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ConstructingSustainable

FutureSustainability Report 2012

Constructing Sustainable FutureSustainability Report 20122

PT Jasa Marga (Persero) Tbk.www.jasamarga.com

02 Table of Contents

03 Theme

04 Jasa Marga Sustainable Performance Highlights 2012

04 Environmental Performance

04 Economic Performance

05 Social Performance

06 Significant Events in 2012

10 Board of Commissioners’ Address

12 Directors’ Address

15 Profile of Jasa Marga

15 Jasa Marga in Brief

19 Organizational Structure

20 Vision and Mission

20 Corporate Values

21 External Awards in 2012

22 About this Report

24 The Governance of Jasa Marga

24 Corporate Governance Structure

28 Risk Management

28 Jasa Marga’s Commitment to External Initiatives

29 Membership of Organizations in the Industry

29 Stakeholder Engagement

31 Jasa Marga’s Seriousness in Ecological Management

31 Policies and Ethics of Ecological Management

32 Use of Material

32 Using and Saving Energy

33 Using and Recycling Water

34 Controlling Pollution and Greenhouse Gas Effect

35 Environmentally Friendly Energy

36 Environmental Impact Mitigation

38 Building the Future

39 Harmony with the Local Community

41 Jasa Marga and Its Commitment to Customer Service

42 Compliance with Regulations and Standard

42 Information on Toll Road Services

43 Measurement of Customer Satisfaction

44 Marketing Communication

45 Developing Human Capital

48 Competency Development of Human Resources

55 Employees’ Welfare

52 Nurturing Good Industrial Relations

53 Culturing Occupational Safety and Health

54 Guiding Committee of Occupational Safety and Health

54 Incident Rate

55 Occupational Health

56 Building Prosperity for All

57 Partnership Program

59 Community Development

63 Appendix

71 Cross Reference to GRI

TABLE OF CONTENTS

ConstructingSustainable Future



• In its operational activities, the Company does not use any material categorized as hazardous and toxic (Bahan Beracun dan Berbahaya – B3). The main waste from asphalt is reused for developing road in areas located near the toll road under construction. [EN2] [EN26]

• Reduction of energy consumption by using alternative source of electricity, i.e. solar cell to provide street lighting facility reached 3.288 KWh/month. [EN5] [EN6] [EN7]

• Approximately 161 thousand trees were planted in 2012.Thisfigure is15.8%higherthanthatoftheprevious year. The cost of investment for this activity in 2012 reached Rp 9.28 billion. [EN18] [EN30]

• The Company’s Operating Revenues reaching Rp 9.07trillion,anincreaseby39.85%wasinlinewiththe increase in theCompany’sNetProfit reachingRp1.60trillion,an increaseby33.92%comparedto that of 2011.

• Empowerment of local workforce in the Company’s business activities has provided employment opportunities to 2,275 people scattered in nine BranchOffices. [EC9]

JASA MARGA SUSTAINABLE PERFORMANCE HIGHLIGHTS 2012

Environmental Performance

Economic Performance

Constructing Sustainable Future Sustainability Report 2012 5

www.jasamarga.comPT Jasa Marga (Persero) Tbk.

Jasa Marga Sustainable Per formance Highl ights 2012Social Per formance

• The number of permanent employees of the Companydecreasedby1.5%, from5,154 in2011to 5,075 in 2012 as several employees reached the end of their period of service hence carrying the status of post-employment employees. The decrease was also resulted from the Company’s zero growth policy. [LA2]

• Jasa Marga Development Center (JMDC) has facilitated education and training with the total of 118,241 training hours in the categories of operational and non-operational and with the total trainees reaching 4,405 people. The average training hours reached 26.8 hours/person. For education and training programs related to the aspect of occupational safety and health, the Company has facilitated 757 employees with average training hours of 16.1 hours/person. [LA10] [LA8]

• Occupational accidents in 2012 took place outside the work place and at the work place. In view of this, the Company continues to enforce employees’ cautions in carrying out their tasks. [LA7]

• Partnership Program has distributed fund amounting to Rp 48.07 billion to 4,994 assisted SMEs. Compared to 2011, the amount of fund distributed was 1.8% higher and the number ofassistedSMEsreceiving thebenefits increasedby5.7%.

• Compared to 2011, the number of callers accessing Jasa Marga Traffic Information Center in 2012increased by 45.05% with resolved complaintsreaching99.72%.[PR5]

Social Performance



SIGNIFICANT EVENTS IN 2012

06 January 2012Together with Panin Bank, Jasa Marga conducted the forestation program at Km 06+200 A of Krapyak-Jatingaleh section of Semarang Toll Road by planting 2,300 trees of rain tree (Samanea saman).

15 February 2012Purbaleunyi Branch and Palikanci Branch received an award of Mitra Pembangunan Jawa Barat (Partner of the Development of West Java) for their Corporate SocialResponsibility (CSR) activities through CSR Forum of West Java.

29 February 2012Located in Ruang Rapat Utama of Jasa MargaHeadOffice,theMoUforthepreparation of the plan to cooperate in the development of Sumatera Toll Road was signed by Jasa Marga and the Provincial Government of North Sumatera. The MoU was signed by Deputy Governor of North Sumatera Gatot Pujo Nugroho and President Director of Jasa Marga Adityawarman.

18 January 2012Jasa Marga provided training on Attitudes and Values on the Road to drivers (of truck, bus and taxi) of various transportation companies. The activity was conducted in cooperation with Rhenald Kasali School for Entrepreneurs and Rumah Perubahan.

30 January 2012xtraordinary GMS in 2012 appointed Adityawarman President Director to replace Frans S. Sunito, Muh Najib Fauzan Human Capital and General Affairs Director to replace Firmansjah and Hasanudin Operation Director. The new composition of the Board of Commissioners based on Resolutions of EGMS became Agoes Widjanarko as Chairman; Ibnu Purna Muchtar, Akhmad Syakhroza and Joyo Winoto as Commissioners; and Samsoedin along with Michael Dendron Primanto as Independent Commissioners.

20 March 2012Jasa Marga supported the Government program “Indonesia Tanpa NarkobaTahun 2016” (Indonesia Drugs Free in 2016) participated by ± 100 employees from Head OfficeandBranchesinGreaterJakartaareas as main cadres of anti-drug within the Company. Simultaneously, through Decision Letter of the Directors No. 34/KPTS/2012 dated 20 March 2012, Jasa Marga launched the efforts to save electricity, water and fuel oil within the Company, in response to Presidential Instruction No. 13 of 2011 on Saving Energy and Water.



04 April 2012The groundbreaking of Gempol-Pandaan Toll Road Project, at Gempol Interchange, Pasuruan, East Java was attended by Governor of East Java, District Police Chief of Pasuruan, Regional House of Representatives of East Java, as well as other related parties.

09 May 2012Annual and Extraordinary General Meeting of Shareholders (GMS) was convened at Grand Ballroom of The Dharmawangsa Hotel. The said Meeting discussed among others the Amendment to the Provision of Articles of Association of the Company; Dividend Distribution; Approval of the Company’s Annual Report Financial Year 2011andRatificationoftheCompany’sFinancial Statements Financial Year 2011; RatificationofPartnershipandCommunityDevelopment Programs Report for Financial Year 2011; Decision of Tantieme, Salary and other Allowances for Members of the Directors and the Board of Commissioners of the Company for Financial Year 2012; Decision of the Composition of Members of the Board of Commissioners; and Directors’ Report on Realization of the Use of 2007 IPO Proceeds and 2010 Jasa Marga Bonds; and Implementation of IFRS in the Company’s Financial Statements Financial Year 2012.

01 June 2012In synergy with the acceleration of the operation of Porong-Japanan arterial road (to replace Jalan Raya Porong), employees of Porong-Gempol Toll Road Construction Project conducted greening activities to show environmental awareness.

05 April 2012To assist people in overcoming flood,JasaMargaJakarta-TangerangBranch provided biopore holes for the residents of toll road surrounding located at Kampung Warung Mangga of Panunggangan Village, Pinang District, the City of Tangerang.

01 May 2012Educationalactivityontrafficdisciplined at 29,760 elementary schools in Banten, DKI Jakarta, West Java, Central Java, East Java and Medan through the book entitled “Aku TertibBerlaluLintas”(IObeyTrafficRegulations).

05 June 2012Indonesia World Records Museum (Museum Rekor Dunia Indonesia – MURI) awarded Jasa Marga as the implementer and owner of Solar Cell Lamps for Public Street Lighting installed at the longest on toll road throughout Indonesia.TheMURIcertificatewaspresented at the Ballroom of Ritz CarltonPacificPlaceHotel.JasaMargahas installed 1,800 solar cell lights on Cawang-Tomang-Cengkareng Toll Road. Installed on toll road for as long as 38 km, the lights started to operate on 20 May 2012.

Signi f icant Events in 2012Jasa Marga Sustainable Per formance Highl ights 2012



19 June 2012Jasa Marga facilitated Go Green activity conducted by The Association of Indonesian Insurance and Reinsurance Brokers (Asosiasi Perusahaan Pialang Asuransi dan Reasuransi Indonesia – APPARINDO) in commemorating its 34th anniversary by planting 500 trees of rain tree (Samanea saman) at Km 23,500 A on Jagorawi Toll Road, in Gunung Putri, Bogor, West Java.

07 September 2012

01 October 2012

The signing of MOU at the State Ministry for SOEs for the development and operation of toll road access to Pelindo II port and the cooperation of development and use of land in the areas of Jakarta-Tangerang, Jakarta-Bogor and Jakarta-Cikampek Toll Roads.

In cooperation with Hutama Karya, PT Jasamarga Bali Tol initiated the planting of 1,000 mangrove trees in the area of Ngurah Rai roundabout of Nusa Dua-Ngurah Rai-Benoa Toll Road Project.

19 September 2012

04 October 2012

The visit of Korea Development Indonesia to JORR W2 North Project.

To commemorate Social Solidarity Day, team of assessors of KSN (National Social Solidarity) Awards 2012 gave an award of Korporasi Peduli Lingkungan (Corporate with Environmental Awareness) to Jasa Marga.

26 June 2012Jasa Marga was awarded Sustainable and Responsible Investment Index (SRI) KEHATI Appreciation 2012 in Indonesia Green Achievement 2012 at Shangri-La Hotel, Jakarta. The event was organized by SWA Magazine in cooperation with Yayasan Keanekaragaman Hayati – KEHATI (Indonesian Biodiversity Foundation).

07-10 July 2012Partnership and Community Development Programs (Program Kemitraan dan Bina Lingkungan – PKBL) Unit of Jasa Marga included its Assisted SMEs to promote their products in Indonesia Expo III at Al Hussein Youth City Club, Amman, Jordan.

27 September 2012

14-18 October 2012

Jasa Marga received 5 awards for frontliners in the Grand Final of the 8th National Customer Service Championship 2012 for the categories of both individual and corporate.

QCC Purbaleunyi Branch succeeded in achieving three stars (gold) in International Convention Quality Control Circle (ICQCC).

Jasa Marga Sustainable Per formance Highl ights 2012Signi f icant Events in 2012



23 October 2012By sponsoring Indonesia Children’s Conference 2012, Jasa Marga takes part in supporting children’s safety on the road.

06 December 2012Jasa Marga succeeded in becoming the 2nd Runner Up in the category of Good Corporate Governance (GCG) Best Innovation of Listed SOE in the Anugerah BUMN (SOE Award) 2012.

21 December 2012Jasa Marga Jagorawi Branch, in cooperation with PT Marga SaranaJabar (MSJ), conducted handover of crossing bridge connecting Kampung Ciheuleut RT 01/06 and Kaumsari to RT 03/05 Cibuluh Village of North Bogor District, Bogor. Constructed in ± 3 weeks, the bridge proves the Company’s awareness of the surrounding community.

22 November 20121. Jasa Marga was awarded Anugerah

Peduli Pendidikan/APP (Care for Education Award) 2012 in the category Best SOE.

2. Jasa Marga received an award of Best Corporate Governance in the category of Best Equitable Treatment of Shareholders from Indonesian Institute for Corporate Directorship (IICD) in the 4th IICD Corporate Governance Conference and Award.

23 November 2012The planting of rain tree (Samanea saman), tropical almond (Terminalia catappa), crape myrtles (Lagerstroemia) and mahogany (Meliaceae) at Jakarta-Tangerang Branch and along Palikanci Toll Road at KM 209-KM 221, to reduce CO2 emission.

Signi f icant Events in 2012Jasa Marga Sustainable Per formance Highl ights 2012



BOARD OF COMMISSIONERS’ ADDRESS [1.1] [1.2]

Agoes WidjanarkoChairman

Dear Stakeholders,

It is truly a pleasure that this year Jasa Marga presents its 2012 Sustainability Report that fully applies the international standard of Global Reporting Initiative – GRI’s Sustainability Reporting Guidelines version 3.1. For the reporting of the previous two years, while referring to the said standard, the Company had not entirely implemented the standard. This year’s GRI 3.1 full implementation thus serves as another added value for all stakeholders.

Sustainability Reporting Guidelines version 3.1 created by GRI is the present reporting standard referred to by all companies worldwide in their Sustainability Reporting. For Jasa Marga, the report is the realization of the Company’s awareness of Triple Bottom Line (People, Planet,andProfit)functioningasthemeasurementofa

company’s sustainability. The Board of Commissioners andDirectorsexpectsthattheevaluationreflectedinthisreport is able to make Jasa Marga continues to increase its awareness of its business sustainability.

The report also serves as an integral part of the supervision function carried out by the Board of Commissioners for the governance of the Company. This is because Sustainability Report provides intact and complete information on the process of managing the Company from the aspects of environment, economy and social, carried out based on good corporate governance principles to achieve its targets as a business entity, while performing social function for the surrounding community and environment.

Jasa Marga Sustainability Report provides intact and complete information on the process of managing the Company from the aspects of environment, economy and social, carried out based on good corporate governance principles



Several significant issues that are appreciated by theBoard of Commissioners in view of the sustainable governance of the Company among others are the Company’ssuccessinincreasingrevenuesandnetprofitexceeding the target determined in RKAP (corporate work and budget plan), improvement in initiatives to carry out energy efficiency by increasing the use of alternativesource of energy that impacted directly on environment and decrease in operational cost. Moreover, the Company’s awareness of the environment by means of toll road forestation program that not only directly brings positive effect to avoiding the Company’s operational areasfromflood,butalsoimpactedgloballyontheworldclimate change certainly needs to be continually carried out.

Inadditiontoawarenessofenvironmentalandfinancialaspects, the Board of Commissioners also encourages the Directors and the Management of Jasa Marga to continue making investment in human resources. Employees are the primary asset in running the business of the Company, which, nota bene is a service company. In 2012, Directors have shown their commitment to developing the competencies of the human resources through various education and training programs related to the Company’s business sustainability, by making more than 5,162 employees participated in the competency development program.

Another essential matter that becomes the concern of the Board of Commissioners is customer satisfaction.

Realizing that customers are the main priority of the Company’s services, the Board of Commissioners hence constantly urges the Directors to keep optimizing the services of the Company. The Board of Commissioners highly appreciates Jasa Marga’s success in becoming one of the companies with the best services. This was provenasJasaMargaTrafficInformationCenterreceivedthe award of Service Excellence, for the category of Public Service in Service Quality Award 2012.

The Board of Commissioners deems that the Vision and Mission of decided by the Directors in the Corporate Long-Term Plan serve as clear direction and guidance for the Management to implement sustainable toll road business.

Going forward, the Board of Commissioners will continue to maintain and guide the Company to always focus on business sustainability while maximizing the Company’s financial strength as well as improvingquality and efficiency of toll road services by applyingproper technology and implementation of management principles of a modern company with good governance, in accordance with Jasa Marga’s Mission. [1.2]

The Board of Commissioners would like to extend the highest gratitude and appreciation to the Directors and the entire employees of Jasa Marga for their hard work, dedication and success in performing the management of the Company during the year 2012 by giving full attention to the aspect of sustainability.

Jakarta, June 2013PT Jasa Marga (Persero) Tbk.

Agoes WidjanarkoChairman

Board of Commissioners’ Address Jasa Marga Sustainable Per formance Highl ights 2012



AdityawarmanPresident Director/CEO

DIRECTORS’ ADDRESS

Dear Stakeholders,

As we enter the era of green business, Jasa Marga continues to develop its business by performing sustainable improvement. The development of the Company’s business in toll road operation is carried out while giving more attention to the aspects of environment, economy and social to ensure business sustainability.Adopting the principle of sustainable business operation

as an integral part of its business activities is one of the principles implemented by the Company. The principle of sustainability is implemented at every stage of its operational activity: before a toll road is developed, while under construction and during the period of the toll road operation.

Adopting the principle of sustainable business operation as an integral part of its business activities is one of the principles implemented by the Company



Partnership Program, the Company has distributed fund of over Rp 48.07 billion to nearly 4,994 assisted SMEs. The Company is pleased with this achievement as the all year long hard work contributes to building prosperity for allstakeholders,inthesurroundingsofbothHeadOfficeas well as toll road areas.

Customer satisfaction is another satisfying accomplishment. The ever-increasing number of vehicles that is not in line with the increase in the length of roads and has frequently caused congestion is of the Company’s primary concerns in the aspect of customer satisfaction. In response to this challenging situation, apart from conducting toll road construction improvement, Jasa Marga also improved the facilities suchas JasaMargaTraffic InformationCenter (JMTIC),VMS, video streaming on toll road condition, mobile access to toll road information for smartphone users, etc. to prove the Company constantly strives for ensuring the satisfaction of its customers. In 2012, the number ofcallersaccessingJMTICroseby45.05%withresolvedcomplaintsreaching99.72%.

The improvement in performance achieved by Jasa Marga throughout the year 2012 was even more complete with the Company receiving several awards presented by external parties. The Company’s call center in the name of Jasa Marga Traffic InformationCenter received the predicate of Service Excellence for the category of Public Service in Service Quality Award 2012. The Company also received the predicate of “Very Good” SOE for its 2011 Financial Performance for the Category of Non-Financial Industry in Infobank BUMN Awards 2012. Jasa Marga holds the record for installing the most solar cell street lightings on toll roads and is one of 25 listed companies included in SRI KEHATI Index for listed companies with excellent performance in promoting sustainable efforts, environmental awareness and good corporate governance.

In view of its mission to continuously develop new toll roads while maximizing its financial strength andimprovingthequalityandefficiencyoftollroadservicesby applying proper technology and implementation of management principles of a modern company with good

Complying with prevailing rules and regulations both internationally as well nationally, Jasa Marga keeps improving its toll road operation in order that it becomes more environmentally friendly. Various efforts having been improved in 2012 included the reuse of construction recycled material, reduction of the use of energy to 3,288 KWh/month by using solar cell as an alternative source of electricity for street lighting, and the planting of over 161 thousand trees along the side of toll roads.Thenumberoftreesplantedincreasesby15.68%compared to that of the previous year.

We will keep supporting the improvement in the fieldof environmental management as we increase the revenuesandnetprofitoftheCompany.TheCompany’sachievementswerereflectedintheincreaseofrevenuesby39.85%,whichwas in linewith the increase in theCompany’s net profit by 33.92% compared to that ofthe previous year. The implication of these increases indirectly impacts the empowerment of local workforce the following years. In 2012, for its business activities, the Company has empowered local labor of 2,275 people scattered in nine branches.

Optimization of social aspect, such as human resources, occupational safety and health, community development and customer service is the factor continually improved throughout the year. In human resources development, Jasa Marga has employed over five thousand peopleevery year. Through Jasa Marga Development Center, Jasa Marga has facilitated training and education to more than 5,162 employees with the total training hours reaching 118,241 hours yearly and average training hours reaching 26.8 hours/person.

