Based on the Decree of
perjanjian ini mana yang lebih awal. the Indonesian Board of Arbitration
Berdasarkan Putusan Badan No. 217/1/ARB-BANI/2006 dated
Arbitrase Nasional Indonesia August 31, 2006, the scope of the Company’s
No. 217/1/ARB-BANI/2006 tanggal operations are as follows:
31 Agustus 2006, lingkup pengoperasian
Perusahaan sebagai berikut:
1. Pengoperasian gerbang tol Pondok Ranji 1. Operation of Pondok Ranji toll gates (East
(Pondok Aren Timur). Pondok Aren).
2. Pelayanan lalu lintas dan keamanan 2. Providing patrol and safety service for toll
pengguna jalan tol serta pengamanan road users and safeguarding toll road
aset, dengan catatan yang dilakukan oleh assets whereby the Company is dealing
Perusahaan adalah yang menyangkut with toll road users in the patrol area
patroli seperti kendaraan rusak dan including damaged vehicles and accidents
kecelakaan sesuai lingkup pekerjaan on toll roads in compliance with Standard
patroli sesuai Standar Pelayanan Minimal of Minimal Service (SPM) for toll roads
(SPM) jalan tol yang dikeluarkan Menteri issued by the Minister of Public Works.
Pekerjaan Umum.
Masa berakhirnya perjanjian bersamaan The term of the agreement terminates with
dengan berakhirnya masa konsesi ruas the end of the concession of Ulujami –
Ulujami – Pondok Aren hingga 2045, kecuali Pondok Aren tol road until 2045, unless both
kedua pihak sepakat untuk mengakhiri parties agree to terminate the contract earlier.
kontrak lebih awal.
f. Kerja Sama Pengoperasian Jalan Tol f. Jakarta Outer Ring Road (JORR) Toll
Jakarta Outer Ring Road (JORR) Road Operation Cooperation
Berdasarkan Berita Acara Kesepakatan Based on the Official Minutes of Agreement on
Integrasi JORR No. 82/BA/Pt.6/2018 tanggal JORR Integration No. 82/BA/Pt.6/2018 dated
21 September 2018 dan Perjanjian September 21, 2018 and Agreement
No. 28.1/KONTRAK-DIR/2019 tanggal No. 28.1/KONTRAK-DIR/2019 dated
29 Maret 2019, pelaksanaan integrasi dan March 29, 2019, the implementation of
proporsi bagi hasil yang akan digunakan secara integration and the profit-sharing proportion that
terus menerus sampai akhir masa konsesi will be used continuously until the end of the
adalah sebagai berikut: concession period is as follows:
1. PT Jakarta Lingkarbarat Satu (JLB) selaku 1. PT Jakarta Lingkarbarat Satu (JLB) as
operator Ruas JORR W1 sebesar 15,32% operator of JORR W1 Section is 15.32% of
dari realisasi total pendapatan tol integrasi the total realization of JORR integrated toll
JORR; revenues;
2. PT Marga Lingkar Jakarta, Entitas Asosiasi 2. PT Marga Lingkar Jakarta, an Associate, as
Perusahaan, selaku operator Ruas JORR the operator of the JORR W2U Section is
W2U sebesar 9,59% dari realisasi total 9.59% of the total realization of the JORR
pendapatan tol integrasi JORR; integration toll revenue;
163
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
f. Kerja Sama Pengoperasian Jalan Tol f. Jakarta Outer Ring Road (JORR) Toll
Jakarta Outer Ring Road (JORR) Road Operation Cooperation (continued)
(lanjutan)
3. Perusahaan selaku operator Ruas JORR 3. The Company as operator of JORR W2S,
W2S, E1, E2, E3 sebesar 32,69% dari E1, E2, E3 Sections is 32.69% of the total
realisasi total pendapatan tol integrasi JORR realization of JORR integrated toll revenues;
4. Perusahaan selaku operator Ruas Ulujami- 4. The Company as the operator of the
Bintaro Viaduct-Pondok Aren sebesar Ulujami-Bintaro Viaduct-Pondok Aren
5,05% dari realisasi total pendapatan tol Section is 5.05% of the total realization of
integrasi JORR; JORR integration toll revenues;
5. PT Hutama Karya (Persero) selaku operator 5. PT Hutama Karya (Persero) as operator of
Ruas JORR S sebesar 24,23% dari realisasi JORR S is 24.23% of the total realization of
total pendapatan tol integrasi JORR; dan JORR integration toll revenues; and
6. PT Hutama Karya (Persero) selaku operator 6. PT Hutama Karya (Persero) as the operator
Ruas ATP sebesar 13,12% dari realisasi of the ATP is 13.12% of the total realization
total pendapatan tol integrasi JORR. of the JORR integration toll revenue.
g. Kerja Sama Pengoperasian Jalan Tol g. Jakarta-Tangerang Toll Road Operation
Jakarta-Tangerang Cooperation
Perusahaan telah mengadakan kerja sama The Company has entered into an integrated
pengoperasian terpadu ruas jalan tol operation of Jakarta-Tangerang-Merak toll road
Jakarta-Tangerang-Merak dengan PT Marga section with PT Marga Mandalasakti (MMS)
Mandalasakti (MMS) berdasarkan kontrak based on contract agreement
perjanjian No. 60/Kontrak-DIR/2017. No. 60/Kontrak-DIR/2017.
Kerja sama operasi terpadu diatur dalam Integrated operational cooperation is in the
perjanjian meliputi kegiatan manajemen agreement covering toll collection management
pengumpulan tol, manajemen lalu lintas, dan activities, traffic management, and toll road
pemeliharaan jalan tol. Perjanjian berlaku maintenance. The agreement is effective from
efektif sejak dilakukan integrasi yaitu pada the integration on April 9, 2017. The proportion
tanggal 9 April 2017. Proporsi pendapatan bagi of toll revenue share revenue since the
hasil tol sejak awal pengoperasian dengan beginning of operation with the Company is
Perusahaan sebesar 81,58% dan MMS 81.58% and MMS is 18.42%.
sebesar 18,42%.
Perjanjian ini berlaku efektif terhitung sejak This agreement shall be effective as of April 9,
tanggal 9 April 2017 sebagaimana ditetapkan 2017, as determined by the Minister of Public
oleh Menteri Pekerjaan Umum dan Perumahan Works and Housing (Effective Date), and shall
Rakyat ("Tanggal Efektif') dan berakhir apabila terminate upon the occurrence of any of the
salah satu kejadian di bawah ini terjadi (mana following events (whichever occurs first):
yang lebih dulu terjadi):
a. Berakhirnya salah satu dari Perjanjian a. Termination of either the Toll Jakarta-
Pengusahaan Jalan Tol Jakarta-Tangerang Tangerang Toll Road Concession
dan Jalan Tol Tangerang-Merak; atau Agreement and the Tangerang-Merak Toll
Road Agreement; or
b. Perubahan kebijakan pemerintah b. Government policy changes related to toll
sehubungan dengan penatausahaan gate management on the Toll Jakarta-
gerbang tol di Jalan Tol Jakarta-Tangerang Tangerang and Tangerang-Merak Toll
dan Jalan Tol Tangerang-Merak; atau Roads; or
c. Salah satu Pihak mengalihkan hak, c. Either Party transferring its rights,
kewajiban dan tanggung jawabnya obligations, and responsibilities under this
berdasarkan Perjanjian ini Agreement to a third party.
kepada pihak ketiga.
164
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
44. PERJANJIAN DAN PERIKATAN PENTING 44. SIGNIFICANT AGREEMENTS AND
(lanjutan) COMMITMENTS (continued)
g. Kerja Sama Pengoperasian Jalan Tol g. Jakarta-Tangerang Toll Road Operation
Jakarta-Tangerang (lanjutan) Cooperation (continued)
Sampai dengan tanggal laporan keuangan As of the date of the financial report, this
perjanjian ini masih berlaku karena belum ada agreement is still valid because none of the
salah satu kejadian diatas terjadi. events mentioned above have occurred.
h. Kerja Sama Pembangunan Akses Tol KM h. Development of KM 1+842 Toll Access on
1+842 pada Jalan Tol Jakarta – Cikampek the Jakarta - Cikampek Toll Road
Cooperation
Perusahaan telah mengadakan kerja sama The Company has entered into cooperation
terkait pembangunan Akses Tol KM 1+842 related to the construction of KM 1+842 Toll
pada Jalan Tol Jakarta – Cikampek dengan Access on the Jakarta - Cikampek Toll Road
PT Kereta Cepat Indonesia China dan with PT Kereta Cepat Indonesia China and
PT Jasamarga Transjawa Tol berdasarkan Akta PT Jasamarga Transjawa Tol based on the
Perjanjian Kerja Sama Pembangunan Deed of Cooperation Agreement for the
Aksesibilitas Stasiun Halim Kereta Cepat Development of Accessibility of Halim Station of
Jakarta Bandung No. 1 tanggal 9 Juni 2023 the Jakarta Bandung Fast Train No. 1 dated
dibuat di hadapan Mira Aranti Ciptadi, S.H., June 9, 2023 made before Mira Aranti Ciptadi,
M.Kn., Notaris di Kabupaten Karawang. S.H., M.Kn., Notary in Karawang Regency.
Lingkup perjanjian tersebut meliputi menyusun The scope of the agreement includes preparing
gambar basic design dan gambar Rencana basic design drawings and Final Technical Plan
Teknik Akhir (RTA) akses menuju dan dari tol (RTA) drawings for access to and from the toll
ke arah Stasiun Halim KCJB sesuai batasan road to Halim KCJB Station according to the
dalam perjanjian, melakukan pengurusan limitations in the agreement, managing the
persetujuan gambar basic design dan RTA approval of basic design drawings and RTA
akses menuju dan dari tol ke arah Stasiun access to and from the toll road towards Halim
Halim KCJB kepada Kementerian PUPR, KCJB Station to the Ministry of PUPR, carrying
melaksanakan pembangunan akses tol menuju out the construction of toll access to Halim
Stasiun Halim KCJB, dan menyediakan KCJB Station, and providing toll equipment and
peralatan tol dan instalasinya untuk gerbang tol installation for toll gates at Halim KCJB Station
pada akses Stasiun Halim KCJB. access.
45. KONTINJENSI 45. CONTINGENCIES
a. Kewajiban karena Pengakhiran Perjanjian a. Obligation due to Termination of
Kuasa Penyelenggaraan Concession Agreement
Pada tahun 1994, Perusahaan melakukan kerja In 1994, the Company entered into a joint
sama operasi dengan PT Citra Ganesha Marga operation with PT Citra Ganesha Marga
Nusantara (CGMN) untuk pembangunan Jalan Nusantara (CGMN) for construction of the
Tol Cikampek - Padalarang, sebagaimana Cikampek - Padalarang Toll Road as set forth
tertuang dalam Perjanjian Kuasa in the Concession Agreement No. 297 dated
Penyelenggaraan (PKP) No. 297 tanggal December 21, 1994. However, on
21 Desember 1994. Namun demikian, pada July 18, 2001, the Minister of Housing and
18 Juli 2001, Menteri Pemukiman dan Regional Infrastructure with the Letter No. 417
Prasarana Wilayah (Menkimpraswil) dengan revoked the decision granting permission of Toll
Surat Keputusan No. 417 mencabut keputusan Road Joint Operation license between the
pemberian izin Kerja Sama Penyelenggaraan Company and CGMN. On July 25, 2001, the
Jalan Tol antara Perusahaan dengan CGMN. Company terminated the Concession
Pada tanggal 25 Juli 2001, Perusahaan Agreement with CGMN.
mengakhiri PKP dengan CGMN.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
a. Kewajiban karena Pengakhiran Perjanjian a. Obligation due to Termination of
Kuasa Penyelenggaraan (lanjutan) Concession Agreement (continued)
PKP No. 297 tanggal 21 Desember 1994 The Concession Agreement No. 297 dated
menyebutkan bahwa bila terjadi pengakhiran December 21, 1994 states that if there is
masa penyelenggaraan jalan tol lebih awal termination of concession agreement before the
sebelum masa konsesi berakhir, maka concession period is due, the Company has an
Perusahaan berkewajiban untuk mengambil- obligation to take over the overall liabilities and
alih seluruh utang dan harus memenuhi hak should fulfill the rights of shareholders (CGMN).
Penanam Modal (CGMN).
Dalam Pasal 14.1 PKP disebutkan bahwa Article 14.1 of Concession Agreement states
Perusahaan harus membayar sejumlah uang that the Company should pay some amount
atas nilai buku jalan tol setelah dikurangi nilai over book value of the toll road after deducting
kewajiban yang harus diambil alih Perusahaan. amount of liabilities taken over by the Company.
Atas prinsip kehati-hatian, Perusahaan telah On the principle of prudence, the Company has
melakukan estimasi nilai aset akibat estimated the value of assets resulting from the
pengakhiran PKP dengan CGMN sebesar termination of PKP with CGMN at Rp202,454,
Rp202.454 yang merupakan nilai buku yang which represents the audited book value of
telah diaudit atas aset dalam penyelesaian assets under construction as of
pada tanggal 31 Desember 1999 dengan opini December 31, 1999, with a disclaimer of opinion
tidak menyatakan pendapat atas laporan on the financial statements. The Company
keuangan. Perusahaan masih terus continues to strive for a definitive resolution
mengupayakan penyelesaian penetapan regarding the determination of the amount of
secara definitif atas jumlah liabilitas. liabilities.
Perusahaan telah membentuk tim untuk The Company has formed a team to analyze the
mengkaji penyelesaian permasalahan akibat disputed settlement that has arisen from the
pengakhiran PKP Jalan Tol Cikampek - termination of the Cikampek-Padalarang Toll
Padalarang antara Perusahaan dan CGMN. Road PKP between the Company and CGMN.
Pada tanggal 23 Juni 2014 melalui surat On June 23, 2014, through letter
No. AA.HK05.0.645, Perusahaan telah No. AA.HK05.0.645, the Company has
memberikan tanggapan atas surat dari responded to the letter of the Ministry of State-
Kementerian BUMN No. S-268/MBU/D2/2014 Owned Enterprises No. S-268/MBU/D2/2014
tanggal 10 Juni 2014 mengenai rencana dated June 10, 2014, regarding the filing plan
pengajuan gugatan oleh Trafalgar House by Trafalgar House Construction (Jersey)
Construction (Jersey) Limited (THCJ) yang Limited (THCJ) which acts as the majority
bertindak sebagai pemegang saham mayoritas shareholder of CGMN through International
CGMN melalui Arbitrase Internasional kepada Arbitration to the government of the Republic of
Pemerintah Republik Indonesia. Indonesia.
Pada tanggal 28 Februari 2017, THCJ On February 28, 2017, THCJ was sent a letter
menyampaikan surat kepada BKPM mengenai to the BKPM about the plan to propose
rencana pengajuan gugatan arbitrase terhadap arbitration claim against the Government of
Pemerintah Indonesia. Dalam hal untuk Indonesia. In the case to answer the letter of
menjawab surat dari THCJ, BKPM THCJ, BKPM invite the Company through a
mengundang rapat Perusahaan melalui surat letter No. 18/B.6/A.3/2017 dated March 7, 2017.
No. 18/B.6/A.3/2017 tanggal 7 Maret 2017.
THCJ menyampaikan surat kepada THCJ sent a letter to the Company
Perusahaan No. 2018/08/JM tanggal No. 2018/08/JM dated August 31, 2018
31 Agustus 2018 berisi: informed as follows:
1. THCJ meminta metode perhitungan 1. THCJ requested the calculation method of
kompensasi untuk CGMN berdasarkan the compensation to CGMN must have
PKP harus mengacu pada Nilai Wajar. based on Fair Value.
2. Selain kompensasi pada angka 1 diatas, 2. In addition to number 1 above, THCJ
THCJ mengklaim berhak atas kompensasi claimed entitlement to compensation and
beserta bunga akibat pengakhiran PKP. its interest caused by the termination of
Concession Agreement.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
a. Kewajiban karena Pengakhiran Perjanjian a. Obligation due to Termination of
Kuasa Penyelenggaraan (lanjutan) Concession Agreement (continued)
3. Selama kompensasi belum dibayarkan ke 3. As long as the Compensation have not
CGMN maka CGMN berhak atas fulfilled by the Company to CGMN,
pendapatan tol. therefore CGMN entitled to the Toll
Revenue.
Pada tanggal 13 Juni 2019 THCJ On June 13, 2019, THCJ sent a letter to the
menembuskan surat kepada Perusahaan Company regarding a letter addressed to the
terkait surat yang ditujukan kepada Jaksa Attorney General of the Republic of Indonesia
Agung Republik Indonesia perihal Rencana regarding THCJ's Plan to File a Lawsuit against
THCJ untuk mengajukan Gugatan terhadap the Government of the Republic of Indonesia to
Pemerintah Republik Indonesia kepada International Arbitration as per the letter
Arbitrase Internasional sebagaimana surat submitted by THCJ dated March 14, 2014
yang pernah THCJ sampaikan tertanggal regarding the demands and lawsuits filed by
14 Maret 2014 mengenai tuntutan dan gugatan THCJ in the CGMN dispute.
yang diajukan THCJ pada sengketa CGMN.
Perusahaan secara lisan menyampaikan The company verbally stated that the resolution
bahwa penyelesaian permasalahan terkait of issues related to the termination of the PKP
pengakhiran PKP dengan CGMN diselesaikan with CGMN will be handled in accordance with
sesuai ketentuan dalam PKP. Dalam hal ini, the provisions in the PKP. In this case, the
pembayaran kompensasi kepada CGMN compensation payment to CGMN will be based
berdasarkan nilai buku CGMN yang telah on CGMN's book value as audited by a jointly
diaudit oleh auditor yang ditunjuk bersama. appointed auditor.
Hingga 31 Desember 2025, Pihak CGMN atau Until December 31, 2025, CGMN or THCJ has
THCJ tidak dapat memberikan bukti-bukti not been able to provide evidence of
pengeluaran sebagai dasar Perusahaan untuk expenditure as a basis for the Company to
melakukan pembayaran dan juga tidak ada make payments and also no lawsuit has been
gugatan yang diajukan ke pengadilan filed to the court or arbitration by THCJ.
ataupun arbitrasi oleh THCJ. Sampai dengan Until December 31, 2025, the Company still
31 Desember 2025, Perusahaan masih coordinating further with relevant stakeholders.
berkoordinasi lebih lanjut dengan stakeholder
terkait.
b. Gugatan Ganti Rugi dari Pemilik Tanah b. Claims from Land Owners for Toll Road
untuk Jalan Tol
Perusahaan masih menghadapi perkara litigasi/ The Company is facing several litigation cases
gugatan dari beberapa orang yang mengklaim filed by parties the construction of claimed to
sebagai pemilik tanah yang tanahnya be the owners of land whose land is used for
digunakan untuk pembangunan Jalan Tol JORR W2 Toll Road Section, JORR E1 Toll
JORR W2, JORR E1, Jalan Tol Pondok Aren - Road Section, Pondok Aren-Ulujami Toll Road,
Ulujami, dan Jalan Tol Belmera. Penanganan and Belmera Toll Road. These litigation cases
perkara litigasi tersebut masih dalam proses are still under trial in the District Courts, the
peradilan di Pengadilan Negeri, Pengadilan High Courts and the Supreme Court.
Tinggi, kasasi dan Peninjauan Kembali di
Mahkamah Agung.
Sampai dengan 31 Desember 2025, beberapa As of December 31, 2025, several cases are
perkara masih dalam proses persidangan dan still in the trial process and the Company
Perusahaan berkeyakinan bahwa tidak believes that no provision is required.
diperlukan adanya provisi.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
c. Penggantian Lahan c. Land Exchange
JBT, Entitas Anak, memiliki kewajiban untuk JBT, a Subsidiary, has a liability to construct
membangun gedung kantor sesuai ketentuan di office building as required in PPJT.
