SeminarWorkshop Eksternal External Seminar Workshop
Jenis Pelatihan Types of Training
Angkatan Generation
Kompetensi Competence
Genera Training Ahli K3 AK3 Umum Expert Training on Occupational Health and
Safety AK3 l 1
Mampu memahami Training Ahli K3 AK3 Umum
Able to understand the General Expert Training K3 AK3
Workshop National Anti Fraud Conference 1
Meningkatkan pengetahuan tentang National Anti Fraud Conference
Improving knowledge about the National Anti Fraud Conference
Strategic Marketing Planning 1
Mampu memahami Strategic Marketing Planning
Able to understand Strategic Marketing Planning
Project Management 1
Mampu memahami Strategic Marketing Planning
Able to understand Strategic Marketing Planning
Seminar Peningkatan Profesionalisme dan Kompetensi Dokter Layanan Primer di Era
JKN Seminar of Increasing Professionalism and
Competence on Primary Physician Services in National Health Insurance
1 Mampu meningkatkan Profesionalisme dan
Kompetensi Dokter Layanan Primer di Era JKN Able to increase the Professionalism and
Competence on Primary Physician Services in National Health Insurance
Efective Leadership 1
Mampu memahami Efective Leadership Able to understand Efective Leadership
Risk Control Self Assessment 1
M a m p u m e m a h a m i R i s k Co n t ro l S e l f Assessment
Able to understand the Risk Control Self Assessment
Job Analysis 1
Mampu memahami Job Analysis Able to understand the Job Analysis
Seminar From Secretary to Business Partner Seminar From Secretary to Business
Partner 1
Meningkatkan pengetahuan tentang From Secretary to Business Partner
Improving knowledge From Secretary to Business Partner
Advokat PKPA 26 Weekend A Advocates PKPA 26 Weekend A
1 Mampu memahami Advokat PKPA 26
Weekend A Able to understand Advocates PKPA 26
Weekend A Pelatihan Hukum Ketenagakerjaan dan
Hubungan Industrial Employment Law Training and Industrial
Relations 1
Mampu memahami Hukum Ketenagakerjaan dan Hubungan Industrial
Able to understand the Employment Law and Industrial Relations
Workshop Penerapan PSAK Konvergensi
IFRS pada Entitas BUMN dalam Menghadapi Sinergi BUMN Kini ke Depan
Workshop on Application of SFAS IFRS Convergence on SOE Entities in Facing
Current and Future SOE Synergy 1
M a m p u m e m a h a m i Pe n e r a p a n P S A K Konvergensi IFRS pada Entitas BUMN dalam
Menghadapi Sinergi BUMN Kini ke Depan Able to understand the Application of SFAS
IFRS Convergence on SOE Entities in Facing Current and Future SOE Synergy
Project Management Preparation 1
Mampu memahami Project Management Preparation
Able to understand the Project Management Preparation
7. Program SNCF di Perancis Kegiatan pelatihan program SNCF dimaksudkan
untuk meningkatkan pemahaman peserta mengenai pelayanan di stasiun dan jasa transportasi penumpang,
perawatan sarana dan prasarana baik secara teknik maupun organisasi dari pelayanan Perkeretaapian
SNCF. Selama tahun 2015 terdapat 76 peserta yang telah mengikuti kegiatan pelatihan program SNCF.
7. SNCF Program in France SNCF program training activity is intended to improve
participants’ understanding of the service in station and passenger transportation, maintenance of facilities and
infrastructure both technical and organization aspect of the ministry of SNCF Railways. During 2015 there
were 76 participants who attended the SNCF training program .
8. Program Benchmark Ke China
Program Benchmark ke China dimaksudkan agar pekerja Perusahaan dapat melihat dan merasakan
langsung proses pelayanan yang dilakukan oleh Pengelola Perkeretaapian di China CRH. KAI meyakini
bahwa dengan keikutsertaan pekerja dan meilihat langsung, dapat menumbuhkan perilaku pelayanan
yang berbeda karena pekerja telah memiliki persepsi mengenai standard pelayanan dengan tolok ukur apa
yang telah dilihat dan dirasakan secara langsung pada saat mengkuti program benchmark ke China. Selama
tahun 2015 terdapat 367 peserta yang telah mengikuti kegiatan pelatihan program benchmark ke China.
9. Program JR EAST KAI telah menjalin kerjasama pelatihan dengan East
Japan Railway Culture Foundation EJRCF melalui
program Fellowship, Short Course, dan program lainnya. Pekerja KAI berkesempatan mengembangkan
kemampuan dan pengetahuan khususnya mengenai Transport Planning and Traic Control, Rolling Stock
Maintenance, Track Maintenance, Civil Engineering, Signalling and Telecommunication serta Life Style Service
Business. Selama tahun 2015 terdapat 2 peserta yang telah mengikuti kegiatan pelatihan program JR EAST.
Sejak tahun 2001 Total KAI telah memberangkatkan 57 peserta untuk mengikuti berbagai program pelatihan di
JR East.
10. Program Double Degree Program ini memberi kesempatan kepada pekerja untuk
mendukung Pekerja yang mempunyai talenta dalam mengembangkan kemampuan dan pengetahuannya.
Selama tahun 2015 terdapat 5 Orang Pekerja yang telah mengikuti kegiatan pelatihan program double
degree. 8. Benchmark Program to China
Benchmark Program to China was for the employees to see and feel irst hand the process undertaken by
the business ministry of Railways in China CRH. KAI believes that by participation of employees and seeing
directly, can foster the behavior of diferent services of employee would have perceptions about service
standards with what they had seen and felt directly while following the benchmark program to China.
During 2015 there were 367 participants who have attended the training program benchmark to China.
9. JR EAST Program KAI has cooperated training with East Japan Railway
Culture Foundation EJRCF through the Fellowship program, Short Course, and other programs. KAI
employees have the opportunity to develop skills and knowledge particularly on Transport Planning and Traic
Control, Rolling Stock Maintenance, Track Maintenance, Civil Engineering, Signaling and Telecommunication and
Life Style Service Business. During 2015 there were two participants who have attended the training program
of JR EAST. Since 2001, KAI has sent 57 participants in total to attend various training programs in JR East.
10. Double Degree Program This program provides an opportunity for employee to
support a other employee who has the talent to develop their ability and knowledge. During 2015 there were 5
People persons who have participated in the degee double training program.
Selama tahun 2015, biaya pelatihan dan pengembangan untuk pekerja mengalami peningkatan menjadi sebesar
Rp27.174.786.000 dibandingkan tahun 2014 sebesar Rp19.218.592.000. Peningkatan tersebut disebabkan
karena: During 2015, the cost of training and development for
employee increased to Rp 27,174,786,000 compared to 2014 of Rp19.218.592.000. The increase was due to:
Biaya Pelatihan
Training Costs
Sistem penilaian kinerja SDM atau lebih dikenalnya dengan sebutan SIMAK merupakan penilaian kinerja yang dilakukan
setiap tahun sebagai evaluasi atas kinerja dari masing – masing Pekerja. Penilaian kinerja mengukur dua hal, yaitu:
1. Pencapaian Target yang menjadi tanggung jawab
Pekerja, pemangku jabatan, unit kerja dalam mencapai target yang disepakati dengan Key Perfomances
Indicators; 2. Kompetensi Pekerja, pemangku jabatan, unit kerja
sesuai dengan tanggung jawabnya. Penilaian kinerja dilakukan dengan mendapatkan tujuan
dan manfaat bagi perusahaan maupun Pekerja, antara lain yaitu:
1. Feedback, sebagai alat yang obyektif untuk memberikan
umpan balik bagi atasan dan bawahan; 2. Performance Improvement, sebagai alat untuk
membantu atasan dan bawahan mengambil tindakan yang tepat untuk meningkatkan kinerja Pekerja;
3. Compensation Adjustment, membantu para atasan dalam menetapkan kempensasi terhadap kinerja
Pekerja secara lebih adil dan meningkatkan motivasi Pekerja agar berprestasi lebih baik;
4. Training Development, mengidentiikasi kebutuhan
pelatihan dan pengembangan bagi Pekerja agar kinerja dan kompetensi mereka dapat ditingkatkan;
5. Talent Management, mengidentiikasi Pekerja yang
memiliki kinerja dan kompetensi yang sangat baik untuk dikelola pengembangan karir berikutnya.