Occupational Safety and Health (OSH) remains one of the Company’s priorities. Various OSH-related efforts that have been carried out by the Company in 2012 have broughtsatisfactoryresults.Thiswasreflectedinthezeroaccident causing death, serious injury, or minor injury at workplace and resulting in lost work hours. The Company aims at improving this achievement in the years to come.

Throughout 2012, Jasa Marga also kept optimizing the activities of empowering the community. Through the

Directors’ AddressJasa Marga Sustainable Per formance Highl ights 2012



governance, Jasa Marga is committed to continuing the implementation of Corporate Social Responsibility as an integral part of its business activities.

Going forward, sustainability will be implemented based on the determined scale of main priority, i.e. environmental conservation of the surroundings of all Jasa Marga operational areas. This commitment is intended to maintain the biodiversity of the ecosystem in toll road surrounding areas. [1.2]

Jasa Marga realizes that the efforts and initiatives conducted during the year 2012 represents the Company’s contribution to the sustainable development in Indonesia.

AdityawarmanPresident Director/CEO

Jakarta, June 2013PT Jasa Marga (Persero) Tbk.

Jasa Marga Sustainable Per formance Highl ights 2012Directors’ Address

Lastly, on behalf of PT Jasa Marga (Persero) Tbk., the Directors would like to express the highest gratitude and appreciation to all staff members and employees of Jasa Marga, Shareholders both Government and Public, toll road users along with our business partners, as well as other stakeholders for the well-nurtured cooperation that contributes to the sustainability of the Company’s business.

May God Almighty grant His blessings to all of us for the wellbeing of the future generation.



PROFILE OF JASA MARGA

Jasa Marga in Brief• PTJasaMarga(Persero)Tbk.orJasaMargaisacompanyhavingproductofservicesinthefieldsofmanagement,

maintenance and provision of toll road network. The Company was established based on Government Regulation No. 04 of 1978 to respond the country’s needs for reliable road network to support the economic growth in Indonesia. [2.1] [2.2]

• Having Head Office located in Jakarta—the capital city of Indonesia, JasaMarga has 9 Branch Offices and 11Subsidiaries.TheCompanyholdstheconcessionsof22tollroadsectionswith73%marketshareoftheindustryofIndonesian toll roads, 16 of which, with the length of 545 km are already in operation, including three new toll road sections operated in stages, i.e. Bogor Outer Ring Road Section 1 (3.8 km), Semarang-Solo Section 1 (10.8 km) and Surabaya-Mojokerto Section 1A (2.3 km). [2.4] [2.5] [2.7]

• Asacompanythatisowned70%bytheGovernmentoftheRepublicofIndonesiaand30%bypublic,JasaMargaisa State-Owned Enterprise with a status of public company. [2.6]

PT JASA MARGA (PERSERO) Tbk.

PT JALANTOL LINGKARLUAR

JAKARTA99%

PT MARGA LINGKAR JAKARTA

65%

PT MARGA SARANA JABAR

55%

PT MARGANUJYASUMO

AGUNG 55%

PT TRANS MARGA JATENG

60%

PT TRANS MARGA JATIM

PASURUAN93,62%

PT MARGA KUNCIRAN

CENGKARENG76,07%

PT SARANA MARGA UTAMA

99%

PT MARGA TRANS

NUSANTARA60%

PT MARGABUMI ADHIKARAYA

66,48%

PT JASAMARGA BALI TOL

60%

PT JASAMARGA PROPERTI

99%

GOVERNMENT OF THE REPUBLIC OF INDONESIA

70%

PUBLIC30%

Subsidiaries and Percentage of Jasa Marga’s Ownership

Corporate Structure of Jasa Marga [2.3]

Share Ownership 2012 2011 2010

Government of the Republic of Indonesia 70 70 70

Public 30 30 30

Table Ownership of Jasa Marga Shares (%)



Name of Subsidiary Jasa Marga Ownership Scope of Business Status

PT Jalantol Lingkarluar Jakarta 99%Operator of Jakarta Outer Ring Road Toll

RoadOperated

PT Marga Sarana Jabar 55%Operator of Bogor

Outer Ring Road Toll Road

Operated (Section 1 Sentul Selatan-Kedung Halang)

PT Trans Marga Jateng 60% Operator of Semarang-Solo Toll Road

Operated (Section 1 Semarang-Ungaran)

PT Marga Kunciran Cengkareng 76.07%Operator of

Cengkareng-Kunciran Toll Road

Not Yet Operated

PT Marga Trans Nusantara 60% Operator of Kunciran-Serpong Toll Road Not Yet Operated

PT Marga Lingkar Jakarta 65% Operator of JORR W2 North Toll Road Not Yet Operated

PT Marga Nujyasumo Agung 55% Operator of Surabaya-Mojokerto Toll Road Operated

PT Trans Marga Jatim Pasuruan 93.62% Operator of Gempol-Pasuruan Toll Road Not Yet Operated

PT Margabumi Adhikaraya 66.48% Operator of Gempol-Pandaan Toll Road Not Yet Operated

PT Jasamarga Bali Tol 60%Operator of Nusa Dua-Ngurah Rai-Benoa Toll

RoadNot Yet Operated

PT Sarana Marga Utama 99%Services of

Construction, Trade and Vehicle Rental

Operated

PT Jasamarga Properti 99%Development, Trade and Property-related

ServicesOperated

EAST JAVASurabaya-Gempol: 49.0 kmGempol-Pasuruan: 34.15 km Surabaya-Mojokerto: 36.3 kmGempol Pandaan: 13.61 km

GREATER JAKARTA & WEST JAVAJagorawi: 59.0 kmJakarta-Tangerang: 33 kmUlujami-Pondok Aren: 5.55 kmJakarta Inner Ring Road: 23.55 kmProf. Dr. Ir. Sedyatmo: 14.3 kmJakarta-Cikampek: 83.0 kmJakarta Outer Ring Road: 43 kmCikampek Padalarang: 58.5 kmPadalarang-Cileunyi: 64.4 kmPalikanci: 26.3 kmBogor Outer Ring Road: 11.0 kmCengkareng-Kunciran: 14.2 kmKunciran-Serpong: 11.2 kmJORR W2 North: 7.67 km

NORTH SUMATERABelmera: 42,7 km

CENTRAL JAVASemarang: 24.75 km.Semarang-Solo: 72.64 km

BALINusa Dua-Ngurah Rai- Benoa: 10 km

Map of Locations of Jasa Marga’s Toll Roads

Table Profile of Jasa Marga Subsidiaries as of 31 December 2012

Fully Operated Partially Operated Not Yet Operated

as of 31 December 2012

Prof i le of Jasa Marga




Significant Changes in 2012During the reporting period, Jasa Marga has undergone several significant changes. The significant changesinclude: [2.9]1. 1. Extraordinary GMS convened on 30 January

2012 with a single agenda of Change in the Management of the Company. The resolutions of the Extraordinary GMS included the approval of honorary dismissal of several members of the Board of Commissioners and Directors, and appointment of new members of the Board of Commissioners and Directors, as follows:1A. Approving the honorably dismissal of:

1. Drs. Gembong Priyono, MSc. as Chairman.2. Mayjen. (Purn.) Samsoedin as

Independent Commissioner.3. Prof. DR. Akhmad Syakhroza as

Commissioner.4. Ir. Sumaryanto Widayatin, MSCE. as

Commissioner.

B. Approving the appointment of:1. Ir. Agoes Widjanarko, MIP. as Chairman.2. Mayjen. (Purn.) Samsoedin as

Independent Commissioner.3. Prof. DR. Akhmad Syakhroza as

Commissioner.4. Ibnu Purna Muchtar, SE., MA. as

Commissioner.

2A. Approving the honorably dismissal of:1. Ir. Frans S. Sunito as President Director.2. Ir. Abdul Hadi Hs., MM. as Business

Development Director.3. Ir. Reynaldi Hermansjah as Finance

Director.4. Ir. Adityawarman as Operation Director.5. Ir. Firmansjah, CES. as Human Capital and

General Affairs Director.

B. Approving the appointment of:1. Ir. Adityawarman as President Director.2. Ir. Abdul Hadi Hs., MM. as Business

Development Director.3. Ir. Reynaldi Hermansjah as Finance

Director.4. Ir. Hasanudin, M.Eng.Sc. as Operation

Director.

5. Ir. Muh Najib Fauzan, MSc. as Human Capital and General Affairs Director.

2.C Hence as of the closing of this Meeting, the composition of members of the Directors and Board of Commissioners of the Company is as follows:

Directors• PresidentDirector:Ir.Adityawarman• Operation Director: Ir. Hasanudin, M.Eng.

Sc.• Business Development Director: Ir. Abdul

Hadi Hs., MM.• FinanceDirector:Ir.ReynaldiHermansjah• HumanCapitalandGeneralAffairsDirector:

Ir. Muh Najib Fauzan, MSc.

Board of Commissioners• Chairman:Ir.AgoesWidjanarko,MIP.• Commissioner: Drs. Ibnu Purna Muchtar,

SE., MA.• Commissioner: Prof. DR. Akhmad

Syakhroza.• IndependentCommissioner:Mayjen.(Purn.)

Samsoedin.• Independent Commissioner: Irjen. Polisi

(Purn.) Drs. Michael Dendron Primanto, SH., MH.

• Commissioner:DR.JoyoWinoto.

2. Annual GMS convened on 09 May 2012 with one of the agenda included the dismissal and re-appointment of the Board of Commissioners as follows:2.1. Approving the honorably dismissal of:• DR. Joyo Winoto as Commissioner.• Irjen. Polisi (Purn.) Drs. Michael Dendron

Primanto, SH., MH. as Independent Commissioner.

and approving the re-appointment of:• DR. Joyo Winoto as Commissioner.• Irjen. Polisi (Purn.) Drs. Michael Dendron

Primanto, SH., MH. as Independent Commissioner.



Jasa Marga Scale of Organization [2.8]

DescriptionPeriod of Report

2012 2011 2010Number of Employees (person) 5,075 5,154 5,303Operating Revenues (Rp billion) 9,070.2 6,485.8 *) 4,306.11Total Capital (Rp billion)Assets 24,753.6 20,915.9 *) 18,468.7*)Liabilities 14,965.8 12,555.4 *) 10,849.3*)Equity 9,787.8 8,360.5 *) 7,619.4 *)Quantity of Products of Services (km)North Sumatera

Belmera Toll Road 42.7 42.7 42.7Jakarta and its Surrounding Areas and West Java

Jagorawi 59.0 59.0 59.0Jakarta-Cikampek Toll Road 83.0 83.0 83.0Jakarta-Tangerang Toll Road 33.0 33.0 33.0Purbaleunyi Toll Road 122.9 122.9 122.9Ulujami-Pondok Aren Toll Road 5.55 5.55 5.55Jakarta Inner Ring Road Toll Road 23.55 23.55 23.55Prof. Dr. Ir. Sedyatmo Toll Road 14.3 14.3 14.3Jakarta Outer Ring Road (JORR) Toll Road 43.0 43.0 43.0Palikanci Toll Road 26.3 26.3 26.3Bogor Outer Ring Road Toll Road 3.8 of 11.3 3.8 of 11.3 3.8 of 11.3Cengkareng-Kunciran Toll Road **) 14.2 14.2 14.2Kunciran-Serpong Toll Road **) 11.2 11.2 11.2JORR W2 North Toll Road **) 7.67 7.67 7.67

Central JavaSemarang Toll Road 24.75 24.75 24.75Semarang-Solo Toll Road 10.8 of 72.6 10.8 of 72.6 10.8 of 72.6

East JavaSurabaya Gempol 49.0 49.0 49.0Gempol-Pasuruan Toll Road **) 34.15 34.15 34.15Surabaya-Mojokerto Toll Road 2.3 of 36.3 2.3 of 36.3 2.3 of 36.3Gempol-Pandaan Toll Road **) 13.61 13.61 13.61

BaliNusa Dua-Ngurah Rai-Benoa Toll Road **) 10.0 10.0 10.0

Notes: * Restated

** Not Yet Operated

Table Jasa Marga Scale of Organization

Following is the scale of organization of Jasa Marga from the aspects of Human Resources, Finance and Service Products.

The above appointment is effective from the closing of the Meeting until the closing of the fifth (5th)Annual GMS after the closing of the Meeting; hence, as of the closing of this Meeting, the composition of members of the Board of Commissioners is as follows:• Chairman: Ir. Agoes Widjanarko, MIP.• Commissioner: Drs. Ibnu Purna Muchtar, SE.,

MA.• Commissioner: Prof. DR. Akhmad Syakhroza.• Independent Commissioner: Mayjen. (Purn.)

Samsoedin.• Commissioner: DR. Joyo Winoto.• Independent Commissioner: Irjen. Polisi (Purn.)

Drs. Michael Dendron Primanto, SH., MH.

3. Implementation of IFRS ISAK 16 for the Company’s Financial Statements 2012 submitted to shareholders at Annual GMS on 09 May 2012.

4. Related parties transaction of acquiring the shares of PT Jalantol Lingkarluar Jakarta and PT Waskita Karya at PT Trans Lingkar Kita Jaya (operator of Cinere-Jagorawi Toll Road).

5. Jasa Marga sold its shares at PT Citra Marga Nusaphala Persada Tbk. (CMNP).




ORGANIZATIONAL STRUCTURE

SUBSIDIARIES BRANCHESJASA MARGA

DEVELOPMENT CENTER UNIT

Enkky Sasono

INTERNALAUDITING UNITDjoko Dwijono

PRESIDENT DIRECTORY/CEOAdityawarman

FINANCE DIRECTOR

Reynaldi HermansjahOPERATION DIRECTOR

Hasanudin

HUMAN CAPITAL &GENERAL AFFAIRS DIRECTOR

Muh Najib Fauzan

BUSINNESS DEVELOPMENTDIRECTOR

Abdul Hadi Hs.

CORPORATEPLANNING BUREAU

M. Sofyan

TOLL ROAD BUSINEESDEVELOPMENT DIVISION

Dedi Krisnariawan S.

OPERATIONMANAGEMENT DIVISION

Taruli M. Hutapea

HUMAN RESOURCESMANAGEMENT BUREAU

Emil Irfan

CORPORATESECRETARY

David Wijayatno

MANAGEMENT & ORGANIZATIONDEVELOPMENT BUREAU

Unggul Cariawan

TOLL ROADCONSTRUCTIONS

PROJECTS

GENERAL AFFAIRS BUREAUBambang Sancoyo

MAINTENANCE DIVISIONRicky Distawardhana

LEGAL BUREAUTolu Ismed Arief

RISK & QUALITYMANAGEMENT BUREAU

Satria Ganefanto

OTHER BUSINNESDEVELOPMENT DIVISION

Agus Setiawan

ENGINEERING DIVISION

Hestu Budi Husodo

ACCOUNTING &FINANCE BUREAU

Syachriani Atim

COMMUNITY DEVELOPMENT PROGRAM& PARTNERSHIP PROGRAM UNIT

Sutirya Wiriasastra

CORPORATE INFORMATIONTECHNOLOGI BUREAU

D. Hari Pratama

Organizational Structure of the Company [2.3]

The Organizational Structure of the Company based on the Decision Letter of the Directors No. 156/KPTS/2010 dated 22 September 2010 is as follows:



VISION AND MISSION [4.8]

Continuously developing new toll roads to maintain its leading position of operatingatleast50%ofthetotaltollroadlengthinIndonesia,alongwithotherrelatedbusinesses,bymakingthebestuseoftheCompany’sfinancialstrength.Improvingitsservicequalityaswellasefficiencybyapplyingpropertechnology and modern management principles.

Corporate ValuesTo Have IntegrityAlways carrying out the duties honestly and responsibly while maintaining work ethics onlyforthebenefitsoftheCompany.

To Have Passion for the JobHaving high spirit and passion in working that is based on pride and love for the job and the Company.

To be Eager to LearnAlways learning new things and daring to try new ideas and better ways of work for the Company’s improvement.

To Build TrustBelieving in good will and always being trustworthy in carrying out the duties.

Vision

Mission

To become a modern company in the development and operation of toll roads, to maintain its position as the leader of the toll road industry in Indonesia by operating the majority of Indonesian toll roads and to become a highly competitive company in both national and regional scales.

Based on the Decision of the Directors No. 194/KPTS/2009 dated 08 December 2009 on Organizational Structure of PT Jasa Marga (Persero) Tbk.



EXTERNAL AWARDS IN 2012 [2.10]

Jakarta, 10 May 2012

Jakarta, 27 September 2012

Jakarta, 22 November 2012

Jakarta, 04 June 2012

Jakarta, 04 October 2012

Jakarta, 22 November 2012

Jakarta, 26 June 2012

Yogyakarta,19 October 2012

Jakarta, 06 December 2012

Service Excellence for Jasa Marga TrafficInformationCenterinthecategory of Public Service in Service Quality Award 2012.

National Customer Service (CS) Championship 2012 in Brand Championship Award.

Best Corporate Governance kategori Best Equitable Treatment of Shareholders

The record of Installing the most Solar Cell Street Lightings.

Kesetiakawanan Sosial Nasional/KSN (National Social Solidarity) Awards 2012 in the category of Corporate with Environmental Awareness.

Anugerah Peduli Pendidikan (Care for Education Award) in the Category of Best Company/SOE.

Jasa Marga is one of 25 listed companies included in Sustainable Responsible Investment KEHATI Index.

Jasa Marga received Infobank BUMN Awards 2012 in the Category of Non-Financial SOE with Very Good 2011 Financial Performance.

The 2nd Runner Up for the category of Good Corporate Governance Innovation of Listed SOE in Anugerah BUMN (SOE Award).2012

Centre Customer Satisfaction and Loyalty (CARRE-CCSL) and Service Excellence Magazine (Marketing Group).

Indonesian Institute Corporate Directorship (IICD).

Indonesia World Records Museum (Museum Rekor Dunia Indonesia – MURI).

National Social Solidarity (Kesetiakawanan Sosial Nasional – KSN).

Ministry of Education and Culture.

Indonesian Biodiversity Foundation (Yayasan Keanekaragaman Hayati Indonesia – KEHATI).

Infobank

State Ministry for SOEs

AWARDED BY

AWARDED BY

AWARDED BY

AWARDED BY

AWARDED BY

AWARDED BY

AWARDED BY

AWARDED BY



ABOUT THIS REPORT

• Through the Sustainability Report 2012, Jasa Marga makes the effort to give added value to the stakeholders by presenting the report in accordance with the sustainability reporting standard of Global Reporting Initiatives (GRI) version 3.1. The Report discusses Jasa Marga’s environmental, economic and social performance for the reporting period of 01 January to 31 December 2012. The Report is made annually and continuously. [3.1] [3.2] [3.3]

• Jasa Marga constantly improves the quality of its Sustainability Report over the years. The Company welcomes suggestions and feedbacks from readers that are useful for the improvement of the next

Sustainability Report. Suggestions and feedbacks about this report may be addressed to Jasa Marga at the following contact: [3.4]

Contact UsDavid Wijayatno PT Jasa Marga (Persero) Tbk.HeadOffice :PlazaTolTamanMiniIndonesia Indah, Jakarta 13550, IndonesiaTelephone : +6221 841 3630, 841 3526Facsimile : +6221 841 3540webiste : www.jasamarga.come-mail : [email protected]

[email protected]

The Company is committed to continually growing and giving added value to the stakeholders



Process of Determining Contents of the ReportThe information presented in the Report consists of the Company’s corporate social responsibility activities that relate to the aspects of toll road investment, construction and operation, and that are carried out by its work units. Partnership Program as part of the duty mandated to the Company is also presented as part of the Report. The management and presentation of material in the Report is based on the sustainability reporting of Global Report Initiatives (GRI) version 3.1 synchronized with the carrying out of toll road development and operation. Information and data is presented quantitatively and qualitatively.