PPJT. Pembangunan gedung kantor tersebut The construction of office building will be
akan dilakukan di area lahan yang dimiliki oleh conducted in land owned by PT Angkasa Pura
PT Angkasa Pura I (AP I) dan I (AP I) and PT Pelabuhan Indonesia III
PT Pelabuhan Indonesia III (Persero) (Pelindo (Persero) (Pelindo III). Since the construction of
III). Karena pembangunan gedung kantor the office building conducted in land owned by
tersebut di area lahan AP I dan Pelindo III, maka AP I and Pelindo III, JBT has liabilities to give
JBT memiliki kewajiban untuk memberikan the land compensation to AP I and Pelindo III
penggantian lahan untuk AP I dan Pelindo III as follows:
dengan nilai sebagai berikut:
Harga Penilaian/
No./ Dimiliki/ Area/
NJOP/SVTO (Rp) Appraisal Price
No. Owned by Area
(Rp)
1. Angkasa Pura I 3.404 m2 3.581 29.291
2. Pelindo III (darat) 522 m2 1.227 2.589
3. Pelindo III (perairan) 41.490 m2 - -
Total 4.808 31.880
JBT menerima surat tembusan dari Dirjen Bina JBT received a copy letter from the Directorate
Marga No. TB09.02-DB/496 tanggal General (‘’DG’’) of Highways
16 Juni 2017 Perihal Tanah HPL Angkasa No. TB09.02-DB/496 dated June 16, 2017
Pura I. Dalam surat tersebut Dirjen Bina Marga regarding the Land of HPL Angkasa Pura I. In
berpendapat bahwa lahan HPL milik the letter DG Bina Marga believes that
PT Angkasa Pura I tidak dapat diberikan ganti PT Angkasa Pura I HPL land can not be given
rugi kecuali terhadap bangunan, tanaman, dan compensation except for building, plants and
benda-benda di atas lahan HPL. objects on HPL land.
JBT memiliki kewajiban untuk membangun JBT has the obligation to construct an office
gedung kantor sesuai ketentuan di PPJT. building in accordance with the provisions of the
Pembangunan gedung kantor tersebut akan PPJT. The construction of the office building will
dilakukan di akses masuk tol di jalan Pelabuhan be carried out at the toll entrance on Pelabuhan
Benoa. Luas tanah yang akan dibangun kantor Benoa Road. The land area where the
oleh Perseroan seluas 1.150 m2. Company will build the office is 1,150 m2.
Sampai dengan tanggal 31 Desember 2019, As of December 31, 2019, JBT has signed the
JBT telah menandatangani Akta Jual Beli No. 4 Sale and Purchase Deed No. 4 of
tanggal 11 Januari 2019 dan Akta Kuasa Jual January 11, 2019 and Deed of Sale No. 5
No. 5 tanggal 11 Januari 2019 dengan nilai jual January 11, 2019 with land value of Rp13,200.
tanah yang diperoleh JBT sebesar Rp13.200.
Sampai dengan tahun 2023, sesuai surat Until 2023, according to the letter, the Director
tersebut Dirjen Bina Marga berpendapat bahwa General of Highways believes that HPL land
lahan HPL milik PT Angkasa Pura I tidak dapat owned by PT Angkasa Pura I cannot be
diberikan ganti rugi kecuali terhadap bangunan, compensated except for buildings, plants, and
tanaman, dan benda-benda di atas lahan HPL. objects on HPL land.
Pada tanggal 18 Agustus 2023, Dirjen Bina As of August 18, 2023, the Director General of
Marga sudah mengirimkan surat ke BPKP untuk Highways has already sent a letter to the BPKP
meminta reviu terhadap ganti rugi lahan HPL requesting a review of the land compensation
PT Angkasa Pura I. Pada 18 Februari 2025, for HPL PT Angkasa Pura I. On February 18,
JBT menerima laporan harian dari BPKP 2025, JBT received a daily report from
yang menyetujui penggantian HPL BPKP approving the replacement of
PT Angkasa Pura I. PT Angkasa Pura I HPL.
Sampai dengan tanggal 31 Desember 2025, As of December 31, 2025, PT Jasamarga Bali
PT Jasamarga Bali Tol dengan PT Angkasa Toll with PT Angkasa Pura I are in the
Pura I dalam tahap negosiasi untuk negotiation stage to agree on implementation of
menyepakati pelaksanaan pembayaran ganti HPL compensation payments.
rugi HPL.
168
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
d. Pengembalian Investasi Pemerintah d. Return on Government Investment
JMKT, Entitas Anak, wajib mengembalikan JMKT, a Subsidiary, is obliged to return the
investasi Pemerintah sebesar Rp178.000 (nilai Government's investment amounted to
kini 2013) yang dilakukan atas pembangunan Rp178,000 (present value of 2013) made on
ruas jalan tol Medan - Kualanamu - Tebing the construction of toll road Medan -
Tinggi untuk seksi I dan II. Berdasarkan Kualanamu -Tebing Tinggi sections I and II.
lampiran dalam PPJT, investasi Pemerintah According to the minutes attached on PPJT,
akan dibayarkan pada tahun 2033, setelah such investment will be returned to the
utang bank sindikasi dilunasi seluruhnya. Pada government in 2033, after syndicated bank loan
tanggal 7 Mei 2018, berita acara serah terima is fully repaid. On May 7, 2018, the hand over
penyelesaian seksi 1 dan 2 telah ditandatangani document I and II was signed and JMKT
dan JMKT telah mencatatkan utang kepada recorded the payable to Government.
Pemerintah tersebut.
JMB, Entitas Anak, wajib mengembalikan JMB, a Subsidiary, is obliged to return the
investasi Pemerintah sebesar Rp356.800 atas Government's investment of Rp356,800 for the
jalan tol dari Ring Road Manado sampai dengan toll road section from the Manado Ring Road to
Simpang Susun (“SS”) Airmadidi sepanjang the 14km Airmadidi Intersection ("SS").
14km. Investasi tersebut akan dikembalikan The investment will be returned in accordance
sesuai Akta PPJT No. 2 tanggal 9 Juni 2016 with the PPJT Deed No. 2 dated June 9, 2016
selambat-lambatnya tahun 2054. no later than 2054.
Berita Acara Serah Terima telah ditandatangani The Minutes of Handover have been signed
berdasarkan Surat No. 36/BA/Db/2021 pada based on Letter No. 36/BA/Db/2021 on
tanggal 20 Desember 2021. Ruas tol JMB December 20, 2021. The JMB toll road has
tersebut telah beroperasi komersial pada been operating commercially on
tanggal 28 Oktober 2020 berdasarkan SK October 28, 2020 based on the Ministerial
Menteri, sehingga sejak tanggal tersebut, JMB Decree, so that since that date, JMB has
mengakui utang pada Pemerintah. acknowledged debts to the Government.
Pada saat berakhirnya masa konsesi, JMB At the end of the concession period, JMB must
harus mengembalikan dan menyerahkan jalan return and hand over the toll road to the
tol kepada Pemerintah/melalui Badan Pengatur Government/through the Toll Road Regulatory
Jalan Tol (BPJT) tanpa syarat. Agency (BPJT) unconditionally.
e. Kompensasi Pengembalian Aset Tanah e. Compensation for Returning Land Assets
Jalan Tol Semarang-Demak for Semarang-Demak Toll Road
Berdasarkan SK Menteri Pekerjaan Umum Based on the Decree of the Minister of Public
No. 367/KPTS/1997 tanggal 29 Agustus 1997, Works No. 367/KPTS/1997 dated
PT Marga Mawatindo Esprit (MME) dan August 29, 1997, PT Marga Mawatindo Esprit
Perusahaan memperoleh izin kerja sama (MME) and the Company obtained a
penyelenggaraan Proyek Jalan Tol Semarang– cooperation permit for the implementation of the
Demak. Pada tanggal 20 September 1997, Semarang–Demak Toll Road Project. On
pembangunan jalan tol tersebut ditangguhkan September 20, 1997, the construction of the toll
oleh Pemerintah. road was suspended by the Government.
Pada tahun 2001, sehubungan In 2001, in connection with the termination of the
dengan pengakhiran Perjanjian Kuasa Maintenance Service Agreement (PKP),
Penyelenggaraan (PKP), PT MME mengajukan PT MME filed a lawsuit with the Indonesian
gugatan kepada Badan Arbitrase Nasional National Arbitration Board (BANI). In 2002, the
Indonesia (BANI). Pada tahun 2002, Company received a BANI decision stipulating
Perusahaan menerima putusan BANI yang that the Company is obliged to:
menetapkan bahwa Perusahaan wajib:
a. Membayar ganti rugi kepada PT MME a. Paid compensation to PT MME amounting
sebesar Rp8.141 dan bunga sebesar 8% to Rp8,141 and interest at 8% per annum;
per tahun;
b. Membayar biaya pembebasan tanah b. Paid the land release fee of Rp11,831 plus
sebesar Rp11.831 ditambah bunga sebesar interest at 8% per year; and
8% per tahun; dan
c. Membayar biaya arbitrase dan biaya c. Paid the arbitration costs and administrative
administrasi masing-masing sebesar 50%. fees, each amounting to 50%.
169
Page 1003
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
e. Kompensasi Pengembalian Aset Tanah e. Compensation for Returning Land Assets
Jalan Tol Semarang-Demak (lanjutan) for Semarang-Demak Toll Road (continued)
Pada tanggal 31 Desember 2002, Perusahaan On December 31, 2002, the Company had
telah melunasi seluruh kewajiban tersebut. settled all of these obligations.
Pada tanggal 27 Mei 2020, berdasarkan Berita On May 27, 2020, based on the Minutes of
Acara Serah Terima Tanah Bebas pada Jalan Handover of Free Land on the Semarang–
Tol Semarang–Demak No. 29/BA-DIR/2020, Demak Toll Road No. 29/BA-DIR/2020, No.
No. 6/BA/Db/2020, dan No. BA.35/BPJ/T/2020, 6/BA/Db/2020, and No. BA.35/BPJ/T/2020, the
Perusahaan telah menyerahkan tanah Jalan Company has handed over the land for the
Tol Semarang–Demak kepada Direktorat Semarang–Demak Toll Road to the Directorate
Jenderal Bina Marga, Kementerian Pekerjaan General of Highways, Ministry of Public Works
and Public Housing.
Umum dan Perumahan Rakyat.
Perusahaan juga telah menyampaikan melalui The Company has also conveyed, through
Surat No. AA.HK03.52 tanggal 22 Januari 2003 Letter No. AA.HK03.52 dated January 22, 2003,
kepada Menteri Permukiman dan Prasarana to the Minister of Settlement and Regional
Wilayah mengenai Laporan Hasil Penyelesaian Infrastructure concerning the Report on the
Proyek Jalan Tol Semarang–Demak. Dalam Completion of the Semarang–Demak Toll Road
laporan tersebut dijelaskan bahwa Perusahaan Project. The report explained that the Company
telah melakukan pembayaran biaya had made payments for planning costs and land
acquisition costs amounting to Rp20,537 on
perencanaan dan biaya pengadaan tanah
December 4, 2002. Considering that land
sebesar Rp20.537 pada tanggal 4 Desember
acquisition costs are the responsibility of the
2002. Mengingat biaya pengadaan tanah Government, in this case the Ministry of
merupakan tanggung jawab Pemerintah, dalam Settlement and Regional Infrastructure, the land
hal ini Departemen Permukiman dan acquisition costs for the Semarang–Demak Toll
Prasarana Wilayah, maka biaya pengadaan Road Project are billed to the Government.
tanah untuk Proyek Jalan Tol Semarang–
Demak ditagihkan kepada Pemerintah.
Sampai dengan tanggal 31 Desember 2025, As of December 31, 2025, there has been no
belum terdapat realisasi maupun tanggapan realization or official response to the submitted
resmi atas pengajuan kompensasi tersebut compensation request received by the
yang diterima oleh Perusahaan. Oleh karena Company. Therefore, the Company will send a
itu, Perusahaan akan mengirimkan surat letter requesting confirmation regarding the said
permintaan konfirmasi terkait kompensasi compensation to the Directorate General of
dimaksud kepada Direktorat Jenderal Bina Highways, Ministry of Public Works and
Housing.
Marga, Kementerian Pekerjaan Umum dan
Perumahan Rakyat.
f. Gugatan Perjanjian Pembangunan f. Road Interchange Karawang Barat STA
Simpang Susun Karawang Barat STA 47+130 Development Agreement Lawsuit
47+130
Pada tanggal 27 November 2007 Perusahaan On November 27, 2007 the Company and
dan PT Maligi Permata Industrial Estate PT Maligi Permata Industrial Estate (Maligi)
(Maligi) telah menandatangani Berita Acara signed the Minutes of the Modification of the
Kesepakatan Pembangunan Modifikasi West Karawang Interchange Modification
Simpang Susun Karawang Barat Development Agreement Jakarta-Cikampek
Jalan Tol Jakarta-Cikampek STA 47+130 Toll Road STA 47+130 No. 78/BA-DIR/2007.
No. 78/BA-DIR/2007.
Pada tanggal 1 Mei 2009, Perusahaan dan On May 1, 2009, the Company and Maligi made
Maligi membuat Perjanjian Pembangunan a Modification/ Extension Development
Modifikasi/ perluasan Simpang Susun Agreement for the Karawang Barat STA
Karawang Barat STA. 47+130, dimana Interchange. 47+130, where this agreement
perjanjian ini mencabut perjanjian Akta revokes the Deed of Agreement No. 2 dated
Perjanjian No. 2 tanggal 13 Desember 2001 December 13, 2001 on the Construction of the
Pembangunan Modifikasi Simpang Susun Modified Interchange of West Karawang.
Karawang Barat.
170
Page 1004
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
f. Gugatan Perjanjian Pembangunan f. Road Interchange Karawang Barat STA
Simpang Susun Karawang Barat STA 47+130 Development Agreement Lawsuit
47+130 (lanjutan) (continued)
Kewajiban Maligi berdasarkan perjanjian Maligi's obligations under the agreement are
adalah sebagai berikut: as follows:
a. Melakukan pembangunan Simpang susun a. Carry out construction of Interchanges in
sesuai dengan Jangka Waktu Membangun accordance with the Building Period
yang ditetapkan oleh Menteri PUPR, yaitu stipulated by the Minister of PUPR, which is
2 tahun sejak tanggal 12 Juni 2007. 2 years since June 12, 2007.
b. Menyerahkan jaminan pembangunan b. Provide a construction guarantee for the
Simpang susun berupa Sertifikat Hak Atas interchange in the form of a Land Rights
Tanah seluas 5.750 m2 yang terletak di Desa Certificate covering an area of 5,750 m2
Sukaluyu, Kecamatan Teluk Jambe, located in Sukaluyu Village, Teluk Jambe
Kab Karawang, Jawa Barat. District, Karawang Regency, West Java.
c. Melakukan pemeliharaan dan perbaikan c. Perform maintenance and repairs to
terhadap kerusakan simpang susun damage to interchanges within a period of 2
dalam jangka waktu 2 tahun years after the date of operation, and submit
setelah tanggal pengoperasian, serta maintenance guarantees of 5% of the
menyerahkan jaminan pemeliharaan Project Value in the form of a Bank
sebesar 5% dari Nilai Proyek dalam bentuk Guarantee.
Bank Garansi.
d. Menanggung kekurangan biaya Operation d. Bear the shortfall in Operation Management
Management (OM) sampai akumulasi (OM) costs until the accumulated generated
pendapatan tol dalam satu tahun lebih besar toll revenue in one year is greater or equal
atau sama besar dengan Biaya OM; atau to OM Costs; or the actual traffic volume in
volume lalu lintas aktual di tahun 2014 telah 2014 has reached 49,749 vehicles per day.
mencapai 49.749 kendaraan per hari.
e. Perhitungan kekurangan biaya Operation e. The calculation of Operation Management
Management (OM) dihitung selama satu (OM) cost shortages is calculated for one
tahun dan dilakukan oleh tim yang dibentuk year and is carried out by a team formed by
oleh Perusahaan dan Maligi, dikurangi uang the Company and Maligi, minus Rp15,227
sebesar Rp15.227 yang sudah dibayar oleh already paid by Maligi in 2002. The formula
Maligi pada tahun 2002. Adapun formula for calculating the generated toll revenue is
perhitungan pendapatan tol bangitan diatur regulated in Article 10 paragraph 3 of the
dalam Pasal 10 ayat 3 Perjanjian. Agreement .
Pada tanggal 16 September 2015 Perusahaan On September 16, 2015 the Company and
dan Maligi mengadakan rapat mengenai Maligi held a meeting to discuss of the
pembahasan realisasi biaya operasional dan realization of operational and maintenance
pemeliharaan serta pendapatan tol Simpang costs and revenue of the Interchange Karawang
Susun Karawang Barat dengan hasil: Barat toll road with the results:
a. Maligi menjelaskan bahwa perhitungan a. Maligi explained that the calculation of the
pendapatan tol bangkitan tidak dapat toll revenue cannot be done through an
dilakukan dengan hanya perjanjian, agreement only, but with a traffic review
melainkan dengan kajian ulang lalu lintas conducted by a Consultant in 2008; and
yang dilakukan oleh Konsultan pada tahun
2008; dan
b. Perusahaan meminta Maligi untuk b. The Company asked Maligi to invite the
mengundang konsultan studi lalu lintas traffic study consultant.
tersebut.
Perusahaan melalui surat No. BC.KU.02.672 The Company through a letter
tanggal 8 Februari 2017 menyampaikan No. BC.KU.02.672 dated February 8, 2017
Tagihan Beban Operasional dan Maintenance submitted invoice for the Operational and
Gerbang Tol Karawang Barat 2 mulai triwulan Maintenance Charges of West Karawang Toll
kedua tahun 2009 sampai dengan triwulan Gate 2 from second quarter of 2009 to fourth
keempat tahun 2016 sejumlah Rp23.068. quarter of 2016 totaling Rp23,068.
171
Page 1005
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
f. Gugatan Perjanjian Pembangunan f. Road Interchange Karawang Barat STA
Simpang Susun Karawang Barat STA 47+130 Development Agreement Lawsuit
47+130 (lanjutan) (continued)
Maligi melalui surat No. 190/FA/III/2017 tanggal Maligi through a letter No. 190/FA/III/2017
21 Maret 2017 menyampaikan kepada dated March 21, 2017 informed the Company
Perusahaan bahwa berdasarkan hasil audit that based on the audit results conducted by
yang dilakukan oleh Maligi, total beban yang Maligi, the total lost on the West Karawang toll
atas gerbang tol Karawang Barat yang harus gate that must be borne by Maligi was Rp8 and
ditanggung Maligi adalah Rp8 dan meminta requested the Company to revise the invoice
Perusahaan untuk melakukan revisi atas faktur previously sent invoice.
yang sebelumnya dikirim.
Pada tanggal 3 Mei 2017, Perusahaan melalui On May 3, 2017, the Company through Jakarta-
Jakarta-Cikampek dan Maligi melaksanakan Cikampek and Maligi held a coordination
rapat koordinasi. Pada rapat tersebut, meeting. At the meeting, the Company and
Perusahaan dan Maligi sepakat untuk Maligi agreed to make corrections to the
melakukan koreksi atas perhitungan calculation of OM cost shortages. Due to the
kekurangan biaya OM. Atas koreksi correction in the calculation, the Company
perhitungan tersebut, Perusahaan conveyed the calculation of OM cost shortages
menyampaikan perhitungan kekurangan biaya to become Rp16,722. This fee does not include
OM menjadi Rp16.722. Biaya ini belum deficits that must be borne by Maligi amounting
termasuk defisit yang harus ditanggung Maligi to Rp1,495. The results of this meeting have
sebesar Rp1.495. Hasil rapat ini telah been submitted minutes of the meeting on
disampaikan notulen rapat pada tanggal May 8, 2017 through letter No. CB.TR05.1831.
8 Mei 2017 melalui surat No. CB.TR05.1831.
Pada tanggal 20 Juni 2017, Maligi melalui surat On June 20, 2017, Maligi via letter
No. 94/MPIE/VI/2017 mengembalikan faktur No. 94/MPIE/VI/2017 return the Company
tagihan Perusahaan dikarenakan angka dalam invoice for bills due to because the figures in the
faktur berbeda dengan angka berdasarkan invoice differ from Maligi’s audit result.
hasil audit Maligi.