HR performance assessment system or so known as SIMAK is a performance assessment conducted annually as an
evaluation of the performance of each employee. The performance assessment measure two things, which are:
1. Achievement of Target which is the responsibility of the employee, position holders, working units in achieving
the targets agreed upon Key performance Indicators; 2. Employee Competency, Position holders, working units
in accordance with its responsibilities. The performance assessment is done by setting goals and
beneits both for the company and the employee, among others are:
1. Feedback, as an objective tool to give feedback to
superiors and subordinates; 2. Performance Improvement, as a tool to help supervisors
and subordinates to take appropriate action to improve employee performance;
3. Compensation Adjustment, assists the supervisors in determining the compensation to the employee’s
performance more equitably and increase employee motivation in order to perform better;
4. Training Development, identifying training and development needs for employee to increase their \
performance and competency. 5. Talent Management,
identiies employee who has good performance and excellent competency to then be
managed their subsequent career development.
Sistem Penilaian Kinerja SDM
HR Performance Assessment System
1. Adanya peleburan Balai Pelatihan Managerial yang kemudian disatukan tupoksinya ke SO Pusdiklat
2. Pengembangan diklat di Sriwijaya Training Center yang masuk ke SO Pusdiklat
3. Jumlah siswa diklat bertambah 4. Tipe pelatihan eksternal bertambah.
1 The merging of Managerial Training Centers which basic duties and functions were merged to basic duties and
functions of SO Training Center 2 Development of training at the Sriwijaya Training Center
joined to SO Training Center 3 Increasing number of students in training
4 Increase in external training.
Penilaian kinerja mengukur pencapaian pekerja terhadap target individu yang merupakan turunan dari sasarantarget
KAI. Target individu pekerja ditetapkan dan disepakati bersama atasan di awal tahun, sebagai turunan dari target
sasaran atasannya dan sejalan dengan Key Performance Indicator KPI Direksi dan RKAP Perusahaan. Alur proses
penetapan KPI individu digambarkan pada diagram di bawah ini:
Untuk mengurangi subyektivitas, penilaian kompetensi dilakukan dengan menggunakan metode multi rater,
dimana setiap pekerja akan dinilai oleh atasan langsung dan rekan sekerja.
The performance assessment measures the achievement of employee against thier individual targets, which is derived
from the KAI targetobjectives. individual employee targets are set and mutually agreed by supervisor early in the
year, as a derivative of the target supervisor target and in line with the Key Performance Indicator KPI and CBP
Company’s Board of Directors. The low of individual KPI establishment process is illustrated in the diagram below:
To reduce subjectivity, competency assessment is done by using multi rater method, where each worker will be
assessed by the immediate supervisor and co-workers.
Kontrak Manajemen KPI Korporat
Management Contract Corporate KPI
KPI Daop - Divre Daop
KPI Jabatan KPI Individu
Daop - Divre Daop KPI
KPI Level Individual KPI
Anak Perusahaan Subsidiary
Alur Proses KPI Korporat ke KPI Individu Flow Process of Corporate KPI to Individual KPI
Penilaian kinerja mengukur pencapaian pekerja terhadap target individu yang merupakan cascadingturunan
pekerjaan dari atasan agar terjadi keselarasan Antara tujuan perusahaan dengan tujuan unit-unit perusahaannya.
Sasaran strategis di tingkat perusahaan dijabarkan lebih detail ke tingkat divisi bahkan sampai dengan tingkat
individu. Alur proses penetapan KPI digambarkan pada diagram di bawah ini:
Performance assessment measures the achievement of employee over individuals performance target which was
a cascading derivative assignment from their supervisor to enable the alignment between the company’s objectives
and units goals. Strategic targets at the corporate level are described in more detail in division level and even up to
the individual level. KPI-establishment process low is illustrated in the diagram below.
Penilaian Kinerja yang diukur melalui KPI Key performance Indicator
Performance assessment as measured by KPI Key Performance Indicator
Penilaian kinerja melalui kompetensi digunakan untuk mengetahui pengetahuan, kemampuan, keterampilan dan
kepribadian, sikap mental yang dibutuhkan oleh sebuah pekerjaan sehingga pemegang jabatan dapat melaksanakan
tugasnya dengan efektif dan memenuhi tujuan organisasi.
Untuk mengurangi subyektivitas, penilaian kompetensi dilakukan dengan menggunakan metode Multirater 360
derajat, dimana setiap Pekerja akan dinilai oleh Atasan Langsung, Rekan Kerja menyamping, Bawahan Langsung
dan Diri Sendiri. Performance assessment through competency is used to
determine the knowledge, abilities, skills and personality, mental attitude required by a job so that the position holder
may carry out its duties efectively and meet organizational goals.
To reduce subjectivity, competency assessment conducted by using Multirater 360 degrees, where each worker will
be assessed by Direct Supervisors, Co-worker, Direct subordinate and them selves.
Penilaian Kinerja melalui Kompetensi
Performance Assessment by Competencies
Direksi menetapkan sasaran kinerja perusahaan
Directors set the Performance Objective of the Company
Direksi mengalokasikan kepada masing-masing Direktorat
Directors allocate KPI to each Directorate
Direksi menetapkan bobot setiap sasaran kinerja Direktorat
Directors set the weight of every Directorate performance objectives
Direktur menjabarkan sasaran kinerja direktorat menjadi sasaran
kinerja divisi di bawahnya Director lays out directorate
performance objectives to his subordinate
Pimpinan Divisi menetapkan sasaran kinerja unit-unit kerja di
bawah tanggung jawabnya Head of Divisions set out
performance objectives for units under their jurisdiction
Sasaran kinerja divisi dan unit unit kerja di bawahnya secara otomatis
menjadi sasaran kinerja individu para EVPVP?GM dan SMManager
unit-unit kerja di bawahnya Performance objectives of Division
and units under its jurisdiction automatically become performance
objectives for individuals under EVPVPGM and units under SMGM
jurisdiction
360
o
Diri Sendiri Them Selves
Atasan Direct Superior
Rekan Kerja Co-worker
Bawahan Direct
Subordinate
Kinerja Produktivitas SDM berdasarkan satuan angkutan pada tahun 2015 sebesar 145,69, lebih tinggi dari kinerja
tahun lalu sebesar 127,70. Adapun produktivitas SDM berdasarkan satuan pendapatan pada tahun 2015 sebesar
293,94, lebih tinggi dari kinerja tahun 2014 sebesar 219,19. Hal tersebut menunjukkan produktivitas pekerja
KAI secara umum lebih efektif dibandingkan dengan tahun sebelumnya.
Berikut adalah trend pelanggaran disiplin juga ketidakhadiran pekerja KAI tahun 2010 sampai dengan
tahun 2015. HR Productivity Performance based freight unit in 2015
was 145.69, higher than the last year performance of 127.70. The HR productivity by revenues in 2015
was 293.94, higher than the performance in 2014 of 219.19. It shows that KAI employee productivity is
generally more efective than the previous year.
Here is a disciplinary ofense and absence trend of employee of KAI 2010 - 2015.