The decision of topic and content of the Report is based on the principle of materiality, i.e. issues significantlyinfluencing stakeholders in making decisions.The stakeholders among others include investors, shareholders, Board of Commissioners, Directors, Employees and suppliers. Feedbacks and expectation of investors is of the considerations in determining the contents of the Report. GRI G3.1 indicators that are disclosed in the Report represent issues considered material and relevant to the Jasa Marga’s line of business. [3.5]

Some GRI G3.1 indicators are not disclosed in the Report as they are considered immaterial or irrelevant to the Company’s business. Also, there are GRI G3.1 indicators that are not disclosed due to date unavailability, for which Jasa Marga will make the efforts to complete in the next reporting period, in line with the improvement of system andprocedurethatarebeingconductedinordertofulfillthe GRI G3.1 standard.

Scope of Report and Data Measurement TechnicThe Report’s data and information on sustainability consisting of Jasa Marga’s three performance indicators are presented differently. Financial performance is presented as consolidated data of Jasa Marga as the parent company and its subsidiaries, whereas information on environmental and social performances

is the combination of the parent company and its subsidiaries with varied levels of justification. JasaMarga’s Subsidiaries that contribute to the Report’s data and information are PT Jalantol Lingkarluar Jakarta, PT Marga Sarana Jabar, PT Trans Marga Jateng, PT Marga Kunciran Cengkareng, PT Marga Trans Nusantara, PT Marga Lingkar Jakarta, PT Marga Nujyasumo Agung, PT Trans Marga Jatim Pasuruan, PT Jasamarga Bali Tol, PT Margabumi Adhikaraya, and PT Sarana Margabhakti Utama. [3.6] [3.7] [3.8]

The presentation of quantitative data in the Report applies the principle of comparability of minimum two consecutive years, so that users of the Report are able to conduct trend analysis. The technic used for measuring financial data is the applied accounting standard inIndonesia,whereasfornon-financialdataorsustainabilitydata, the Company uses data measurement technic recognized internationally, such as gigajoule in counting the use of energy, etc. [3.9]

In view of restatement of information on the previous report, Jasa Marga Sustainability Report 2012 is the Company’sfirstsustainabilityreportthatfullyimplementsGRI guidelines. The Company makes effort to provide added value to its stakeholders by presenting the Report in accordance with GRI standard. [3.10] [3.11]

The standard of disclosure used in the Report is available at the end of the Report; however, readers may find the relevance of the information provided to theapplied GRI indicators in the red square brackets in the corresponding part. [3.12]

External Assurance Jasa Marga will continue to strive for improving the quality of the report presented. Nonetheless, in 2012, the Company has not yet assigned independent external assuror to conduct assurance service upon the Company’s Sustainability Report. In order to enhance the quality and reliability of sustainability data, we are planning to assign independent external assuror to conduct assurance for the sustainability report of the next reporting period. [3.13]

About This Repor t



THE GOVERNANCE OF JASA MARGA

Jasa Marga has developed structure and system of Good Corporate Governance (GCG) in view of prevailing rules and regulations as well as best practice implementation. The carrying out of GCG is the follow up of the Decision of the State Minister for SOEs No.117/M-MBU/2002 dated 31 July 2002 which was then renewed by the Regulation of the State Minister for SOEs No. PER-01/MBU/2011 dated 01 August 2011 on Implementation of Good Corporate Governance at SOEs, stipulating that “SOEs are obligated to carry out the companies’ operation by upholding GCG principles, i.e. transparency, accountability, responsibility, independence and fairness”.

Corporate Governance StructureBased on Law No. 40 of 2007 Chapter I on General Provisions, Jasa Marga corporate organs consist of: [4.1]

1. General Meeting of Shareholders (GMS) is the highest corporate organ in the Company that has the authority that is not granted to Directors or Board of Commissioners within the limit regulated by Articles of Association and prevailing rules and regulations.

2. Board of Commissioners is corporate organ that is collectively responsible for performing supervision and giving advice to Directors, as well as ensuring that Jasa Marga implements GCG in the entire levels of the organization.

3. Directors are corporate organ that has the duties and collectively responsible for the management of the Company, as well as implementing GCG in the entire levels of the organization.



The separation of Jasa Marga governance structure ensures that none of the members of the Company’s Board of Commissioners hold dual positions as a Director (executive position). All members of Jasa Marga Board of Commissioners act independently and are free from intervention of any parties. [4.2]

General Meeting of ShareholdersThe giving of recommendation as well as direction is facilitated by a mechanism conducted through General Meeting of Shareholders (GMS). As the highest instance in the Company, GMS consists of: [4.4]

1. Annual General Meeting of Shareholders convened onceineveryfinancialyearnotlaterthanthesixthmonthafterthefinancialyearends.

2. Extraordinary General Meeting of Shareholders, which is the General Meeting of Shareholder convened whenever deemed necessary.

In 2012, Jasa Marga convened one (1) Annual GMS and two (2) Extraordinary GMS. The convening of every GMS has passed the process of preparation and implementation in accordance with Law No. 40 of 2007 on Limited Liability Company Articles 81, 82 and 83; along with Decision of Chairman of Bapepam No. Kep-60/PM/1996 on Plan and Implementation of GMS.

The agenda of GMS in relation to economic, social and environmental performances included Approval of the Company’s Annual Report Financial Year 2011 on the Company’s Activities and the Implementation of the Supervisory Duty of the Board of Commissioners and

Ratification of the Company’s Financial Statementsfor theYearEnded31December2011;RatificationofPartnership and Community Development Programs Report for Financial Year 2011; Decision of the Use of Net Profit for Financial Year 2011; and Report onImplementation of IFRS in the Company’s Financial Statements Financial Year 2012. Also, the agenda of Extraordinary GMS was Change in the Management of the Company. [4.10]

The Company supports the existence of Jasa Marga Labor Union (Serikat Karyawan Jasa Marga – SKJM) as well as the rights for assembly and association, so long as it does not contradict with prevailing rules and regulations. Through the labor union, Jasa Marga employees are able to give recommendations, opinions, along with other things related to the implementation of healthy work relation and activities. The employees are also able to give their opinion directly through the hierarchical mechanism, i.e. to direct superior, and the superior of the direct superior. Should this effort is not properly responded, employees then may also convey directly to Human Resources Management Bureau . [4.4]

Board of Commissioners and CommitteesThe Board of Commissioners is assisted by several Committees. As corporate organs supporting the Board of Commissioners, the committees under the Board of Commissioners are collectively in charge of and responsible for assisting the Board of Commissioners in carrying out the functions of supervision and giving advice to the Directors. The Committees supporting Jasa Marga Board of Commissioners consist of Audit Committee and Business Risk and Investment Committee.

Diagram Structure of Board of Commissioners and Committees

Diagram Jasa Marga Governance Structure

GMS

Directors

Board of Commissioners

Board of

Commissioners

Audit CommitteeBusiness Risk

and Investment Committee

The Governance of Jasa Marga



in cooperation with independent party. Second, results of the selection process are brought up at GMS for approval. [4.7]

The Company’s Directors consist of five (5) members,namely one (1) President Director and four (4) Directors. All members of Directors are domiciled in Indonesia. DirectorsareappointedbyGMS,withthetermofofficeoffive(5)yearsforeachmemberandmaybere-appointedbased on resolutions of GMS. The term of office ofeach member of Directors is terminated in the case of resignation, non-compliance with requirements, death, and dismissal by the Board of Commissioners or based on resolutions of GMS.

Compensation and Remuneration for Board of Commissioners and DirectorsReferring to Article 96 Paragraph (1) of Law of Limited Liability Company No. 40 of 2007, the amount of salary and allowance of Directors is decided based on resolutions of GMS. This authority, based on Article 96 Paragraph (2) may be delegated to the Board of Commissioners. Meanwhile, Article 113 of Law on Limited Liabilities Company No. 40 of 2007 regulates that the amount of salary and allowances of the Board of Commissioners are decided by GMS. The form of allowances, facilities, and other components included in the component of income (other than salary) refers to the Regulation of the State Minister for SOEs No. Per-07/MBU/2010 dated 27 December 2010 on Guidance for Deciding the Remuneration of Directors, Board of Commissioners and Supervisory Board of SOEs. [4.5] [4.9] [4.10]

As to the procedures, basis of implementation and amount of remuneration for employees starting from the level of senior managers to staff are decided by the Directors in view of achievement of the key performance indicator (KPI) and the Company’s overall performance.

Implementation of GCG Principles at Jasa MargaThe implementation of GCG principles is particularly documented in the Company’s regulations and Code of Conduct (CoC), which includes business relationship

The number of Jasa Marga’s Independent Commissioners has complied with what is regulated by Decision of the Directors of Indonesia Stock Exchange No. Kep-305/BEJ/07-2004 on Regulation No. I-A on the Listing of Shares and Equities Securities other than Shares Issued by Listed Companies, stating that each public company is required to have the number of Independent Commissioners at least 30% of the total number ofBoard of Commissioners members. Jasa Marga has two IndependentCommissioners,which represents33%ofsix members of the Board of Commissioners. [4.3]

Independent Commissioners are Board of Commissioners’ members not having financial,managerial, share ownership and/or family relationship with other members of the Board of Commissioners and/or the Shareholders or other relationships with Jasa Marga,thosethatmayinfluencetheircapabilityofactingindependently.

The process of ensuring the avoidance of conflict ofinterest is based on the provisions of the Company’s Articles of Association stating that members of the Board of Commissioners are prohibited to hold dual positions as: [4.6]1. Member of Directors at SOEs, local government-

owned enterprises, and private owned enterprises.2. Other positions according to prevailing rules and

regulations.3. Member of management of political party and/or

candidate/member of legislative.4. Otherpositionsthatmaycauseconflictofinterest.

DirectorsDirectors are the Company’s organ that is collectively in charge of and responsible for managing the Company and implementing GCG at the entire levels of the organization. In carrying out their duties, the Directors are accountable to GMS. Members of the Directors are appointedthroughtwostages.First,fitandproper testconducted by State Minister for SOEs as the majority shareholder and holder of Dwiwarna Shares. The mechanism for selecting or nominating the candidates of Directors is regulated by Regulation of the State Minister for SOEs No. PER-06/MBU/2012 dated 21 May 2012. HolderofDwiwarnaSharesconductsfitandpropertest




and risk of corruption. Through the socialization of the Company’s regulations and CoC, training on Managing Clean and Free from Corruption SOEs, mechanism for handling and receiving inevitable gratification,active participation in the membership of Anti-Bribery Entrepreneurs Community (Komunitas Pengusaha Anti Suap – KUPAS) and becoming part of Anti-Corruption Initiative Study (Studi Prakarsa Anti Korupsi – SPAK) conducted by KPK, Jasa Marga strives for educating and avoiding its employees to commit corruption.

The effort is realized by carrying out the socialization of Whistleblowing System (WBS) to all employees. The socialization is conducted internally by means of internal bulletin, poster, ethics socialization and direct presentation to the work units; and externally through the Company’s website and circular letter or memo. Having applied the system, in 2012, there was no misconducts occurring in the Company. The Company also implements other principles of GCG to enforce the good governance of the Company. [SO2] [SO3] [SO4]

Following is the mechanism and means of Whistleblowing System conducted by the Company:

Means of Whistleblowing

WHISTLEBLOWER

Deloitte analyst asks relevant information to whistleblower

Deloitte contact center responds when whistleblower asks the follow up status of the report

Deloitte analyst will give unique reference number to whistleblower

Deloitte forensicInvestigator reviews call log, make investigation report and follow up recommendations

Report will be published in E-Room and email notice will be sent to all members of Jasa Marga WBS Management Team

WBS Management Team will follow up* and respond to the case to Deloitte

Deloitte Contact Center responds to whistleblower based on reference number

Diagram Mechanism of WBS

Means of WBS

+62 21 2350 7022

+62811 1255 550

+62 21 2350 7023

http://jasamarga.tipoffs.asia

[email protected]

P.O Box 2332, JKP 10023

*) The process of handling reported case is in accordance with the provisions stated in Decision of the Directors of Jasa Marga No. 09/KPTS/2013 – Attachment II

For Whistleblowing via phone calls and text messages, live reporting time is from 07:00 WIB (Western Indonesian Time) to 21:00 WIB, otherwise will be diverted to voice mail.




Risk ManagementJasa Marga Risk Management Policies are regulated by the Decision of the Directors of Jasa Marga No. 129.2/KPTS/2010 on Risk Management Policies and Risk Management Manual at PT Jasa Marga (Persero) Tbk. dated 22 July 2010. The decision of the Company’s Risk Management policies serves as basic reference in order to achieve the Company’s long-term targets and represents the realization of the commitment to integrated and wide implementation of risk management within the organization in order to support the certainty in the achievement of the Company’s long-term target as well to provide systematic and measurable framework of risk management implementation in accordance with international requirements.

The Company has Manual and Procedures for Risk Management based on ISO 31000:2009 and has created Procedures for Risk Management along with Procedures for Creating Risk Register. Risk Management begins with the process of Communication and Consultation, Determination of Context, Risk Assessment (Risk Identification, Risk Assessment), Risk Mitigation andMonitoring & Evaluation. [4.11]

To support the effectiveness of Risk Management implementation, in 2012, Jasa Marga has created the procedures consisting of among others as follows:a. Procedure for Risk Management (PK/PR/01-

BMMR).b. Procedure for Creating RPR and PPR (PK/PR/02-

BMMR).c. Procedure for Monitoring the Implementation of

Risk Mitigation (PK/PR/03-BMMR)d. ProcedureforCreatingRiskProfileoftheCompany

(PK/PR/04-BMMR).e. Procedure for Documenting and Reporting (PK/

PR/05-BMMR).f. Procedure for Evaluating Risk Incidents Event Risk

(PK/PR/06-BMMR)g. Procedure for Creating Risk Register (PK/PR/07-

BMMR).

Risk assessment in 2012 was conducted by assessing the objectives of corporate work and budget plan (RKAP) of 2012 so that the programs that were resulted from assessment (risk mitigation) were able to function in ensuring the achievement of the purposes and objectives of RKAP of 2012. Each proposed program must first undergoa review to find out its connectivitywith the objectives.

Jasa Marga’s Commitment to External InitiativesJasaMargaconstantlymakesefforttofulfillthequalificationandexternalinitiativesinthescopeoflocal,regionalaswellas national. Risk mitigation to all business activities is carried out by benchmarking with existing regulations and policies. ThecertificationsachievedandcontinuallyimprovedbyJasaMargaareasfollows:[4.11] [4.12]

Branch NameCertified Since Validation Period Type of Certification Certificate No.

ISO 9001 OHSAS ISO 9001 OHSAS ISO 9001 OHSAS ISO 9001 OHSAS

Semarang 6-1-05 25-10-11 6-1-11 to6-1-14

25-10-11 to25-10-14 4 1 ID05/00530 ID11/01882

Jagorawi 10-1-00 23-3-11 23-8-11 to23-8-14

23-3-11 to23-3-14 7 1 ID00/17172 ID11/1102954096

Cawang-Tomang-Cengkareng 15-2-05 3-3-11 15-2-11 to

15-2-143-3-11 to3-3-14 4 1 ID05/00554 ID11/1102954092

Surabaya-Gempol 19-4-01 10-5-11 19-4-10 to19-4-13

10-5-11 to10-5-14 4 1 ID04/0376 ID11/1102954122

Belmera 12-10-04 31-1-11 12-10-10 to12-10-13

31-1-11 to31-1-14 3 1 ID04/0481 ID11/1102954067

Palikanci 21-7-04 24-9-12 21-7-10 to21-7-13

24-9-12 to5-7-15 3 1 ID04/0439 ID12/02180

Table Certification of OSH Management Based on OHSAS and SMK3




Membership of Organization in the IndustryJasa Marga participates in the membership of organization in the industry related to the Company’s line of business. Jasa Marga becomes the member of two following organizations: [4.13]• Asosiasi Jalan Tol Indonesia/ATI (Indonesian Toll

Road Association).• Persatuan Insinyur Indonesia/PII (Indonesian

Engineer Association), professional organization functioning as the forum for Indonesian engineers, to jointly enhance competencies in the field ofengineering.

Stakeholder EngagementInmanagingitsbusiness,JasaMargaishighlyinfluencedby engagement of the stakeholders both internal as well asexternal. In general, the stakeholders are classifiedinto 9 categories, as follows: [4.14]1. Jasa Marga employees.2. Government, both central and regional, including

the authorities under their supervision.

3. Shareholders.4. Customers.5. Business Partners/Suppliers/Contractors.6. Competitors.7. Creditors.8. Community along with its institutions.9. Mass Media.

Differentiating and mapping of stakeholders are carried out by analyzing groups that frequently interact with the Company. The Company analyzes the relation between Jasa Marga’s interests and those of the stakeholders. [4.15]

The relation and method of nurturing relationship with the stakeholders is carried out by means of specificcommunication pattern depending on stakeholders’ target. Details on efforts of nurturing relationship with stakeholders of the Company are as follows: [4.16] [4.17]

Table Stakeholders Relation and Method of Nurturing Relationship [4.16]

No Stakeholder Stakeholders Relation and Method of Nurturing Relationship

1 Employees. • FulfillingtheCompany’obligationstoEmployeesinaccordancewithJointWork Agreement.

• Providing equal career opportunities to all employees.• Implementing performance-based remuneration system for employees.• Enhancing competencies of Jasa Marga Individuals through trainings.

2 Government, both central and regional, including the authorities under their supervision.

• FulfillingtheCompany’sobligationsincomplyingwithprevailingrulesandregulations.

• FulfillingtheCompany’sobligationsinreportingofLHKPNandTaxes.• Submitting the Company’s Reports to related Government authorities such

as Bapepam-LK, Indonesia Stock Exchange, State Minister for SOEs and Indonesian Toll Road Authorities (Badan Pengatur Jalan Tol – BPJT).

Branch NameCertified Since Validation Period Type of Certification Certificate No.

ISO 9001 OHSAS ISO 9001 OHSAS ISO 9001 OHSAS ISO 9001 OHSAS

Jakarta-Cikampek 4-2-05 31-1-11 4-2-11 to4-2-14

31-1-11 to31-1-14 4 1 ID05/00550 ID11/1102954070

Purbaleunyi 22-12-05 28-12-10 22-12-10 to22-12-13

28-12-10 to28-12-13 3 1 ID04/00515 ID11/1102954054

Tangerang 22-12-04 4-1-11 22-12-10 to22-12-13

4-1-11 to4-1-14 4 1 ID04/00516 ID11/1102954016




No Stakeholder Stakeholders Relation and Method of Nurturing Relationship

3 Shareholders. • Ensuring the rights of every Shareholder in accordance with the provisions of the Company’s Articles of Association, all decisions legally approved by GMS as well as other prevailing rules and regulations.

• Providing complete and accurate material information in a timely manner to the Shareholders in accordance with prevailing rules and regulations.

• Conducting fair and transparent dividend payment to the Shareholders in a timely manner.

4 Customers. • Ensuring the quality of services.• Conducting periodical meetings to discuss various subjects related to

implementation of agreed contract.• Conductingperiodicalsurveytofindoutcustomersatisfaction.• Maintaining customers’ privacy.

5 Business Partners/Suppliers/ Contractors.

• Conducting fair and transparent Procurement of Goods and Services, and avoiding the practices of corruption, collusion and nepotism (Korupsi, Kolusi dan Nepotisme – KKN).

• Selecting Business Partners having similar values and business ethics to those of the Company.

• Carrying out the agreed rights/obligations consistently.6 Competitors. Implementing the principles of healthy and ethical competition, among others

by participating and competing in the process determined by the Government in acquiring toll road concession fairly and in accordance with prevailing rules and principles of business ethics. Jasa Marga has never faced accusation related to violation of business competition. [SO7]

7 Creditors. • Disclosing actual and prospective information such as the Company’s shares (JSMR) by means of among others the Company’s website, Annual Report, Public Expose and Mass Media.