Selanjutnya, Maligi secara sepihak Furthermore, Maligi unilaterally left a shortfall in
menitipkan kekurangan biaya operasional dan operational costs and maintenance of the West
pemeliharaan Simpang Susun Karawang Barat Karawang Interchange to the Karawang District
ke Pengadilan Negeri Karawang sejumlah Court in the amount of Rp7,947 and the
Rp7.947 dan Pengadilan Negeri Karawang Karawang District Court through the East
melalui Pengadilan Negeri Jakarta Timur telah Jakarta District Court submitted the offer to the
menyampaikan hal penawaran tersebut Company on June 22, 2017.
kepada Perusahaan pada tanggal
22 Juni 2017.
Perusahaan, melalui surat No. AA.HK02.1086 The Company, through a letter
tanggal 11 Juli 2017 menolak penawaran Maligi No. AA.HK02.1086 dated July 11, 2017
karena jumlahnya tidak sesuai dengan rejected Maligi's offer because the amount did
kewajiban Maligi dalam perjanjian. not match with Maligi's obligations in the
agreement.
Pada tanggal 11 Januari 2019, Perusahaan On January 11, 2019, the Company accepted
menerima relaas panggilan sidang pertama the first court summons for a lawsuit filed by
atas gugatan yang diajukan Maligi Maligi to the Company at the Karawang District
kepada Perusahaan pada Pengadilan Court with case No.104/Pdt/G/2018/PN.Kwg.
Negeri Karawang dengan perkara Through this case, the Company received
No. 104/Pdt/G/2018/PN.Kwg. Melalui relaas information that Maligi had first filed a lawsuit on
tersebut, Perusahaan mendapatkan informasi December 20, 2019 without giving a response
bahwa Maligi telah lebih dahulu mengajukan to the summons submitted by the Company.
gugatan pada tanggal 20 Desember 2019
tanpa memberikan tanggapan atas somasi
yang disampaikan Perusahaan.
172
Page 1006
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
f. Gugatan Perjanjian Pembangunan f. Road Interchange Karawang Barat STA
Simpang Susun Karawang Barat STA 47+130 Development Agreement Lawsuit
47+130 (lanjutan) (continued)
Dalam gugatannya, Maligi selaku Penggugat In the lawsuit, Maligi as the Plaintiff submitted
menyampaikan dalil dan tuntutan kepada the argument and demand to the Company as
Perusahaan selaku Tergugat, antara lain: the Defendant, including:
a. Dalil: a. Grounds:
i. Perhitungan Kekurangan beban biaya i. The calculation of the OM Cost
OM oleh PT LAPI Ganeshatama telah Expense shortage by PT LAPI
tepat dan berdasarkan perjanjian. Ganeshatama is correct and based on
Penggugat mempertimbangkan tabel the agreement. The Plaintiff considers
layanan gardu rata-rata berdasarkan the average substation service table
Lampiran IV Akta No. 1 tertanggal based on Attachment IV Deed No. 1
1 Mei 2008 dan Pasal 10 ayat (7) Akta dated May 1, 2008 and Article
No. 1 tertanggal 1 Mei 2009. 10 paragraph (7) Deed No. 1 dated
May 1, 2009.
ii. Perjanjian sudah sepatutnya berakhir ii. The agreement was duly terminated
karena sudah tidak sesuai because it was not in accordance with
dengan kondisi saat itu. Pasal 10 the conditions at that time. Article 10
ayat (7) Akta No. 1 tertanggal paragraph (7) Deed No. 1 dated
1 Mei 2009 digunakan Penggugat May 1, 2009 was used by the Plaintiff as
sebagai pembenaran perhitungan a justification for calculating the shortfall
penanggungan kekurangan Biaya OM of OM Cost calculated by the Plaintiff
yang dihitung Penggugat dan/atau and/or PT LAPI Ganeshatama.
PT LAPI Ganeshatama.
iii. Penggugat menyatakan sudah tidak iii. The Plaintiff stated that it no longer had
memiliki kewajiban lagi untuk the obligation to pay OM Fees for the
membayar Biaya OM untuk periode period of 2017 onwards, and stated that
2017 sampai dengan seterusnya serta it had paid the OM Cost for the period
menyatakan telah melakukan 2009 to 2016 with the Consignment
pembayaran penanggungan Biaya OM mechanism and according to the PT
periode 2009 sampai dengan 2016 LAPI Ganeshtama Audit Results the
dengan mekanisme Konsinyasi dan daily traffic calculation mechanism was
menurut Hasil Audit PT LAPI not appropriate and would not be met
Ganeshatama mekanisme perhitungan the conditions of termination of the
lalu lintas harian sudah tidak sesuai dan agreement so that the agreement is
tidak akan memenuhi kondisi duly terminated.
pengakhiran perjanjian sehingga
perjanjian sudah sepatutnya berakhir.
b. Tuntutan: b. Claims:
i. Menyatakan sah dan mengikat hasil i. Declaring legality and binding on the
audit PT LAPI Ganeshatama terkait audit results of PT LAPI Ganeshatama
dengan perhitungan besaran biaya OM related to the calculation of the amount
yang harus dibayarkan Penggugat of OM costs that must be paid by the
kepada Tergugat, yaitu sebesar Plaintiff to the Defendant, amounting to
Rp7.947; Rp7,947;
ii. Menyatakan keabsahan dan mengikat ii. Stating legality and binding Maligi
konsinyasi Maligi kepada Perusahaan; consignment to the Company;
iii. Menyatakan perjanjian berdasarkan iii. Declare agreement based on the Deed
Akta No. 1 tanggal 1 Mei 2009 antara No. 1 dated May 1, 2009 between
Maligi dan Perusahaan berakhir; Maligi and the Company ended;
iv. Menyatakan bahwa Maligi tidak iv. Stating that Maligi has no obligation to
memiliki kewajiban membayar pay the OM fee shortage.
kekurangan biaya OM.
Pada tanggal 11 Desember 2019, On December 11, 2019, the Panel of Judges at
Majelis Hakim Pengadilan Karawang the Karawang Court read the case ruling
membacakan amar putusan perkara No. 104/Pdt/G/2018/ PN.Kwg are as follows:
No. 104/Pdt/G/2018/PN.Kwg sebagai berikut:
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
f. Gugatan Perjanjian Pembangunan f. Road Interchange Karawang Barat STA
Simpang Susun Karawang Barat STA 47+130 Development Agreement Lawsuit
47+130 (lanjutan) (continued)
a. Menyatakan sah dan mengikat hasil audit a. Declaring legality and binding on the audit
PT LAPI Ganeshatama terkait dengan results of PT LAPI Ganeshatama related to
perhitungan besaran biaya OM yang harus the calculation of the amount of OM costs
dibayarkan Penggugat kepada Tergugat, that the Plaintiff must pay to the Defendant,
yaitu sebesar Rp7.947; amounting to Rp7,947;
b. Menyatakan Perjanjian Pembangunan b. Stating the Modification/Extension
Modifikasi/Perluasan Simpang Susun Development Agreement for the Karawang
Karawang Barat Jalan Tol Jakarta- Barat Interchange in the Jakarta - Cikampek
Cikampek Secara Hibah yang tertuang Toll Road in a Grant as stipulated in the
dalam Akta No. 1 tanggal 1 Mei 2009 antara Deed No. 1 dated May 1, 2009 between
Maligi dan Perusahaan berakhir; dan Maligi and the Company ended; and
c. Menyatakan Penggugat tidak memiliki c. States the Plaintiff has no obligation to pay
kewajiban untuk membayar biaya OM pada OM fees from 2017 onwards.
periode 2017 sampai dengan seterusnya.
Adapun pertimbangan Majelis Hakim dalam The consideration of the Panel of Judges in
memutus perkara tersebut, antara lain: deciding the case, among others:
a. Penggugat mempunyai hak untuk a. The Plaintiff has the right to conduct an audit
melakukan audit setelah tidak tercapainya after the Joint Team's agreement was not
kesepakatan Tim Bersama dalam reached in determining the OM cost
menentukan perhitungan biaya OM, calculation, therefore the exact OM fee
sehingga besaran biaya OM yang tepat amount is to follow the audit results from PT
adalah dengan mengikuti hasil audit dari LAPI Ganeshatama;
PT LAPI Ganeshatama;
b. Terdapat keadaan yang menyebabkan b. There are circumstances which make it
sulitnya pemenuhan perubahan kondisi difficult to meet the changes in conditions for
pengakhiran perjanjian sulit untuk dicapai, terminating the agreement that are difficult
sehingga Majelis Hakim menyatakan to achieve, so the Panel of Judges declared
pengakhiran Akta No. 1 tanggal 1 Mei 2009 the termination of the Deed No. 1 dated
layak untuk dikabulkan. May 1, 2009 is eligible to be granted.
Menanggapi putusan tersebut, Perusahaan In response to the ruling, the Company has
telah melakukan upaya banding tanggal made an appeal on December 23, 2019 at the
23 Desember 2019 pada Pengadilan Tinggi High Court of West Java through the
Jawa Barat melalui Kepaniteraan Pengadilan Clerkship of karawang district court. The Panel
Negeri Karawang. Majelis Hakim pada tingkat of Judges at the appeal level has decided the
banding telah memutus perkara case No. 104/Pdt.G/2018/PN.Kwg jo.
No. 104/Pdt.G/2018/PN.Kwg jo. No. 136/PDT/2020/PT.BDG with the
No. 136/PDT/2020/PT.BDG tersebut dengan warning of the decision granted the Company’s
amar putusan mengabulkan permohonan appeal and overturned the decision
banding Perusahaan dan membatalkan No. 104/Pdt.G/2018/PN.Kwg and stated that
putusan No. 104/Pdt.G/2018/PN.Kwg dan Maligi's lawsuit was unacceptable.
menyatakan bahwa gugatan Maligi tidak dapat
diterima.
Adapun pertimbangan Majelis Hakim dalam The consideration of the Panel of Judges in
menjatuhi putusan tersebut antara lain gugatan updating the ruling, among others, the lawsuit
yang diajukan Maligi masih bersifat premature filed by Maligi is still premature because it is still
karena masih terikat perjanjian dan konsinyasi bound by the agreement and the consignment
yang dilakukan Maligi tidak serta merta made by Maligi does not necessarily eliminate
menghapuskan perjanjian antara Perusahaan the agreement between the Company and
dan Maligi tersebut. Maligi.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
f. Gugatan Perjanjian Pembangunan f. Road Interchange Karawang Barat STA
Simpang Susun Karawang Barat STA 47+130 Development Agreement Lawsuit
47+130 (lanjutan) (continued)
Pada tanggal 7 September 2020, Perusahaan On September 7, 2020, the Company received
menerima Relas Pemberitahuan Permohonan a Notice of Cassation request submitted by
Kasasi yang diajukan Maligi kepada Maligi to the Company to re-cancel the Appeal
Perusahaan untuk kembali membatalkan Level Decision. In the submission of the
Putusan Tingkat Banding. Dalam pengajuan cassation, Maligi also submitted a cassation
kasasi tersebut, Maligi juga turut menyerahkan memory that reveals the basis of Maligi's
memori kasasi yang mengungkapkan dasar objection or defense against the Appeal Level
keberatan atau pembelaan Maligi terhadap Verdict. Upon the application for cassation
Putusan Tingkat Banding. Atas permohonan submitted by Maligi, the Company filed a
kasasi yang disampaikan Maligi, Perusahaan counter memory cassation on
mengajukan kontra memori kasasi pada tanggal September 18, 2020. On June 3, 2021, the
18 September 2020. Pada tanggal 3 Juni 2021, Panel of Judges of the Supreme Court of the
Majelis Hakim Mahkamah Agung RI telah Republic of Indonesia decided that has
memutus perkara dengan amar mengabulkan accepted the Maligi cassation so the decision in
upaya kasasi Maligi, sehingga membatalkan court of appeal become nullified and restoring
putusan pada tingkat banding dan menyatakan the previous district court decision in the
kembali bahwa gugatan Maligi diterima. process.
Atas dasar hal tersebut, Perusahaan telah Based on this, the Company has submitted a
mengajukan upaya hukum peninjauan kembali judicial review to the Supreme Court of the
kepada Mahkamah Agung RI melalui Republic of Indonesia through Karawang
Kepaniteraan Pengadilan Negeri Karawang District Court Clerk on May 30, 2022.
pada tanggal 30 Mei 2022.
Majelis Hakim Mahkamah Agung RI telah The panel of judges of the Supreme Court of the
memutus perkara dengan putusan Republic of Indonesia has decided the case with
No. 1103PK/PDT/2022 yang pada pokoknya decision No. 1103PK/PDT/2022 which basically
menolak permohonan PK Jasa Marga sehingga rejected Jasa Marga's PK application so that the
putusan kembali pada putusan Kasasi. decision returned to the Cassation decision.
Sampai dengan tanggal 31 Desember 2025, Until December 31, 2025, the Company is in the
Perusahaan dalam proses pengurusan process of administrative processing related to
administrasi terkait pengambilan uang the withdrawal of consignment money at the
konsinyasi di Pengadilan Negeri Karawang. Karawang District Court.
g. Gugatan Budhi Yulianor pada Perkara g. Budhi Yulianor's Lawsuit on the Flood
Ganti Rugi Banjir Compensation Case
Pada tanggal 27 Oktober 2020, Budhi Yulianor On October 27, 2020, Budhi Yulianor sent a
melayangkan somasi atas terjadinya banjir summons on the occurrence of flooding around
disekitar rumahnya di daerah Rawalumbu, yang his house in the Rawalumbu area, which
menurut Budhi diakibatkan tidak dirawatnya according to Budhi was the result of not properly
dengan baik saluran box culvert milik Jasa cared for in Jasa Marga's box culvert channel,
Marga sehingga menyebabkan tersumbat dan causing blockage and flooding.
banjir.
Atas somasi tersebut, Budhi Yulianor Based on the summons, Budhi Yulianor filed a
melakukan gugatan terhadap Jasa Marga di lawsuit against Jasa Marga at the Bekasi District
Pengadilan Negeri Bekasi tanggal Court on February 4, 2021, and demanded
4 Februari 2021, dan menuntut ganti rugi material compensation of Rp180 and immaterial
materiil sebesar Rp180 dan immateriil Rp13,000 for the damage caused by the flood.
Rp13.000 atas kerusakan yang diakibatkan
oleh banjir.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
g. Gugatan Budhi Yulianor pada Perkara g. Budhi Yulianor's Lawsuit on the Flood
Ganti Rugi Banjir (lanjutan) Compensation Case (continued)
Bahwa dalam proses peradilan pada tingkat Whereas in the judicial process at the first level
pertama di Pengadilan Negeri Bekasi dengan at the Bekasi District Court with Case
No. Perkara 25/Pdt.G/2021/PN.Bks, majelis No. 25/Pdt.G/2021/PN.Bks, the panel of judges
hakim yang memeriksa perkara dimaksud examining the case in question decided in the
memutuskan dalam Putusan Sela menerima Decision to accept Jasa Marga's exception in
eksepsi Jasa Marga dalam kompetensi relatif relative competence that the Plaintiff's
bahwa Permohonan Penggugat tidak dapat Application could not be examined because is
not the jurisdiction of the Bekasi District Court
diperiksa karena bukan merupakan Wilayah
case but the East Jakarta District Court,
kewenangannya perkara Pengadilan Negeri
therefore the case cannot be continued and the
Bekasi melainkan Pengadilan Negeri Jakarta costs of the proceedings can be charged to the
Timur, oleh karena itu perkara tidak dapat Plaintiff.
dilanjutkan dan biaya perkara untuk dapat
dibebankan kepada Penggugat.
Pada tanggal 11 April 2022 Pengadilan On April 11, 2022, the East Jakarta
Negeri Jakarta Timur memutus perkara District Court ruled on case
No. 355/Pdt.G/2021/PN.JKT.TIM. dengan isi No. 355/Pdt.G/2021/PN.JKT.TIM. with the
putusannya yaitu menerima Eksepsi content of the decision, namely accepting the
Penggugat dalam Kompetensi Absolut dimana Plaintiff's Exception in Absolute Competence
Pengadilan Negeri Jakarta Timur tidak memiliki where the East Jakarta District Court does not
kewenangan untuk memeriksa perkara have the authority to examine the case as
intended. The case in High Court due to the
sebagaimana dimaksud. Perkara masih dalam
plaintiff decided to appeal the verdict.
tahap banding yang diajukan oleh Penggugat.
Pada 20 Oktober 2023 Penggugat On October 20, 2023 the Plaintiff filed a
mengajukan Kasasi, kemudian pada tanggal Cassation, then on December 1, 2023 the
1 Desember 2023 Perusahaan telah Company has filed a counter Memory
mengajukan kontra Memori Kasasi. Cassation.
Pada awal 2023, perkara telah masuk ke tahap In early 2023, the case has entered the appeal
banding dan per tertanggal 10 Maret 2023 telah stage and as of March 10, 2023, the case has
diputus perkara dimaksud oleh Majelis Hakim been decided by the Panel of Judges of the High
Pengadilan Tinggi yang pada intinya Court, which essentially strengthens the District
menguatkan putusan Pengadilan Negeri. Court’s decision.
Pada 20 Oktober 2023, Penggugat mengajukan On October 20, 2023 the Plaintiff filed a
Kasasi, kemudian pada tanggal Cassation, then on December 31, 2024 the
31 Desember 2024 Perusahaan telah Company has filed a counter Memory
mengajukan kontra Memori Kasasi. Cassation.
Majelis Hakim Mahkamah Agung RI telah The Panel of Judges of the Supreme Court of
memutus perkara dengan putusan the Republic of Indonesia has decided the case
No. 3205K/Pdt/2024 yang pada pokoknya with decision No. 3205K/Pdt/2024 which in
menolak permohonan Kasasi Budhi Yulianor. principle rejected Budhi Yulianor's cassation
Sampai dengan tanggal 31 Desember 2025, application. As of December 31, 2025, the
Perusahaan masih menunggu relaas putusan Company is still waiting for the notification of the
Kasasi pada tanggal 6 Agustus 2025. cassation decision on August 6, 2025.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
h. Gugatan Eucharia Binti Neneng S. h. Eucharia Binti Neneng S. Lawsuit
Pada tanggal 16 November 2021, Eucharia Binti On November 16, 2021, Eucharia Binti Neneng
Neneng S. menggugat Perusahaan di S. sued the Company at the Bandung District
Pengadilan Negeri Bandung. Dalam kasus Ini Court. In this case Eucharia Binti Neneng S.
Eucharia Binti Neneng S. melakukan klaim atas made a claim over part of the land owned by the
sebagian tanah yang di miliki oleh Kementerian Ministry of Public Works and Public Housing at
Pekerjaan Umum dan Perumahan Rakyat yang which the concession of Padalarang - Cileunyi
diatasnya terdapat Hak Konsesi Jalan tol and Jakarta - Bandung high-speed railway
Padalarang - Cileunyi dan juga terdapat proyek project are located. This lawsuit is the second
pembangunan Kereta Api Cepat Jakarta - lawsuit with a similar subject matter which was
Bandung. Gugatan ini merupakan gugatan filed on February 22, 2021 under
kedua dengan pokok perkara yang serupa yang No. 100/Pdt.G/2021/PN.Bdg. and was
sempat di ajukan pada 22 Februari 2021 dismissed on May 21, 2021.
dengan No. 100/Pdt.G/2021/PN.Bdg. dan
dicabut pada 21 Mei 2021.
Berdasarkan klaim dari Eucharia Binti Neneng Based on the claim of Eucharia Binti Neneng S.,
S., sebagian tanah tersebut adalah miliknya part of the land belongs to him because he
karena telah memiliki Putusan Pengadilan already has a Bandung District Court Decision
Negeri Bandung dan telah dikonsinyasikan and has been consigned for compensation by a
untuk dibayar uang ganti ruginya oleh pihak third party.
ketiga.
Dalam gugatan tersebut, Eucharia Binti Neneng In the lawsuit, Eucharia Binti Neneng S.
S. pada intinya menggugat untuk dapat essentially sued to be able to disburse the
mencairkan uang ganti kerugian yang telah compensation money that had been constituted
dikonsinyasikan di Pengadilan Negeri Bandung. in the Bandung District Court. Specifically to the
Khusus kepada Perusahaan, Penggugat Company, the Plaintiff demands to stop actions
menuntut untuk menghentikan tindakan yang that are considered obstructing the process of
dianggap menghalangi proses pencairan uang disbursement of consignment money as
konsinyasi sebagaimana dimaksud. intended.