Produktivitas SDM
HR Productivity
Tabel Jumlah Pelanggaran Disiplin Pekerja Tahun 2010-2015 MCI Table of Disciplinary Ofenses 2010-2015 MCI
2015 2014
2013 2012
2011 2010
Jumlah Pelanggaran Disiplin Number of Disciplinary ofenses
402 267
375 83
89 98
Serikat pekerja merupakan oraganisasi yang dibentuk dari, oleh dan untuk pekerja, baik diperusahaan maupun
diluar perusahaan, guna memperjuangkan, membela serta melindungi hak dan kepentingan pekerja serta meningkatkan
kesejahteraan pekerja dan keluarganya. Untuk selanjutnya serikat pekerja ini menghasilkan Perjanjian Kerja Bersama
yang merupakan hasil perundingan antara serikat pekerja dengan pengusaha yang berisi syarat kerja, hak dan
kewajiban kedua belah pihak.
KAI memberikan kebebasan bagi pekerja dalam memenuhi haknya untuk bergabung dalam serikat pekerja. Hal ini
mereleksikan kepatuhan KAI dalam Undang-undang No.13 tahun 2003 tentang Ketenagakerjaan yang
menjamin kebebasan semua pekerja untuk masuk dalam organisasi pekerja yang dikelola profesional sebagai sarana
penghubung antara pekerja dan KAI.
Pekerja KAI telah membentuk serikat pekerja yang dinamakan Serikat Pekerja Kereta Api SPKA pada tanggal
14 September 1999 melalui Musyawarah Nasional Munas pertama di Bandung. Keanggotaan SPKA menganut stelsel
aktif, demokratis, bebas dan bertanggung jawab.
Keanggotaan Serikat Pekerja adalah Pekerja KAI yang terdiri dari:
1. Pekerja eks PNS; 2. Pekerja eks Perumka;
3. Pekerja KAI; 4. Pekerja kontrak magang PKM;
5. Pekerja tetap KAI yang diperbantukan pada anak
perusahaan. Hubungan industrial dikelola bersama dalam Lembaga Kerja
Sama LKS Bipartit yang dibentuk mengacu pada Perjanjian Kerja Bersama PKB periode 2013-2015 Bab XVI Pasal 65
tentang Lembaga Kerja Sama Bipartit. Sebagai tindak lanjut dari PKB pasal 65 tersebut, KAI melalui SK Direksi No.Kep.U
OT.103118KA-2014 tentang Penunjukkan Lembaga Kerja Sama LKS Bipartit Tim Manajemen dan SPKA KAI,
telah membentuk susunan anggota tim yang terdiri dari tim manajemen dan SPKA.
Labor union is an organization formed of, by and for the workers, both in the company and outside the company,
to ight for, defend and protect the rights and interests of workers and to improve the welfare of workers and
their families. This union also produces Collective Labor Agreement which is the result of negotiations between the
unions and employers that contain terms of employment, the rights and obligations of both parties.
KAI provides the freedom foremployee to fulill their rights to join the union. This relects compliance with KAI in Act
13 of 2003 on Employment which guarantees the freedom of all employee to enter the labor organization managed by
professionals as a mean of connecting between employee and KAI.
KAI employees have formed a union called Serikat Pekerja Kereta APi SPKA on 14 September 1999 in the irst
National Conference in BandungThe existence of SPKA is in accordance with Law No. 21 of 2000 concerning Labor
Union. SPKA membership upholds active, democratic, free and responsible stelsel.
Union membership is the Employees of KAI consisting of: 1. Former civil servants;
2. Former PERUMKA Employees; 3. KAI employee;
4. Contracted internship employees PKM; 5. Permanent employees of KAI who are assigned to
subsidiaries. Industrial relations are jointly managed in Bipartite
Cooperation Institution LKS which was established referring to Collective Labor Agreement PKB in the period
2013-2015 Chapter XVI Article 65 concerning Bipartite Cooperation Institution. As a follow up of PKB article 65,
the Company through Decree of Board of Directors No. Kep.UOT.103118KA-2014 concerning Appointment
of Bipartite Cooperation Institution LKS of Management Team and SPKA of KAI, has established composition of team
members consisting of management team and SPKA.
Hubungan Industrial
Industrial Relations
Di tahun 2015, lembaga bipartit tingkat pusat sudah melakukan 5 lima kali pertemuan, yaitu: MCI
• Bipartit ke 1 tanggal 27 Februari 2015 • Bipartit ke 2 tanggal 16 April 2015
• Bipartit ke 3 tanggal 09 September 2015 • Bipartit ke 4 tanggal 02 Oktober 2015
• Bipartit ke 5 tanggal 29 Desember 2015 In 2015, bipartite institutions at central level organized 5
ive meetings: MIC • First Bipartit, February 27th,2015
• Second Bipartit, April 16th,2015 • Third Bipartit, September 9th,2015
• Fourth Bipartit, February 2nd,2015 • Fifth Bipartit, December 29th,2015
Kesejahteraan SDM senantiasa selalu menjadi fokus KAI dalam menunjang program pengembangan pekerja
Perusahaan. Salah satu bentuk perhatian KAI terhadap kesejahteraan pekerja adalah pemberian kompensasi
berupa penyediaan paket remunerasi yang kompetitif sesuai peraturan yang berlaku dan harga pasar, yang terdiri
dari gaji pokok dan tunjangan, bonus serta fasilitas lain. Fasilitas pelayanan kesehatan diberikan kepada pekerja
termasuk yang telah pensiun melalui klinik kesehatan Perusahaan yang tersedia di seluruh daerah operasi. KAI
juga telah bekerja sama dengan Badan Penyelenggara Jaminan Sosial-Kesehatan BPJS yang mengakui klinik
kesehatan Perusahaan sebagai fasilitas kesehatan primer bagi peserta BPJS. Tujuan dari pemberian ini adalah untuk
mempertahankan keberadaan pekerja dalam jangka panjang dan tercapainya tujuan Perusahaan yang efektif.
Employee welfare program is a major and continuous concern along with the growth achieved by the Company.
The Company provides competitive remuneration package according to the applicable regulations and market prices,
which consists of basic salary and allowances, bonus and other facilities. Health care facilities are provided
to employees including those who retired through the Company’s health posts that are available throughout the
operational areas. The Company cooperates with Social Security Agency-Health BPJS which recognizes the
Company’s health posts as primary health facilities for BPJS participants. The purpose of this provision is to maintain
the existence of employee in the long term and efective achievement of the Company’s objectives.
Peningkatan Kesejahteraan SDM
HR Welfare Improvement
Kebijakan remunerasi KAI berlandaskan pada Perjanjian Kerja Bersama PKB periode 2015-2017 dan sesuai
dengan Undang-Undang Nomor 13 tahun 2003 tentang Ketenagakerjaan. Sistem remunerasi KAI disusun dengan
memperhatikan bobot jabatan yang menjadi tanggung jawab pekerja, kelas unit, lokasi daerah serta kompetensi
pekerja sehingga mampu memberikan keadilan, memotivasi pekerja dalam melaksanakan tugas dan tanggung jawabnya.
Paket remunerasi senantiasa dievaluasi agar pergerakan penghasilan pekerja tetap kompetitif dibandingkan dengan
penghasilan perusahaan lainnya. KAI remuneration policy is based on the Collective Labour
Agreement CLA 2015 to 2017 and in accordance with Act No. 13 of 2003 on Employment. KAI remuneration
system is established by considering the weight of the responsibility of the oicers, the class unit, area location
of the as well as the competency of employee to provide fairness, to motivate employee in carrying out their duties
and responsibilities. The remuneration package is always evaluated for the movement of the earnings of workers
remain competitive in comparison to other corporate income.