• Fulfilling theCompany’s obligation to theCreditors/Investors in a timelyfashion.

• Carrying out the agreed rights/obligations consistently.8 Community along with its

institutions.• Implementing AMDAL prior to toll road development and managing RKL

and RPL during toll road operation.• Conducting the activities of Partnership Program, Community Development

Program and Corporate Social Responsibility (CSR) that are developed and carried out towards the improvement of the life quality of the people living in the Company’s toll road surroundings, while focusing mainly on Partnership Program, Education and Art Assistance, Health Assistance, ReligiousFacilities,andEducationrelatedtotraffic.

9 Mass Media Implementing the principles of information disclosure to the public through press release as well other forms of information.




JASA MARGA’S SERIOUSNESS IN ECOLOGICAL MANAGEMENT

Operational activities of a company, either big or small will certainly give negative impact to the environment. Similar to other companies in general, the negative impactcomesasaconsequenceoftakingbenefitfrombusiness process. The Company’s effort to boost the positive impacts and minimize the negative impacts of its business activities represents the Company’s responsibility to the environment.

Minimizing the negative impacts resulted from toll road development and operation while increasing the benefitsisthereflectionofJasaMarga’sseriousnessinenvironmental management. The Company realizes that its business activities that are carried out in the Branch OfficesaswellasHeadOfficebringnegativeimpactsinvaried scales. Toll road development that converts green area with biodiversity, toll road operation that adds to intensity of air pollution, use of non-renewable fuel for

operational activities, use of water and paper for various purposes and other operational activities are some forms of the impacts as consequences of business activities conducted by Jasa Marga. [EN12] [EN29]

Policies and Ethics of Ecological ManagementThe efforts in carrying out environmental management represent the Jasa Marga’s responsibility that serves as its firstpriority. TheDirectorsand theManagementare committed to implementing environmental policies based on Government Regulation No. 27 of 1999 on Environmental Impact Analysis (Analisa Mengenai Dampak Lingkungan – AMDAL) , Law No. 23 of 1997 on Environmental Management, Decision of the Minister of Environment No. 11 of 2006 on Corporate Obligation to Complete AMDAL Documents (AMDAL TOR/Terms of Reference), Decision of Minister of Environment



No. 45 of 2005 on Guidance for Creating Reports on Implementation of RKL (Environmental Management Plan) and RPL (Environmental Monitoring Plan), and Circular Letter of the Directors No. 18/SE/2010 on Energy Saving And Environmental Preservation. Through the commitment state in RKL and RPL guidelines, the Company implements the strategies of environmental management that is oriented to environmentally friendly operational activities and conservation of biodiversity. [EN14]

Beyond the compliance to the regulations of the Government of the Republic of Indonesia, Jasa Marga guarantees that none of its operational activities violate the provisions of regulated by the Government. The Company has always implemented the policy to mitigate environmental impact of each toll road project. Environmental impact analysis (AMDAL) is one of the actions conducted by Jasa Marga to guarantee that the toll road developed will not damage the environment. The policies related to environment are not only implemented before a project is developed, but also during the development of the project and after the project is completed (during toll road operation).

In developing toll roads, Jasa Marga analyzes the aspects of physical-chemical, social-economy, social-culture, and public health. The Company implements these efforts by applying AMDAL to the toll road projects beginning with selection of material by as much as possible using recyclable material, to the efforts in reducing the impacts of increased air pollution resulted from the services. [EN26]

Based on Circular Letter of the Directors No. 18/SE/2010 on energy saving and environmental preservation, Jasa Marga makes every effort to implement the improvement of the quality of the environment by means of the following policies: [EN26]1. Saving energy by using new technology that reduces

the use of energy within the Company.2. Using products that refer to eco products

(environmentally friendly products).3. Planting trees to replace the trees that are required

to cut down.

By implementing the above policies, as of the end of the reporting period, there was no violation of environmental laws and regulations hence Jasa Marga is free from monetaryvalueofsignificantfines.[EN28] [S08]

Use of MaterialIn developing its high quality toll roads, Jasa Marga constantly makes efforts to use sturdy materials sans disregarding the environmentally friendly aspect of such materials. Nonetheless, in this reporting period, having the competencies in developing and operating toll roads, Jasa Marga only carried out business activities in the services of toll road operation.

The main materials for maintaining toll roads along with the facilities consists of asphalt, sand, cement as well as other materials. None of the materials used is categorized as hazardous and toxic (Bahan Beracun dan Berbahaya – B3), hence no waste of heavy material is transported nor processed to be reused. Information on the use of material by volume of usage is presented in Appendix [EN1] [EN2] [EN22] [EN23] [EN24]

In this reporting period, the residue of the main materials was not recycled. The main materials are used in the operational process and the residue of the main materials resulted from toll road construction is used asphalt. The residue is used among others for developing roads in the areas surrounding the toll roads that are being constructed, such as the road for residential area of Cikeas Sukaraja. [EN2] [EN26]

Using and Saving EnergyJasa Marga’s highest need for energy lies in fossil fuel as the primary source of energy and it is used to support operational activities in transporting toll road materials. The usage of the primary source of energy consists of diesel and gasoline used as the sources of energy for operational vehicles. Data on direct energy consumption is presented in Appendix EN3. [EN3]

In addition to direct energy consumption, Jasa Marga alsousesindirectenergyforrunningtheoffice,tollgates,as well as other facilities along the toll roads. The indirect source of primary energy is electricity fully supplies by PT

Jasa Marga’s Ser iousness in Ecological Management



PLN (Persero). Another use of indirect energy is diesel as the source of energy for running generator set at the Company’s operational areas. Complete data on indirect energy consumption is presented in Appendix EN4 of this report. [EN4]

It is undeniable that the source of energy used in the process of toll road operation is generally non-renewable sources of energy; however, the Company makes the effortstofindalternatesolutiontoenergyefficiencyandconservation,whilefindingalternatesourceofrenewableenergy to support toll road operational activities.

As a company that operates toll roads, in addition to fossil fuel, electricity as the source of energy is mostly used by the Company for Public Street Lighting (Penerangan Jalan Umum – PJU). In view of the importance of street lighting and the Company’s efforts in saving energy, the Company is encouraged to find alternative source ofelectricity to substitute the electricity supplied by PLN. [EN5] [EN6]

Apart from saving electricity, the use of solar energy, especially for street lighting, serves as the solution hence accident-prone locations have lighting at night. [EN7]

The Company has implemented the alternative source of electricity for street lighting on several sections. Cipularang (Cikampek-Purwakarta-Padalarang) was the pilot project of this effort. The Company has installed 190 points of solar cell PJU on Cipularang. The energy saving was soon followed by other sections of Jasa Marga’s toll roads, such as Cawang-Tomang-Cengkareng Toll Road that installed 1,800 lights of solar cell public street lighting along 38 km and they were used starting from May 2012.

Moreover, in July 2012, the Company has added 115 points of PJU LED solar cell on Prof. Dr. Sedyatmo Toll Road. These efforts are Jasa Marga’s initiatives in reducing indirect energy consumption. The total reduction of energy consumption as a positive impact of the policy is indicated by the saving of 3,288KWh/month. [EN5] [EN6] [EN7]

Using and Recycling WaterIn Jasa Marga’s business process, water is generally used by employees for office household needs. Theconsumptionisapplicablefortheentireofficesconsistingof Head Office, Branch Offices along with operationalunits. Jasa Marga’s water supply is acquired from several sources. The following table shows the volume of Jasa Marga’s water requirement during the reporting period.

Sincewaterconsumptionismerelyforofficehousehold,there is insignificant impact to water volume in thebodies of water. The total volume of water consumption derived from the two sources was 205 thousand m3. No heavy waste was resulted as waste product. Jasa Marga however still applies the policy of simple Waste Water Treatment Plant (Instalasi Pengolahan Air Limbah – IPAL) as a method to recycle water. [EN8] [EN22]

The existence of ground water underneath toll road construction threatens the stability and security of the toll road. Therefore, at certain areas, ground water needs to be pumped out the toll road embankment. To make use of such ground water, the Company distributed it to the surrounding community, i.e. for MCK (public bathing, washing and toilet facilities). Jasa Marga also built MCK to facilitate the needs for water to people residing in toll road surroundings. [EN9]

Jasa Marga has not yet calculated the total volume of recycled water. The initiative to make use of waste water is one of the Company’s activities in environmental management. Waste water is directly canalized to water disposal channel provided by the Local Government. The precise measurement of amount of waste water by quality and purpose has not yet been conducted during the reporting period. Yet, with the use of water intended for office household, hence thewater having quality Cor D is reused for watering green areas. [EN10] [EN21] [EN25]




Controlling Pollution and Greenhouse Gas EffectJasa Marga realizes that one of the impacts of toll road operation is air pollution resulted from vehicles used by toll road users as the Company’s customers. The CO2 produced from vehicles’ exhaust is nota bene the major source of greenhouse gas (GHG) effect. The calculation of GHG in the Company’s operational areas was conducted using sampling methods at several spots on toll road sections. The calculation on those sampling spots was then averaged to have the value of regional GHG emission. Complete data on results of GHG emission calculation in the Company’s operational areas is presented in Appendix EN16 and EN17 of this report. [EN16] [EN17]

As an effort to reduce the GHG concentrate, Jasa Marga is determined to implement toll road forestation program by carrying out planned tree-planting program in areas surrounding toll road operation. The Company’s policy is to plant trees such as Rain Tree (Samanea saman), Mahogany (Meliaceae), Ashoka Tree (Polyalthia longifolia), Sea Mango (Cerbera manghas), and Teak (Tectona Grandis). Rain Tree (Samanea saman) is able to absorb 28 tons of carbon dioxide (CO2) per year, compared to other trees capable of absorbing an average of 1 ton of carbon dioxide (CO2) in 20 years. The said type of tree therefore reduces air pollution. [EN13] [EN14] [EN18]

The above effort proves that Jasa Marga’s takes part in being responsible for the climate change impacting global warming. Over 161 thousand trees have been planted in 2012. The number of planted trees was higher by3.1%compared towhat itwasplannedandwasanincrease by 15.8% compared to that of the previousyear. The total investment for this activity throughout the year 2012 amounted to Rp 9.28 billion. Complete data

on toll road forestation program as one the solutions to reducing GHG is presented in Appendix EN18. [EN18] [EN30]

In addition to toll road forestation program by planting trees that absorb CO2, the Company also applies the policy issued by the State Ministry for SOEs to use non-subsidized fuel with higher octane. The use of higher-octane fuel is one of the initiatives to reduce CO2 emissions resulted from motor vehicles, as exhaust gas emitted from such fuel is more environmentally friendly. [EN18]

The Company also implements other policies in relation to pollution control and GHG effect, such as: [EN26]1. Improvement in exhaust gas emission2. Energysavingandefficiency3. Developing alternate energy that is environmentally

friendly

Jasa Marga also makes the efforts to cut down the use of ozone-depleting substances (ODS). Jasa Marga continually performs detailed measurement. Measured ODS were CO, O3, and HC. The average of the substances resulted from the measurement is presented in Appendix EN19. [EN19]

In addition to GHG measurement, measurement of significant air emission resulted from the activitiesrelated to Jasa Marga’s services was carried out using the same method in the entire operational areas of the Company. This effort is the form of monitoring environmental quality. Air emission such as NO2, SO2, as well as other heavy metal substances contained in it (Pb4+) and dust were precisely measured. The source of the air emission came from the fuel combustion residue of vehicles of toll road users. More detailed information is presented in Appendix EN20. [EN20]




Environmentally Friendly EnergyJasa Marga constantly makes efforts to prove its seriousness in environmental management as part of its commitment to and responsibility for minimizing the negative impact of the Company’s business process. Jasa Marga has started to gradually make use of environmentally friendly energy in toll road areas, by using solar cell as the source of public street lighting as well as using Light Emitting Diode (LED). [EN5] [EN6] [EN7]

Solar cell PJU (Penerangan Jalan Umum – public street lighting) is mainly intended to increase toll road users’ safety at black spot areas along toll roads in relation to improving services to toll road users. Furthermore, the policy taken by the Company represents strategic step that provides multiplier effects. [EN7]

In addition to providing lighting, the strategic value of making use of solar cell PJU also shows the support to the world’s strategy and takes part in reducing fuel oil consumption by means of energy conservation, alternative sources of energy, green construction, carbon trade, etc.

The policy is the realization of Government Regulation No. 70 of 2009 on Energy Conservation and Presidential Instruction No. 13 of 2011 on Saving Energy and Water. Beyond complying with regulation, the implementation of solar cell PJU supports the Government’s plan to reduce GreenhouseGasEffectbyupto26%in2020.

No Toll Road Section Single Ornament(Unit)

Double Ornament(Unit)

Number of Lights(Points)

1. Jakarta Inner Ring Road 245 740 1,7252. Jakarta-Cikampek 94 - 943. Purwakarta-Bandung-Cileunyi 715 71 8574. Jakarta-Bogor-Ciawi 22 - 22

Table Solar Cell PJU on Toll Roads Operated by Jasa Marga [EN5] [EN6] [EN7]




Environmental Impact MitigationAs a toll road developer and operator, Jasa Marga always conducts Implementation of Environmental Impact Analysis (Analisis Mengenai Dampak Lingkungan – AMDAL) prior to developing new toll road in accordance with Government Regulation No. 27 of 1999 on Environmental Impact Analysis. The activity of AMDAL is conducted before and during toll road construction as well as when toll road is operated. The said compulsory activity is aimed at ensuring that the toll road developed will not damage the environment.

In preparing AMDAL for toll road project, Jasa Marga always involves all related stakeholders, including the surrounding community or those likely impacted by the toll road development. Factors such as ecological balance, biodiversity, and climate change are some of determining environmental factors of toll road development.

Out of its toll roads, the Company has only one toll road that coincides with areas with high biodiversity not in the protected areas. The Company’s toll road project of 12 km Nusa Dua-Ngurah Rai-Benoa has to use the area of 1.5 ha mangrove forest park for construction of the total area of 5.8 ha forest park. To overcome the situation, PT Jasamarga Bali Tol (JBT) is committed to reforesting the mangrove along the toll road. As a start, JBT has planted 5,000 mangrove trees in the areas of Benoa and Ngurah Rai roundabout.

To develop Bali Toll Road, located in the shallow water areathatisinfluencedbytidalcondition,themethodoftemporary embankment is used for providing footings for construction work, using the limestone as the material considering its characteristics containing calcium carbonate or calcite mineral originated from marine

organisms (to create similar condition to that under the sea). The making of the temporary footings hence does not damage or endanger marine ecosystem. As soon as construction is completed, the piled up limestone is removed and as the condition underneath the toll road is restored. Until the end of 2012, as much as 163,000 m3 limestone has been used to build the footings that are considered effective in speeding up the process of the toll road development.

Until the end of the reporting period, the said toll road section is not yet operated. However, as the effort to minimize environmental impact from toll road development, apart from conducting mitigation through AMDAL,theCompanyhasalsoconfirmedthatnospeciesincluded IUCN (International Union for Conservation of Nature) Red List in the said area and has started the effort of habitat restoration by conducting tree re-planting. [EN11] [EN12] [EN13] [EN14] [EN15]

Risk mitigation is continuously being implemented until post construction. To cite an instance, the climate change that cause potential flooding on toll roads ismitigated by shifting from closed to open water channel while monitoring the effectiveness of such change and high intensity of rain. Risk mitigation is also carried out by installing measuring pole as Early Warning System.

As part of its efforts in mitigating environmental impact, the Company also conducts routine cleaning of river crossed over by toll roads within hundreds of meter radius. This is intended to enable smooth river flow, and not contributing to causing flood. Details onenvironmental impact mitigation conducted by Jasa Margainthefieldofoperationalareasfollows:




No Risk Cause Risk Mitigation

1. Flood 1. High intensity of rain.2. Bodies of water in toll road surrounding are

not capable of containing rainwater.3. Water channel is clogged by trash.

1. Shifting from closed to open water channel and monitoring the effectiveness of the change.

2. Installing measuring pole as Early Warning System.

3. Carrying out routine cleaning of mud and river sedimentation.

4. Coordinating with related parties.2. Landslide Water channel is clogged up by bushes resulting

inuncontrolledwaterflowandoverflowingwaterto the roadbed.

1. Constructing retaining wall (sheet pile and gabion).

2. Strengthening and stabilizing slope.3. Improving drainage system and weep

holes.4. Carrying out routine inspections and

monitoring effectiveness of displacement pegs and inclinometer as Early Warning System.

Table Environmental Impact Mitigation




BUILDING THE FUTURE

The dynamic change of economic condition both nationwide and worldwide is a great challenge in the years to come. Closing the year 2012, the hard work and dedication of all Jasa Marga Individuals has resulted in positive performance achievements. These are marked

by increasing revenues in line with the increasing net profitoftheCompany.TheCompany’smainrevenuesof2012 derived from toll roads operation. The Company’s Net Profit reached Rp 1.60 trillion, representing anincreaseby33.92%comparedtothatof2011.

No. Direct Economic ValueReporting Period

2012 2011 2010I Revenues

a. Toll Revenues 5,581.75 4,843.23 4,306.11b. Non-Toll Revenues 143.47 146.31 72.48

Total Revenues of Economic Value 5,725.22 4,989.54 4,378.58II Distribution of Economic Value

Operational Cost 1,978.21 1,806.56 1,473.53Salary and Allowance (Employees, Directors and Board of Commissioners) 1,146.30 1,050.97 916.86

Dividend Payment 640.84 535.78 716.09Payment to Government (Tax) 519.44 410.89 291.85

Note: Operational Cost in this part has tax element

Table Direct Economic Value (in billion Rupiah) [EC1] as of 31 December 2012



The revenues entirely came from the Company’s operational and business activities; none were received from the Government. The Company’s expenses were intended to improve the prosperity of the stakeholders, includingfulfillingallobligationsoftheCompany.Neitherfinancialaidsnorotherformsofcontributionweregivento political parties, politicians and political activities. [EC4] [SO6]

Economic value distribution reported by Jasa Marga in operational cost variable included financial implicationand risks caused by climate change. The factor of weatherchangesuchashighintensityofraininfluencestoll road operation and it may lead to unoperational toll road. To mitigate such risk, the Company has conducted preventive measures to anticipate climate change. Under the community development program, activities such as toll road forestation and making of biopore holes were a few of preventive actions carried out by the Company. [EC2] [EN26]

In linewith the achievements in the field of economy,the Company also keeps improving its operational

and non-operational aspects. As accounting standard changes, this year the Company has implemented IFRS ISAK 16 for its reporting method. Moreover, to provide added value to the stakeholders, the Company also presents Sustainability Report that refers to the entire standardization of GRI 3.1 to inform value added construction in developing the future of the Company.