Perkara ini telah diputus pada tanggal The case was decided on December 9, 2022
9 Desember 2022 dengan amar putusan with a verdict stating that it accepted part of the
menyatakan menerima sebagian tuntutan dari claim from the Plaintiff.
Penggugat.
Pada tanggal 24 Maret 2023, Perusahaan telah On March 24, 2023, the Company filed an
memohon Kasasi di Mahkamah Agung. appeal for cassation with the Supreme Court.
Sampai dengan tanggal 31 Desember 2025, As of December 31, 2025, the case as referred
Perkara sebagaimana dimaksud sudah diputus to has been decided at the cassation level in
dalam tingkat kasasi pada bulan Juli 2024 July 2024 with a decision rejecting the cassation
dengan putusan menolak Kasasi yang diajukan filed by the Company, but the release on the
oleh Perusahaan, namun relaas atas putusan decision of the case as referred to has not been
perkara sebagaimana dimaksud belum diterima received by the Company. The Company has
oleh Perusahaan. Perusahaan sudah coordinated regarding the cassation decision
berkoordinasi terkait putusan Kasasi dengan with the Ministry of Public Works.
Kementerian Pekerjaan Umum Republik
Indonesia.
i. Gugatan PT Citra Lamtoro Gung Persada i. PT Citra Lamtoro Gung Persada and
dan PT Hanurata PT Hanurata Lawsuit
Perkara ini dimulai dari adanya Rapat Umum This matter began with the Extraordinary
Pemegang Saham Luar Biasa (RUPSLB) General Meeting of Shareholders (EGMS) of
PT Marga Nurindo Bhakti pada awal PT Marga Nurindo Bhakti in early December
Desember 2021. Dalam RUPS tersebut 2021. During the meeting, there was a decision
terdapat suatu keputusan yang dimana regarding the sale of shares of
terjadinya penjualan saham PT Marga Strukturindo Raya and
PT Marga Strukturindo Raya dan PT Investakusuma Artha to a third party.
PT Investakusuma Artha kepada pihak ketiga.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
i. Gugatan PT Citra Lamtoro Gung Persada i. PT Citra Lamtoro Gung Persada and
dan PT Hanurata (lanjutan) PT Hanurata Lawsuit (continued)
Keputusan tersebut menurut PT Citra Lamtoro According to PT Citra Lamtoro Gung Persada
Gung Persada dan PT Hanurata sebagai and PT Hanurata as shareholders of PT Marga
Pemegang Saham PT Marga Nurindo Bhakti, Nurindo Bhakti, the decision is detrimental to
merugikan kepentingannya karena PT Citra their interests because PT Citra Lamtoro Gung
Lamtoro Gung Persada dan PT Hanurata tidak Persada and PT Hanurata are unable to
dapat membeli saham yang dijual tersebut. purchase the shares being sold. An unlawful
Gugatan melawan hukum atas kerugian lawsuit for these losses was filed at
tersebut diajukan di Pengadilan the South Jakarta District Court under
Negeri Jakarta Selatan dengan No. 1122/Pdt.G/2021/PN.Jkt.Sel.
No. 1122/Pdt.G/2021/PN.Jkt.Sel.
Dalam Perkara ini Para Tergugat digugat In this case defendants are sued to pay both
dengan total nominal kerugian material maupun material and immaterial damage with total of
imaterial senilai Rp600.000. Dalam perkara ini Rp600,000. Jasa Marga, in this case, is Co-
Jasa Marga ditetapkan sebagai Turut Tergugat Defendant meaning its involvement in this case
II yang artinya hanya dimasukkan dalam is only as fellow shareholder in PT Marga
perkara karena sebagai sesama Pemegang Nurindo Bhakti and also to fullfil the needs of
Saham pada PT Marga Nurindo Bhakti serta avoiding the claim being incompleteness of
demi lengkapnya gugatan. Perkara ini telah parties. This verdict of this case on
diputus pada tanggal 22 November 2022 November 22, 2022 is the lawsuit is dismissed.
dengan amar putusan menyatakan gugatan The case currently in High Court due to the
para penggugat tidak dapat diterima. plaintiff decided to appeal the verdict.
Penggugat kemudian mengajukan banding ke
Pengadilan Tinggi.
Pada tanggal 24 Mei 2023, hakim Pengadilan On May 24, 2023, the High Court judge issued
Tinggi menjatuhkan putusan dengan amar a decision affirming the District Court's decision.
menguatkan putusan Pengadilan Negeri.
Selanjutnya, Pembanding (semula Penggugat) Furthermore, the Appellant (originally the
mengajukan Kasasi dan sudah diputus dengan Plaintiff) filed a cassation and it has been
Putusan No. 2935 K/PDT/2024 yang amar decided with Decision No. 2935 K/PDT/2024
putusannya Menolak Permohonan Kasasi. whose decision was to Reject the Cassation
Sampai tanggal 31 Desember 2025, Application. As of December 31, 2025,
Perusahaan belum menerima relaas the Company has not received a release of
pemberitahuan Putusan Kasasi. notification of the Cassation Decision.
j. Gugatan Bram Winata di PN Purwakarta j. Bram Winata’s Lawsuit in PN Purwakarta
Gugatan No. 16/Pdt.G/2024/PN pada tanggal Lawsuit No. 16/Pdt.G/2024/PN on April 16,
16 April 2024 diajukan karena Penggugat 2024, was filed because the Plaintiff claimed to
mengklaim mempunyai tanah yang sebahagian own land, part of which has been used as the
telah dipergunakan sebagai gerbang tol Darangdan toll gate on the Purbaleunyi toll road
Darangdan pada ruas jalan tol Purbaleunyi, section, but has not received compensation.
namun belum mendapat ganti untung.
Berdasarkan dari data yang dimiliki oleh RO 3 Based on data held by RO 3 Regional
Regional Metropolitan Tollroad Division bahwa Metropolitan Tollroad Division, the land of the
tanah gerbang tol yang diklaim sebagai milik toll gate claimed as owned by the plaintiff is
penggugat terdapat hak pakai milik under the ownership rights of the Ministry of
Kementerian PUPR sehingga terdapat Public Works and Public Housing (PUPR),
sengketa kepemilikan atas tanah dimaksud. resulting in a dispute over the ownership of the
Perkara sudah diputus oleh Pengadilan Negeri said land. The case has been decided by the
Purwakarta dengan gugatan Penggugat tidak Purwakarta District Court with a ruling that the
dapat diterima. Penggugat mengajukan plaintiff's lawsuit cannot be accepted. The
banding atas putusan tersebut ke Pengadilan plaintiff lodged an appeal against this decision
Tinggi Bandung. Pada 4 Maret 2025, to the Bandung High Court. On March 4, 2025,
Pengadilan Tinggi Bandung telah memutus the Bandung High Court ruled on this case,
perkara ini dengan amar putusan menguatkan upholding the decision of the Purwakarta
Putusan Pengadilan Negeri Purwakarta. District Court.
178
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
j. Gugatan Bram Winata di PN Purwakarta j. Bram Winata’s Lawsuit in PN Purwakarta
(lanjutan) (continued)
Sampai dengan tanggal 31 Desember 2025, As of December 31, 2025, there has been no
tidak terdapat pengajuan upaya hukum Kasasi submission of a cassation appeal from Bram
dari Bram Winata selaku Penggugat/ Winata as the Plaintiff/Appellant regarding the
Pembanding atas perkara tersebut dan dengan case and with the expiration of the cassation
lewatnya jangka waktu pengajuan Kasasi, maka submission period, the court decision on the
putusan pengadilan atas perkara terkait sudah related case has permanent legal force.
berkekuatan hukum tetap.
k. Gugatan Abdul Kadir Al Jufri k. Abdul Kadir Al Jufri’s Lawsuit
Berdasarkan Gugatan No.190/Pdt.G/2025/PN Based on Lawsuit No.190/Pdt.G/2025/PN
Jkt.Pst. tanggal 18 Maret 2025, Abdul Kadir Al Jkt.Pst. dated March 18, 2025, Abdul Kadir Al
Jufri (Penggugat) menggugat Ny. Acintya Jufri (Plaintiff) filed a lawsuit against
Anggita Devi (”Tergugat I”), Ny. Khong Mrs. Acintya Anggita Devi ("Defendant I"),
Mellani Setiadi (”Tergugat II”), Syech Rami Mrs. Khong Mellani Setiadi ("Defendant II"),
(”Tergugat III”), Ny. Munyati Sullam Syech Rami ("Defendant III"), Mrs. Munyati
(”Turut Tergugat I”), PT Jasa Marga (Persero) Sullam ("Co-Defendant I"), PT Jasa Marga
Tbk (”Turut Tergugat II”), Ny. Rosita Rianauli (Persero) Tbk ("Co-Defendant II"), Mrs. Rosita
Sianipar (”Turut Tergugat III”), dan Pemerintah Rianauli Sianipar ("Co-Defendant III"), and
Republik Indonesia Cq. Kementerian PUPR the Government of the Republic of Indonesia
(”Turut Tergugat IV”). c.q. Ministry of Public Works and Public Housing
("Co-Defendant IV").
Penggugat adalah ahli waris dari Alm.Abdullah The plaintiff is the heir of the late Abdullah Jupri
Jufri yang memiliki tanah seluas 3.015 m 2 who owns 3,015 m2 of land based on a legally
berdasarkan Putusan Pengadilan yang telah binding Court Decision. The land is part of SHM
berkekuatan hukum tetap. Tanah tersebut No. 911/Bintaro owned by Ahmad Prapto
merupakan bagian dari SHM No. 911/Bintaro Wahjono (Parent of Defendant I) which was not
milik Ahmad Prapto Wahjono (Orang Tua released during the land acquisition for the
Tergugat I) yang tidak dibebaskan pada saat construction of the Jakarta-Serpong toll road,
pembebasan lahan untuk kepentingan Ulujami-Pondok Aren Section.
pembangunan jalan tol Jakarta – Serpong,
Ruas Ulujami – Pondok Aren.
Dalam gugatannya, Penggugat menyampaikan In his lawsuit, the Plaintiff stated that Defendant
bahwa Tergugat I (ahli waris Ahmad Prapto I (the heir of Ahmad Prapto Wahjono) had
Wahjono) telah berusaha menjual tanah yang attempted to sell land that was not his (including
bukan miliknya (termasuk Tanah milik the Plaintiff's land) to Defendant III with the
Penggugat) kepada Tergugat III dengan assistance of Defendant II. This act has harmed
bantuan Tergugat II. Perbuatan ini telah the Plaintiff so that the Plaintiff in his petitum,
merugikan Penggugat sehingga Penggugat asked the Panel of Judges to:
pada petitumnya, meminta Majelis Hakim untuk:
1. Menyatakan Akta Pengikatan Jual Beli, Akta 1. Declare the Deed of Sale and Purchase
Kuasa Menjual, dan Akta Kesepakatan Agreement, Deed of Power of Attorney to
Bersama yang berkaitan dengan penjualan Sell, and Deed of Joint Agreement relating
tanah terkait batal demi hukum; to the sale of the land in question null and
void;
2. Menghukum Tergugat I, II, dan III 2. Order Defendants I, II, and III to pay
secara tanggung renteng membayar ganti compensation to the Plaintiff in the amount
rugi kepada Penggugat sebesar of Rp11,155,500,000,-;
Rp11.155.500.000,-;
3. Menghukum Tergugat III atau siapa saja 3. Order Defendant III or anyone who holds or
yang memegang atau menyimpan SHM stores SHM No. 911/Bintaro to hand it over
No. 911/Bintaro untuk menyerahkan kepada to Co-Defendant IV;
Turut tergugat IV;
179
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
k. Gugatan Abdul Kadir Al Jufri (lanjutan) k. Abdul Kadir Al Jufri’s Lawsuit (continued)
4. Menghukum Turut Tergugat I, II, III, dan IV 4. Order Co-Defendants I, II, III, and IV to
untuk tunduk pada isi putusan dalam submit to the contents of the decision in this
perkara ini. case.
Sampai dengan 31 Desember 2025, perkara As of December 31, 2025, the case is still in the
masih dalam proses persidangan di Pengadilan trial process at the Central Jakarta District
Negeri Jakarta Pusat. Court.
l. Gugatan Yani Susilawati l. Yani Susilawati’s Lawsuit
Yani Susilawati (Penggugat) menggugat Yani Susilawati (Plaintiff) sued the Company
Perusahaan (Tergugat) di Pengadilan Negeri (Defendant) in the Purwakarta District Court to
Purwakarta untuk meminta ganti kerugian atas claim compensation for land allegedly owned by
tanah yang diklaim sebagai milik Penggugat the Plaintiff based on SHM No. 01820 in the
berdasarkan SHM No. 01820 atas nama Yani name of Yani Susilawati with a land area of
Susilawati dengan luasan tanah 4.197 m2 dan 4,197 m2 and SHM No. 00727 in the name of
SHM No. 00727 atas nama Yani Susilawati Yani Susilawati with a land area of 2,026 m2.
dengan luasan tanah 2.026 m2.
Pada gugatannya, Penggugat mendalilkan In her claim, the Plaintiff asserts that she has
telah memperoleh informasi bahwa tanah milik obtained information indicating that on her land
Penggugat dengan luasan 4.197 m2 telah measuring 4,197 m², four (4) water drainage
terbangun di atasnya 4 (empat) buah saluran air channels supporting the toll road have been
penyangga jalan tol dan tanah milik Penggugat constructed, and that her land measuring
dengan luasan 2.026 m2 telah terkena 2,026 m² has been affected by the expansion of
perluasan Gerbang Tol Darangdan. Penggugat the Darangdan Toll Gate. The Plaintiff contends
mendalilkan kedua pembangunan tersebut that both constructions were carried out by the
merupakan perbuatan Tergugat tanpa terlebih Defendant without prior compensation or
dahulu melakukan ganti kerugian atau jual beli purchase of the two parcels of land.
atas kedua bidang tanah tersebut.
Untuk itu, Penggugat pada petitumnya Accordingly, in her statement of claim (petitum),
menuntut: the Plaintiff demands the Court to:
1. Menyatakan sah SHM No. 01820 atas 1. Declaring valid SHM No. 01820 in the name
nama Yani Susilawati dan SHM No. 00727 of Yani Susilawati and SHM No. 00727 in the
atas nama Yani Susilawati; name of Yani Susilawati;
2. Pengembalian tanah milik Penggugat 2. Order the restitution of the Plaintiff’s land to
kepada Penggugat yang telah digunakan the Plaintiff, which has been utilized by the
oleh Tergugat untuk pembuatan saluran air Defendant for the construction of four (4) toll
penyangga jalan tol sebanyak 4 (empat) road drainage channels and the expansion
bidang dan perluasan gerbang tol of the Darangdan toll gate, together with all
Darangdan beserta akibat-akibat hukum legal consequences arising from the
yang timbul atas tindakan Tergugat Defendant’s actions in this case; or, at the
dalam perkara ini, atau setidak-tidaknya very least, order the Defendant to
mengganti kerugian sebesar Rp3.000.000, compensate the Plaintiff at the rate of
(tiga juta rupiah) per meter persegi kepada Rp3,000,000 (three million Rupiah) per
Penggugat. square meter.
Pada tanggal 16 September 2025, Penggugat On September 16, 2025, the Plaintiff submitted
mengajukan permohonan pencabutan an application for withdrawal of the lawsuit,
gugatan dan disetujui oleh Para Pihak which was approved by both Parties and the
dan Majelis Hakim. Melalui putusan Panel of Judges. Through Decision
No.28.Pdt.G/2025/PN.Pwk tanggal No. 28/Pdt.G/2025/PN Pwk dated
25 September 2025, Majelis Hakim September 25, 2025, the Panel of Judges
menjatuhkan putusan dengan amar rendered a ruling granting the
mengabulkan permohonan pencabutan Perkara application for withdrawal of Civil Case
Gugatan No. 28/Pdt.G/2025/PN Pwk. Bahwa No. 28/Pdt.G/2025/PN Pwk. As of
per 31 Desember 2025 perkara telah selesai. December 31, 2025, the case has been settled.
180
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
m. Gugatan Dr. Yoeswar m. Dr. Yoeswar’s Lawsuit
Dr. Yoeswar Darisan (Penggugat) menggugat Dr. Yoeswar Darisan (Plaintiff) sued the
Perusahaan (Tergugat) di Pengadilan Negeri Company (Defendant) in the Bogor District
Bogor untuk meminta ganti kerugian atas Court to claim compensation for the Defendant's
perbuatan Tergugat yang telah memasang act of installing a concrete fence on land owned
pagar beton pada tanah milik Penggugat by the Plaintiff based on the ownership
berdasarkan bukti kepemilikan SHM certificate SHM No. 792/Cimahpar with a land
No. 792/Cimahpar dengan luasan tanah area of 405 m².
405 m2.
Penggugat mendalilkan bahwa telah membeli The Plaintiff asserts that he purchased the land
tanah tersebut pada tahun 2004 dan in 2004, has since utilized it for plantation
memanfaatkan tanah tersebut untuk purposes, and has duly paid annual land taxes.
perkebunan serta melakukan pembayaran
pajak tahunan.
Untuk itu, Penggugat pada petitumnya Accordingly, in her statement of claim (petitum),
menuntut: the Plaintiff demands the Court to:
1. Menyatakan Penggugat sebagai pemilik 1. Declaring the Plaintiff as the lawful and
sah dan mengikat secara hukum atas tanah legally binding owner of a 405 m2 plot of land
seluas 405 m2 berdasarkan SHM based on SHM No. 792/Cimahpar in the
No. 792/Cimahpar atas nama Dokter name of Doctor Yoeswar Darisan;
Yoeswar Darisan;
2. Menghukum Tergugat mengganti kerugian 2. Order the Defendant to immediately and
secara tunai seketika / sekaligus kepada simultaneously pay compensation to the
Penggugat berupa: Plaintiff in the amount of:
i. Kerugian Materiil sebesar i. Material damages of Rp1,000,000,000
Rp1.000.000.000, (satu miliar Rupiah); (one billion Rupiah); and
dan
ii. Kerugian Immateriil sebesar ii. Immaterial damages of
Rp5.000.000.000, (lima miliar Rupiah). Rp5,000,000,000 (five billion Rupiah).
Sampai dengan tanggal 31 Desember 2025, As of December 31, 2025, the case remains
perkara masih dalam proses persidangan di under examination at the Bogor District Court.
Pengadilan Negeri Bogor.
n. Gugatan Sariyati Puspita Dewi, Dkk. n. Sariyati Puspita Dewi, Dkk.’s Lawsuit
Sariyati Puspita Dewi, Dahlia Yati Amelia, dan Sariyati Puspita Dewi, Dahlia Yati Amelia, and
Fitri Rahmawati (Ahli Waris a.n. Kodir, yang Fitri Rahmawati (the heirs of Kodir, who is
diklaim sebagai pemilik sah Tanah Obyek claimed as the lawful owner of the Disputed
Perkara) (“Penggugat”) menggugat: Land) (the “Plaintiffs”) filed a lawsuit against:
- Tergugat I: Siti Sriyati Mutiah - Defendant I: Siti Sriyati Mutiah
- Tergugat II: Fahmi Darmawansyah - Defendant II: Fahmi Darmawansyah
- Tergugat III: PT Pandu Wira Bumi - Defendant III: PT Pandu Wira Bumi
Sebagai Para Pihak yang memiliki klaim As the parties asserting ownership claims over
kepemilikan atas Tanah Obyek Perkara the Disputed Land (collectively, the
(“Tergugat”), dan Pihak Turut Tergugat yaitu: “Defendants”), and named the following parties
as Co-Defendants:
- Turut Tergugat I: Kepala Kantor Pertanahan - Co-Defendant I: Head of the Bekasi
Kabupaten Bekasi Cq. Panitia Pengadaan Regency Land Office c.q. the Land
Tanah (P2T) Jalan Tol Jakarta - Cikampek Acquisition Committee (P2T) for the
II Sisi Selatan Jakarta–Cikampek II South Side Toll Road
- Turut Tergugat II: Kementerian Pekerjaan - Co-Defendant II: Ministry of Public Works
Umum dan Penataan Ruang (PUPR) c.q. and Public Housing (PUPR) c.q. the Land
Pejabat Pembuat Komite Pengadaan Acquisition Commitment Making Officer for
Tanah Jalan Tol Japek II Sisi Selatan the Jakarta–Cikampek II South Side Toll
Road
181
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
45. KONTINJENSI (lanjutan) 45. CONTINGENCIES (continued)
n. Gugatan Sariyati Puspita Dewi, Dkk. n. Sariyati Puspita Dewi, Dkk.’s Lawsuit
(lanjutan) (continued)
- Turut Tergugat III: PT Jasa Marga (Persero) - Co-Defendant III: PT Jasa Marga (Persero)
Tbk Tbk
- Turut Tergugat IV: Kepala Desa Tamansari, - Co-Defendant IV: Head of Tamansari
Kecamatan Setu, Kabupaten Bekasi Village, Setu District, Bekasi Regency
- Turut Tergugat V: Kepala Desa Ciledug, - Co-Defendant V: Head of Ciledug Village,
Kecamatan Setu, Kabupaten Bekasi Setu District, Bekasi Regency
di hadapan Pengadilan Negeri Cikarang atas before the Cikarang District Court, in a civil
Perkara Gugatan Perbuatan Melawan Hukum action for Unlawful Act (Perbuatan Melawan
dengan No. Perkara 365/Pdt.G/2025/PN Ckr, di Hukum) registered under Case
mana PT Jasa Marga (Persero) Tbk No. 365/Pdt.G/2025/PN Ckr, in which PT Jasa
(“Perusahaan”) terlibat sebagai tergugat Marga (Persero) Tbk is involved as a
bersama (“Perusahaan”). co-defendant (“the Company”).