Remunerasi Pekerja
Employees Remuneration
KAI menetapkan kebijakan mengenai penghargaan kepada pekerja untuk menarik, memelihara dan memotivasi
pekerja agar dapat memberikan kontribusi yang maksimal dalam menudukung peningkatan kinerja dan pencapaian
visi Perusahaan serta menghadapi kompetisi bisnis. Bentuk penghargaan pekerja sebagaimana diatur dalam Keputusan
Direksi Nomor KEP.UKP.005V3KA-2012 tanggal 29 Mei 2012 tentang Pemberian Penghargaan bagi Pekerja KAI
dan Keputusan Direksi Nomor KEP.UKP.005IX2894KA- 2013 tentang Perubahan Atas Keputusan Direksi Nomor
KEP.U KP.005V3KA-2012 tanggal 29 Mei 2012 tentang Pemberian Penghargaan bagi pekerja KAI, adalah sebagai
berikut: KAI establishes appreciation to employees to attract,
maintain and motivate employee to be able to give maximum contribution to support operational performance
and achievement of the Company’s vision in facing business competition. Awards for employees as stipulated
in Decree of Board of Directors Number KEP.UKP.005V3 KA- 2012 dated May 29th, 2012 concerning Awards for
Employees of KAI and Decree of Board of Directors Number KEP.UKP.005IX2894KA-2013 concerning Amendment
to Decree of Board of Directors Number KEP.UKP.005V3 KA-2012 dated May 29th, 2012 concerning Awards for
Employees of KAI, are as follows:
Penghargaan Pekerja
Appreciation to Employee
Pada tahun 2015, KAI telah membayarkan bonus tahunan kurang lebih sebesar Rp346.162.228.241 tiga ratus empat
puluh enam milyar seratus enam puluh dua juta dua ratus dua puluh delapan ribu dua ratus empat puluh satu rupiah.
Sebagai wujud dari komitmen manajemen terhadap kesejahteraan pekerja, pada tahun 2015 Direksi telah
mengeluarkan 14 surat keputusan terkait kesejahteraan pekerja. Surat keputusan Direksi tersebut mencakup
aturan-aturan mengenai tunjangan diantaranya sebagai berikut:
1. Tunjangan Risiko Operasional Tertentu dan Tunjangan
Risiko Khusus 2. Tunjangan Struktural Tertentu
3. Tunjangan Imbalan Keberhasilan Kinerja Operasi IKKO 4. Tunjangan Kinerja
5. Tunjangan Prestasi TP 6. Tunjangan Transportasi
7. Tunjangan Perumahan 8. Tunjangan Tambahan Penghasilan kepada Pekerja
9. Tunjangan Tambahan Penghasilan kepada Pensiunan 10. Tunjangan Hari Raya Keagamaan THR
11. Tunjangan Staf Profesional dan Profesi Dokter 12. Tunjangan Khusus Mutasi bagi Pejabat Tertentu
13. Tunjangan Pengawas Depo Lok, KRT, GRB dan KRL 14. Tunjangan Premi Customer Service on Train CSOT
In 2015, KAI gave annual bonus approximately Rp346.162.228.241 three hundred forty six billion one
hundred sixty two million two hundred twenty eight thousand two hundred forty-one rupiah.
As a form of management’s commitment to the welfare of employee, in 2015 the Board of Directors had issued 14
decision letter related to the welfare of employee. The Board’s decision letter includes rules regarding beneits :
1. Speciied Operational Risk Allowance and Particular Risk Allowance
2. Speciied Structural Allowance 3.
Operational Performance Achievement Reward Allowance IKKO
4. Performance Allowance 5. Achievement Allowance TP
6. Transport Allowance 7. Housing Allowance
8. Supplementary Income Allowance for Employee 9. Supplementary Income Allowance for Pensioners
10. Religious Holiday Allowance THR 11. Professional Staf and Doctor Profession Allowance
12. Speciied Allowance for Mutations of Speciied Oicials 13. Allowance for Supervisors of Depo Loc, KRT, GRB and KR
14. Premium Allowance for Customer Service on Train
CSOT
1. Penghargaan Keteladanan, diberikan kepada pekerja yang dalam melaksanakan tugasnya telah menjunjung
tinggi nilai kedisiplinan, pengabdian yang tulus disertai kesadaran dan tanggung jawab yang tinggi.Jumlah
pekerja yang menerima penghargaan keteladanan tahun 2015 adalah 18 delapan belas pekerja.
2. Penghargaan Prestasi, diberikan kepada pekerja dan atau pekerja PKWT atau peorangan atau kelompok
yang berprestasi luar biasa, atau menemukan sesuatu yang sangat bermanfaat bagi perusahaan dan atau
manajemen atau menemukan cara-cara baru dalam bekerja yang terbukti sangat berguna bagi Perusahaan.
Jumlah pekerja yang menerima penghargaan prestasi tahun 2015 adalah 4 empat pekerja.
3. Penghargaan Masa Kerja, diberikan kepada pekerja yang telah memiliki masa kerja 10 hingga 35 tahun kelipatan
5 tahun. Jumlah pekerja yang menerima penghargaan masa kerja tahun 2015 adalah 2022 dua ribu dua
puluh dua pekerja.
4. Penghargaan Masa Bhakti, diberikan kepada pekerja yang telah pensiun melebihi masa kerja 25 dua puluh
lima tahun.Jumlah pekerja yang menerima penghargaan masa bhakti tahun 2015 adalah 758 tujuh ratus lima
puluh delapan pekerja.
5. Penghargaan Jasa, diberikan kepada pekerja atau masyarakat umum perorangan atau kelompok karena
telah berjasa menyelamatkan operasional kereta api atau penyelamatan aset Perusahaan. Jumlah pekerja
yang menerima penghargaan jasa tahun 2015 adalah 10 sepuluh pekerja.
1. Role Model Award, awarded to employee who in performing hisher duties upholds discipline value,
sincere devotion, awareness and high responsibility. The number of employee who received role model
award in 2015 was 18 employees.
2. Achievement Award, awarded to employee andor PKWT employee or individual or group with extraordinary
achievement or innovates something very beneicial for the Company and or management or innovates
new ways of working which proven very useful for the Company. The number of employee who received
achievement award in 2015 was 5 employees.
3. Working Period Award, awarded to employees who already have working period of 10 to 35 years multiples
of 5 years. The number of employee received work period award in 2015 was 2,002 employees.
4. Post Employment Award, awarded to employees who have retired with working period of more than 25
twenty ive years. The number of employees who received post employment award in 2015 was 758
employees.
5. Service Award, awarded to employees or public individuals or groups because they rendered service in
saving the Company’s railway operations or assets. The number of employees who received service award in
2015 was 10 employees.
Dalam rangka mengetahui tingkat kepuasan pekerja, secara rutin KAI melaksanakan survei kepuasan pekerja. Hasil
dari survei dijadikan acuan untuk menyusun langkah- langkah transformasi yang strategik di tingkat organisasi
atau korporat hingga ke upaya pembenahan maupun peningkatan produktivitas di tingkat groupkelompok dan
individu.
Dalam mengukur tingkat kepuasan pekerja, terdapat beberapa aspek yang digunakan antara lain:
In order to determine the level of employee satisfaction, KAI regularly implements employee satisfaction survey. The
results of the survey become reference to draw up strategic transformation measures in organizational or corporate
level to the efort of revamping and increasing productivity at the level of groups and individuals.
In measuring the level of job satisfaction, some aspects that are used are:
Kepuasan Pekerja
Employee satisfaction
Aspek Aspect
Deinisi Deinition
Pimpinan perusahaan dan kebijakannya Head of the company and its policies
Hal-hal yang menyangkut praktik-praktik pelaksanaan visi misi perusahaan, kebijakansistemprosedur oleh pimpinan perusahaan.
Matters concerning the practices of the implementation of the company vision, mission, policies systems procedures by the head of company.