The Company keeps adding value to its stakeholders. One of its main concerns is implementing investment agreement in developing the business based on mutual compliance to uphold the values of human rights. As of the end of the reporting period, however, Jasa Marga has not yet included specific clause on humanrights in its investment agreement. In general, Jasa Marga refers to labor laws along with prevailing norms encompassing the aspect of human rights. Nonetheless, Jasa Marga is committed to including human rights in the implementation of trainings related to human rights to its employees. Throughout the reporting period, 2,896 hours of training on human rights were distributed jam to 42 employees with average training hours of 69 hours/person. [HR1] [HR3] [HR8]

Bui ld ing The Future

Harmony with the Local Community prosperity for all is one of the efforts Jasa Marga plans to continue as the form of harmony in life. The existence of the Company’s operations widely scattered in different areas should be able to contribute to welfare improvement of both local suppliers as well as the community. [EC6]



No. Area of Work

Job Title

TotalToll Collector

Ticket Counting

Officer

Medical Officer

Patrol Officer

Shuttle Driver

Ambulance Driver

1 Jagorawi 321 - - - 46 - 3672 Jakarta–Cikampek 498 - - - - 5 5033 Jakarta–Tangerang 138 - 3 - 20 5 166

4 Cawang–Tomang– Cengkareng 589 - 2 - 13 6 610

5 Purbaleunyi 256 - 13 32 - - 3016 Surabaya–Gempol 120 7 18 - 5 1507 Semarang 37 - - - - 5 428 Belmera 68 8 4 - - 4 849 Palikanci 35 - 5 - 8 4 52 TOTAL 2062 15 45 32 87 34 2275

Table Data on Number of Local Workforce [EC9] [EC7]

The cooperation with local suppliers will certainly develop their business scale. The need for local workforce as outsourced labors to support the process of operational activities suggests one of Jasa Marga’s efforts in improving local workforce suppliers and this indirectly gives impact on the recruitment of local labors. [EC7][EC9]

In the agreement with the suppliers, Jasa Marga emphasizesthesignificanceofrespectingtheuniversal

values of human rights. Not hiring child or minor labors, no discrimination in accepting labor, avoiding any forms of actions against one’s will that may cause conflictwiththeresidents,andfulfillingnormativerightsofthelabors in accordance with Labor Law are the forms of the pre-requirements of the agreement. As of the end of the reporting period, no report on violation of human rights was submitted by the natives. [HR2] [HR9] [HR10] [HR11]

Throughout 2012, for its business activities, the Company has enabled the empowerment of local workforce in the total of 2,275 people at all branches of the Company. The improvement shows Jasa Marga’s concern in developing the welfare of the local community. [EC9]

Bui ld ing The Future



JASA MARGA AND ITS COMMITMENT TO CUSTOMER SERVICE

Strategies of Service Application

Speeding up transaction time to reduce congestion at toll gates.

1. Implementation of Green-Green-Green at congested toll gates.

2. Implementation of PUTTRA (Petugas Jemput Transaksi, toll collectors proactively come to toll road users instead of waiting for the toll road users to make transaction) at congested toll gates.

3. Implementation of e-Toll Card.4. Implementation of e-Toll Pass.

Smoothingouttrafficflowbyincreasingservicescapacityandprovidingrealtimetrafficinformationtoreducetrafficdisruptions.

1. Implementationofcontraflowsystem.2. Provision of operational technology facilities (CCTV, VMS,

RTMS, Fiber Optic).3. Diversificationoftakingandgivinginformation(JasaMarga

TrafficInformationCenter).4. Implementation of communication technology (mobile

application, live streaming CCTV, website, twitter).

Improving the quality of construction of roads, bridges and operational supporting buildings.

1. Installation of solar cell PJU.2. Optimization of land use to increase toll gate capacity.

The customers are the first priority that has alwaysbecome JasaMarga’sattention in the fulfillmentof allrequirements of the Company’s services. The Company’s priority in its responsibility for the services is indicated by commitment to and implementation of continuously improving the quality of services to the toll road users as the customers of the Company. The realization of the commitment is carried out by means of the following strategic measures:

1. Accelerating transaction time in order to reduce queuing at toll gates.

2. Enabling free-flowing traffic by increasing capacityandprovidingreal timetraffic information inordertoreducetrafficdisruptions.

3. Improving the construction quality of roads, bridges and operational supporting buildings.



Compliance with Regulations and StandardIn the process of providing service to the customers, Jasa Marga applies integrated service system to accommodate customers’ need for Jasa Marga’s services i.e. to toll roads access that is included in the product category of non-packaged transportation support. The implementation of the service refers to the Minimum Level of Service (Standar Pelayanan Minimal – SPM) regulated in the Regulation of the Minister of Public Works No. 392/PRT/M/2005 dated 31 August 2005 on Minimum Level of Service that every toll road operator must meet in order to improve its services to the toll road users. Based on the said regulation, the minimum level or service is measured from six aspects of service substances consisting of toll road condition, average travel speed, accessibility, mobility, safety, aid/rescue unit and service assistance. [EN27] [PR1]

Throughout the year 2012, Jasa Marga has provided its services for more than 1.20 billion transactions, representingan increaseby10.04%compared to thatof the previous year. Complete data on the Company’s services is presented in Appendix PR of the report.

To maintain its quality of services, Jasa Marga continues to perform toll road maintenance in order that its toll roadsfulfillSPMindicatorsevaluatedbytheIndonesianToll Road Authority (Badan Pengatur Jalan Tol – BPJT). TheinformationonSPMfulfillmentfortheCompany’stollroads is presented in Appendix PR3. The results of BPJT evaluation and the Company’s commitment to provide the best possible services to toll road users have proven thatJasaMargahasfulfilledtheregulationonSPMand

has ensured the health of the services product as well as customers safety.[PR1] [PR2]

Information on Toll Road ServicesSeveral indicators in SPM evaluation by BPJT, i.e. road marks, public street lighting in urban areas, and right of way fences, represent facilities required in toll road services. The SPM evaluation and assessment by BPJT (presented in Appendix PR3) has shown that the Company’s toll roads has complied with the standard of facilities provision for toll road services to support the safety of the customers. [PR3]

TheresultsofBPJTevaluationrepresentthejustificationthat proves the compliance of the Company’s services with the SPM determined by the Regulation of the Ministry of Public Works No. 392/PRT/M/2005. The Company keeps increasing the quality of its services and always targets the accomplishments beyond the standard. To date,theCompanyhasneverbeenfinedandhasnevercommitted consumer rights violation. The Company has providedthemeansforitsconsumerstofilecomplaintswhen the services delivered do not meet their standard. Jasa Marga’s information center called Jasa Marga Traffic Information Center or JMTIC functioning as themeans of communication for customers will record and follow up the complaints. [PR4] [PR9]

JMTIC is accessible by toll road users at several communication lines, as follows:• JMTIC Call center 021-80880123• Website www.jasamargalive.com• Application mobile m.jasamargalive.com

Customer(Toll Road User)

Customer Service Officer

Give InformationSuggestion

SuggestionCCTV, LAN TV,

RTMS

Ask for Information

Management Representative of the

Branch Office

Complaint Request Assistance

Diagram Flow of Customers Communication

Jasa Marga and I ts Commitment to Customer Ser v ice




The above diagram is explained in 4 processes of workflowasfollows:1. Toll Road User contacts Call Center, received by

CustomerServiceOfficer(CSO)thatwillidentifythecall based on 5 categories, namely:a. Requesting Information.b. Requesting Assistance.c. Giving Information.d. Making Complaints.e. Giving Suggestions.

2. If Toll Road User makes complaints or gives suggestions, CSO Head of Shift will then handle and respond to the complaints/suggestions.

3. If the complaints/suggestions are resolved directly without the need for further follow up, then it is not necessary to fill the CPAR (Corrective PreventiveAction Request) form to be sent to the related Branch.

4. Complaints/suggestions requiring follow up are put into CPAR form to be handled by Management Representative (MR) of the Branch. When problem is solved, MR of Branch contacts the Toll Road User toconfirmthesufficiencyofthefollowup.

Measurement of Customer SatisfactionJasa Marga is committed to keep improving its services, and this commitment is proven among others by measuring customer satisfaction. The results are then used as reference in perfecting the standard of Service Excellence to be able to meet customers’ expectation and provide excellent services for the toll road users. The measurement of customer satisfaction is carried out through two programs, i.e. analyzing statistical incoming data at JMTIC and conducting customer survey on all toll road sections of the Company.

Table Frequency of Services by Category at JMTIC [PR5]

No. Service CategoryReporting Period

2012 2011

1 Giving Information 5,574 6,109

2 Requesting Assistance 13,241 11,653

3 Requesting Information 478,048 324,464

4 Making Complaints 1,185 1,1295 Giving Suggestions 253 171

Total 498,301 343,526

Based on the number of calls received by JMTIC in 2011 and 2012, the number of callers in 2012 increased by 45.05%comparedtothatof2011.In2012,thenumberof calls for making complaints and giving suggestions throughJasaMargaTrafficInformationCenterwas1,185calls(0.24%)and253(0.05%)totaling1,438callsoutofwhich 1,414 calls were directly handled by JMTIC Head of Shift and 24 calls were forwarded to related Branch through Corrective and Preventive Action Request (CPAR) form. Of the 24 calls submitted to the related Branch, 20 CPAR have been completed and 4 CPAR were still in process of handling. Based on the above, the completed complaints in2012reached99.72%bycomparingthenumber of incoming complaints completed by both JMTIC and CPAR to the CPAR complaints not yet resolved.

Meanwhile, the survey on customer satisfaction revealed the following:

No. Satisfaction CategoryReporting Period

2012 (%)

1 Excellent 3.32 Good 43.33 Between Good and Bad 46.74 Bad 6.75 Poor 0

Table Respondents’ Opinion on Service of Officers at Toll Gate

Chart Respondents’ Opinion on Service of Officers at Toll Gate [PR5]

0%Poor

6.7%Bad

3.3%Excellent

46.7%Between Good and Bad

43.3%Good



The result proves Jasa Marga’s commitment to creating customer satisfaction and the seriousness of the entire Jasa Marga Individuals in preparing themselves to face the many business challenges as well as the competitors in the future. [PR5]

Marketing CommunicationAs a companywith the line of business in the field ofoperation, maintenance and provision of toll road network, the customers of Jasa Marga’s services product are therefore the toll road users that use toll road as means of access in transportation. The Company does

not conduct promotive marketing communication, and hence makes no marketing communication violation. [PR6] [PR7]

TheCompanyalsoensurescustomerconfidentialityinboth survey as well as interaction; thus has no violation inrelationtocustomerconfidentiality.JasaMargahasneverbeenfinednorfacedlegalsanctionsinrelationtoviolation of the provision of its services product as well as the usage. [PR8] [PR9] [SO8]




DEVELOPING HUMAN CAPITAL

Human resources (HR) is an essential aspect that plays major role in achieving the objectives of the Company. The clarity of industrial relations practices and good labor practices highly influence the work relationsbetween the Company and each individual inside it. The significantvalueofthelaboraspectservesasthebasisfor Jasa Marga to treat its labor while applying good labor practices in accordance with prevailing national labor laws.

Jasa Marga’s treatment to its workforce is based on the Law of the Republic of Indonesia No. 13 of 2003 on Labor. The legal basis is referred to by Jasa Marga in conducting its labor-related activities.

The Company’s business activities in developing and operating toll roads classify its workforce into the following category:

• Based on type of work, the labors consist of operational and non-operational employees.

• Based on work contract, the labors consist of permanent and non-permanent employees.

• Based on area, the labors consist of employees at HeadOffice,BranchOfficesandProjectOffices.

As of 2012, the Company has employed 5,075 people, 100% of which are permanent employees. In additionto this labor group, the Company is also supported by outsourced labors that are hired based on the contract for certain work. In view of industrial relations, the outsourced labors are the responsibility of the suppliers as the Company’s business partner. Nonetheless, Jasa Marga is responsible for fulfilling the obligations inrelation to operational activities at the assigned location. Data on composition of the Company’s workforce is shown in the following tables and charts. [LA1]



Table Composition of Labor [LA1]

Type of WorkArea of Work Number of Permanent

EmployeesHead Office Operational Office

Operational 25 3,446 3,471Non-Operational 445 1,159 1,604

Chart Composition of Permanent Employees by Type of Work and Area of Work [LA1](Actual data is presented in Appendix LA)

No Work Unit Non-Operational Operational Total1 HeadOffice 445 25 4702 Jagorawi Branch 122 530 6523 Jakarta-Tangerang Branch 125 368 4934 Surabaya-Gempol Branch 107 423 5305 Jakarta-Cikampek Branch 161 603 7646 Cawang-Tomang-Cengkareng Branch 149 665 8147 Purbaleunyi Branch 115 385 5008 Semarang Branch 60 154 2149 Belmera Branch 56 164 22010 Palikanci Branch 45 124 16911 ProjectOffices 91 1 9212 Employees assigned at other companies 128 29 157

Total 1,604 3,471 5,075Percentage 31.61% 68.39% 100%

Table Composition of Permanent Employees by Type of Work and Area of Work [LA1]

7.61%Jagorawi Branch

7.79%Jakarta-Tangerang Branch

6.67%Surabaya-Gempol Branch

10.04%Jakarta -Cikampek Branch

9.29%Cawang-Tomang-Cengkareng Branch

7.17%Purbaleunyi Branch

5.67%ProjectOffices

2.81%Palikanci Branch

3.49%Belmera Branch

3.74%Semarang Branch

7.98%Employees assigned at other companies

27.74%HeadOffice

Non-Operational Employees



Developing Human Capita l

No Work Unit Master’s Degree

Bachelor’s Degree Diploma

Senior High

School

Junior High

School

Elementary School Total

1 HeadOffice 3 249 6 183 7 22 4702 Jagorawi Branch 0 20 0 595 20 17 6523 Jakarta-Tangerang Branch 1 19 0 455 12 6 4934 Surabaya-Gempol Branch 0 13 0 484 18 15 5305 Jakarta-Cikampek Branch 0 17 1 712 13 21 7646 Cawang-Tomang-Cengkareng Branch 0 16 0 766 22 10 8147 Purbaleunyi Branch 0 12 3 478 5 2 5008 Semarang Branch 0 12 0 191 8 3 2149 Belmera Branch 0 9 0 208 3 0 22010 Palikanci Branch 0 10 0 155 4 0 16911 ProjectOffices 0 42 2 47 1 0 92

12 Employees assigned at other companies 1 91 4 61 0 0 157

Total 5 510 16 4335 113 96 5075Percentage 0.10% 10.05% 0.32% 85.42% 2.23% 1.89% 100.00%

Operational Employees

Chart Composition of Employees by Educational Level [LA1] [LA13](Actual data is presented in Appendix LA)

12.19%Surabaya-Gempol Branch

17.37%Jakarta -Cikampek Branch

10.60%

0.84%

0.72%

11.09%

19.16%

4.44%

4.72%

3.57%

0.03%15.27%

Jakarta-Tangerang Branch

Employees assigned at other companies

HeadOffice

Purbaleunyi Branch

Cawang-Tomang-Cengkareng Branch

Semarang Branch

Belmera Branch

Palikanci Branch

ProjectOffices

Jagorawi Branch

2.23%Junior High School

1.89%Elementary School

0.10%Master’s Degree

10.05%Bachelor’s Degree

0.32%Diploma

85.42%Senior High School

Table Composition of Employees by Educational Level




Table Composition of Employees by Age [LA1] [LA13]

No Work UnitAge (years)

Total≤25 26-30 31-35 36-40 41-45 46-50 >51

1 HeadOffice 40 56 22 47 67 112 126 4702 Jagorawi Branch 1 3 73 161 118 153 143 6523 Jakarta-Tangerang Branch 0 3 32 136 118 131 73 4934 Surabaya-Gempol Branch 0 0 1 30 154 225 120 5305 Jakarta-Cikampek Branch 0 4 68 176 200 207 109 764

6 Cawang-Tomang-Cengkareng Branch 0 7 82 271 213 153 88 814

7 Purbaleunyi Branch 0 2 27 82 201 116 72 5008 Semarang Branch 0 2 11 56 53 60 32 2149 Belmera Branch 0 1 7 16 45 129 22 22010 Palikanci Branch 0 1 29 73 25 30 11 16911 ProjectOffices 0 1 1 4 21 24 41 92

12 Employees assigned at other companies 3 8 5 16 23 42 60 157

Total 44 88 358 1,068 1,238 1,382 897 5,075Percentage 0.87% 1.73% 7.05% 21.04% 24.39% 27.23% 17.67% 100.00%

Chart Composition of Employees by Age [LA1] [LA13](Actual data is presented in Appendix LA)

17.67%>51

0.87%≤25

1.73%26-30 7.05%

31-35

21.04%36-40

27.23%24.39%46-50

41-45

During the reporting period, the number of employees oftheCompanydecreasedby1.5%from5,154in2011to 5,075 in 2012. The decrease was caused by several employees retiring, hence changing their status to post-employment, and as the Company has been applying zero growth policy, it does not replace retired employees and distributes its employees to the Subsidiaries). The Company has never received report due to unsatisfactory regarding inappropriate labor practices, not that it has committed compliance violation concerning labor such as employing minor labors, involving discrimination

against SARA (ethnicity, religion, race, and intergroup relations) or other violations of the prevailing rules and regulations. The Company ensures that it fully complies with labor laws. [LA2] [HR6]

Competency Development of Human ResourcesIn order to improve the effectiveness and efficiencyof its HR, Jasa Marga applies competency-based HR management that refers to its Corporate Long-Term Plan (Rencana Jangka Panjang – RJPP) 2012–2014.




The Company realizes that competent HR is the main power to be able to run its business. High commitment to continuously developing the capability and quality of its HR remains the Company’s priority. The optimization of HR management is implemented by the Company by applying the following policies:

1. Conducting competency-based HR education and training with the following objectives:a. Preparing the successor of the visionary

leaders that are capable of managing the business in a competitive environment.

b. Developing employees so that they have the required competencies in accordance with the standard of the Company as well as the profession to make them capable of performing well.

2. Carrying out periodical measurement to adjust job competencies and organization competencies.

3. Conducting planned, structured and systematic training and education programs, in line with business needs and the development of the Company.

4. Guaranteeing employees’ rights to be included in the training and education programs in accordance with the purpose.

Based on the above policies, the Company implements it by forming a strategic unit functioning as learning center, i.e. Jasa Marga Development Center (JMDC). The duties of the Unit are conducting training and education programs for the interests of the Company and its Subsidiaries to support competency-based HR development of the Company.

Throughout 2012, JMDC has facilitated training and education programs of parent company with training totaling 118.241 programs by the category of operational and non-operational and with trainees totaling 4,405 people. The average training hours facilitated was 26.8 hours/person. As to the education and training in relation to the aspect of occupational safety and health (OSH), the Company has facilitated 757 employees with average training hours reaching 16.1 hours/orang. The Company will make the effort to disclose data on training and education at the Subsidiary in the next reporting period. [LA10] [LA8]

Table Employees’ Training and Education [LA10] [LA8]

No Area of WorkOperational Non-Operational OSH

Training Hours

Number of Trainees

Training Hours

Number of Trainees

Training Hours

Number of Trainees

1 HeadOffice 8,312 400 79,048 1,552 200 12

2 Belmera 2,384 213 2,976 228 896 112

3 Jakarta-Tangerang 4,224 178 443 84 2,936 49

4 Cawang-Tomang-Cengkareng 3,664 206 230 131 296 33

5 Jagorawi 808 68 217 77 360 37

6 Jakarta-Cikampek 3,608 252 353 192 1,560 195

7 Purbaleunyi 880 72 41 32 1,104 112

8 Palikanci 1,888 117 96 61 464 29

9 Semarang 4,552 191 86 46 2,912 123

10 Surabaya-Gempol 3,472 146 959 159 1,440 55

TOTAL 33,792 1,843 84,449 2,562 12,168 757




Following the competency training and education provided, Jasa Marga evaluates the improved competencies of its employeesandcomparesthemtothejobtitle.In2012,141employeeswerepromotedandthisrepresents2.78%ofthetotal permanent employees. There is no discrimination against SARA (ethnicity, religion, race, and intergroup relations), gender and age in job promotion. Promotion is based on evaluation of competencies of the employees. [LA12] [LA14] [HR4]In addition to training and education of job competencies, the Company also shows its care to retired employees starting from entering pre-retirement period (Masa Persiapan Pensiun – MPP). The Company’s awareness is shown in the form post-employment benefits to maintain sustainability of employees’ activities after dedicating their capabilities andthoughts until the end of their period of service to the Company.