Para Penggugat merupakan ahli waris sah The Plaintiffs are the legitimate heirs of Kodir,
Kodir, pemegang Sertifikat Hak Milik the holder of the Freehold Title Certificate No.
No. 03031/Tamansari Tahun 1997 atas tanah 03031/Tamansari Year 1997 for a plot of land
seluas 3.660 m² di Desa Tamansari, Kecamatan measuring 3,660 m² in Tamansari Village, Setu
Setu, Kabupaten Bekasi. Status ahli waris Subdistrict, Bekasi Regency. The heir status is
dibuktikan dengan Surat Pernyataan Ahli Waris proven by the Heir Statement Letter of 2024 and
tahun 2024 serta Surat Keterangan Kepala the Certificates from the Heads of Tamansari
Desa Tamansari dan Desa Ciledug pada bulan Village and Ciledug Village in November 2025.
November 2025.
Sebagian tanah seluas 3.089 m² (bidang tanah A portion of the land measuring 3,089 m² (land
NIS 285, Desa Ciledug) terkena pengadaan parcel NIS 285, Ciledug Village) was affected by
tanah untuk Pembangunan Jalan Tol Jakarta– land acquisition for the development of the
Cikampek II Sisi Selatan. Karena terdapat klaim Jakarta–Cikampek II South Side Toll Road. Due
kepemilikan dari tiga pihak, PPK Pengadaan to competing ownership claims asserted by
Tanah menitipkan uang ganti kerugian sebesar three parties, the Land Acquisition Commitment
Rp1.025.429.990 ke Pengadilan Negeri Making Officer deposited compensation
Cikarang sebagai konsinyasi berdasarkan funds in the amount of Rp1,025,429,990
Penetapan No. 37/Pdt.PKons/2025/PN Ckr with the Cikarang District Court as a
tanggal 21 Oktober 2025. consignation, pursuant to Court Order
No. 37/Pdt.PKons/2025/PN Ckr dated 21
October 2025.
Para Penggugat dengan Tergugat I dan The Plaintiffs and Defendant I and Defendant II
Tergugat II telah menyelesaikan sengketa have resolved their dispute through a Deed of
melalui Akta Perdamaian No. 1 tanggal Settlement No. 1 dated 1 December 2025,
01 Desember 2025, yang mengakui tanah which acknowledges that land parcel NIS 285
NIS 285 seluas 3.089 m² sebagai milik Para with an area of 3,089 m² is lawfully owned by
Penggugat. Namun Para Tergugat lainnya tetap the Plaintiffs. However, the remaining
mengklaim tanpa alasan hak yang sah, Defendants continue to assert ownership claims
sehingga Para Penggugat mengajukan gugatan without valid legal basis. Accordingly, the
ke Pengadilan Negeri Cikarang untuk Plaintiffs filed the present action before the
penegasan hak, pengesahan akta perdamaian, Cikarang District Court seeking confirmation of
dan pernyataan perbuatan melawan hukum. title, judicial validation of the deed of settlement,
and a declaration that the Defendants’ actions
constitute an unlawful act.
Sampai dengan tanggal 31 Desember 2025, As of December 31, 2025, the case remains
perkara masih dalam proses persidangan di under examination at the Cikarang District
Pengadilan Negeri Cikarang. Court.
182
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
46. SEGMEN OPERASI 46. OPERATING SEGMENTS
Kelompok Usaha dikelola dan dikelompokkan dalam The Group is managed and categorized into
segmen usaha yang terdiri dari beberapa lini usaha; business segments consisting of several lines of
usaha jalan tol, pengoperasian jalan tol, business; toll road business, toll road operation, toll
pemeliharaan jalan tol, dan bisnis lainnya terkait road maintenance, and other toll road-related
jalan tol, sebagai berikut: businesses, as follows:
2025
Usaha Jalan Tol/ Tollroad Business
Pengoperasian/ Pemeliharaan/ Bisnis Terkait/ Eliminasi/ Konsolidasian/
Induk/ Anak/ Subtotal/
Operation Maintenance Related Business Elimination Consolidated
Parent Subsidiary Subtotal
Pendapatan/ Revenues
Pendapatan Tol dan Usaha Lainnya/ Toll and Other Operating Revenues 7.282.390 10.971.471 18.253.861 2.327.287 1.404.944 1.043.358 (3.218.226) 19.811.224
Pendapatan Konstruksi/ Construction Revenues - 10.079.023 10.079.023 - - - - 10.079.023
Pendapatan Entitas/ Total Revenues 7.282.390 21.050.494 28.332.884 2.327.287 1.404.944 1.043.358 (3.218.226) 29.890.247
Beban Pendapatan/ Cost of Revenues
Beban Tol dan Usaha Lainnya/ Toll and Other Operating Expense (3.171.757) (4.115.430) (7.287.187) (1.750.004) (1.005.254) (901.467) 2.861.795 (8.082.117)
Beban Konstruksi/ Construction Expenses - (10.021.420) (10.021.420) - - - - (10.021.420)
Laba Bruto/ Gross profit 4.110.633 6.913.644 11.024.277 577.283 399.690 141.891 (356.431) 11.786.710
Penghasilan Lain - lain/ Other Income 94.500 47.826 142.326 19.955 49.987 63.903 (25.230) 250.941
(Penghasilan) Keuangan / Financial Income 348.604 213.828 562.432 23.543 32.581 3.592 (325.507) 296.641
Beban Pajak atas Penghasilan Keuangan/
Tax Expense of Financial Income (4.275) (37.135) (41.410) (4.709) (6.516) (708) - (53.343)
Beban Umum dan Administrasi/
General and Administrative Expenses (1.782.087) (449.594) (2.231.681) (104.123) (152.931) (74.954) 81.353 (2.482.336)
Beban Lain - lain/ Other Expenses (5.340) (24.455) (29.795) (67.679) (7.633) (63.159) 16.111 (152.155)
Laba Usaha/ Profit on operations 2.762.035 6.664.114 9.426.149 444.270 315.178 70.565 (609.704) 9.646.458
Laba Rugi/ Profit and Loss
Biaya Keuangan/ Finance Charges (373.359) (3.548.171) (3.921.530) (8.616) (2.012) (3.711) 332.000 (3.603.869)
Bagian Laba-Rugi atas Entitas Asosiasi/
Net Equity on Associates 2.095.061 204.195 2.299.256 - - - (1.988.023) 311.233
Laba (Rugi) Sebelum Pajak Penghasilan/
Profit (Loss) Before Income Tax 4.483.737 3.320.138 7.803.875 435.654 313.166 66.854 (2.265.727) 6.353.822
Beban Pajak Penghasilan/ Income Tax (547.856) (853.199) (1.401.055) (127.515) (9.912) (8.336) - (1.546.818)
Laba Tahun Berjalan/ Income for the Year 3.935.881 2.466.939 6.402.820 308.139 303.254 58.518 (2.265.727) 4.807.004
Aset Segmen Dilaporkan/ Segment Assets 54.489.512 144.186.099 198.675.611 1.641.439 2.853.050 2.449.154 (45.623.970) 159.995.284
Liabilitas Segmen Dilaporkan/ Segment Liabilities 12.360.279 88.269.449 100.629.728 924.083 2.059.367 612.487 (6.592.098) 97.633.567
2024
Usaha Jalan Tol/ Tollroad Business Pengoperasian/ Pemeliharaan/ Bisnis Terkait/ Eliminasi/ Konsolidasian/
Induk/ Anak/ Subtotal/
Operation Maintenance Related Business Elimination Consolidated
Parent Subsidiary Subtotal
Pendapatan/ Revenues
Pendapatan Tol dan Usaha Lainnya/ Toll and Other Operating Revenues 7.202.723 10.139.102 17.341.825 2.142.978 1.014.748 957.674 (2.723.081) 18.734.144
Pendapatan Konstruksi/ Construction Revenues - 13.021.772 13.021.772 - - - - 13.021.772
Pendapatan Entitas/ Total Revenues 7.202.723 23.160.874 30.363.597 2.142.978 1.014.748 957.674 (2.723.081) 31.755.916
Beban Pendapatan/ Cost of Revenues
Beban Tol dan Usaha Lainnya/ Toll and Other Operating Expense (3.008.941) (3.698.942) (6.707.883) (1.670.004) (690.377) (850.978) 2.424.105 (7.495.137)
Beban Konstruksi/ Construction Expenses - (12.949.812) (12.949.812) - - - - (12.949.812)
Laba Bruto/ Gross profit 4.193.782 6.512.120 10.705.902 472.974 324.371 106.696 (298.976) 11.310.967
Penghasilan Lain - lain/ Other Income 36.852 153.760 190.612 39.427 41.897 633 (11.622) 260.947
(Penghasilan) Keuangan / Financial Income 314.497 161.603 476.100 26.310 22.459 9.373 (266.595) 267.647
Beban Pajak atas Penghasilan Keuangan/
Tax Expense of Financial Income (9.160) (26.981) (36.141) (5.262) (4.492) (1.864) - (47.759)
Beban Umum dan Administrasi/
General and Administrative Expenses (1.674.779) (429.182) (2.103.961) (102.623) (130.053) (79.357) 81.579 (2.334.415)
Beban Lain - lain/ Other Expenses (54.801) (31.644) (86.445) (70.652) (9.781) (11.818) 10.410 (168.286)
Kerugian dari Nilai Wajar Investasi Jangka Pendek/
Loss on Fair Value of Short-term Investments - (144.002) (144.002) - - - - (144.002)
Keuntungan dari Nilai Wajar Kombinasi Bisnis Bertahap/
Gain from Fair Value of Stepwise Business Combination - 185.457 185.457 - - - 950 186.407
Keuntungan Pembelian dengan Diskon/
Gain on bargain purchase - 176.271 176.271 - - - - 176.271
Laba Usaha/ Profit on operations 2.806.391 6.557.402 9.363.793 360.174 244.401 23.663 (484.254) 9.507.777
Laba Rugi/ Profit and Loss
Biaya Keuangan/ Finance Charges (881.861) (3.405.168) (4.287.029) (5.901) (1.420) (3.137) 271.150 (4.026.337)
Bagian Laba-Rugi atas Entitas Asosiasi/
Net Equity on Associates 3.281.846 184.470 3.466.316 - - - (3.184.471) 281.845
Laba (Rugi) Sebelum Pajak Penghasilan/
Profit (Loss) Before Income Tax 5.206.376 3.336.704 8.543.080 354.273 242.981 20.526 (3.397.575) 5.763.285
Beban Pajak Penghasilan/ Income Tax (461.265) 414.436 (46.829) (98.160) (9.852) (2.740) (69) (157.650)
Laba Tahun Berjalan/ Income for the Year 4.745.111 3.751.140 8.496.251 256.113 233.129 17.786 (3.397.644) 5.605.635
Aset Segmen Dilaporkan/ Segment Assets 49.802.516 133.220.223 183.022.739 1.565.081 2.336.181 2.411.058 (40.618.539) 148.716.520
Liabilitas Segmen Dilaporkan/ Segment Liabilities 10.155.418 82.120.769 92.276.187 854.469 1.634.297 632.439 (5.514.113) 89.883.279
47. MANAJEMEN RISIKO KEUANGAN 47. FINANCIAL RISK MANAGEMENT
Bisnis Kelompok Usaha mencakup aktivitas The business of the Group includes risks - taking
pengambilan risiko dengan sasaran tertentu dengan activities with certain target by professional
pengelolaan yang profesional. Fungsi utama dari management. The main function of the risk
manajemen risiko Kelompok Usaha adalah untuk management of the Group is to identify all key risks,
mengidentifikasi seluruh risiko kunci, mengukur to measure these risks and manage risk positions.
risiko-risiko ini dan mengelola posisi risiko.
183
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
47. MANAJEMEN RISIKO KEUANGAN (lanjutan) 47. FINANCIAL RISK MANAGEMENT (continued)
Kelompok Usaha mendefinisikan risiko keuangan The Group defines financial risk as the possibility of
sebagai kemungkinan kerugian atau laba yang loss or lost profit, caused by internal factors as well
hilang, yang disebabkan oleh faktor internal maupun as external factors that may potentially have
faktor eksternal yang berpotensi negatif terhadap negative impact on achievement of The Group
pencapaian tujuan Kelompok Usaha. goals.
Tujuan Kelompok Usaha dalam mengelola risiko The purpose of the Group in managing financial
keuangan adalah untuk mencapai keseimbangan risks is to achieve an appropriate balance between
yang sesuai antara risiko dan tingkat pengembalian risks and returns and minimize potential adverse
serta meminimalisasi potensi efek memburuknya effects of the financial performance of the Group.
kinerja keuangan Kelompok Usaha.
Risiko keuangan utama yang dihadapi Kelompok The main financial risks of the Group are credit risk,
Usaha adalah risiko kredit, suku bunga, likuiditas, interest rate risk, liquidity risk, foreign currency
nilai tukar mata uang asing dan kondisi ekonomi dan exchange rates and, social - economic and political
sosial politik. Perhatian atas pengelolaan risiko ini conditions. Attention to this risk management has
telah meningkat secara signifikan dengan increased significantly by considering changes and
mempertimbangkan perubahan dan volatilitas pasar financial market volatility in Indonesia and
keuangan di Indonesia dan internasional. internationally.
a. Risiko Kredit a. Credit Risk
Risiko kredit adalah risiko dimana salah satu Credit risk is the risk that one party of a financial
pihak dari instrumen keuangan akan gagal instrument will fail to met its obligations and
memenuhi kewajibannya dan menyebabkan cause the other party to suffer financial losses.
pihak lain mengalami kerugian keuangan.
Instrumen keuangan Kelompok Usaha yang The Group’s financial instruments that have the
mempunyai potensi atas risiko kredit terdiri dari potential for credit risk consist of cash and cash
kas dan setara kas, piutang lain dan investasi equivalents, other receivables and certain
tertentu. Jumlah eksposur risiko kredit investments. Total maximum credit risk
maksimum sama dengan nilai tercatat atas exposure equal to the carrying value of these
akun-akun tersebut. accounts.
2025
0 - 1 Tahun/ > 1 Tahun/ Nilai Tercatat/
Year 0 - 1 > 1 Years Carrying Amount
Kas dan Setara Kas 6.750.913 - 6.750.913 Cash and cash equivalents
Piutang Lain-lain Other Receivables
Lancar - Bersih Current - Net
Pihak Berelasi 542.175 - 542.175 Related Parties
Pihak Ketiga 856.065 - 856.065 Third Parties
Tidak Lancar Non-Current
Pihak Berelasi - 341.071 341.071 Related Parties
Investasi Jangka Pendek 24.458 - 24.458 Short-term Investments
Aset Keuangan Lainnya - 246.587 246.587 Other financial assets
Dana Dibatasi Penggunaannya 518.346 401.671 920.017 Restricted funds
Total 8.691.957 989.329 9.681.286 Total
2024
0 - 1 Tahun/ > 1 Tahun/ Nilai Tercatat/
Year 0 - 1 > 1 Years Carrying Amount
Kas dan Setara Kas 5.123.252 - 5.123.252 Cash and cash equivalents
Piutang Lain-lain Other Receivables
Lancar - Bersih Current - Net
Pihak Berelasi 350.154 - 350.154 Related Parties
Pihak Ketiga 820.213 - 820.213 Third Parties
Tidak Lancar Non-Current
Pihak Berelasi - 312.946 312.946 Related Parties
Investasi jangka pendek 22.791 - 22.791 Short-term investments
Aset Keuangan Lainnya - 259.846 259.846 Other financial assets
Dana Dibatasi Penggunaannya 487.735 232.738 720.473 Restricted funds
Total 6.804.145 805.530 7.609.675 Total
184
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
47. MANAJEMEN RISIKO KEUANGAN (lanjutan) 47. FINANCIAL RISK MANAGEMENT (continued)
b. Risiko Mata Uang b. Currency Risk
Risiko mata uang adalah risiko fluktuasi nilai Currency risk is the risk of fluctuations in the
instrumen keuangan yang disebabkan value of financial instruments due to changes in
perubahan nilai tukar mata uang asing. foreign currency exchange rates.
Pendapatan, pendanaan dan sebagian besar Revenue, funding and most of the operating
biaya operasi dari Kelompok Usaha dilakukan costs of the Group are made in the Rupiah
dalam mata uang Rupiah oleh karena itu currency and therefore the Group do not have
Kelompok Usaha tidak memiliki eksposur yang significant exposure to fluctuations in foreign
signifikan terhadap fluktuasi nilai tukar mata currency exchange rates.
uang asing.
c. Risiko Likuiditas c. Liquidity Risk
Risiko likuiditas adalah risiko dimana Kelompok Liquidity risk is the risk in which the Group will
Usaha akan mengalami kesulitan dalam rangka experience difficulties in acquiring funds to
memperoleh dana untuk memenuhi meet commitments associated with financial
komitmennya terkait instrumen keuangan. instruments.
Kelompok Usaha mengelola risiko likuiditas The Group manages liquidity risk by
dengan mempertahankan kas dan setara kas maintaining sufficient cash and cash
yang mencukupi untuk memungkinkan equivalents to enable the Group to met its
Kelompok Usaha dalam memenuhi komitmen commitment to the normal operation of the
Kelompok Usaha untuk operasi normal Group. In addition, the Group also controls its
Kelompok Usaha. Selain itu, Kelompok Usaha cash flow projections and actual cash flow and
juga melakukan pengawasan proyeksi dan arus continuously monitors the maturity dates of
kas aktual secara terus menerus serta financial assets and liabilities.
pengawasan tanggal jatuh tempo aset dan
kewajiban keuangan.