Hubungan antar rekan kerja Relationships between colleagues
Hubungan kerja yang relatif horizontal dengan rekan kerja dan hubungan antar unit kerja yang terkait. Horizontal working relationships with co-workers and the relationship between the working units
involved. Hubungan atasan bawahan
Superior-subordinate relationship Masalah yang khas berkaitan dengan kedudukan atasan bawahan, baik berkaitan dengan teknik
pekerjaan, maupun hubungan kekerabatan yang ada. Certain problems associated with the position of a superior-subordinate, both in technical matters
and social relationshiop. Ketersediaan dan efektiitas sarana komunikasi
The availability and effectiveness of means of communication
Ketersediaan dan efektivitas sarana komunikasi serta hal-hal lain yang menyangkut penyampaian informasi dari manajemen ke pekerja dan sebaliknya
The availability and efectiveness of the means of communication and other matters concerning the delivery of information from management to employee and vice versa
Kondisi kerja dan perlindungan pekerja Working conditions and employee protection
Hal-hal yang berkaitan dengan kelengkapan alat kerja, lingkungan isik tempat kerja, dan fasilitasnya. Matters relating to the completeness of working tools, the physical environment of the workplace,
and facilities. Kesejahteraan pekerja
Employee welfare Berbagai program dan fasilitas yang disediakan organisasi untuk mensejahterakan pekerjanya.
Various programs and facilities provided by the organization for the welfare of its employee Imbalan langsung
direct Rewards Masalah gaji, insentif, dan bonus.
Matters on salaries, incentives and bonuses. Pekerjaan
Work Hal-hal yang secara khusus berkaitan dengan pekerjaan kejelasan tugas, kesesuaian, dan sebagainya
serta cara pekerja memandang pekerjaannya. Things that are speciically related to the job task clarity, appropriateness, etc. and how employee
view their work. Pengembangan karyawan
employee development Masalah orientasi dan penempatan, pelatihan training dan pengembangan, serta perencanaan karier.
Matters on orientation and placement, training and development, and career planning. Evaluasi kinerja
Performance evaluation Masalah penilaian kinerja yang berkaitan dengan proses penentuan target, standar KPI, proses
penilaian dan hasil penilaian kinerja. Matters on performance assessment related to process of determining targets, KPI standards,
assessment process and performance assessment result.
Berikut merupakan hasil survei kepuasan pekerja KAI tahun 2015: The following is the result of employee satisfaction survey of KAI 2015:
Secara ringkas, survei kepada pelanggan tahun 2015 mencakup hasil sebagai berikut: In summary, the survey to customers in 2015 include the following results:
Kepuasan Pekerja KAI Tahun 2015 Job Satisfaction Kai In 2015
Aspek Kepuasan Tertinggi Highest Satisfaction Aspects
Aspek Kepuasan Terendah Lowest Satisfaction Aspects
-0,58 Pekerjaan
Job Satisfation -1,66
Beneits -0,59
Hubungan atasan bawahan Superior-Subordinate Relationship
-1,25 Imbalan
Rewards -0,62
Evaluasi kinerja Performance Evaluation
-1,15 Kondisi kerja
Working Condition
Harapan Expectation
Kenyataan Reality
Kepuasan Satisfaction
Puas Satisied
Cukup Puas Fairly Satisied
Kategori Kepuasan Satisfaction Category
Indeks Kepuasan Satisfaction Index
Pimpinan Leadership
Hubungan Rekan Kerja
Co-Worker Relationship
Kondisi Kerja
Working Condition
Beneit Imbalan
Reward Pekerjaan
Job Pengembangan
Development Evaluasi
Kerja Performance
Evaluation Komunikasi
Communication Hubungan
Atasan Bawahan
Superior- Subordinate
Relationship
Proil Aspek Kepuasan Proile of Satisfaction Aspect
Tidak Puas Not Satisied
Tabel Rencana Strategis SDM KAI Table of HR strategic Plan KAI
No Program Strategis
Strategic program Kegiatan
Activity 1
Organization Reengineering Menuju Learning Organization
Towards Learning Organization 2
System Improvement Inovasi dalam pelayanan SDM berbasis TI
Innovation in IT-based HR services 3
Smart Recruitment Evaluasi dan perbaikan proses rekrutmen
Evaluation and improvement of the recruitment process 4
Competency Based Human Resources Management CBHRM and Strength-based Human Resources Management SBHRM
Mendirikan CBHRM SBHRM dalam proses asesmen dan pengembangan SDM Applying CBHRM CBHRM in the assessment process and human resource
development 5
Performance Management Implementasi program Performance Management
Implementation of Performance Management program 6
Exit System •
program pensiun dini dengan menggunakan dana investasi •
persiapan efektivitas SDM terkait dengan pemanfaatan teknologi untuk tahun 2016
• Early retirement program with the use of investment funds
• HR efectiveness of the preparations associated with the use of technology
for 2016 7
People Quality and Competence Menjadikan pelatihan sebagai hak dan kewajiban bagi setiap pekerja dan
merupakan bagian yang tidak terpisahkan dari pengembangan karir pekerja Making the training as a right and duty of every worker and an integral part of
the career development of workers 8
Innovative Culture Menjadikan workshop engagement to change dan pelatihan skill dan
kompetensi sebagai agenda rutin sehingga budaya lima nilai utama bisa menjadi new habit
Making workshop and training engagement to change skill and competence as a regular agenda so that the culture of the ive main values could become a
new habit
Sebagai bentuk langkah keberlanjutan dalam pengelolaan SDM yang optimal, KAI selalu mempersiapkan langkah-
langkah prospektif dimasa yang akan datang dan menetapkan target ditahun mendatang sebagai langkah
pengembangan yang lebih baik. Berikut merupakan strategi yang akan diterapkan kedepan:
As a form of sustainability measures in optimum HR management, KAI always prepares prospective measures for
the future and set next year target for a better development. Here are strategies to be applied in the future:
Program Strategis SDM Ke Depan
Future HR Strategic Program
Peran Pemasaran dalam operasional KAI sangat diperlukan untuk pengembangan keberlanjutan bisnis Perusahaan. Perlakuan
terhadap pelanggan dan produk menjadi faktor pendukung dalam loyalitas dan kinerja KAI secara umum, sehingga Perusahaan dapat
membangun brand image, brand awareness dan brand loyalty dari pelanggan. Dedikasi kepada pelanggan telah mendapatkan
pengakuan dari berbagai pihak, dengan capaian prestasi berikut:
Marketing role in the operation of KAI is indispensable for the development of the Company’s business sustainability. Treatment to customers and products become
supporting factors in KAI loyalty and performance in general, thus the Company can build brand image, brand awareness and brand loyalty from customers. Dedication to customers
has won recognition from various parties, with the achievements of the following achievements:
Pemasaran
Marketing
Indonesia Best eMark Award 2015 category Best ICT Implementation in
Sales and Marketing
Secara umum, industri perkeretaapian di Indonesia menunjukkan perkembangan positif dibandingkan industri
lainnya, karena tidak adanya persaingan secara langsung. Hal ini juga didukung oleh meningkatnya kesadaran masyarakat
akan kemudahan akses layanan perkeretaapian dan kebutuhan akan eisiensi waktu jarak tempuh perjalanan.
Untuk menghadapi peluang tersebut, KAI senantiasa terus memperluas pangsa pasar melalui strategi pemasaran yang
menjadi fokus utama KAI dalam memberikan jasa layanan perkeretaapian yaitu pemasaran angkutan penumpang dan
pemasaran angkutan barang sehingga Perusahaan mampu bersaing dengan moda transportasi lainnya.
In general, the railway industry in Indonesia shows a positive development compared to other industries, due to
the absence of direct competition. It was also supported by increased public awareness on the ease of access to rail
services and the need for time eiciency in traveling. To take a chance on this opportunities, KAI always continues
to expand market share through marketing strategies as KAI main focus in providing marketing services, which are
railway passenger and freight transport marketing so that the company is able to compete with other transportation
modes.
Berdasarkan Surat Keputusan Nomor KEP.UOT.003III1 KA-2015 tanggal 26 November 2015 tentang Organisasi
dan Tata laksana Direktorat Komersial, Direksi menetapkan divisi yang membidangi pemasaran adalah Passenger
Marketing untuk angkutan penumpang dan Freight Marketing, Sales and Customer Care untuk angkutan barang.
Berikut adalah struktur pengelola yang menjalankan fungsi pemasaran.