In 2012, Jasa Marga has facilitated 597 MPP employees with training on post-retirement with average training hours reaching 16 hours/person. The ratio of training to the number of MPP employees was 1 : 7. The Company will continue to increase this ratio in order to advance employees’ competencies including those entering pre-retirement period. [LA11]

Table Training for Employees Entering Pre-Retirement Period (MPP) [LA11]

No Area of Work Number of MPP Employees Number of Trainees Training Hours

1 HeadOffice 122 27 4322 Jagorawi 97 12 1923 Jakarta-Cikampek 69 17 2724 Jakarta-Tangerang 57 2 325 Cawang-Tomang-Cengkareng 60 9 1446 Purbaleunyi 60 0 07 Surabaya-Gempol 92 14 2248 Semarang 21 3 489 Belmera 12 4 64

10 Palikanci 7 0 0TOTAL 597 88 1,408

Employees’ WelfareJasa Marga guarantees legal security, protects the rights of the Company and its employees, and provides clarity of obligations and rights of the employees as the form of maintaining good relationship between the Company and its employees, based on the Decision of the Directors No. 226/KPTS/2006 on Work Relation Pattern of Employees of PT Jasa Marga (Persero).

Jasa Marga’s policies in relation to industrial relations between the Company and the employees include fulfilling the rights of employees for minimum wagesin accordance with prevailing rules and regulations, facilitating the freedom of association, providing health servicesalongwithfulfillingotherrights.

JasaMargaisawarethatthecompensationandbenefitsprovided by the Company bring impact on employees’ performance conduciveness and turnover. The Company therefore provides the best possible wages which are higher than what is required in the regulation (regional minimum wage – Upah Minimum Regional/UMR), in accordance with the Company’s capability and without burdening employees in the aspe ct of working hours. There is no compulsion to work overtime and when overtime is requested, the Company then gives overtime compensation. [LA3] [HR7]




Table Ratio of Jasa Marga Employee’s Lowest Wage to 2012 Regional/Provincial Minimum Wage (UMR/UMP) [LA3] [EC5]

No Area of WorkDescription

UMP (Rp) UMR (Rp) %

1 HeadOffice 2,979,000 1,529,150 1952 Jagorawi 3,174,000 1,529,150 2083 Jakarta-Cikampek 3,025,000 1,529,150 1984 Jakarta-Tangerang 3,534,000 1,381,000 2565 Cawang-Tomang-Cengkareng 3,241,000 1,529,150 2126 Purbaleunyi 3,527,000 1,271,625 2777 Surabaya-Gempol 3,417,000 1,257,000 2728 Semarang 3,521,000 991,500 3559 Belmera 3,241,000 1,200,000 270

10 Palikanci 3,708,000 980,000 378

Table Employees Compensation and Benefits [LA3]

The Company’s Policy Permanent Employees

Non-Permanent Employees

PKWT OSI. Services1. Information √ √ √2. Hospital Guarantee Letter √ √ √3. Legal Assistance √ √ -4. Social Security √ √ √II. Benefits1. Education Allowance √ - √2. Bonus/Incentive √ - -3. Leave Allowance √ - -4. Regional Minimum Wage √ - -5. Reward √ √ √

(Best Operational Employees)

6. Comparative Study Domestic/Abroad √ - -7. Training √ √ √

(Certain Field of Work)III. Others & Principal1. Religious Allowance √ √ √2. Salary √ √ √3. Uniform √ √ √Notes:PKWT: Perjanjian Kerja untuk Waktu Tertentu (Temporary Work Agreement)OS: Outsourced




In addition to the above, incentive is awarded to permanent employees to show the Company’s appreciation for employees’ performance and contribution. This is aimed at motivating all employees to present the best contribution to the Company by giving the best performance.

Table Composition of Permanent Employees Remuneration [LA3]

No Direct Economic ValueAmount as of Reporting Period

2012 2011 20101 Salary 12 times 12 times 12 times2 Bonus (Incentive) 5.7 times 5.25 times 5.317 times3 Leave Allowance 1 time 1 time 1 time4 Religious Allowance 2 times 2 times 2 times

TheCompanyalsoprovidesanotherbenefitto itsemployees, i.e.post-employmentinsurancefortheemployeeswhentheyhavecompletedtheirperiodofservice.TheCompanyincludeseachemployeeindefinedbenefitandcontributionpension plan. One of the pension programs provided for employees is the insurance program managed by PT Jaminan Sosial Tenaga Kerja (Jamsostek). [EC3]

Nurturing Good Industrial RelationsFreedom of assembly and association as regulated in the 1945 Constitution is one of Jasa Marga’s concern. In view of the aspect of human rights, the Company facilitates the freedom of association for all employees without violating code of conduct regulated by the Company. Each Jasa Marga Individual is welcome to show their creativity and contribution for the improvement of the Company.

The realization of this commitment is proven in the forming of several communities such as the Company’s Labor Union (Serikat Karyawan Jasa Marga – SKJM), Jasmapala, etc. The protection for these communities is guaranteed by Joint Working Agreement. As of the end of the reporting period, the entire Jasa Marga employees are recorded to be members of the communities supported by the Company. The Company has never received any complaints related to violation of human rights. [LA4] [HR5] [HR10] [HR11]



CULTURING OCCUPATIONAL SAFETY AND HEALTH

Jasa Marga realizes that Occupational Safety and Health (OSH) isofessentialaspects that influence thesustainability of the Company’s business. Placing OSH as an aspect that is constantly improved is the main concern in a business process. The Company thus keeps improving the implementation of OSH at its workplace as an inseparable part of its business process. This effort is realized in by making OSH part of the Company’s culture.

Making occupational safety and health a culture is a long-terminvestmentthatwillbringbenefitstoboththeworkersaswellthecompany.Thevalueofthebenefitsobtained is the foundation of Jasa Marga’s constant commitment to making the culturization OSH the main priority in all operational activities.

As the main priority, Jasa Marga places OSH as part of the responsibility of the Management of the Company. This is not merely to comply with Article 86 Paragraph 2 of Law No. 13 of 2003 on Labor, stating that “To protect workers or labors safety in order to realize optimum work productivity, occupational safety and health is implemented” and Government Regulation

No. 50 of 2012 on Implementation of Occupational Safety and Health Management System. The priority is also the commitment of the Company, having realized that OSH highly influences its sustainable growth anddevelopment. As of the end of the reporting period, there has been no agreement with OSH-related trade union. [LA9]

Jasa Marga’s commitment to culturing OSH is carried out by preparing related policies. The Decision of the Directors No. 162/KPTS/2010 on Occupational Safety and Health Management System Manual along with Guidelines on Occupational Safety and Health for Construction Projects; Circular Letter of the Directors No. 20/SE-DIR/2010 on Occupational Safety and Health (OSH); Decision of the Directors No. 129/KPTS/2010 dated 22 July 2010 on Quality Policies & OSH and Guidelines on Continuous Improvement; Decision of the Directors No. 140/KPTS/2012 on Amendment of the Decision of the Directors of PT Jasa Marga (Persero) No. 227/KPTS/2006onHealthCareBenefitsforEmployeesand Their Family are a few of Jasa Marga’s policies in managing OSH. [LA9]



Through the policies regarding quality and OSH, the Company implements Occupational Health & Safety Assessment Series (OHSAS) 18001:2007 and Government Regulation No. 50 of 2012 on Implementation of Occupational Safety and Health Management System as the basic framework in regulating the entire activities while taking the aspect of OSHintoconsideration.TheOSHManagementSystemhasbeenimplementedatallbranches,HeadOfficeandseveralSubsidiaries of the Company.

Guiding Committee of Occupational Safety and HealthThe Company’s efforts in the culturization of OSH are also implemented by forming the organization of Guiding Committee of Occupational Safety and Health (Panitia Pembina Keselamatan dan Kesehatan Kerja – P2K3) at work place. The tasks of the organization are to give consideration in assisting the carrying out of the efforts to prevent work accident and work illness in the Company as well as to provide effective explanation to workers. To date, the number of the Company’s employeeswithOSHcompetenciesofGeneralOSHExperts,ConstructionOSHExpertsandSafetyOfficersare15,18and29people,respectively;andthisrepresents1.2%ofthetotalemployees.[LA6]

Distribution of employees with OSH competencies is shown in the following table. [LA6]

No. Unit/Branch/Subsidiary General K3 Expert

Construction K3 Expert

Safety Officer Hiperkes*

1 HeadOffice √ √ √ √2 Jagorawi √ X √ X3 Cawang-Tomang-Cengkareng X X √ X4 Jakarta-Cikampek √ X √ X5 Jakarta-Tangerang √ √ √ X6 Purbaleunyi √ √ X X7 Semarang √ X X X8 Palikanci X √ X X9 Surabaya-Gempol X X X X

10 Belmera √ √ X X11 PT Jalantol Lingkarluar Jakarta √ √ √ X

Notes:Hiperkes = Higiene Perusahaan dan Kesehatan Kerja (Industrial-Occupational Hygiene)√= AvailableX = Not Yet Available

In carrying out its daily operational activities, Jasa Marga ensures that all its workers comply with the Company’s OSH rules and regulations, some of which are continually socialized such as compulsory use of safety belt and helmet, making availableofpersonalprotectiveequipment(AlatPelindungDiri–APD)atofficialvehicles,useofAPDontollroads,safetyregulationsattollgates,OSHsignsandstickers,safetyinductionandOSHbriefingpriortocommencingdailyoperationalactivities.

Incident RateAll forms of compliance in the implementation of OSH at the Company are intended to minimize situation that may triggeroccupationalaccident.Nonetheless,JasaMargarealizesthatworkplaceaccidentisinfluencedbymanyfactors;consequently, eliminating accidents and achieving zero fatality are not a simple task.

Table Distribution of Employees with OSH Competencies

Cultur ing Occupat ional Safety and Health



Table Number of Work Accidents [LA7]

No Unit/BranchAt Work Going to/Leaving from Work

MI SI D MI SI D

1 Jagorawi - 1 - - - -2 Purbaleunyi 2 - - - - -3 Surabaya-Gempol - - - 2 - -4 Belmera - - - - 1 -

Total 2 1 - 2 1 -Remarks: MI = Minor Injuries | SI = Serious Injuries | D = Death

Note: casualties included outsourced employees (toll collectors, security guard, civil defense (Hansip), driver, daily-paid casual

workers, etc.)

The incidents of occupational accident in 2012 took place outside and at workplace. In view of this, the Company always reminds all of its employees to always work with cautions in carrying out all tasks. [LA7]

Occupational HealthIn addition to work safety, another important aspect that guarantees the sustainability of operational activities is occupational health. The aspect of health at workplace does not only include the health of the workers, but also workers’ family and work environment. The implementation of workplace health is carried out by means of various programs and activities consisting of preventive efforts, medical treatment (curative), health maintenance (promotive) and health recovery (rehabilitative). The efforts conducted to make sure of workers health by the Company among others include: training, periodic medical checkup, health lectures,

Cultur ing Occupat ional Safety and Health

providing medical aids to help restore the function of certain organ, as well as medical insurance for employees along with their family. [LA8]

Table Occupational Health Programs [LA8]

No Program Participant Counseling Training Prevention Treatment

1 Worker √ √ √ √

2 Family X X √ √

3 Public √ √ √ √

Notes:√: AvailableX : Not Yet Available

For maintaining health at workplace, Jasa Marga ensures that working areas are free from sources of illness. One of the efforts to ensure occupational health is by eradicating dengue fever epidemic.



Having business locations close to the community of people certainly creates connection with each other. Jasa Marga’s need for workforce and people’s need for income represent one of the forms of interaction and mutualistic symbiosis that take place. Sharing and building prosperity for all is Jasa Marga’s commitment to surpass the compliance with law and regulations. It is the intention to build prosperity together with the community that makes Jasa Marga always nurture good communication with the community in the surrounding of the Company’s operational areas hence resulting in harmonious relationship and no conflict related tohuman rights. [HR9] [HR10] [HR11]

Being a state-owned enterprise (SOE), Jasa Marga is tied to the obligation to conduct Partnership and Community Development Programs (Program Kemitraan dan Bina Lingkungan – PKBL), based on Regulation of the State Minister for SOEs No. PER-05/MBU/2007 dated 27 April 2007 on Partnership Program between State-Owned Enterprises and Small Enterprises and Community Development Program.Not only does Jasa Marga comply with the said regulation, the Company also realizes that partnership with the people and community development are the forms of mutualisticsymbiosiswhich, in turn,brings thebenefitback to the Company.

As the implementation of this awareness, in 2012, the Company set aside funds amounting to Rp 26.79 billion fromitsnetprofittobeallocatedtoPartnershipProgram

and Community Development Program each amounting Rp 13.395 billion.

The realization of the said funds was as follows:• Partnership Program amounting to Rp 48.07 billion

(representing Rp 13.395 billion funds allocated from net profit and total accumulated installments fromassisted SMEs).

• Community Development Program amounting to Rp 21.10 billion (representing Rp 13.395 billion funds allocated from net profit and remaining communitydevelopment funds of the previous year).

• BUMN Peduli (SOEs Care) Bazaar Program amounting to Rp 1.20 billion. Since Jasa Marga is located in East Jakarta, the Company was then assigned to hold the activity in East Jakarta region, where the fund was transferredfromPTSucofindoasregionalcoordinator.[SO1] [EC8]

ThebenefitsofPartnershipandCommunityDevelopmentPrograms for the community in the surrounding of the Company’s operational areas among others are as follows:a. Boosting the economy of the people living in the

surroundings of the Company’s operational areas.b. Assisting SMEs in the surroundings of the Company’s

operational areas by giving working capital loan.c. Providing training and promotional activities so that

the business continues to grow.d. Reducing unemployment as SMEs empowers the

surrounding workforce.

BUILDING PROSPERITY FOR ALL



Partnership ProgramThe objectives of carrying out Partnership Program are to encourage economic activities and growth and to enable the even distribution of development by means of extending employment and business opportunities in order that small entrepreneurs become tough and independent. The growth of small entrepreneurs assisted by the Company is expected to bring the effect seen in the increase in people’s standard of living and in the growing partnership between the Company and SMEs located in the surrounding of the Company’s operational activities. [EC9]

The Company’s Partnership Program began in 1992 and has been carried ever since by Unit Partnership Program and Community Development Program (PKBL) Unit that reports to the Directors through the Finance Director. The program is one of Jasa Marga’s supports in achieving the firstpointofMillenniumDevelopmentGoals(MDGs)i.e.eradicating extreme poverty and hunger. The activities of partnership program are carried out simultaneously with the Company’s operational activities of pre and during construction, as well as in the period of toll road operation. [SO1] [SO5] [SO9] [SO10]

Through the Partnership Program managed by Jasa Marga, people (prospective assisted SMEs) having leading competencies may receive the following facilities of partnership:1. Working capital loan intended for people residing in

the Company’s operational areas with the following conditions:a. Memiliki kekayaan maksimal Rp. 200 juta

diluar tanah dan bangunan;b. Memiliki omset setinggi-tingginya sebesar Rp 1

Milyar setahunnya.2. Business Development in the form of training and

exhibition for assisted SMEs with good track record of loan payment.

In 2012, through its Partnership Program the Company has distributed funds amounting to Rp 48.07 billion to 4,994 assisted SMEs. Compared to those of the previous years,twofigureseachroseby1.8%and5.7%forfundsdistributed and number of assisted SMEs, respectively. The funds were distributed to seven (7) business sectors scattered in six (6) provinces within the Company’s business areas.

Bui ld ing Prosper i ty for A l l

Table Realization of Partnership Program

Reporting Period Plan

2011 2012 2013

Fund Distributed 47,219,000,000 48,069,500,000 62,300,000,000

Assisted SMEs 4,723 4,994 5,459

Chart Distribution of Fund for Partnership Program by Business Sector(Actual data on use of funds is presented in Appendix SO)

0.40%Fishery Fishery

0.19%Plantation

15.71%Services

0.28%Husbandry

11.04%Industry

47.07%

25.31%

Agriculture

Trade

14.58%East Java

25.1%North Sumatera

2.30%DKI Jakarta

2.56%Banten

6.79%West Java

48.68%Central Java

Chart Distribution of Assisted SMEs by Province(Actual data on use of funds is presented in Appendix SO)



Success Story of Jasa Marga Assisted SME

Name of Assisted SME: SurotoName of Business: Store “Toha Sari”Address: Jln. A. Yani, Bekasi, West JavaBusiness Sector: TradeLine of Business: GroceryPhone: (62-21) 82400519

In2004,SurotowassuggestedbyhisfellowpeddlertocometotheofficeofJasaMargaJakarta-CikampekBranchinthehopeofgettingloanforhisbusiness.Withstrongdeterminationandfaith,SurotowenttoJasaMargaoffice,yetresultofinterviewandfieldsurveybyPKBLofJasaMargaprovedthathisbusinesswasnotqualified,hencehewenthomeemptyhanded.

Notgivingupeasily,in2005SurotocamebacktotheofficeofJasaMargaJakarta-CikampekBranch,believingthistimehewouldsuccessfullygetaloan.InterviewandfieldsurveywereonceagainconductedbyPKBLofJasaMarga.Andthistime, Suroto managed to convince PKBL of Jasa Marga that he deserved to get a loan. He received working capital loan amounting to Rp 10,000,000 (ten million Rupiah) to expand his business.

With the said capital, Suroto coordinated 25 fellow peddlers 25 to sell using the working capital he gave, and he would receive certain amount each night when they return from work. In less than two years, the number of hawkers under his coordination was added to become 50 people. This made Suroto able to save Rp 2,000,000 each month, part of which was used to install the loan.

In 2008, Suroto applied for another loan amounting to Rp 15,000,000 for further expanding his business, i.e. target market. This time Suroto partnered with street vendors while still focusing on hawkers shown in the additional 12 more hawkers.

Suroto succeeded in speeding up the completion of his 2008 loan in 2010 to reapply for the next loan of Rp 30,000,000 to develop his network by adding more street vendors. He added 60 street food stalls with a simple thinking: if a food stall employs 2 labors, 60 food stalls would then provide work opportunity for 120 people, in addition to the 12 hawkers. At present Suroto’s income has reached Rp 15,000,000 monthly.

Suroto’s success is resulted from his hard work, determination and honesty in addition to the trust given by Jasa Marga. His hard work has successfully turned him to a business owner with a house shop, a car and permanent employees.

Table Summary of Suroto’s Business Progress

No. Description Condition When Receiving Loan Condition as at the End of 2012

1 Year of Becoming Jasa Marga Assisted SME 2005

2 Amount of Loan Rp 30,000,000 third loan in 2010

3 Asset Renting Semi-Permanent Space Rp 180,000,0004 Monthly Turnover Rp 6,000,000 Rp 60,000,000

5 Number of Workforce 50 Hawkers, 1 Coordinator 60 Street Food Stalls and 12 Hawkers

6 Target Market Domestic

7 Method of Selling Open Shop, through Street Vendors and Hawkers




Jasa Marga also contributed to supporting the BUMN Peduli Bazaar. The said program was joint cooperation of many SOEs in facilitating trading activities mainly intended for lower class families. In 2012, the bazaar was held twice under the coordination of State Ministry for SOEs through the two recommendations:1. Letter of State Minister for SOEs No. S-125/

MBU/2012 dated 16 March 2012.2. Letter of State Minister for SOEs No. S-648/

MBU/2012 dated 14 November 2012 on Community Development 2012 and letter from PT BRI No. B.630-SKP/CSR/11/2012 dated 21 November 2012 on SOEs Bazaar 2012.

Community DevelopmentIn addition to Partnership Program, the Company also carries out the activities of Community Development as the realization of its compliance with ministerial regulation on Partnership and Community Development Programs. Community Development Program is the program intended to empower the social condition of the community. The Community Development Program includes the following:1. Community Development Program of Mentoring

SOE, i.e. Community Development Program determined and carried out by Mentoring SOE within the operational areas of the Company.

2. Community Development Program of BUMN Peduli (SOEs Care), i.e. Community Development Program carried out together with Mentoring SOE and its implementation is determined and coordinated by State Minister for SOEs.