2025
Lebih Dari 1 Tahun
dan Kurang Dari 5
Kurang Dari 1 Tahun/More
Tahun/Less Than 1 Year and Lebih Dari 5 Tahun/ Total/
Than 1 Year Less Than 5 Years More Than 5 Years Total
Liabilitas Keuangan Financial Liabilities
Utang Usaha 71.936 - - 71.936 Accounts Payable
Utang Kontraktor 402.940 1.375.330 - 1.778.270 Contractors Payable
Beban Akrual 9.367.488 712.202 - 10.079.690 Accrued Expenses
Liabilitas Keuangan Lainnya 1.064.745 - - 1.064.745 Other Financial Liabilities
Utang Bank Jangka Pendek 57.559 - - 57.559 Short Term Bank Loan
Utang Bank Jangka Panjang 3.622.723 20.062.995 48.737.873 72.423.591 Long Term Bank Loan
Liabilitas Pembebasan Tanah - - 108.292 108.292 Land Acquisition Liabilities
Liabilitas Sewa 87.593 101.997 - 189.590 Lease Liability
Utang Obligasi - 90.050 2.446.012 2.536.062 Bonds Payable
Total 14.674.984 22.342.574 51.292.177 88.309.735 Total
2024
Lebih Dari 1 Tahun
dan Kurang Dari 5
Kurang Dari 1 Tahun/More
Tahun/Less Than 1 Year and Lebih Dari 5 Tahun/ Total/
Than 1 Year Less Than 5 Years More Than 5 Years Total
Liabilitas Keuangan Financial Liabilities
Utang Usaha 151.278 - - 151.278 Accounts Payable
Utang Kontraktor 494.361 967.428 - 1.461.789 Contractors Payable
Beban Akrual 11.403.302 700.629 - 12.103.931 Accrued Expenses
Liabilitas Keuangan Lainnya 968.023 - - 968.023 Other Financial Liabilities
Utang Bank Jangka Pendek 630.868 - - 630.868 Short Term Bank Loan
Utang Bank Jangka Panjang 4.882.857 16.940.313 40.238.103 62.061.273 Long Term Bank Loan
Utang Lembaga Keuangan Long Term Non-Bank
Bukan Bank Jangka Panjang - 272.000 - 272.000 Financial Institutions Loan
Liabilitas Pembebasan Tanah - - 109.008 109.008 Land Acquisition Liabilities
Liabilitas Sewa 64.199 59.819 - 124.018 Lease Liability
Utang Obligasi 286.000 376.050 1.162.111 1.824.161 Bonds Payable
Total 18.880.888 19.316.239 41.509.222 79.706.349 Total
185
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
47. MANAJEMEN RISIKO KEUANGAN (lanjutan) 47. FINANCIAL RISK MANAGEMENT (continued)
d. Risiko Suku Bunga d. Interest Rate Risk
Risiko bunga atas arus kas adalah risiko Interest on the cash flow risk is the risk that
dimana arus kas masa datang suatu instrumen future cash flows of a financial instrument will
keuangan akan berfluktuasi akibat perubahan fluctuate due to changes in market interest
suku bunga pasar. rates.
Eksposur terhadap suku bunga Kelompok The Group's exposure to interest rate is
Usaha terus diawasi dengan melakukan monitored continuously by analyzing financial
analisis terhadap liabilitas keuangan yang liabilities’s. For the year ended
dimiliki. Pada tahun yang berakhir December 31, 2025 and 2024, Group has
31 Desember 2025 dan 2024, Kelompok Usaha outstanding financial liabilities amounting to
memiliki liabilitas keuangan sebesar Rp49,462,662 and Rp29,095,034 which are
Rp49.462.662 dan Rp29.095.034 yang borne floating interest rate.
dikenakan suku bunga mengambang.
Pada 31 Desember 2025, jika suku bunga atas On December 31, 2025, if the interest rate on
liabilitas keuangan dengan suku bunga financial liabilities with floating rates
mengambang meningkat/menurun sebesar increases/decreases by 1 basis point,
1 basis poin, dengan asumsi variabel lain assuming other variables remain constant, the
konstan, maka laba sebelum pajak dan ekuitas profit before tax and equity will
akan meningkat/menurun sebesar Rp3.455. increase/decrease by Rp3,455.
Nilai wajar aset dan liabilitas keuangan The fair value of financial assets and financial
diestimasi untuk keperluan pengakuan dan liabilities must be estimated for recognition and
pengukuran atau untuk keperluan measurement or for disclosure purposes. The
pengungkapan. Aset dan liabilitas keuangan Group’s financial assets and liabilities that are
Kelompok Usaha yang diukur dan diakui pada measured and recognized at fair value are
nilai wajar adalah piutang dan utang derivatif. derivative receivables and payables.
Nilai wajar untuk instrumen keuangan yang The fair value of financial instruments traded in
diperdagangkan di pasar aktif ditentukan active markets is based on quoted market
berdasarkan kuotasi nilai pasar pada tanggal prices at the reporting date. The quoted market
pelaporan. Kuotasi nilai pasar yang digunakan price used for financial assets held by the
Kelompok Usaha untuk aset keuangan adalah Group is the current bid price, for financial
harga penawaran (bid price), sedangkan untuk liabilities is the current ask price.
liabilitas keuangan adalah harga permintaan
(ask price).
e. Nilai Wajar e. Fair Value
Nilai wajar instrumen keuangan yang tidak The fair value of financial instruments that are
diperdagangkan di pasar aktif ditentukan not traded in an active market is determined
dengan menggunakan teknik penilaian tertentu. using valuation techniques. These valuation
Teknik tersebut menggunakan data pasar yang techniques maximize the use of observable
dapat diobservasi sepanjang tersedia, dan market data where it is available and rely as
seminimal mungkin mengacu pada estimasi, little as possible on estimates, if all significant
apabila seluruh input signifikan atas nilai wajar inputs required to fair value an instrument are
dapat diobservasi. observable.
Jika satu atau lebih input yang signifikan tidak If one or more of the significant inputs is not
berdasarkan data pasar yang diobservasi, based on observable market data, specific
teknik penilaian tertentu digunakan untuk valuation techniques are used to value financial
menentukan instrumen keuangan mencakup: instrument include:
i. Penggunaan harga yang diperoleh dari i. The use of quoted market prices or dealer
bursa atau pedagang efek untuk instrumen quotes for similar instruments and;
sejenis dan;
ii. Teknik lain seperti analisis arus kas yang ii. Other techniques such as discounted cash
didiskonto digunakan untuk menentukan flows analysis are used to determine fair
nilai wajar instrumen keuangan lainnya. value for the remaining financial
instruments.
186
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
47. MANAJEMEN RISIKO KEUANGAN (lanjutan) 47. FINANCIAL RISK MANAGEMENT (continued)
e. Nilai Wajar (lanjutan) e. Fair Value (continued)
Tabel berikut menyajikan aset keuangan The following table presents the Group's
Kelompok Usaha yang diukur sebesar nilai financial assets as measured at fair value as of
wajar pada 31 Desember 2025: December 31, 2025:
2025
Tingkat 1/ Tingkat 2/ Tingkat 3/ Total/
Level 1 Level 2 Level 3 Total
Aset Assets
Aset keuangan yang diukur Financial assets at
melalui nilai wajar melalui fair value through other
penghasilan komprehensif lain comprehensive income
Investasi jangka pendek 24.458 - - 24.458 Short-term investments
Aset keuangan lainnya - - 246.587 246.587 Other financial assets
Total Aset 24.458 - 246.587 271.045 Total Assets
f. Manajemen Permodalan f. Capital Management
Tujuan dari Kelompok Usaha dalam mengelola The purpose of Group in managing capital is to
permodalan adalah untuk melindungi protect the ability of the Group to sustain its
kemampuan Kelompok Usaha dalam business continuity, so that the entity can
mempertahankan kelangsungan usaha, sehingga continue to provide returns to shareholders and
entitas dapat tetap memberikan hasil bagi benefits to other stakeholders, and to provide
pemegang saham dan manfaat bagi pemangku adequate returns to shareholders by setting
kepentingan lainnya, dan untuk memberikan prices for products and services that
imbal hasil yang memadai kepada pemegang correspond to the level of risk.
saham dengan menentukan harga produk dan
jasa yang sepadan dengan tingkat risiko.
Kelompok Usaha memonitor modal dengan The Group monitors capital on the basis of the
dasar rasio utang terhadap modal yang ratio of adjusted debt to capital. This ratio is
disesuaikan. Rasio ini dihitung sebagai berikut: calculated as follows: net debt divided by
utang neto dibagi modal yang disesuaikan. adjusted capital. Net debt is total debt (as the
Utang neto merupakan total utang amount in the statement of financial position)
(sebagaimana jumlah dalam laporan posisi less cash and cash equivalents. Adjusted
keuangan) dikurangi kas dan setara kas. Modal capital comprises all components of equity
yang disesuaikan terdiri dari seluruh komponen (including capital stock).
ekuitas (meliputi modal saham).
Kelompok Usaha menetapkan rasio modal The Group set capital ratios proportion to the
sesuai proporsi terhadap risiko. Kelompok risk. The Group manages its capital structure
Usaha mengelola struktur modal dan membuat and makes adjustments taking into account
penyesuaian dengan memperhatikan changes in economic conditions and risk
perubahan kondisi ekonomi dan karakteristik characteristics of the underlying asset.
risiko aset yang mendasari.
Selama tahun 31 Desember 2025 dan 2024, During the year of December 31, 2025 and
strategi Kelompok Usaha tidak berubah yaitu 2024, the Group’s strategy has not changed,
mempertahankan rasio utang terhadap ekuitas namely, to maintain the debt to equity ratio at
sebesar maksimum 5:1. Rasio utang terhadap maximum 5:1. The ratio of debt to equity are as
ekuitas adalah sebagai berikut: follows:
2025 2024
Liabilitas Jangka Pendek 15.995.855 21.566.219 Short-term Liabilities
Liabiltas Jangka Panjang 81.637.713 68.317.060 Long-term Liabilities
Total Liabilitas 97.633.568 89.883.279 Total Liabilities
Dikurangi: Kas dan Setara Kas (6.750.913) (5.123.252) Less: Cash and cash equivalents
Liabilitas - Bersih 90.882.655 84.760.027 Liablilities - Net
Total Ekuitas 62.361.717 58.833.241 Total Equity
Rasio Utang terhadap Ekuitas 1,5 : 1 1,4 : 1 Debt to Equity Ratio
187
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
48. TRANSAKSI YANG TIDAK MEMENGARUHI 48. NON-CASH TRANSACTIONS AND
ARUS KAS DAN REKONSILIASI YANG TIMBUL RECONCILIATION OF LIABILITIES ARISING
DARI AKTIVITAS PENDANAAN FROM FINANCING ACTIVITIES
Informasi tambahan atas laporan arus kas terkait Supplemental cash flows information related to non-
aktivitas investasi non-kas dan pendanaan adalah cash investing and financing activities is as follows:
sebagai berikut:
2025 2024
Penambahan Aset Takberwujud - Hak Pengusahaan Addition of Intangible Assets - Toll Road Concession
Jalan Tol Melalui Beban Akrual (756.762) 2.656.700 Rights Through Accrued Expense
Penambahan Aset Takberwujud - Lainnya Addition of Intangible Assets - Others
Melalui Beban Akrual 6.617 - Through Accrued Expense
Penambahan Aset Tetap - Aset Hak Guna Addition Fixed Asset - Right of Use Assets
Melalui Liabilitas Sewa 180.844 57.552 Through Lease Liabilities
Keuntungan (Kerugian) Belum Direalisasi dari Unrealized Gain (Losses)
Investasi Jangka Pendek 1.667 (239.553) of Short-Term Investments
Pembagian Dividen kepada Dividend Distribution to
Kepentingan Nonpengendali yang masih terutang (175.000) (633.477) Non-controlling Interests that is still Payable
Pengurangan Investasi Jangka Pendek Deduction in Short-term Investment
Akibat Konsolidasi - (1.753.224) due to Consolidation
Penambahan Investasi Asosiasi dan Ventura Addition of Association and Joint Venture Investments
Bersama melalui Inbreng Biaya Prakarsa (41.597) (13.343) through Contribution of Initiative Costs
Penambahan Investasi Entitas Asosiasi dan Increase in Investment in Associates and
Ventura Bersama akibat Akuisisi - 127.078 Joint Venture due to Acquisition
Berikut adalah rekonsiliasi liabilitas yang timbul dari Reconciliation of liabilities arising from financial
aktivitas pendanaan: activities is as follow:
1 Januari 2025/ Arus Kas/ Lainnya/ 31 Desember 2025/
January 1, 2025 Cash Flows Others December 31, 2025
Utang Bank 62.692.141 9.763.547 25.462 72.481.150 Bank Loans
Utang Lembaga Keuangan Non-Bank Financial
Bukan Bank 272.000 (272.000) - - Institutions Loan
Utang Obligasi 1.824.161 714.000 (2.099) 2.536.062 Bonds Payable
Liabilitas Pembebasan Tanah 109.008 (716) - 108.292 Land Acquisition Liabilites
Liabilitas Sewa 124.018 (114.610) 180.182 189.590 Lease Liability
Total Liabilitas dari Total Liabilities from
Aktivitas Pendanaan 65.021.328 10.090.221 203.545 75.315.094 Financing Activities
1 Januari 2024/ Arus Kas/ Lainnya/ 31 Desember 2024/
January 1, 2024 Cash Flows Others December 31 2024/
Utang Bank 69.022.055 (6.754.041) 424.127 62.692.141 Bank Loans
Utang Lembaga Keuangan Non-Bank Financial
Bukan Bank 1.108.102 (836.102) - 272.000 Institutions Loan
Utang Obligasi 897.353 932.350 (5.542) 1.824.161 Bonds Payable
Liabilitas Pembebasan Tanah 1.549.910 (898.942) (541.960) 109.008 Land Acquisition Liabilites
Liabilitas Sewa 132.749 (75.815) 67.084 124.018 Lease Liability
Total Liabilitas dari Total Liabilities from
Aktivitas Pendanaan 72.710.169 (7.632.550) (56.291) 65.021.328 Financing Activities
Pada 31 Desember 2025, kolom “Lainnya” merupakan On December 31, 2025, the “Others” column
penambahan pokok pinjaman Kredit Investasi Interest represents the principal addition of the Investment
During Construction (IDC), biaya transaksi pinjaman Credit Interest During Construction (IDC) loan,
neto yang belum diamortisasi, penambahan liabilitas unamortized net loan transaction costs, addition of
sewa, dan bunga atas liabilitas sewa. lease liabilites, and interest on lease liabilities.
Pada akhir tahun 31 Desember 2024, kolom “Lainnya” At the end of December 31, 2024, the “Others”
merupakan pengakuan liabilitas keuangan akibat column represents the recognition of financial
konsolidasi JPT penambahan pokok pinjaman Kredit liabilities due to the consolidation of JPT, the
Investasi Interest During Construction (IDC), biaya addition of principal on Investment Credit loans
transaksi pinjaman neto yang belum diamortisasi dan Interest During Construction (IDC), unamortized net
bunga atas liabilitas sewa. loan transaction costs and interest on lease
liabilities.
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
49. STANDAR BARU DAN AMENDEMEN ATAS 49. NEW ACCOUNTING STANDARD AND
STANDAR YANG TELAH DISAHKAN NAMUN AMENDMENT TO STANDARDS WHICH HAS
BELUM BERLAKU EFEKTIF BEEN ISSUED BUT NOT YET EFFECTIVE
Amendemen, revisi dan penyesuaian tahunan atas Amendments, revised and annual improvements to
standar yang berlaku efektif untuk periode yang standards which are effective for periods beginning
dimulai pada atau setelah 1 Januari 2026, dengan on or after January 1, 2026, with early adoption are
penerapan dini diperkenankan yaitu: as follows:
• Amendemen PSAK 109 “Instrumen Keuangan” • Amendments PSAK 109 and PSAK 107
dan PSAK 107 ”Instrumen Keuangan: “Classification and Measurement of Financial
Pengungkapan tentang Klasifikasi dan Instruments”;
Pengukuran Instrumen Keuangan”;
• Penyesuaian Tahunan PSAK 107, PSAK 109, • Annual Improvements on PSAK 107, PSAK
PSAK 110, dan PSAK 207; dan 109, PSAK 110, dan PSAK 207; and
• Revisi PSAK 338 “Kombinasi Bisnis Entitas • Revised PSAK 338 ”Business Combination of
Sepengendali terkait ruang lingkup dan Entity Under Common Control regarding the
penerapan metode penyatuan kepemilikan”. scope and application of the method of
pooling of interest”.
Standar baru, revisi dan amandemen serta New, revised and amendment of standards and
interpretasi atas standar yang berlaku efektif untuk interpretation of standard which are effective for
periode yang dimulai pada atau setelah periods beginning on or after January 1, 2027, with
1 Januari 2027, dengan penerapan dini early adoption permitted, are as follows:
diperkenankan yaitu:
• PSAK 118 “Penyajian dan Pengungkapan • PSAK 118 “Presentation and Disclosure in
dalam Laporan Keuangan”; Financial Statements”;
• PSAK 119 “Entitas Anak tanpa Akuntabilitas • PSAK 119 “Subsidiaries without Public
Publik: Pengungkapan”; Accountability: Disclosures”;
• Amandemen PSAK 119 “Entitas Anak tanpa • Amendment PSAK 119 “Subsidiaries without
Akuntabilitas Publik: Pengungkapan”; Public Accountability: Disclosures”;
• Revisi PSAK 401 “Penyajian dan • Revised PSAK 401 “Presentation and
Pengungkapan dalam Laporan Keuangan Disclosure in Sharia Financial Statements”;
Syariah”;
• ISAK 403 “Komponen Laporan Keuangan • ISAK 403 “Components of Financial Reports
Entitas Syariah Yang Menerapkan SAK of Sharia Entities That Apply Indonesian SAK
Indonesia Untuk Entitas Privat dan SAK for Private Entities and Indonesian SAK for
Indonesia Untuk Entitas Mikro, Kecil, dan Micro, Small, and Medium Entities”;
Menengah”;
• PSAK 413 “Penurunan Nilai”; dan • PSAK 413 “Impairment”; and
• PSAK 414 “Penurunan Nilai Aset Keuangan • PSAK 414 “Impairment of Sharia Financial
Syariah bagi Entitas yang Menerapkan SAK Assets for Entities Implementing Indonesian
Indonesia untuk Entitas Privat (SAK EP)”. SAK for Private Entities
(SAK EP)”.
Implementasi amendemen standar tersebut tidak The implementation of the above amendment to
memiliki dampak yang material terhadap jumlah standards had no material on the amounts
yang dilaporkan di periode berjalan atau tahun reported for the current period or prior financial
sebelumnya. year.
50. INFORMASI KEUANGAN TAMBAHAN 50. SUPPLEMENTARY FINANCIAL INFORMATION
Kontribusi Pajak Tax Contribution
Informasi keuangan tambahan menyajikan informasi Additional financial information presents information
terkait kontribusi Perusahaan dan Entitas Anak related to the contributions of the Company and its
kepada Pemerintah Indonesia sesuai dengan Surat Subsidiaries to the Government of Indonesia in
Edaran Kementerian Badan Usaha Milik Negara accordance with the Circular Letter of the Ministry of
Republik Indonesia No. S-32/DKU.MBU/08/2024 State-Owned Enterprises of the Republic of
(tidak diaudit), dengan rincian sebagai berikut: Indonesia No. S-32/DKU.MBU/08/2024 (unaudited),
with details as follows:
189
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
50. INFORMASI KEUANGAN TAMBAHAN (lanjutan) 50. SUPPLEMENTARY FINANCIAL INFORMATION
(continued)
Kontribusi Pajak (lanjutan) Tax Contribution (continued)
2025 2024
Perusahaan The Company
Pajak Tax
Pajak Penghasilan (PPh) 2.135.117 1.231.034 Income Tax
Pajak Pertambahan Nilai (PPN) & Pajak Penjualan Value added Tax & Luxury-goods
atas Barang Mewah (PPnBM) 250.332 359.930
Sales Tax
Pajak Daerah dan Retribusi Daerah (PDRD) 472.214 436.887 Regional Tax
Total Kontribusi Pajak 2.857.663 2.027.851 Total Tax Contribution
Penerimaan Negara Bukan Pajak (PNBP) Non-tax State Revenue
Dividen - 192.366 Dividend
PNBP Lainnya - 64 Other Non-tax State Revenue
Total Kontribusi PNBP - 192.430 Total Non-tax State Revenue
Total Kontribusi Kepada Negara 2.857.663 2.220.281 Total Contribution to the State
Entitas Anak Subsidiaries
Pajak Tax
Pajak Penghasilan (PPh) 1.009.192 822.262 Income Tax
Pajak Pertambahan Nilai (PPN) & Pajak Penjualan Value added Tax & Luxury-goods
atas Barang Mewah (PPnBM) 48.105 192.091 Sales Tax
Pajak Daerah dan Retribusi Daerah (PDRD) 242.310 217.722 Regional Tax
Total Kontribusi Pajak 1.299.607 1.232.075 Total Tax Contribution
Total Kontribusi Kepada Negara 1.299.607 1.232.075 Total Contribution to the State
Total Kontribusi Kepada Negara (Konsolidasian) 4.157.270 3.452.356 Total Contribution to the State (Consolidated)
Kontribusi pajak terhadap negara atas Penerimaan Tax Contribution to the state for Non-tax State
Negara Bukan Pajak (PNBP) berupa dividen Revenue in the form of dividends amounting to
sebesar Rp156,23 (dalam rupiah penuh). Rp156.23 (expressed in full amount of rupiah)
51. KOMBINASI BISNIS ENTITAS SEPENGENDALI 51. BUSINESS COMBINATION OF ENTITIES
UNDER COMMON CONTROL
Pada tanggal 1 September 2025, Perusahaan On September 1, 2025, the Company acquired
memperoleh pengendalian atas JMJ berdasarkan control over JMJ based on an addendum to the
adendum Perjanjian Para Pemegang Saham (SHA) JMJ Shareholders' Agreement (SHA) (Notes 1.f
JMJ (Catatan 1.f dan 3), yang mengakibatkan and 3), resulting in changes in decision-making
perubahan hak pengambilan keputusan dan struktur rights and control structure. The acquisition of
pengendalian. Perolehan pengendalian yang control resulted in the Company obtaining control
mengakibatkan Perusahaan memperoleh over JMJ on September 1, 2025. Consequently,
pengendalian atas JMJ pada tanggal JMJ has been consolidated into the Group's
1 September 2025. Sehingga, JMJ dikonsolidasikan financial statements from that date.
ke laporan keuangan Kelompok Usaha sejak saat itu.