Based on the Decision Letter Number KEP.U OT.003 III 1 KA-2015 dated 26 November 2015 on the Organization
and The Commercial Directorate governance, the Board of Directors establishes divisions consist of Passenger
Marketing for Passenger and Freight transport, Sales and Customer Care for the transport of goods.
Here is the structure of the managers who run the marketing function.
Struktur Pengelola Pemasaran
Marketing Manager Structure
Gold pada kategori Tactical Marketing
Gold in Tactical Marketing
The Best in Tactical Marketing Sales
Silver pada kategori Tactical Marketing
Silver in Tactical Marketing
BUMN Marketeers Award 2015
Freight Marketing, Sales and Customer Care Passenger Marketing
EVP FREIGHT MARKETING
SALES EF
FREIGHT MARKETING, SALES AND CUSTOMER
CARE EFS
MANAGER Freight Marketing
Sales EFSM
MANAGER Freight Pricing
EFSP MANAGER
Freight Contract EFSS
MANAGER of Card Management
EPMK
Junior Manager Freight Marketing Retail
Corporate Junior Manager
Freight Pricing Retail Junior Manager
Freight Contract Retail Junior Manager
Freight Customer Care Junior Manager
Freight Sales Income Junior Manager
Freight Pricing Corporate Junior Manager
Freight Contract Corporate
Junior Manager Freight Call Center
Struktur Pengelola Pemasaran Marketing Manager Structure
EVP PASSENGER
TRANSPORT MARKETING SALES
EP VP PASSENGER
MARKETING EPM
MANAGER of Strategic Passenger
Product Development EPMD
MANAGER of Passenger Marketing
Data Informaation EPMI
MANAGER of Passenger Pricing
EPMC MANAGER
of Promotion Marketing Communication
EPMM MANAGER
of Card Management EPMK
Junior Manager of Passenger Marketing
Research Junior Manager
of Passenger Marketing Data Information
Intercity Junior Manager
of Passenger Pricing Regulation
Junior Manager of Promotion Marketing
Communication Above The Line
Junior Manager of Internal Card
Junior Manager of Passenger Product
Development Junior Manager
of Passenger Marketing Data Information
Commuter Junior Manager
of Passenger Pricing Strategy
Junior Manager of Promotion Marketing
Communication Below The Line
Junior Manager of External Card
Specialist Passenger
Marketing Java Area
Sum atera
Are a
Kepala Divisi Pemasaran Angkutan Penumpang tahun 2015 dijabat oleh seorang wanita, yaitu Sdri Tri Noviatri. Berikut
proil kepala Divisi Pemasaran Angkutan Penumpang KAI tahun 2015:
Kepala Divisi Pemasaran Angkutan Penumpang tahun 2015 dijabat oleh seorang wanita, yaitu Sdri Tri Noviatri. Berikut
proil kepala Divisi Pemasaran Angkutan Penumpang KAI tahun 2015:
Head of Marketing division of Passenger Transport in 2015 was held by a woman, Ms. Tri Noviatri. The following is
the proile of head of the Passenger Transport Marketing Division of KAI 2015:
Head of Marketing division of Passenger Transport in 2015 was held by a woman, Ms. Tri Noviatri. The following is
the proile of head of the Passenger Transport Marketing Division of KAI 2015:
Proil Pengelola Pemasaran
Marketing Manager Proile
Warga Negara Indonesia, Lahir di Semarang, Tanggal 8 November 1965 Indonesian citizen, born in Semarang, dated 8 November 1965
Pendidikan: • S1 Universitas Padjajaran Jurusan Manajemen
• S2 Institut Teknologi Bandung Jurusan Manajemen Perkeretaapian
Education: • Bachelor degree of Management in Universitas Padjajaran
• Master Degree of Railways Bandung in Institut Teknologi Bandung
Pengalaman Kerja: PT. Kereta Api Indonesia Persero
Working experience: PT. Kereta Api Indonesia Persero
Training dan Sertiikasi:
Programer LPKIA Bandung 17 Juli 2008 Training and Certiication:
Programmers LPKIA Bandung July 17th, 2008 Dasar Pengangkatan:
Surat Keputusan Direksi Nomor. KEP.DIRKP.303IX18514KA-2014 tanggal 2 September 2014
Basic Appointment: Directors Decree Number. KEP.DIR KP.303 IX 18 514 KA-2014 2 September
2014
Tri Noviatri
Warga Negara Indonesia, Lahir di Padang, Tanggal 31 Desember 1962 Indonesian citizen, born in Padang, dated December 31, 1962
Riwayat Pendidikan: S1 Hukum, Universitas Eka Sakti
Educational background: Bachelor degree of law at Universitas Eka Sakti
Pengalaman Kerja: • Manager Freight Customer Care
• Staf Madya Personnel Care and Control • Manager Pemasaran Angkutan Daop 2 Bandung
Working experience: • Freight Manager Customer Care
• Personnel Care and Control Senior Staf • Transport Marketing Manager Daop 2 Bandung
Dasar Pengangkatan: Surat Keputusan Direksi Nomor. KEP.DIRKP.303X449KA-2015 tanggal 15
Oktober 2015
Basic Appointment: Decision Letter of BOC Number. KEP.DIR KP.303 X 449 KA-2015 dated
October 15th, 2015
Yuherman
Tugas dan tanggung jawab pengelola pemasaran KAI terbagi dua yaitu pengelola Passenger Marketing dan pengelola
Freight marketing Sales. Tugas dan tanggung jawab pengelola Passenger Marketing Angkutan Penumpang
diantaranya adalah sebagai berikut: 1. Melakukan perencanaan strategi pemasaran angkutan
penumpang 2. Mengelola riset pemasaran pengembangan produkjasa
termasuk pemaketan layanan 3. Mengelola basis data pemasaran
4. Membuat peramalan, program penjualan dan evaluasi 5. Membuat strategi pentarifan dan penetapannya,
spesiikasi dan peraturan pelayanan penumpang 6. Membuat dan melaksanakan strategi promosi dan
Roles and responsibilities of a marketing manager KAI is divided into two which are Administrator of passenger
transport Marketing and administrator of Freight Marketing Sales. Roles and responsibilities of administrator of
Passenger transport Marketing are as follows: 1. Planning the marketing strategy of passenger
transportation 2. Managing marketing research development of products
services, including packaging services 3. Managing marketing database
4. Make forecasting, sales program and evaluation 5. Create a pricing strategy and its commencement,
speciications and regulations of passenger service 6. Create and implement promotional strategies and
Tugas Pengelola Pemasaran
Marketing Manager Roles
Visi, Misi dan Tujuan Pemasaran
Vision, Mission and Objectives of Marketing
komunikasi pemasaran 7. Melakukan support data terkait perhitungan dan
pelaporan PSO serta perhitungan biaya operasi kereta api
8. Mengawasi dan mengendalikan kartu-kartu terkait angkutan di Lingkungan KAI
Sedangkan tugas dan tanggung jawab pengelola pengelola Freight marketing Sales Angkutan Barang antara lain:
1. Menjalin kerjasama dengan para calon pelanggan angkutan barang
2. Menyelenggarakan riset pemasaran secara berkala tentang perkembangan logistik nasional
3. Menyelenggarakan riset kepuasan pelanggan angkutan barang
4. Membina hubungan baik dengan para pelanggan angkutan barang
5. Menganalisa dan mengevaluasi data kinerja angkutan barang
6. Bekerjasama dengan unit pengembangan untuk peningkatan eisiensi dan pelayanan angkutan barang
7. Menyusun strategi pemasaran angkutan barang marketing communications
7. Perform data support related to the calculation and reporting of PSO as well as the calculation of railway
operating cost 8. Supervise and control cards related to transportation in
KAI Environment While the roles and responsibilities of the administrator of
Freight marketing Sales are: 1. Cooperate with the prospect customers of freight
transportation 2. Establish market research regularly on national logistics
development 3. Establish customer satisfaction research of freight
Transportation 4. Fostering good relations with customers of freight
Transportation 5. Analyze and evaluate freight transport performance
data 6. Cooperation with the development unit in improving
eiciency and service of freight transportation 7. Develop a marketing strategy of freight transportation
Visi Vision
Misi Mission
Tujuan Objectives
Menjadi tulang punggung logistik di Indonesia demi terwujudnya
Sistem Logistik Nasional yang berkesinambungan, eisien, dan produktif
untuk meningkatkan pertumbuhan ekonomi nasional
Become the backbone of logistics in Indonesia for the realization of the
sustainable, eicient, and productive National Logistics System to increase
national economic growth Meningkatkan kapasitas angkut dan
kecepatan pengiriman logistik melalui Kereta Api
Memberikan pelayanan logistik terbaik yang eisien dan kompetitif
Improving transport capacity and speed of logistics delivery by Train
Provide the best logistics service in eiciency and competitiveness
Improving the eiciency, productivity, and quality of the National Logistics System
Creating sustainable logistics system for national economy Growth
Meningkatkan eisiensi, produktiitas, dan kualitas Sistem Logistik Nasional
Menciptakan Sistem Logistik yang berkesinambungan untuk perkembangan
ekonomi nasional
KAI telah menetapkan kebijakan dan prosedur pemasaran melalui Surat Keputusan Direksi Nomor KEP.ULL.003
XI1ka-2015 Tanggal 11 November 2015 tentang Syarat dan Tarif Angkutan Kereta Api penumpang. Kebijakan ini
digunakan sebagai dasar pelaksanaan kegiatan pemasaran di KAI.