Jasa Marga’s Community Development Program is focused on several aspects, i.e. among others:1. Health improvement.2. Education and/or training.3. Development of public facilities.4. Development of religious facilities.5. Assistance for victims of natural disasters.6. Natural preservation.7. BUMN Peduli (SOEs Care).


Chart Use of Fund for Community Development Program by Aspect(Actual data on use of funds is presented in Appendix SO)

40.3%Sangat Puas

6.58%Health

65.5%BUMN Peduli

(SOEs Care)

4.81%Natural Preservation

0.06%Natural Disasters

6.39%Public Facilities

12.40%Education

40.3%Sangat Puas

15.27%West Java

4.38%Banten

2.92%Central Java

73.49%DKI Jakarta

2.08%North Sumatera

1.87%East Java

Chart Use of Fund for Partnership Program by Region(Actual data on use of funds is presented in Appendix SO)

Community Development Program shows the awareness and care of Jasa Marga to grow together and share in the framework of making Indonesia a country with prosperous people. In the implementation, various programs and activities are always adjusted to the existingpotentials,sothatittheydonotresultinconflictwith the local community. Through the programs in each aspect of community development, Jasa Marga has contributed to the empowerment of the people. [HR4]



Freedom of worship is also supported by Jasa Marga as worship is the implementation of holding a religious belief. Through programs such as building religious facilities, Jasa Marga makes effort to contribute to this program to allow the community to analyze their general needs. Jasa Marga has shown its contribution by supporting the development of Musholla Nurul Iman locatednotfarfromtheHeadOffice.

In addition to building houses of worship, Jasa Marga cares for the victims of natural disasters recently struck. As they hit unexpectedly, natural disasters give chance for Jasa Marga to show its social awareness. Contributing to the flood relief in Jakartawas one of JasaMarga’sawareness.

In the aspect of natural preservation, Jasa Marga highly supports MDGs point 7 to ensure environmental sustainability. Realizing that operational activities bring impacts to the environment, Jasa Marga seriously manages the environment so that sustainability is achieved for more years to come. Approximately 161 thousands of trees were planted in 2012. The number of trees planted rose by 15.8% compared to that ofthe previous year. Several activities of environmental preservation carried out were as follows: [SO9] [SO10]

• Planting of 1,000 mangroves in the area of Benoa Port to help overcome abrasion.

• Making of biopore holes as water absorption to anticipate high rainfall and the potential floodingin Kampung Warung Mangga of Kelurahan Panunggangan Kecamatan Pinang Kota Tangerang.

• Go Green Reforest Indonesia, a program initiated by Panin Bank in cooperation with Jasa Marga to plant 2,300 rain trees at the side of Semarang Toll Road.

Further to the above aspects of community development, Jasa Marga also has its shares of contribution in the cooperation called BUMN Peduli (SOEs Care) under the coordination of State Minister for SOEs. Throughout the year 2012, eight activities of BUMN Peduli were supported by Jasa Marga.

Jasa Marga is committed to supporting the improvement of public health by implementing programs in accordance with the preference of local community. In view of this, several activities carried out by Jasa Marga were as follows:• Free medication for people residing in the

surroundings of Head Office, Jagorawi Branch(Kelurahan Citeureup), Cawang-Tomang-Cengkareng Branch (Kelurahan Makasar, Kampung Kebantenan, and Kelurahan Jatiasih), Jakarta-Cikampek Branch and Jakarta-Tangerang Branch.

• Free medication for 600 residents of Kelurahan Meruya Utara, organized in cooperation with Policlinic Bhakti Husada Jasa Marga on 18 January 2012.

Inthefieldofeducation,JasaMargaiscertainthatthemain foundation that forms the competencies of the people of a nation begins with good education. Hence, Jasa Marga also contributes to a number of activities of people empowerment through education. One of the Company’scontributionsinthefieldofeducationandinrelation to its operational activities is educating on the importanceofobeyingtrafficregulationsatelementaryschools located in various areas in DKI Jakarta, Banten, West Java, Central Java, East Java and North Sumatera. With the book entitled “Aku Tertib Berlalu Lintas” (I ObeyTrafficRegulations)and thesocialization inmanyschools, Jasa Marga expects that the next generation will grow to be law-abiding and disciplined citizens on the road

In the development of public facilities, Jasa Marga takes part in making social investment by supporting the public facility development in various areas in its operational surroundings. One of the activities the Company carried out was providing new paved road for the residents of Cikeas Sukaraja. Through Jagorawi Branch, Jasa Marga facilitatedtheavailabilityofpavementforscrappingtofixthe road. The activity was carried out by involving people toworktogetherhencetherewasnoconflictresultedindevelopment of the said infrastructure. [HR8]




Table Activities of BUMN Peduli (SOEs Care)No Letter Ref. No. Dated Concerning Fund Distributed

1 S-69/MBU/2011 27 December 2011 BUMN Peduli for Greening the river basin in 2011 Rp 500 million

2 S-125/MBU/2012 16 March 2012 Bazaar of BUMN Peduli 2012 Rp 3 billion

3 S-648/MBU/2012 14 November 2012Community Development 2012 and letter from PT BRI No. B.630-SKP/CSR/11/2012 dated 21 November 2012 on SOEs Bazaar 2012

Rp 1,3 billion

4 S-648/MBU/2012 14 November 2012Community Development 2012 and letter from PGN No. 133000.S/KU.05/KEU/2012 dated 23 November 2012 on BUMN Peduli for Education 2012

Rp 2 billion

5 S-648/MBU/2012 14 November 2012

Community Development 2012 and letter from PERTAMINA No. 381/ H00100/2012-SO dated 20 November 2012 on Fund Transfer of BUMN Peduli for Disadvantaged Regions

Rp 2 billion

6 S-648/MBU/2012 14 November 2012

Community Development 2012 and letter from BNI No. CCR/3.2/581 dated 23 November 2012 on BUMN Peduli for Natural Disasters Victims 2012

Rp 2 billion

7 S-648/MBU/2012 14 November 2012

Community Development 2012 and letter from PT HUTAMA KARYA No. PKBL/Bs.2160/DIV/110 dated 21 November 2012 on Community Development Fund for Public Facilities and Livable Housing 2012

Rp 3 billion




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Appendix



Appendix EN1. Materials Used by Volume of Usage [EN1]

No Material Used Unit Reporting Period2012

1 Asphalt Ton 37,1562 Sand M3 7,118.13 Cement Ton 37,984.94 Laterite M3 9,428.75 Steel Ton 220,082.1

Appendix EN3. Direct Energy Consumption by Primary Energy Source [EN3]

No Source of Energy Amount(Liter)

Energy Conversion (GJ)

1 Diesel 1,895,555 211,7492 Gasoline Pertamax 567,955 48,013 Gasoline Premium 486,393 47,34

Appendix EN4. Indirect Energy Consumption by Primary Energy Source [EN4]

No Source of Energy Amount (Kwh) Energy Conversion (GJ)1 PLN Electricity 603,938,047.9 2,174,177.0

Appendix EN16 – EN17. Estimated Greenhouse Gas (GHG) Emission Level [EN16] and Air Emission [EN17]

No Area of Operation

Number of Surveillance

Spots

CO (µg/m3)

SO2 (µg/m3)

NO2 (µg/m3)

Pb (µg/m3)

O3 (µg/m3)

HC(µg/m3)

Dust (µg/m3)

30,000 900 400 2 235 160 230 NAB

1 Jagorawi 10 444.60 23.80 9.85 <0.02 38.18 <1 93.20

2 Jakarta-Cikampek 11 1,828.80 54.35 15.68 <0.04 5.08 24.13 132.98

3Cawang-Tomang-Cengkareng

15 5,898.00 392.40 197.53 0.18 69.13 128.53 264.80

4 Purbaleunyi 14 656.00 39.43 83.51 1.14 null null 136.01

5 Surabaya-Gempol *) 17 0.447 0.013 0.003 0.031 0.000 null 0.194

6 Palikanci 10 1,146.00 58.40 33.89 0.11 33.29 39.77 60.81

7 PT MSJ 4 3,429.00 15.62 54.96 <0.04 4.93 null nullNote:*) Data provided in ppm.

Appendix EN18. Realization of Toll Road Forestation Program [EN18] [EN30]

NO Branch/Section

Number of Trees Types of Trees Planting Location

1 Jagorawi 17,886

Rain Tree (Samanea saman), Mahogany (Meliaceae), Sea Mango (Cerbera manghas), Norfolk Island Pine (Araucaria heterophylla), Footstool Palm (Livistona rotundifolia), Christmas Palm (Veitchia merrillii), Cabbage Tree (Cordyline), Cassia gluca, Peacock Flower (Caesalpiniapulcherima),Oleander(Neriumoleander),ButterflyOrchid Tree (Bauhinia purpurea), African Tulip Tree (Spathodea campanulata), Frangipani (Plumeria), Traveller’s Palm (Ravenala madagascariensis), Curtain Fig Tree (Ficus hili limelight), Agave, Lilly pilly (Syzygium oleana), Stepertya, Bougainvillea.

The surrounding of ROW (Right of Way) of Jagorawi Toll Road

2 Jakarta-Cikampek 20,182

Mahogany (Meliaceae), Sea Mango (Cerbera manghas), Bay Leaf (Syzygium polyanthum), Crape Myrtle (Lagerstroemia), New Guinea labula/Kadam (Anthocephalus cadamba), Cajeput (Melaleuca cajuputi), Black-wood Cassia (Senna siamea), Pule, Caqui (Manilkara kauki), African Mahogany (Khaya), Rain Tree (Samanea saman), Alexandrian Laurel (Calophyllum inophyllum), Oil Palm (Elaeis guineensis), Bougainvillea.

The surrounding of ROW of Jakarta-Cikampek Toll Road



NO Branch/Section

Number of Trees Types of Trees Planting Location

3Cawang-Tomang-Cengkareng

13,996

Sea Mango (Cerbera manghas), Rain Tree (Samanea saman), Fountain Palm (Livistona chinensis), Christmas Palm (Veitchia merrillii), Mediterranean Cypress (Cupressus sempervirens), Tanjung (Mimusops elengi), Cockspur Coral Tree (Erythrina crista-Galli),Oleander(Neriumoleander),ButterflyOrchidTree(Bauhiniapurpurea), Curtain Fig Tree (Ficus hili limelight), Cabbage Palm (Cordyline fruticosa), Bougainvillea, Calathea, Agave, Aralia, Blindness tree (Excoecaria cochinchinensis), Yellow Oleander (Thevetia peruviana).

The surrounding of ROW of Cawang-Tomang-Cengkareng Toll Road

4 Semarang 2,719Mahogany (Meliaceae), Rain Tree (Samanea saman), Tanjung (Mimusops elengi), New Guinea labula/Kadam (Anthocephalus cadamba).

The surrounding of ROW of Semarang Toll Road

5 Belmera 3,000 Lilly pilly (Syzygium oleana).The surrounding of ROW of Belmera Toll Road

6 Surabaya-Gempol 14,013

Tanjung (Mimusops elengi), African Tulip Tree (Spathodea campanulata), Mahogany (Meliaceae), Keppel/Burahol (Stelechocarpus burahol), Golden Acacia Tree (Robinia pseudoacacia Frisia), Nipah Palm (Nypa fruticans), Calophyllum inophyllum L, Golden Cane Palm (Chrysalidocarpus lutescens), Bamboo (Bambuseae), Bougainvillea.

The surrounding of ROW of Surabaya-Gempol Toll Road

7 Jakarta-Tangerang 23,223

Mahogany (Meliaceae), Cockspur Coral Tree (Erythrina crista-galli), Crape Myrtle (Lagerstroemia), Golden Teak (Tectona grandis), Frangipani (Plumeria), Lettuce Tree (Pisonia alba), Song of India (Dracaena reflexa), Lady Palm (Rhapis excels),Golden Cane Palm (Chrysalidocarpus lutescens), Bougainvillea, Peacock Flower (Caesalpinia pulcherima), Lilly pilly (Syzygium oleana), Oleander (Nerium oleander), Yucca, Pygmy Date Palm (Phoenix roebelinii), Euphorbia, Sansevieria, White Agave (Agave Salmiana), Green Agave, Red Pineapple (Ananas bracteatus), Dwarf Screwpine (Pandanus pygmaeus), Ixora, Canna (Canna indica).

The surrounding of ROW of Jakarta-Tangerang Toll Road

8 Purbaleunyi 61,592

Peacock Flower (Caesalpinia pulcherima), Pili Nut (Canarium ovatum), Black Wattle (Acasia mangium), Rain Tree (Samanea saman), Coral Tree (Erythrina variegate), Ashoka Tree (Polyalthia longifolia), Oil Palm (Elaeis guineensis), African Tulip Tree (Spathodea campanulata), Oleander (Nerium oleander), Bougainvillea, Tropical Almond (Terminalia catappa), Earleaf Acacia (Acacia auriculiformis), African Mahogany (Khaya), Pili Nut (Canarium ovatum), Trumpet Tree (Tabebuia).

The surrounding of ROW of Cipularang-Padaleunyi Toll Road

9 Palikanci 4,714 Mahogany (Meliaceae), Acacia, Crape Myrtle (Lagerstroemia), Tropical Almond (Terminalia catappa), Rain Tree (Samanea saman).

The surrounding of ROW of Palikanci Toll Road

Total 161,325

Appendix PR. Traffic Volume by Section (Million Vehicles)

NO. Branch/Subsidiary and Section 2011 20122012 to

2011(%)

2012 Proportion

(%)

1 Jagorawi 169.99 189.92 11.72% 15.81%2 Jakarta-Cikampek 176.35 194.87 10.50% 16.22%3 Jakarta-Tangerang 97.88 107.88 10.21% 8.98%4 Cawang - Tomang - Cengkareng 263.17 277.51 5.45% 23.10%

- Jakarta Inner Ring Road 196.63 205.40 17.10%- Prof. Dr. Ir. Sedyatmo 66.54 72.11 6.00%

5 Purbaleunyi 58.78 60.32 2.62% 5.02%- Padaleunyi 52.84 54.98 4.58%- Cipularang 5.94 5.34 0.44%

6 Surabaya-Gempol 67.68 75.51 11.58% 6.29%7 Belmera 19.49 21.68 11.25% 1.81%8 Semarang 37.72 45.27 20.02% 3.77%9 Palikanci 16.59 19.32 16.44% 1.61%

10 PT JLJ 172.39 184.26 6.89% 15.34%- JORR 131.08 139.93 11.65%- Ulujami - Pondok Aren* 41.31 44.33 3.69%

11 PT MSJ 9.08 11.22 23.55% 0.93%12 PT MNA 2.12 8.62 306.26% 0.72%13 PT TMJ 0.52 4.97 854.12% 0.41%

TOTAL 1,091.78 1,201.35 10.04% 100.00%Note:*) Before 2011, this was part of Jakarta-Tangerang Section



NO

Sect

ion

Op

erat

or

Length (km)

SERVICE SUBSTANCES/INDICATORS

TOLL ROAD CONDITION AVERAGE TRAVEL SPEED ACCESS MOBILITY SAFETY (%) RESCUE AND SERVICES ASSISTANCE UNIT S

kid

Res

ista

nce

Ro

ug

hn

ess

Zero

Po

tho

le

Urb

an

Sub

Urb

an

Average Transaction Speed Number of Toll Booths Speed in Handling Traffic Disruptions (%) Traffic Management Facilities (%)

Pub

lic S

tree

t Li

gh

tin

g in

Urb

an A

reas

RO

W (

Rig

ht

of

Way

) Fe

nce Accident Handling Safety & LE Amb. Tow Truck Patrol Vehicle

Toll Road Patrol (Operator)

Rescue VehicleInfo. System

(%)

FULFILLMENT

Toll

Gat

e w

ith

Op

en

Syst

em

Toll Gate with Closed System

Cap

acit

y fo

r O

pen

Sy

stem

Capacity for Closed System

Patr

ol O

bs.

Are

a

Fro

m In

fo. R

ecei

ved

to

Arr

ival

at

Loca

tio

n

Han

dlin

g B

roke

n

Do

wn

Vh

Tow

Tru

ck P

atro

l

Traf

fic

Sig

n

Ro

ad M

arki

ng

Gu

ide

Post

/ Refl

ecto

r

Km

Sig

n P

ost

per

1

km

Vic

tim

Ken

d. K

ecel

a-ka

an

24-h

ou

r To

ll R

oad

Pat

rol

Toll Road SectionADT > 100,000

vh/dayADT < 100,000

vh/dayADT > 100,000

vh/day

ADT < 100,000 vh/

dayToll Road Section

Toll Road Section

Comm. & Info. on Traffic Cond.


Exit Booth

Capacity for Closed

System

Exit Booth

> 0,33 µm IRI < 4 m/km

100% 1.6 x Speed on Non-

Toll Road

1.8 x Speed on Non-Toll

Road< 8 sec/vh < 7 sec/vh

< 11 sec/vh

≥ 450 vh/hr/ booth



30 min/ obs. cycle < 30 min

Free Towing to Nearest Toll Gate/Garage

30 min/ obs. Cycle

100%Qty 100%

& R > 80%

Qty 100% & R > 80%

100%Lights Working

100%Avail. 100%

Evacd. to Refd. Hosp.

Free Towing to Tow Truck

Pool

1 unit/25 km or minimum 1 unit




1 unit/20 km or

minimum 1 unit

1 unit/15 km or minimum

2 units

1 unit/toll road section

At Each Entrance

Gate

1 JagorawiJakarta-

Bogor-Ciawi (Jagorawi)

59.00

0.64 2.86 100 2.58 4.54 4.57 6.30 775 788 571 100 100 100 100 100 100 100 100 100 100 100 100 100 3 12 5 5 1 100 Fulfilled

2Cawang-Tomang-

Cengkareng

Cawang-Pluit

23.55

0.72 3.21 100

2.79

4.54

750

100 100 100 100 100 100 100 100 100 100 100 100 100

2 15 5 8 1 100 Fulfilled

Prof. Dr. Ir. Sedyatmo

(Cengkareng)

14.30

3.22 Fulfilled

3Jakarta-

CikampekJakarta-

Cikampek

83.00 0.51 3.28 100 2.49 4.12 2.97 5.71 881 1,221 631 100 100 100 100 100 100 100 100 100 100 100 100 100 4 17 12 8 2 100 Fulfilled

4Jakarta-

TangerangJakarta-

Tangerang

33.00 0.40 3.07 100 2.36 3.80 951 100 100 100 100 100 100 100 100 100 100 100 100 100 2 8 4 3 1 100 Fulfilled

5 PurbaleunyiPadalarang-

Cileunyi

64.40 0.62 3.70 100 2.34 3.16

5.24

1,154 686 100 100 100 100 100 100 100 100 100 100 100 100 100 2 6 4 5 1 100 Fulfilled

Cikampek-Purwakarta-Padalarang

58.50

0.63 3.43 100 2.69 2.91

5.24 1,249 691 100 100 100 100 100 100 100 100 100 100 100 100 100 3 13 5 5 1 100 Fulfilled

6 PalikanciPalimanan-Plumbon-

Kanci

26.30

0.59 2.74 100 2.61 4.07 907 100 100 100 100 100 100 100 100 100 100 100 100 100 2 3 2 3 1 100 Fulfilled

7 SemarangSemarang Section A,

B, C

24.75

0.55 3.21 100 2.33 4.86 790 100 100 100 100 100 100 100 100 100 100 100 100 100 1 3 2 3 1 100 Fulfilled

8Surabaya-Gempol

Surabaya-Gempol

49.00

0.56 3.38 100 2.27 2.66 5.99 2.39

5.54 604 1,206 560 100 100 100 100 100 100 100 100 100 100 100 100 100 2 4 2 2 2 4 1 100 Fulfilled

9 Belmera

Belawan-Medan-Tanjung Morawa

42.70

0.63 3.03 100 2.70 1.85

4.35 1,577 845 100 100 100 100 100 100 100 100 100 100 100 100 100 2 5 3 3 1 100 Fulfilled

10PT Jalantol Lingkarluar

Jakarta

Jakarta Outer Ring Road (W2-S-E)

35.27

0.61 3.14 100 3.20 2.97 1,474 100 100 100 100 100 100 100 100 100 100 100 100 100 2 11 7 7 1 100 Fulfilled

Pondok Aren-Ulujami

5.55 0.54 2.74 100 2.85 2.57 1,656 100 100 100 100 100 100 100 100 100 100 100 100 100 1 2 2 1 1 100 Fulfilled

Notes:ADT=AverageDailyTrafficAmb. = AmbulanceAvail. = availableCond. = conditionComm. = communicationEvacd. = evacuatedHosp. = hospitalHr = hourInfo. = information

Min = minute(s)LE = Law EnforcementObs. = observationQty = quantityR=ReflectivityRefd. = referredSec = second(s)Vh = vehicle(s)



NO

Sect

ion

Op

erat

or

Length (km)

SERVICE SUBSTANCES/INDICATORS

TOLL ROAD CONDITION AVERAGE TRAVEL SPEED ACCESS MOBILITY SAFETY (%) RESCUE AND SERVICES ASSISTANCE UNIT

Ski

d R

esis

tan

ce

Ro

ug

hn

ess

Zero

Po

tho

le

Urb

an

Sub

Urb

an

Average Transaction Speed Number of Toll Booths Speed in Handling Traffic Disruptions (%) Traffic Management Facilities (%)

Pub

lic S

tree

t Li

gh

tin

g in

Urb

an A

reas

RO

W (

Rig

ht

of

Way

) Fe

nce Accident Handling Safety & LE Amb. Tow Truck Patrol Vehicle

Toll Road Patrol (Operator)

Rescue VehicleInfo. System

(%)

FULFILLMENT

Toll

Gat

e w

ith

Op

en

Syst

em

Toll Gate with Closed System

Cap

acit

y fo

r O

pen

Sy

stem


Patr

ol O

bs.

