Over the years, Jasa Marga has consistently embraced technological advancements to better serve road users. Today, toll gates are no longer always guarded by officers. The ease and speed of transactions have proven effective and efficient, providing significant benefits to the broader community and the company.
However, how are the dynamics of humans during the technology adaptation process? Bagus Cahya Arinta, Director of Human Capital & Transformation at PT Jasa Marga (Persero) Tbk, shared his insights as a speaker at the Human Capital Management Talks held by SBM ITB, at the Graha Irama Building (Indorama) on Thursday (24/4).
According to Bagus, Jasa Marga has launched an initiative to address the challenges posed by the transition to a cashless system, particularly regarding job transformation. The A-Life initiative empowers employees and facilitates the transfer of competencies to various new fields. The organizational restructuring program offers several career transition options: (1) Roles within the parent company or its branches, (2) Positions in toll road subsidiaries, (3) Opportunities in other business subsidiaries, (4) Entrepreneurial ventures through partnership systems, and (5) Independent entrepreneurial careers.
Jasa Marga has also undergone several corporate actions that significantly impacted its human resource structure. For instance, the transfer of ownership of the Jakarta Outer Ring Road (JORR) to Hutama Karya rendered PT Jalantol Lingkarluar Jakarta (PT JLJ), previously responsible for managing and maintaining the JORR toll road section, without any business activity. This eventually led to the subsidiary’s dissolution through an Extraordinary General Meeting of Shareholders (EGMS).
Bagus emphasized that transformation should not be evaluated solely based on its successes. A comprehensive learning process is essential to avoid biased conclusions.
“Although the underlying themes may be similar, no single event can be entirely replicated, as each situation has its unique context,” said Bagus.
The company has implemented several strategic programs to maintain performance throughout the transformation, including the transfer of employees to PT Jasamarga Tollroad Operator (JMTO), a standard retirement program, an accelerated retirement scheme, and a severance package program for converting Indefinite Term Employment Agreements (PKWTT) into Fixed Term Employment Agreements (PKWT).
Bagus concluded that sustainability is inseparable from the role of human capital within the company. He acknowledged that corporate actions inevitably impact human resources, but emphasized that these challenges must be addressed gradually to prevent them from escalating uncontrollably.