Kebutuhan dan keinginan masyarakat atas pelayanan transportasi dewasa ini semakin tinggi dan memuntut
pelayanan yang lebih baik. Dalam upaya meningkatkan pangsa pasar, KAI telah memiliki strategi pemasaran yang
merupakan strategi yang diaplikasikan oleh Perusahaan secara menyeluruh dan terpadu oleh seluruh unit kerja.
Strategi ini disusun untuk memanfaatkan peluang Perusahaan agar terus mampu memberikan pelayanan
terbaik. Strategi yang dilakukan oleh KAI terfokus pada 2 dua layanan yaitu strategi pemasaran angkutan
penumpang dan strategi angkutan barang. KAI has established policies and procedures for marketing
by Directors Decision Number KEP.U LL.003 XI 1 ka-2015 November 11th, 2015 on Terms and Rates of
Railways passenger. This policy is used as the basis for the implementation of marketing activities in KAI.
The needs and desires of the community on today’s transportation services require higher and better services.
In an efort to increase market share, KAI has had a marketing strategy which is applied by the Company in an integrated
and comprehensive manner by all units. The strategy is established to take advantage of Company’s opportunities
in order to continue to providing the best service. Strategies undertaken by KAI focused on two 2 service which are
the marketing strategy of passenger transport and freight transport.
Kebijakan dan Prosedur Pemasaran
Strategi Pemasaran
Marketing Policies and Procedures
Marketing strategy
Sejalan dengan peningkatan pelayanan kereta api terutama untuk mengemban amanat pemerintah dalam Pepres 83
Tahun 2011 baik untuk angkutan KA jarak jauh maupun KA lokal dimana KAI dengan Anak Perusahaan sebagai
operator ditugaskan untuk pengoperasian KA Commuter Jabodetabek dengan target 1,2 juta penumpang per hari
pada tahun 2019, maka KAI senantiasa berupaya lebih untuk memberikan pelayanan prima kepada pelanggan.
Berbagai kegiatan telah dilakukan untuk terus meningkatkan loyalitas pelanggan KA antara lain melalui:
1. Kapasitas angkut 100 persen untuk semua kelas
penumpang kereta 2. Sistem boarding di tiap stasiun
3. Pemasangan AC di semua kereta bisnis dan ekonomi In line with the increase in train services speciically to
undertake the government mandate in Presidential Decree 83 in 2011 both for the long distance railway transport
and local trains where KAI and its Subsidiaries are assigned as operator to KA Commuter Jabodetabek operation with
a target of 1.2 million passengers per day by 2019 , thus more KAI strives to provide excellent service to customers.
Various activities have been undertaken to continuously improve railway customer loyalty among other through:
1. Payload capacity of 100 percent for all classes of passenger trains
2. Boarding system at each station 3. Installation of air conditioning in all the trains business
and economics
Strategi Pemasaran Angkutan Penumpang
Passenger Transportation Marketing Strategy
Pada industri jasa angkutan barang, KAI telah berpartisipasi dalam distribusi logistik nasional dimana angkutan barang
merupakan sumber pendapatan tertinggi perusahaan beberapa tahun terakhir dan perkembangannya yang
sangat positif membuat proyeksi angkutan barang mendatang diproporsikan meningkat menjadi 60
dan angkutan penumpang 40. Potensi peluang pasar untuk angkutan KA barang tersebut perlu didukung
pengembangan infrastruktur sarana, prasarana dan fasilitas dengan memperhatikan kontribusi keuntungan yang lebih
baik.
KAI senantiasa menciptakan berbagai inovasi-inovasi produk sebagai bentuk implementasi dari strategi
pemasaran angkutan barang, antara lain sebagai berikut: On freight transportation services industry, KAI has
participated in national logistics distribution where the transport of goods is the highest revenue source for
company in the last few years and shows very positive growth indicating future projections of freight transport to
increase 60 and passenger transport to 40. Potential market opportunities for the freight transport needs
to be supported by the development of facilities and infrastructure with regard to better proit contribution.
KAI constantly creates product innovations as an implementation of the marketing strategy of freight
transportation, among others are:
Strategi Pemasaran Angkutan Barang
Freight Transportation Marketing Strategies
4. Penertiban pedagang di stasiun dan di atas kereta 5. Penggunaan e-ticketing bagi pengguna KRL
6. Fasilitas toilet gratis di semua stasiun 7. Fasilitas charger gratis di semua stasiun
8. Ruang Ibu Menyusui di semua stasiun 9. Area Khusus Merokok di semua stasiun
10. Toilet dan mushala yang bersih dan nyaman 11. Renovasi ruang tunggu stasiun serta perluasan lahan
parkir di stasiun 12. Pembatasan bagasi penumpang hingga maks 20 kg per
penumpang demi kenyamanan penumpang Selain hal tersebut di atas, KAI juga memberikan banyak
kemudahan bagi pelanggan untuk pembelian tiket kereta antara lain melalui: Internet Reservation, Contact Center
121, Aplikasi KAI Access, Agen Perjalanan, Website Mitra KAI, Minimarket dan lain-lain.
Sebagai bentuk komitmen KAI untuk senantiasa terus memberikan pelayanan optimal kepada penumpang kereta
api, pada tahun 2015 ini KAI meluncurkan mesin E-Kiosk yaitu mesin penjualan tiket KA dimana penumpang dapat
langsung melakukan pembayaran di mesin tersebut. Pembayaran dapat dilakukan dengan Kartu Kredit, Kartu
ATM, dan Uang Tunai. Hal ini memberikan kemudahan bagi para penumpang KAI sehingga diharapkan dengan adanya
mesin E-Kiosk ini dapat meningkatkan loyalitas pelanggan Perusahaan.
4. Clean up street vendors traders at the station and on the train
5. The use of e-ticketing for users KRL 6. Free toilet facilities at all stations
7. Free Cellphone charger facilities at all stations 8. Breastfeeding area at all stations
9. Smoking are at all stations 10. Clean and comfortable Toilet and Mushola
11. Renovation waiting room and expansion of parking area
of the station 12. Restrictions on passengers’ luggage up to maximum 20
kg per passenger for the convenience of passengers In addition to the above, KAI also provides much
convenience for customers to purchase a train ticket including: Internet Reservation, Contact Center 121, KAI
Application Access, Travel Agencies, Partners KAI Website, Mini market and others.