Are

a

Fro

m In

fo. R

ecei

ved

to

Arr

ival

at

Loca

tio

n

Han

dlin

g B

roke

n

Do

wn

Vh

Tow

Tru

ck P

atro

l

Traf

fic

Sig

n

Ro

ad M

arki

ng

Gu

ide

Post

/ Refl

ecto

r

Km

Sig

n P

ost

per

1

km

Vic

tim

Ken

d. K

ecel

a-ka

an

24-h

ou

r To

ll R

oad

Pat

rol

Toll Road SectionADT > 100,000

vh/dayADT < 100,000

vh/dayADT > 100,000

vh/day

ADT < 100,000 vh/

dayToll Road Section

Toll Road Section

Comm. & Info. on Traffic Cond.


Exit Booth

Capacity for Closed

System

Exit Booth

> 0,33 µm IRI < 4 m/km

100% 1.6 x Speed on Non-

Toll Road

1.8 x Speed on Non-Toll

Road< 8 sec/vh < 7 sec/vh

< 11 sec/vh




30 min/ obs. cycle < 30 min

Free Towing to Nearest Toll Gate/Garage

30 min/ obs. Cycle

100%Qty 100%

& R > 80%

Qty 100% & R > 80%

100%Lights Working

100%Avail. 100%

Evacd. to Refd. Hosp.

Free Towing to Tow Truck

Pool





1 unit/20 km or

minimum 1 unit

1 unit/15 km or minimum

2 units

1 unit/toll road section

At Each Entrance

Gate

1 JagorawiJakarta-

Bogor-Ciawi (Jagorawi)

59.00

0.64 2.86 100 2.58 4.54 4.57 6.30 775 788 571 100 100 100 100 100 100 100 100 100 100 100 100 100 3 12 5 5 1 100 Fulfilled

2Cawang-Tomang-

Cengkareng

Cawang-Pluit

23.55

0.72 3.21 100

2.79

4.54

750

100 100 100 100 100 100 100 100 100 100 100 100 100

2 15 5 8 1 100 Fulfilled

Prof. Dr. Ir. Sedyatmo

(Cengkareng)

14.30

3.22 Fulfilled

3Jakarta-

CikampekJakarta-

Cikampek

83.00 0.51 3.28 100 2.49 4.12 2.97 5.71 881 1,221 631 100 100 100 100 100 100 100 100 100 100 100 100 100 4 17 12 8 2 100 Fulfilled

4Jakarta-

TangerangJakarta-

Tangerang

33.00 0.40 3.07 100 2.36 3.80 951 100 100 100 100 100 100 100 100 100 100 100 100 100 2 8 4 3 1 100 Fulfilled

5 PurbaleunyiPadalarang-

Cileunyi

64.40 0.62 3.70 100 2.34 3.16

5.24

1,154 686 100 100 100 100 100 100 100 100 100 100 100 100 100 2 6 4 5 1 100 Fulfilled

Cikampek-Purwakarta-Padalarang

58.50

0.63 3.43 100 2.69 2.91

5.24 1,249 691 100 100 100 100 100 100 100 100 100 100 100 100 100 3 13 5 5 1 100 Fulfilled

6 PalikanciPalimanan-Plumbon-

Kanci

26.30

0.59 2.74 100 2.61 4.07 907 100 100 100 100 100 100 100 100 100 100 100 100 100 2 3 2 3 1 100 Fulfilled

7 SemarangSemarang Section A,

B, C

24.75

0.55 3.21 100 2.33 4.86 790 100 100 100 100 100 100 100 100 100 100 100 100 100 1 3 2 3 1 100 Fulfilled

8Surabaya-Gempol

Surabaya-Gempol

49.00

0.56 3.38 100 2.27 2.66 5.99 2.39

5.54 604 1,206 560 100 100 100 100 100 100 100 100 100 100 100 100 100 2 4 2 2 2 4 1 100 Fulfilled

9 Belmera

Belawan-Medan-Tanjung Morawa

42.70

0.63 3.03 100 2.70 1.85

4.35 1,577 845 100 100 100 100 100 100 100 100 100 100 100 100 100 2 5 3 3 1 100 Fulfilled

10PT Jalantol Lingkarluar

Jakarta

Jakarta Outer Ring Road (W2-S-E)

35.27

0.61 3.14 100 3.20 2.97 1,474 100 100 100 100 100 100 100 100 100 100 100 100 100 2 11 7 7 1 100 Fulfilled

Pondok Aren-Ulujami

5.55 0.54 2.74 100 2.85 2.57 1,656 100 100 100 100 100 100 100 100 100 100 100 100 100 1 2 2 1 1 100 Fulfilled



Appendix HR. Actual Data on Composition of EmployeesComposition of Permanent Employees by Work Unit and Type of Work

No Work Unit Non-Operational % Operational % Total

1 HeadOffice 445 28 25 1 470

2 Jagorawi Branch 122 8 530 15 652

3 Jakarta-Tangerang Branch 125 8 368 11 493

4 Surabaya-Gempol Branch 107 7 423 12 530

5 Jakarta-Cikampek Branch 161 10 603 17 764

6 Cawang-Tomang-Cengkareng Branch 149 9 665 19 814

7 Purbaleunyi Branch 115 7 385 11 500

8 Semarang Branch 60 4 154 4 214

9 Belmera Branch 56 3 164 5 220

10 Palikanci Branch 45 3 124 4 169

11 ProjectOffice 91 6 1 0 92

12 Assigned at Other Companies 128 8 29 1 157

Total 1,604 100 3,471 100 5,075

Percentage (%) 32% 68% 100%

Composition of Permanent Employees by Work Unit and Education Level

No Work Unit S2 S1 Diploma SMA SMP SD Total

1 HeadOffice 3 249 6 183 7 22 470

2 Jagorawi Branch 0 20 0 595 20 17 652

3 Jakarta-Tangerang Branch 1 19 0 455 12 6 493

4 Surabaya-Gempol Branch 0 13 0 484 18 15 530

5 Jakarta-Cikampek Branch 0 17 1 712 13 21 764

6 Cawang-Tomang-Cengkareng Branch 0 16 0 766 22 10 814

7 Purbaleunyi Branch 0 12 3 478 5 2 500

8 Semarang Branch 0 12 0 191 8 3 214

9 Belmera Branch 0 9 0 208 3 0 220

10 Palikanci Branch 0 10 0 155 4 0 169

11 ProjectOffice 0 42 2 47 1 0 92

12 Assigned at Other Companies 1 91 4 61 0 0 157

Total 5 510 16 4,335 113 96 5,075

Percentage (%) 0.1% 10.0% 0.3% 85.4% 2.2% 1.9% 100.0%

Notes:S2 = Master’s DegreeS1 = Bachelor’s DegreeSMA = High SchoolSMP = Junior High SchoolSD = Elementary School



Composition of Permanent Employees by Work Unit and Education Level

No Work Unit

AgeTotal

≤25 26-30 31-35 36-40 41-45 46-50 >51

1 HeadOffice 40 56 22 47 67 112 126 470

2 Jagorawi Branch 1 3 73 161 118 153 143 652

3 Jakarta-Tangerang Branch 0 3 32 136 118 131 73 493

4 Surabaya-Gempol Branch 0 0 1 30 154 225 120 530

5 Jakarta-Cikampek Branch 0 4 68 176 200 207 109 764

6 Cawang-Tomang-Cengkareng Branch 0 7 82 271 213 153 88 814

7 Purbaleunyi Branch 0 2 27 82 201 116 72 500

8 Semarang Branch 0 2 11 56 53 60 32 214

9 Belmera Branch 0 1 7 16 45 129 22 220

10 Palikanci Branch 0 1 29 73 25 30 11 169

11 ProjectOffice 0 1 1 4 21 24 41 92

12 Assigned at Other Companies 3 8 5 16 23 42 60 157

Total 44 88 358 1,068 1,238 1,382 897 5,075

Percentage (%) 0.9% 1.7% 7.1% 21.0% 24.4% 27.2% 17.7% 100.0%

Appendix PR3. Actual Data on Distribution of PKBL FundDistribution of Fund of Partnership Program by Sector and Region

No RegionAssisted

SMEs(person)

Business SectorTotal

Industry Trade Agriculture Husbandry Plantation Fishery Services

1 DKI Jakarta 115 530,000,000 2,267,500,000 - - - - 1,615,000,000 4,412,500,000

2 Banten 128 923,000,000 1,967,000,000 20,000,000 25,000,000 50,000,000 100,000,000 1,140,000,000 4,225,000,000

3 West Java 339 2,140,000,000 4,515,000,000 105,000,000 90,000,000 20,000,000 35,000,000 2,220,000,000 9,125,000,000

4 Central Java 2,431 630,000,000 1,340,000,000 9,550,000,000 - - 8,000,000 729,000,000 12,257,000,000

5 East Java 728 795,000,000 1,065,000,000 5,000,000,000 20,000,000 20,000,000 - 1,200,000,000 8,100,000,000

6 North Sumatera 1,253 290,000,000 1,010,000,000 7,950,000,000 - - 50,000,000 650,000,000 9,950.000,000

Total 4,994 5,308,000,000 12,164,500,000 22,625,000,000 135,000,000 193,000,000 193,000,000 7,554,000,000 48,069,500,000



Distribution of Fund of Community Development Program by Sector

No Work Unit Health Education Public Facilities Religious Facilities

Natural Disaster

Natural Conservation SOEs Care Total

1 HeadOffice 255,508,000 871,621,848 78,460,000 178,985,000 13,500,000 65,389,200 13,810,871,244 15,274,335,292

2 Jagorawi 147,569,458 53,217,142 - - - 99,547,400 300,334,000

3 Cawang-Tomang-Cengkareng 87,903,000 43,094,000 40,296,000 14,250,000 - 42,500,000 228,043,000

4 Jakarta-Cikampek 108,080,000 303,993,700 462,641,300 54,972,500 - 42,500,000 972,187,500

5 Jakarta-Tangerang 194,955,500 523,294,010 10,366,950 152,318,630 - 42,500,000 923,435,090

6 Purbaleunyi 128,330,500 149,578,000 61,556,314 267,454,900 - 478,138,000 1,085,057,714

7 Palikanci 106,208,000 293,673,750 382,568,800 23,667,050 - 57,357,200 863,474,800

8 Semarang 101,208,000 207,628,700 201,608,000 - - 104,827,000 615,271,700

9 Surabaya-Gempol 125,204,000 92,718,000 20,570,000 117,902,400 - 37,804,000 394,198,400

10 Belmera 132,139,450 77,023,200 89,732,500 96,642,700 - 43,337,950 438,875,800

Total 1,387,105,908 2,615,842,350 1,347,799,864 906,193,180 13,500,000 1,013,900,750 13,810,871,244 21,095,213,296

Distribution of Fund of Community Development Program by Region

No Region Health Education Public Facilities Religious Facilities

Natural Disaster

Natural Conservation SOEs Care Total

1 DKI Jakarta 343,411,000 914,715,848 118,756,000 193,235,000 13,500,000 107,889,200 13,810,871,244 15,502,378,292

2 West Java 490,187,958 800,462,592 906,766,414 346,094,450 - 677,542,600 - 3,221,054,014

3 Banten 194,955,500 523,294,010 10,366,950 152,318,630 - 42,500,000 - 923,435,090

4 Central Java 101,208,000 207,628,700 201,608,000 - - 104,827,000 - 615,271,700

5 East Java 125,204,000 92,718,000 20,570,000 117,902,400 - 37,804,000 - 394,198,400

6 North Sumatera 132,139,450 77,023,200 89,732,500 96,642,700 - 43,337,950 - 438,875,800

Total 1,387,105,908 2,615,842,350 1,347,799,864 906,193,180 13,500,000 1,013,900,750 13,810,871,244 21,095,213,296

Cross Reference to Global Reporting Initiatives (GRI) 3.1



G3.1 Description Page

STRATEGY AND ANALYSIS

1.1 Message from BOC and BOD. 10,111.2 Key impact, risk and opportunities. 11,14

ORGANIZATION PROFILE

2.1 Name of organization. 15

2.2 Brand, product and services. 15

2.3 Organizational structure. 15,19

2.4 Headofficelocation. 15

2.5 Number and name of countries where company operates. 15

2.6 Form of legal entity. 15

2.7 Market served. 15

2.8 Scale of organization. 18

2.9 Significantchangesofreport. 17

2.10 Awards received. 21

REPORT PARAMETERS

Report Profile

3.1 Period of report. 22

3.2 Date of recent report. 22

3.3 Report cycle. 22

3.4 Company contact. 22

Report Scope and Boundary

3.5 Definingreportcontent. 23

3.6 Report scope. 23

3.7 Report scope boundary. 23

3.8 Basis of report. 23

3.9 Basis and data measurement technics. 23

3.10 Explanation of the effect of any re-statement. 23

3.11 Significantchangesfromthepreviousreport. 23

GRI Content Index

3.12 Table of disclosure location. 23

Assurance

3.13 External assurance policy. 23

GOVERNANCE, COMMITMENTS AND ENGAGEMENT

4.1 Governance structure of organization. 244.2 Highestgovernancepostcumexecutiveofficer. 254.3 Independent members. 264.4 Mechanisms of recommendations. 23,254.5 Compensation and performance. 264.6 Conflictsofinterest. 264.7 Boardqualifications. 26





4.8 Economic, environmental and social values. 174.9 Procedures of overseeing performance. 264.10 Board evaluation process. 26

Commitments to External Initiatives

4.11 Precautionary approach toward company risk. 284.12 Economic, environmental and social principles. 284.13 Membership of organization. 29

Stakeholder Engagement

4.14 Stakeholders. 294.15 Basisforidentificationandselectionofstakeholders. 294.16 Approaches to stakeholder engagement. 294.17 Results of stakeholder engagement. 29,30

ECONOMIC PERFORMANCE

EC1 Gain and economic value distribution. 38EC2 Financial implication of climate change. 39EC3 Employee pension fund. 48EC4 Governmentfinancialassistance. 39EC5 Minimum standard wage. 51EC6 Local supplier ratio. 39EC7 Local employee ratio. 40EC8 The effects of infrastructure development.EC9 Impact of indirect economic effects. 40,57

ENVIRONMENTAL PERFORMANCE

Materials

EN1 Material usage. 32EN2 Recycled material usage. 4,32

Energy

EN3 Direct energy usage. 32EN4 Indirect energy usage. 33EN5 Energy conservation. 4,33,35EN6 Renewable energy supply initiative. 4,33,35EN7 Reduction of indirect energy initiative. 4,33,35

Water

EN8 Water Usage. 33EN9 Affected water source. 34EN10 Amount of recycled water. 34

Biodiversity

EN11 Mining concession at protected area. 36EN12 Biodiversity protection. 31,36,37EN13 Habitat rehabilitation. 34,36EN14 Biodiversity preservation strategy. 32,34,36EN15 Protected species. 36




Emissions, Effluents, and Waste

EN16 Total greenhouse gas. 31EN17 Total indirect greenhouse gas emission. 31EN18 Greenhouse gas effect reduction initiative. 34EN19 Ozone emission reduction. 34EN20 Air emissions type. 35EN21 Quality and location of water disposal. 34EN22 Classificationofwasteanddisposalmethod. 32,33EN23 Total number of oil and hazardous spill. 32EN24 Hazardous waste transported. 32EN25 Water body biodiversity. 34

Product and Services

EN26 Initiatives to mitigate environmental impacts. 4,32,36,39EN27 Percentage of product sold and their packaging materials that are reclaimed by category. 40

Compliance

EN28 Monetaryvalueofsignificantfinesfornon-compliancewithenvironmentallawsandregulations. 32

Transportation

EN29 Significantenvironmentalimpactsduetotransportingofproduct. 31

Overall

EN30 Environmental protection expenditures and investments. 34

SOCIAL PERFORMANCE

Labor

LA1 Number of employee. 46,47LA2 Employee turnover rate. 4,48LA3 Compensation for permanent and temporary employee. 51LA4 Collective work Agreement. 52LA5 Minimumnotificationofoperationalchanges. N.RLA6 Safety and health joint committee. 54LA7 Rate of work accident. 4,54,55LA8 Education, training and health counseling program. 49,57LA9 Safety and health topic on collective work agreement. 53LA10 Average hour of training. 49LA11 Pre-retirement preparation program. 50LA12 Performance assessment and career development. 50LA13 Employee diversity. 47,48LA14 Ratio of basic salary of men to women. 50

Human Rights

HR1 Agreement and investment regarding human rights. 39HR2 Percentage of supplier and contractor regarding human rights. 40HR3 Human rights training for employee. 39HR4 Discrimination cases. 50,60




HR5 Right of association. 52HR6 Underage labor. 48HR7 Forced labor. NRHR8 Human rights trained security force. 39,61HR9 Rights violation of indigenous people. 40,56HR10 Evaluation of human rights policy. 40,56HR11 Formalgrievancemechanismsofhumanrightsfiled. 40,56

Society

SO1 Impact of the program on community. 59SO2 Relation between business and corruption risks. 27SO3 Anti-corruption training. 27SO4 Prevention of corruption practices. 27SO5 Participation in public policy formulation. 59SO6 Donation for political party. 39SO7 Penalty of violation in business competition. 30SO8 Penaltyorfinesofordinancesviolation. 32SO9 Negative impacts on local communities. 59,61SO10 Prevention of negative impacts on local communities. 59,61

Product Responsibility

PR1 Cycle and safety of products. 40

PR2 Violation of product impact regulation. 40

PR3 Product content information. 40

PR4 Violation of product information provision. 40

PR5 Customer satisfaction rate. 43

PR6 Feasibility of marketing communication. 44

PR7 Violation of marketing communication. 44

PR8 Reports on violation of customers’ privacy. 44

PR9 Fines of product procurement and uses violation. 42,44

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