Mengingat transaksi tersebut terjadi antar entitas Considering that the transaction occurred between
yang berada dalam satu pengendalian yang sama, entities under the same control, the change in
perubahan status dari ventura bersama menjadi status from a joint venture to a subsidiary is treated
entitas anak diperlakukan sebagai kombinasi bisnis as a business combination of entities under
entitas sepengendali sesuai dengan PSAK 338 common control in accordance with PSAK 338
"Kombinasi Bisnis Entitas Sepengendali", sehingga "Business Combinations of Entities Under
transaksi tersebut dicatat dengan menggunakan Common Control," and therefore the transaction is
metode penyatuan kepemilikan (pooling of interests). recorded using the pooling of interests method.
Aset dan liabilitas yang diperoleh diakui sebesar nilai The acquired assets and liabilities are recognized
tercatatnya pada tanggal terjadinya transaksi. Jumlah at their carrying amounts as of the transaction date.
selisih yang timbul antara biaya perolehan (nilai The difference arising between the acquisition cost
setoran modal) dan bagian proporsional atas nilai (capital contribution value) and the proportional
tercatat aset neto diakui sebagai "Selisih Nilai share of the carrying amounts of the net assets is
Kombinasi Bisnis Entitas Sepengendali" dan recognized as "Difference in Business
disajikan sebagai bagian "Tambahan Modal Disetor" Combination of Entities Under Common Control"
di bagian ekuitas pada laporan posisi keuangan and presented as part of "Additional Paid-in
konsolidasian. Capital" within equity in the consolidated statement
of financial position.
190
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
51. KOMBINASI BISNIS ENTITAS SEPENGENDALI 51. BUSINESS COMBINATION OF ENTITIES
(lanjutan) UNDER COMMON CONTROL (continued)
Berikut adalah dampak dari transaksi kombinasi The following are the impacts of business
bisnis entitas sepengendali: combination transactions of entities under common
control:
1 September 2025/
September 1, 2025
Nilai tercatat atas JMJ sebelum pengendalian 1.489.109 The carrying value of JMJ before time of control
Nilai tercatat atas JMJ pada saat pengendalian (1.489.109) The carrying value of JMJ at the time of control
Tambahan Modal Disetor - Additional Paid-In Capital
Berikut nilai tercatat aset bersih JMJ pada saat The following represents the carrying amount of
pengendalian diperoleh: JMJ’s net assets at the date control was obtained:
1 September 2025/
September 1, 2025
Aset lancar 283.835 Current asset
Aset tidak lancar 10.085.453 Non-current asset
Liabilitas jangka pendek (947.719) Current liabilities
Liabilitas jangka panjang (6.433.512) Non-current liabilities
Total aset bersih 2.988.057 Total net assets
Kepentingan nonpengendali (1.498.948) Non-controlling interest
Total aset bersih yang dapat Total equity atributable to owners
diatribusikan kepada Pemilik Induk 1.489.109 of the Parent Entity
Sehubungan dengan penerapan metode penyatuan In relation to the implementation of the ownership
kepemilikan, laporan keuangan konsolidasian unification method, the consolidated financial
disajikan kembali seolah-olah kombinasi bisnis telah statements have been restated as if the business
terjadi sejak awal periode entitas-entitas yang terlibat combination had occurred from the beginning of
berada dalam pengendalian yang sama sejak tanggal the period, with the entities involved being under
pendirian. Oleh karena itu, informasi komparatif untuk common control since their inception. Therefore,
tahun yang berakhir pada tanggal 31 Desember 2024 comparative information for the years ended
dan 2023 telah disajikan kembali untuk December 31, 2024 and 2023 has been restated to
mencerminkan dampak transaksi tersebut. reflect the impact of this transaction.
Tabel berikut menyajikan dampak transaksi The following table presents the impact of the
kombinasi bisnis entitas sepengendali, sebagaimana business combination transactions of entities
diungkapkan di atas, terhadap laporan posisi under common control, as disclosed above, on the
keuangan konsolidasian dan laporan laba rugi dan Group’s consolidated statements of financial
penghasilan komprehensif lain konsolidasian position and consolidated statements of profit or
Kelompok Usaha. loss and other comprehensive income.
191
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
51. KOMBINASI BISNIS ENTITAS SEPENGENDALI 51. BUSINESS COMBINATION OF ENTITIES
(lanjutan) UNDER COMMON CONTROL (continued)
2024
Sebelum Penyajian Setelah Penyajian
Kembali/Before Penyesuaian/ Kembali/After
Restatement Adjustment Restatement
ASET ASSETS
ASET LANCAR CURRENT ASSETS
Kas dan setara kas 4.810.319 312.933 5.123.252 Cash and cash equivalents
Investasi jangka pendek 22.791 - 22.791 Short-term investments
Piutang lain-lain Other receivables
Pihak berelasi 381.362 (31.208) 350.154 Related parties
Pihak ketiga 761.565 58.648 820.213 Third parties
Persediaan 147.978 - 147.978 Inventories
Biaya dibayar di muka dan uang muka 106.727 2.861 109.588 Prepaid expenses and advances
Pajak dibayar di muka 135.854 - 135.854 Prepaid taxes
Dana dibatasi penggunaannya 487.735 - 487.735 Restricted funds
TOTAL ASET LANCAR 6.854.331 343.234 7.197.565 TOTAL CURRENT ASSETS
ASET TIDAK LANCAR NON-CURRENT ASSETS
Piutang lain-lain 312.946 - 312.946 Other receivables
Dana dibatasi penggunaannya 232.739 (1) 232.738 Restricted funds
Aset pajak tangguhan 67.528 1 67.529 Deferred tax assets
Investasi pada entitas asosiasi dan Investment in associates and
ventura bersama - neto 7.097.939 (1.489.108) 5.608.831 joint ventures - net
Aset tetap - neto 507.465 705 508.170 Fixed asset - net
Properti investasi - neto 979.181 - 979.181 Investment properties - net
Aset takberwujud - neto Intangible assets - net
Hak pengusahaan jalan tol 122.945.666 9.058.571 132.004.237 Toll road concession rights
Lainnya 87.074 1.204 88.278 Others
Goodwill 41.849 - 41.849 Goodwill
Aset keuangan lainnya - neto 259.846 - 259.846 Other financial assets - net
Aset tidak lancar lainnya - neto 1.407.403 7.947 1.415.350 Other non-current assets - net
TOTAL ASET TIDAK LANCAR 133.939.636 7.579.319 141.518.955 TOTAL NON-CURRENT ASSETS
TOTAL ASET 140.793.967 7.922.553 148.716.520 TOTAL ASSETS
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES
Utang usaha 144.777 6.501 151.278 Accounts payable
Utang kontraktor 494.361 - 494.361 Contractors payable
Utang pajak 1.806.578 1.259 1.807.837 Taxes payable
Beban akrual 10.354.508 1.048.794 11.403.302 Accrued expenses
Utang bank 573.213 57.655 630.868 Bank loans
Liabilitas jangka panjang yang Current maturities of
jatuh tempo dalam satu tahun: long-term liabilities:
Utang bank 4.882.857 - 4.882.857 Bank loans
Utang obligasi 286.000 - 286.000 Bonds payable
Liabilitas sewa 64.199 - 64.199 Lease liabilities
Provisi pelapisan jalan tol 728.154 - 728.154 Provision for overlay
Pendapatan diterima dimuka 104.112 - 104.112 Unearned revenue
Liabilitas imbalan kerja - 45.228 45.228 Employee benefits liability
Liabilitas keuangan jangka pendek lainnya 921.785 46.238 968.023 Other short-term financial liabilities
TOTAL LIABILITAS JANGKA PENDEK 20.360.544 1.205.675 21.566.219 TOTAL CURRENT LIABILITIES
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES
Liabilitas pajak tangguhan 5.225.964 3.280 5.229.244 Deferred tax liabilities
Utang kontraktor jangka panjang 600.776 366.652 967.428 Long-term contractors payable
Beban akrual jangka panjang 700.629 - 700.629 Long-term accrued expenses
Liabilitas jangka panjang - setelah dikurangi Long-term liabilities - net of
bagian yang jatuh tempo dalam satu tahun: current maturities:
Utang bank 52.078.327 5.100.089 57.178.416 Bank loans
Utang lembaga keuangan bukan bank 272.000 - 272.000 Non-bank financial institutions loan
Utang obligasi 1.538.161 - 1.538.161 Bonds payable
Liabilitas pembebasan tanah 109.008 - 109.008 Land acquisition liabilities
Liabilitas sewa 59.819 - 59.819 Lease liabilities
Provisi pelapisan jalan tol 683.207 - 683.207 Provision for overlay
Pendapatan diterima dimuka 70.594 - 70.594 Unearned revenue
Liabilitas imbalan kerja Long-term employee benefits
jangka panjang 1.307.197 (45.228) 1.261.969 liabilities
Liabilitas jangka panjang lainnya 246.588 (3) 246.585 Other long term liabilities
TOTAL LIABILITAS JANGKA PANJANG 62.892.270 5.424.790 68.317.060 TOTAL NON-CURRENT LIABILITIES
TOTAL LIABILITAS 83.252.814 6.630.465 89.883.279 TOTAL LIABILITIES
192
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
51. KOMBINASI BISNIS ENTITAS SEPENGENDALI 51. BUSINESS COMBINATION OF ENTITIES
(lanjutan) UNDER COMMON CONTROL (continued)
2024
Sebelum Penyajian Setelah Penyajian
Kembali/Before Penyesuaian/ Kembali/After
Restatement Adjustment Restatement
Ekuitas yang Dapat Diatribusikan Equity Attributable to
kepada Pemilik Entitas Induk Owners of the Parent Entity
Modal saham - nilai nominal Rp500 Capital stock - Rp500 par value
(rupiah penuh) per saham (full amount) per share
Modal dasar 19.040.000.000 saham Authorized - 19,040,000,000 shares
Modal ditempatkan dan disetor Issued and fully paid - 1 series A
penuh - 1 saham seri A Dwiwarna Dwiwarna share and
dan 7.257.871.199 saham seri B 3.628.936 - 3.628.936 7,257,871,199 series B shares
Tambahan modal disetor - neto 3.997.085 - 3.997.085 Additional paid in capital - net
Selisih atas transaksi entitas Difference from non-controlling
non-pengendali 1.962.273 (6.940) 1.955.333 interest transaction
Saldo laba Retained earnings
Telah ditentukan penggunaannya 8.971.304 - 8.971.304 Appropriated
Belum ditentukan penggunaannya 17.958.412 (2.559) 17.955.853 Unappropriated
Penghasilan komprehensif lain: Other comprehensive income:
Kerugian yang belum direalisasi Unrealized loss on
dari aset keuangan pada nilai wajar (1.344.089) - (1.344.089) financial assets at fair value
Pengukuran kembali liabilitas imbalan Remeasurements of long-term
kerja jangka panjang (1.130.887) - (1.130.887) employee benefits liability
Ekuitas Neto yang Dapat
Diatribusikan kepada Net Equity Attributable to
Pemilik Entitas Induk 34.043.034 (9.499) 34.033.535 Owners of the Parent Entity
Kepentingan Non-Pengendali 23.498.119 1.301.587 24.799.706 Non-Controlling Interests
TOTAL EKUITAS 57.541.153 1.292.088 58.833.241 TOTAL EQUITY
TOTAL LIABILITAS DAN EKUITAS 140.793.967 7.922.553 148.716.520 TOTAL LIABILITIES AND EQUITY
2024
Sebelum Penyajian Setelah Penyajian
Kembali/Before Penyesuaian/ Kembali/After
Restatement Adjustment Restatement
PENDAPATAN REVENUES
Pendapatan tol 17.185.720 36.614 17.222.334 Toll operating revenues
Pendapatan usaha lainnya 1.542.518 (30.708) 1.511.810 Other operating revenues
Pendapatan konstruksi 9.974.974 3.046.798 13.021.772 Construction revenue
Total 28.703.212 3.052.704 31.755.916 Total
BEBAN POKOK PENDAPATAN COST OF REVENUES
Beban tol dan usaha lainnya (7.482.043) (13.094) (7.495.137) Toll and other operating expenses
Beban konstruksi (9.903.014) (3.046.798) (12.949.812) Construction expense
Total (17.385.057) (3.059.892) (20.444.949) Total
LABA BRUTO 11.318.155 (7.188) 11.310.967 GROSS PROFIT
Penghasilan keuangan 261.467 6.180 267.647 Finance income
Penghasilan lain-lain 260.366 581 260.947 Other income
Beban umum dan administrasi (2.311.776) (22.639) (2.334.415) General and administrative expenses
Beban lain-lain (168.285) (1) (168.286) Other expenses
Beban pajak atas penghasilan keuangan (46.591) (1.168) (47.759) Tax expense of finance income
Kerugian dari nilai wajar investasi jangka pendek (144.002) - (144.002) Loss on fair value of short-term investments
Gain atas Fair Value Kombinasi Bisnis Gain from Fair Value of Stepwise Business
Bertahap 186.407 - 186.407 Combination
Keuntungan dari pembelian dengan diskon 176.271 - 176.271 Gain on bargain purchase
LABA USAHA 9.532.012 (24.235) 9.507.777 PROFIT FROM OPERATIONS
Biaya keuangan (4.026.294) (43) (4.026.337) Finance costs
Bagian atas laba (rugi) neto entitas asosiasi Share in net gain (loss) of associates
dan ventura bersama 268.555 13.290 281.845 and joint ventures
LABA SEBELUM PAJAK PENGHASILAN 5.774.273 (10.988) 5.763.285 PROFIT BEFORE INCOME TAX
BEBAN PAJAK PENGHASILAN INCOME TAX EXPENSE
Kini (962.010) - (962.010) Current
Tangguhan 807.655 (3.295) 804.360 Deferred
TOTAL BEBAN PAJAK PENGHASILAN (154.355) (3.295) (157.650) TOTAL INCOME TAX EXPENSE
LABA TAHUN BERJALAN 5.619.918 (14.283) 5.605.635 PROFIT FOR THE YEAR
TOTAL PENGHASILAN TOTAL COMPREHENSIVE INCOME
KOMPREHENSIF TAHUN BERJALAN 5.483.980 (15.717) 5.468.263 FOR THE YEAR
193
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
51. KOMBINASI BISNIS ENTITAS SEPENGENDALI 51. BUSINESS COMBINATION OF ENTITIES
(lanjutan) UNDER COMMON CONTROL (continued)
2024
Sebelum Penyajian Setelah Penyajian
Kembali/Before Penyesuaian/ Kembali/After
Restatement Adjustment Restatement
Laba tahun berjalan yang dapat Profit for the year
diatribusikan kepada: attributable to:
Pemilik entitas induk 4.535.565 (2.558) 4.533.007 Owners of the parent entity
Kepentingan non-pengendali 1.084.353 (11.725) 1.072.628 Non-controlling interest
TOTAL 5.619.918 (14.283) 5.605.635 TOTAL
Total penghasilan komprehensif tahun Total comprehensive income for the year
berjalan yang dapat diatribusikan kepada: attributable to:
Pemilik entitas induk 4.417.548 (2.558) 4.414.990 Owners of the parent entity
Kepentingan non-pengendali 1.064.996 (11.723) 1.053.273 Non-controlling interest
TOTAL 5.482.544 (14.281) 5.468.263 TOTAL
LABA PER SAHAM (RUPIAH PENUH) : 625 - 625 EARNINGS PER SHARE (FULL RUPIAH)
2023
Sebelum Penyajian Setelah Penyajian
Kembali/Before Penyesuaian/ Kembali/After
Restatement Adjustment Restatement
ASET ASSETS
ASET LANCAR CURRENT ASSETS
Kas dan setara kas 4.438.951 257.486 4.696.437 Cash and cash equivalents
Investasi jangka pendek 1.360.795 - 1.360.795 Short-term investments
Piutang lain-lain Other receivables
Pihak berelasi 350.775 (6.550) 344.225 Related parties
Pihak ketiga 915.572 38.382 953.954 Third parties
Persediaan 119.490 - 119.490 Inventories
Biaya dibayar di muka dan uang muka 95.910 3.402 99.312 Prepaid expenses and advances
Pajak dibayar di muka 134.956 - 134.956 Prepaid taxes
Dana dibatasi penggunaannya 558.326 - 558.326 Restricted funds
TOTAL ASET LANCAR 7.974.775 292.720 8.267.495 TOTAL CURRENT ASSETS
ASET TIDAK LANCAR NON-CURRENT ASSETS
Piutang lain-lain 275.000 - 275.000 Other receivables
Dana dibatasi penggunaannya 292.783 - 292.783 Restricted funds
Aset pajak tangguhan 62.862 16 62.878 Deferred tax assets
Investasi pada entitas asosiasi dan Investment in associates and
ventura bersama - neto 6.155.705 (954.138) 5.201.567 joint ventures - net
Aset tetap - neto 474.401 3.976 478.377 Fixed asset - net
Properti investasi - neto 751.557 - 751.557 Investment properties - net
Aset takberwujud - neto Intangible assets - net
Hak pengusahaan jalan tol 111.246.294 6.014.333 117.260.627 Toll road concession rights
Lainnya 109.573 1 109.574 Others
Goodwill 41.849 - 41.849 Goodwill
Aset keuangan lainnya - neto 246.677 - 246.677 Other financial assets - net
Aset tidak lancar lainnya - neto 1.720.233 242 1.720.475 Other non-current assets - net
Aset derivatif 23.142 - 23.142 Derivative assets
TOTAL ASET TIDAK LANCAR 121.400.076 5.064.430 126.464.506 TOTAL NON-CURRENT ASSETS
TOTAL ASET 129.374.851 5.357.150 134.732.001 TOTAL ASSETS
194
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
51. KOMBINASI BISNIS ENTITAS SEPENGENDALI 51. BUSINESS COMBINATION OF ENTITIES
(lanjutan) UNDER COMMON CONTROL (continued)
Sebelum Penyajian Setelah Penyajian
Kembali/Before Penyesuaian/ Kembali/After
Restatement Adjustment Restatement
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES
Utang usaha 179.230 77.538 256.768 Accounts payable
Utang kontraktor 560.316 - 560.316 Contractors payable
Utang pajak 363.898 9.059 372.957 Taxes payable
Beban akrual 8.120.532 1.852.870 9.973.402 Accrued expenses
Utang bank 4.499.415 31.275 4.530.690 Bank loans
Utang lembaga keuangan bukan bank 908.102 - 908.102 Non-bank financial institutions loan
Liabilitas jangka panjang yang Current maturities of
jatuh tempo dalam satu tahun: long-term liabilities:
Utang bank 5.072.042 - 5.072.042 Bank loans
Utang lembaga keuangan bukan bank 200.000 - 200.000 Non-bank financial institutions loan
Liabilitas pembebasan tanah 1.298.845 - 1.298.845 Land acquisition liabilities
Liabilitas sewa 72.631 2.733 75.364 Lease liabilities
Provisi pelapisan jalan tol 541.854 - 541.854 Provision for overlay
Pendapatan diterima dimuka 46.724 - 46.724 Unearned revenue
Liabilitas imbalan kerja 1.794 - 1.794 Employee benefits liability
Liabilitas keuangan jangka pendek lainnya 955.782 417 956.199 Other short-term financial liabilities
TOTAL LIABILITAS JANGKA PENDEK 22.821.165 1.973.892 24.795.057 TOTAL CURRENT LIABILITIES
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES
Liabilitas pajak tangguhan 5.714.154 - 5.714.154 Deferred tax liabilities
Utang kontraktor jangka panjang 488.130 193.749 681.879 Long-term contractors payable
Beban akrual jangka panjang 715.029 - 715.029 Long-term accrued expenses
Liabilitas jangka panjang - setelah Long-term liabilities - net of
dikurangi
dikurangi bagian
bAIian yang
yang jatuh
jatuh current maturities:
tempo
tempo dalam
dalam satu
satu tahun:
tahun:
Utang bank 57.046.445 2.372.878 59.419.323 Bank loans
Utang obligasi 897.353 - 897.353 Bonds payable
Liabilitas pembebasan tanah 251.067 - 251.067 Land acquisition liabilities
Liabilitas sewa 57.385 - 57.385 Lease liabilities
Provisi pelapisan jalan tol 731.649 - 731.649 Provision for overlay
Pendapatan diterima dimuka 73.683 - 73.683 Unearned revenue
Liabilitas imbalan kerja Long-term employee benefits
jangka panjang 1.316.108 - 1.316.108 liabilities
Liabilitas derivatif 67.171 - 67.171 Derivative liabilities
Liabilitas jangka panjang lainnya 284.309 - 284.309 Other long term liabilities
TOTAL LIABILITAS JANGKA PANJANG 67.642.483 2.566.627 70.209.110 TOTAL NON-CURRENT LIABILITIES
TOTAL LIABILITAS 90.463.648 4.540.519 95.004.167 TOTAL LIABILITIES
EKUITAS EQUITY
Ekuitas yang Dapat Diatribusikan Equity Attributable to
kepada Pemilik Entitas Induk Owners of the Parent Entity
Modal saham - nilai nominal Rp500 Capital stock - Rp500 par value
(rupiah penuh) per saham (full amount) per share
Modal dasar 19.040.000.000 saham Authorized - 19,040,000,000 shares
Modal ditempatkan dan disetor Issued and fully paid - 1 series A
penuh - 1 saham seri A Dwiwarna Dwiwarna share and
dan 7.257.871.199 saham seri B 3.628.936 - 3.628.936 7,257,871,199 series B shares
Tambahan modal disetor - neto 3.997.085 - 3.997.085 Additional paid in capital - net
Selisih atas transaksi entitas Difference from non-controlling
non-pengendali (51.064) (6.940) (58.004) interest transaction
Saldo laba Retained earnings
Telah ditentukan penggunaannya 8.971.304 - 8.971.304 Appropriated
Belum ditentukan penggunaannya 13.697.655 - 13.697.655 Unappropriated
Penghasilan komprehensif lain: Other comprehensive income:
Kerugian yang belum direalisasi Unrealized loss on
dari aset keuangan pada nilai wajar (1.166.806) - (1.166.806) financial assets at fair value
Pengukuran nilai wajar Measurement of fair value
derivatif lindung nilai arus kas (50.677) - (50.677) derivative for cashflow hedge
Pengukuran kembali liabilitas imbalan Remeasurements of long-term
kerja jangka panjang (1.134.999) - (1.134.999) employee benefits liability
Ekuitas Neto yang Dapat
Diatribusikan kepada Net Equity Attributable to
Pemilik Entitas Induk 27.891.434 (6.940) 27.884.494 Owners of the Parent Entity
Kepentingan Non-Pengendali 11.019.769 823.571 11.843.340 Non-Controlling Interests
TOTAL EKUITAS 38.911.203 816.631 39.727.834 TOTAL EQUITY
TOTAL LIABILITAS DAN EKUITAS 129.374.851 5.357.150 134.732.001 TOTAL LIABILITIES AND EQUITY
195
Page 1029
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
52. REKLASIFIKASI AKUN - AKUN 52. RECLASSIFICATION OF ACCOUNTS
Beberapa akun dalam laporan keuangan tahun yang Several accounts in the financial statements for the
berakhir pada 31 Desember 2024 dan 2023 telah year ended December 31, 2024 and 2023 have
direklasifikasi sesuai dengan penyajian laporan been reclassified according to the presentation of
keuangan tahun 2025 untuk tujuan perbandingan. 2025 financial statements for comparison
purposes.
2024
Sebelum Reklasifikasi/ Penyesuaian/ Setelah Reklasifikasi/
Before Reclassification Adjustments After Reclassification
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS
KONSOLIDASIAN OF FINANCIAL POSITION
Aset Tidak Lancar Non-Current Assets
Aset pajak tangguhan - 67.529 67.529 Deferred tax assets
Liabilitas Jangka Pendek Current Liabilities
Beban akrual 11.449.200 (45.898) 11.403.302 Accrued expenses
Liabilitas imbalan kerja - 45.228 45.228 Employee benefits liability
Liabilitas keuangan jangka pendek lainnya 922.125 45.898 968.023 Other short-term financial liabilities
Liabilitas Jangka Panjang Non-Current Liabilities
Liabilitas pajak tangguhan 5.161.715 67.529 5.229.244 Deferred tax liabilities
Liabilitas imbalan kerja jangka panjang 1.307.197 (45.228) 1.261.969 Long-term employee benefits liabilites
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF PROFIT OR
KOMPREHENSIF LAIN KONSOLIDASIAN LOSS AND OTHER COMPREHENSIVE INCOME
Pos-pos yang tidak akan direklasifikasi Items that will not be reclassified
ke laba rugi tahun berikutnya to profit or loss in subsequent year
Keuntungan (rugi) yang belum direalisasi dari Unrealized gain (loss) on other financial
aset keuangan lainnya pada nilai wajar - 1.436 1.436 assets measured at fair value
Pajak penghasilan terkait - 42.508 42.508 Related tax
Pos-pos yang akan direklasifikasi Item that will be reclassified to profit
ke laba rugi tahun berikutnya and loss in subsequent year
Keuntungan yang belum direalisasi Unrealized gain on other financial assets
dari aset keuangan lainnya dan and short term investment
investasi jangka pendek pada nilai wajar 1.436 (1.436) - measured at fair value
Pajak penghasilan terkait 42.508 (42.508) - Related tax
2023
Sebelum Reklasifikasi/ Penyesuaian/ Setelah Reklasifikasi/
Before Reclassification Adjustments After Reclassification
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS
KONSOLIDASIAN OF FINANCIAL POSITION
Aset Tidak Lancar Non-Current Assets
Aset pajak tangguhan 15 62.863 62.878 Deferred tax assets
Liabilitas Jangka Panjang Non-Current Liabilities
Liabilitas pajak tangguhan 5.651.291 62.863 5.714.154 Deferred tax liabilities
53. PERISTIWA - PERISTIWA SETELAH TANGGAL 53. EVENTS AFTER THE REPORTING DATE
PELAPORAN
Perusahaan The Company
1. Berdasarkan Akta Pernyataan Keputusan 1. Based on the Deed of Statement of Meeting
Rapat No. 04 tanggal 9 Januari 2026 yang Resolution No. 04 dated January 9, 2026, made
dibuat di hadapan Notaris Nanette Cahyanie before Notary Nanette Cahyanie Handari Adi
Handari Adi Warsito, S.H., perihal perubahan Warsito, S.H., regarding amendments to the
Anggaran Dasar Perseroan, yang telah Company's Articles of Association, which has
disahkan oleh Menteri Hukum dan Hak Asasi been approved by the Minister of Law and
Manusia Republik Indonesia melalui Surat Human Rights of the Republic of Indonesia
Keputusan No.AHU-AH.01.03-0013716 tanggal through Decree No. AHU-AH.01.03-0013716
19 Januari 2026. Perubahan Anggaran Dasar dated January 19, 2026. The amendments to
antara lain mencakup penyesuaian ketentuan the Articles of Association include adjustments
Anggaran Dasar sehubungan dengan to the provisions of the Articles of Association in
perubahan peraturan perundang-undangan relation to changes in legislation as well as
serta penyesuaian hak-hak istimewa atas adjustments to the special rights of the Series A
Saham Seri A Dwiwarna milik Negara Republik Dwiwarna Shares owned by the State of the
Indonesia. Republic of Indonesia.
196
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PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
53. PERISTIWA - PERISTIWA SETELAH TANGGAL 53. EVENTS AFTER THE REPORTING DATE
PELAPORAN (lanjutan) (continued)
Perusahaan (lanjutan) The Company (continued)
2. Pada tanggal 19 Januari 2026, berdasarkan 2. On January 19, 2026, based on the Decree of
Keputusan Dewan Komisaris PT Jasa Marga the Board of Commissioners of PT Jasa Marga
(Persero) Tbk No. KEP-005/I/2026 tentang (Persero) Tbk No. KEP-005/I/2026 concerning
Pemberhentian dan Pengangkatan Ketua dan the Dismissal and Appointment of the Chairman
Anggota Komite Audit PT Jasa Marga (Persero) and Members of the Audit Committee of
Tbk sebagai berikut: PT Jasa Marga (Persero) Tbk as follows:
2026 2025
Komite Audit/ Audit Committee Rudi Antariksawan Seppalga Ahmad
3. Pada tanggal 20 Februari 2026, Perseroan 3. On February 20, 2026, the Company issued the
menerbitkan Obligasi Berkelanjutan III Tahap III Phase III of the Sustainable Bonds III of 2026
Tahun 2026 dengan nilai nominal sebesar with a nominal value of Rp2,067,650 consisting
Rp2.067.650 yang terdiri dari: of:
i. Seri A sebesar Rp281.825 dengan tingkat i. Series A of Rp281,825 with a fixed
bunga tetap 5,70% per tahun dan jangka interest rate of 5.70% per annum and a
waktu 3 tahun; term of 3 years;
ii. Seri B sebesar Rp718.175 dengan tingkat ii. Series B of Rp718,175 with a fixed
bunga tetap 6,15% per tahun dan jangka interest rate of 6.15% per annum and a
waktu 5 tahun; term of 5 years;
iii. Seri C sebesar Rp300.000 dengan tingkat iii. Series C of Rp300,000 with a fixed
bunga tetap 6,50% per tahun dan jangka interest rate of 6.50% per annum and a
waktu 7 tahun; term of 7 years;
iv. Seri D sebesar Rp767.650 dengan tingkat iv. Series D of Rp767,650 with a fixed
bunga tetap 6,75% per tahun dan jangka interest rate of 6.75% per annum and a
waktu 10 tahun. term of 10 years.
Obligasi tersebut telah memperoleh peringkat The bonds have received an idAA rating from
idAA dari PT Pemeringkat Efek Indonesia PT Pemeringkat Efek Indonesia (Pefindo) and
(Pefindo) dan dicatatkan di Bursa Efek were listed on the Indonesia Stock Exchange
Indonesia pada tanggal 23 Februari 2026. on February 23, 2026.
PT Jasamarga Semarang Batang (JSB) PT Jasamarga Semarang Batang (JBS)
Berdasarkan keputusan Menteri PUPR Based on the decree of Minister of PUPR
No. 18/KPTS/M/2026 tanggal 07 Januari 2026, tarif No. 18/KPTS/M/2026 dated Januari 07, 2026, the
tol terjauh ruas Batang-Semarang yang farthest toll tariffs of Batang – Semarang operated
dioperasikan oleh PT Jasamarga Semarang - by PT Jasamarga Semarang Batang are as follows:
Batang adalah sebagai berikut:
Golongan/Group
No Ruas/ Section
I II III IV V
1 Batang - Semarang 144.500 216.500 216.500 289.000 289.000
197
Page 1031
PT JASA MARGA (PERSERO) Tbk PT JASA MARGA (PERSERO) Tbk
DAN ENTITAS ANAK AND SUBSIDIARIES
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
Untuk Tahun-Tahun yang Berakhir pada For the Years Ended
Tanggal 31 Desember 2025 dan 2024 As of December 31, 2025 and 2024
(Disajikan dalam jutaan Rupiah, kecuali dinyatakan lain) (Expressed in millions of Rupiah, unless otherwise stated)
53. PERISTIWA - PERISTIWA SETELAH TANGGAL 53. EVENTS AFTER THE REPORTING DATE
PELAPORAN (lanjutan) (continued)
PT Jasamarga Manado Bitung (JMB) PT Jasamarga Manado Bitung (JMB)
JMB telah mengajukan permohonan kompensasi JMB has submitted a compensation request to the
kepada Menteri Pekerjaan Umum Republik Minister of Public Works of the Republic of Indonesia
Indonesia (PUPR) melalui surat tertanggal (PUPR) through a letter dated January 14, 2026, with
14 Januari 2026 dengan Nomor: Number: 009/AA-JMB/PP/I/2026. The request was
009/AA-JMB/PP/I/2026. Permohonan tersebut submitted based on the provisions of the Toll Road
disampaikan berdasarkan ketentuan dalam Operation Agreement (PPJT), which regulates the
Perjanjian Pengusahaan Jalan Tol (PPJT) yang compensation mechanism for certain conditions
mengatur mekanisme kompensasi atas kondisi beyond the Company's control. These conditions
tertentu yang berada di luar kendali Perusahaan. create permanent political risks that affect traffic
Kondisi dimaksud menimbulkan risiko politik performance as well as JMB's financial projections.
permanen yang berdampak terhadap kinerja lalu
lintas serta proyeksi keuangan JMB.
Sampai dengan tanggal penerbitan laporan As of the date of issuance of the financial statements,
keuangan, permohonan kompensasi tersebut masih the compensation request is still under review by the
dalam proses penelaahan oleh pihak terkait. relevant parties.
54. TANGGUNG JAWAB MANAJEMEN ATAS 54. THE MANAGEMENT’S RESPONSIBILITY
LAPORAN KEUANGAN KONSOLIDASIAN ON THE CONSOLIDATED FINANSIAL
STATEMENTS
Manajemen Perusahaan bertanggung jawab atas The Company’s management is responsible for the
penyusunan dan penyajian laporan keuangan preparation and presentation of the consolidated
konsolidasian yang diotorisasi untuk terbit pada financial statements that were authorized for
tanggal 27 Februari 2026. issued on February 27, 2026.
198
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Page 1033
Page 1034
2025
Laporan Tahunan
Annual Report
Andal dalam Pelayanan,
Unggul dalam Kinerja
Reliable in Services, Excellent in Performance
PT Jasa Marga (Persero) Tbk
Kantor Pusat
Plaza Tol Taman Mini Indonesia Indah
Jakarta, 13550, Indonesia
Telp.: +6221 841 3526, +6221 841 3630
@ptjasamarga @official.jasamarga PT Jasa Marga – Persero Tbk Official Jasa Marga @official.jasamarga www.jasamarga.com
Names mentioned 108 people and organisations named in the text · linked when the evidence is strong
unresolved
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Transparansi Praktik Bad Governance
· Commissioner
p.11
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person
Keberagaman Komposisi
· Komisaris
p.11
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—
16/ SEOJK.04/2021 Reference
· Kantor Akuntan Publik
p.11
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org
PT Jasamarga
p.27
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org
PT Bank Lingkar
p.32
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person
Best CEO
· Direktur Utama
p.35
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person
Hj. Maemune
p.35
unresolved
person
Hj. Maemune Signature Souvenirs
p.35
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person
Majalah Top
· Direktur
p.37
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org
PT BSI Group
p.40 ×26
unresolved
org
Kementerian Kantor Pusat
p.40
unresolved
org
Ministry of Management System
p.40
unresolved
org
PT Garuda Quality Management System
p.42
unresolved
org
PT Garuda
p.42
unresolved
org
PT Garuda Environmental Management System
p.42
unresolved
org
PT Marga Lingkar Jakarta ISO
p.42
unresolved
org
PT Evodia Global
p.43 ×5
unresolved
org
PT Marga Trans Nusantara
p.43 ×2
unresolved
org
PT Marga Sarana Jabar
p.43
unresolved
org
PT Jasamarga Kunciran
p.43
unresolved
org
PT Jasamarga Ngawi ISO
p.43
unresolved
org
PT Jasamarga Surabaya ISO
p.43
unresolved
org
PT Jasamarga Solo Ngawi
p.43
unresolved
org
PT Jasamarga Gempol ISO
p.43
unresolved
org
PT Jasamarga Pandaan Tol
p.44 ×2
unresolved
org
PT Jasamarga Pandaan ISO
p.44
unresolved
org
PT Jasamarga Tollroad
p.44 ×3
unresolved
org
Pvt. Ltd.
p.44
unresolved
org
PT Jasamarga Tollroad Maintenance Direktorat Finance
p.44
unresolved
org
PT Jasamarga Related
p.44 ×2
unresolved
org
PT Jasamarga Pandaan
p.45
unresolved
org
PT Jasamarga Bali Tol Ruas
p.45
unresolved
org
PT Jasamarga Ngawi
p.45
unresolved
org
Kementerian Lingkungan Hidup
p.46
unresolved
org
Ministry of Environment
p.46
unresolved
org
Milik
p.48
unresolved
org
PT Jasamarga Jogja Solo. Adaptif
p.48
unresolved
org
PT Jasamarga Understanding
p.48
unresolved
org
Kementerian PPPA. Jasa Marga Launches JSMR MOVE
p.49
unresolved
org
Ministry of Women’s Empowerment
p.49
unresolved
person
Peranan
· Komisaris
p.50
unresolved
org
Jasa (Persero) Tbk
p.53 ×2
unresolved
org
Marga (Persero) Tbk
p.53
unresolved
org
Menteri BUMN
p.58 ×2
unresolved
org
Minister of State-salah
p.58
unresolved
org
Kantor Akuntan Publik Amir Abadi Jusuf
p.60
unresolved
org
Mawar & Partners
p.60
unresolved
org
Bank Indonesia
p.69 ×5
unresolved
org
Bank Indonesia’s Monetary Policy Review Indonesia
p.69
unresolved
org
Bank Indonesia’s
p.70
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org
PT Jasamarga Business
p.72
unresolved
org
Pengatur
p.77
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org
Pertanahan Nasional
p.77
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person
Kronologi
· Komisaris
p.88
unresolved
person
Minister of SOE No. SE-
p.108
unresolved
org
Organizational Marga (Persero) Tbk.
p.129
unresolved
org
Dana Pensiun Bisnis Pengoperasian
p.129
unresolved
org
Dana Pensiun Supporting Toll Road
p.129
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person
Abdul Rachman
· Komisaris Independen
p.130
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person
Juri Ardiantoro
· Komisaris Utama
p.131 ×3
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Syamsul Bachri Yusuf
· Komisaris
p.131 ×3
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Nachrowi Ramli
· Komisaris Independen
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Rivan Achmad Purwantono
· Direktur Utama
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Yoga Tri Anggoro
· Direktur
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person
Tedi Kurniawan
· Komisaris Independen
p.132
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person
Yaya Ruhiya
· Direktur
p.132
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person
Ari Respati
· Direktur
p.132
unresolved
org
Menteri Sekretaris Negara
p.133
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org
Minister of State
p.133
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org
Menteri Perhubungan
p.138
unresolved
org
Minister of Transportation
p.138
unresolved
—
Tanggamus Regency Regional People’s Appointed
· Independent Commissioner
p.138
unresolved
org
Affiliated Relation (Persero) Tbk
p.138
unresolved
—
Career Experience Appointed
· President Director
p.139
unresolved
org
PT Asuransi Kerugian Jasa Raharja Resolution
p.139
unresolved
org
PT Bank Bukopin
p.139 ×2
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org
PT Asuransi Kerugian Jasa Raharja
p.139
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person
Committee
· Komisaris
p.146
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