As a commitment to always continue to provide optimal service to rail passengers, in 2015 KAI launched the E-Kiosk
machines which is a machines selling train tickets where passengers can directly make a payment on the machine.
Payment can be made by credit card, ATM card, and Cash. This makes it easy for passengers KAI so hopefully these
the E-Kiosk machines can increase customer loyalty to the company.
1. Modiikasi Gerbong dari KKBW 50 Ton menjadi KKBW Perahu 45 Ton
2. Modiikasi tutup Klinker sebanyak 96 unit untuk angkutan Klinker di Padang
3. Penambahan Rong pada GD 42 Ton untuk angkutan kayu
4. Penggunaan sistem palletisasi pada GD 42 dan 52 Ton untuk angkutan barang curah dalam kantong guna
mempercepat proses loading dan unloading 5. Penggunaan Isotank pada GD 42 Ton
6. Penggunaan kontainer rangka untuk angkutan
kendaraan bermotor dan multikomoditi 7. Pengujian selisih antar boogie pada sarana yang
digunakan untuk memperluas pangsa pasar dan memudahkan penataan muatan sehingga perjalan
Kereta Api aman 1. Modiications on carriages of 50 Ton KKBW into 45 Ton
Boat KKBW 2. Modiications lid Klinker as much as 96 units to transport
clinker in Padang 3. Extra Rong on GD 42 Tons for timber transport
4. Usage pallet system on GD 42 and 52 Ton to transport bulk goods in bags in order to hasten the process of
loading and unloading 5. The use Isotank on GD 42 Ton
6. The use of frame container for vehicles transportation and multi commodity
7. Diference test between boogie on the facility used to expand market share and facilitate the arrangement of
cargo for a safe railway travel
Pada tahun 2015, program kerja pemasaran terfokus untuk memberikan pelayanan prima kepada pelanggan yang
dilakukan melalui aktivitas Marketing Communication. Strategi Marketing Communication KAI tahun 2015
dirumuskan melalui kajian terhadap pencapaian- pencapaian operasional pada tahun sebelumnya.
Beberapa aktivitas marketing communication dan promosi pada tahun 2015 adalah sebagai berikut:
1. Support Event Markplus Conference Marketing Summit
2. Support Event HydroCoco Cup National Futsal 2015 3. Program Acara Kompas TV “Jalan-Jalan”
4. Liputan Media Cetak 5. Promo Tarif Promo Imlek, Promo HUT KAI 70 dan Promo
Akhir Tahun 6. TRAVELING BY TRAIN : KA ARGO PARAHYANGAN PP
7. TRAVELING BY TRAIN : KA WISATA PRIORITY - HARINA In 2015, the marketing working program focused to
provide excellent service to customers through Marketing Communication. KAI Marketing Communication Strategy
was formulated in 2015 by studying operational achievements in the previous year.
Some marketing communication and promotional activities in 2015 are as follows:
1. Support Markplus Conference Event Marketing Summit
2. Support Event HydroCoco Cup National Futsal 2015 3. Kompas TV program “Jalan-jalan”
4. Print Media Coverage 5. Promo Rates Imlek, KAI 70th Anniversary and End Year
Promo 6. TRAVELING BY TRAIN: KA ARGO Parahyangan PP
7. TRAVELING BY TRAIN: KA TOURISM PRIORITY - Harina
Program Kerja Pemasaran Tahun 2015
Marketing Working Program 2015
Sampai saat ini, perusahaan pengelola jalur kereta api di Indonesia hanyalah KAI, perusahaan perkeretaapian
satu-satunya di Indonesia dan dimiliki oleh Negara dan tidak memiliki pesaing secara langsung. Hal ini membuat
KAI memiliki peluang untuk menguasai pangsa pasar di Indonesia.
Secara nasional, saat ini jalur kereta api hanya tersedia di Pulau Jawa dan Sumatera. Dari ±5.140 km jaringan yang
tersedia di Pulau Jawa, Madura, dan Sumatera, tercatat sekitar 1.176 km yang masih aktif.
Until today, the only company operating the railway line in Indonesia is KAI, the only railway company in Indonesia
owned by the State and has no direct competitors. This gives KAI the opportunity to rule the market share in Indonesia.
Nationally, the current railway line is only available in Java and Sumatra. Of approximately 5,140 km network available
in Java, Madura and Sumatra, there is approximately 1,176 km that is currently active.
Pangsa Pasar
Market share
Tabel Jaringan Jalur Kereta Api Table of Railway line Network
Daerah Region
Panjang Jaringan Ka Aktif KM Active railway network length KM
Panjang Jaringan KA Non Aktif KM Non Active railway network length KM
Daop 1 Jakarta 415,10
247,01 Daop 2 Bandung
328,40 222,22
Daop 3 Cirebon 275,80
116,59 Daop 4 Semarang
441,60 644,45
Daop 5 Purwokerto 318,00
125,75 Daop 6 Yogyakarta
233,50 107,76
Daop 7 Madiun 236,90
401,31 Daop 8 Surabaya
481,80 1064,92
Daop 9 Jember 260,90
127,32 Divre 1 Sumatera Utara
375,90 597,22
Divre 2 Sumatera Barat 134,50
300,73 Subdivre 3.1 Kertapati
343,40 4,02
Subdivre 3.2 Tanjungkarang 322,64
Total 1176,44
3964,27
Salah satu rencana kerja KAI dalam rangka pemerataan pembangunan infrastruktur nasional adalah rencana
pembangunan dan pengembangan jalur kereta api yang saat ini hanya terdapat di luar Pulau Jawa dan Pulau
Sumatera, meluas menjadi di pulau-pulau besar lainnya. Sehingga dalam lima tahun ke depan, jalur kereta api akan
juga dirasakan oleh rakyat di Pulau Sulawesi, Kalimantan, bahkan Papua. Selain itu, KAI senantiasa melakukan inovasi-
inovasi baik melalui inovasi angkutan barang maupun angkutan penumpang sebagai bentuk dari strategi dalam
menguasai pangsa pasar. One of KAI work plan in ensuring equal distribution of
national infrastructure development are the construction and the development plan of the railway lines which are
currently available in Java and Sumatra to spread to other major islands. Thus, in the next ive years, the railway line
will be available for people on the island of Sulawesi, Kalimantan, and even Papua. In addition, KAI constantly
makes innovations in freight and passenger transport as a form of strategy to rule the market share.
Pemasaran yang andal juga dibutuhkan SDM yang andal dan memiliki skill sesuai dengan spesiikasi pekerjaan.
Oleh karena itu, demi terciptanya pemasaran yang andal, maka KAI melaksanakan pengembangan keahlian
dan kompetensi yang berkesinambungan, khususnya berdasarkan hasil evaluasi kinerja dan kompetensi, serta
pelaksanaan sertiikasi keahlian yang sesuai.
Pelatihan untuk SDM Pemasaran yang diselenggarakan pada tahun 2015 adalah sebagai berikut:
Reliable marketing also needs reliable human resources who have skills related to the job speciications. Therefore,
in order to create a reliable marketing, KAI carries out sustainable development of skills and competencies,
especially through the evaluation of performance and competence, as well as the implementation of appropriate
skill certiication.
Training for HR Marketing held in 2015 are as follows:
Pengembangan SDM Bagian Pemasaran
Human Resources Development as A Part of Marketing
Tabel Pelatihan SDM Pemasaran Tahun 2015 Table of HR Marketing Training 2015
Nama Pelatihan Training
Materi Material
Waktu Pelatihan Training Period
Jumlah Peserta Total Participant
Railway Transportation Modelling Modeling pentarifan, optimalisasi penjadwalan
kereta api, dan optimalisasi pemanfaatan alat produksi angkutan kereta
Rate Modelling, optimization of the train scheduling, and optimization of the freight rail
production equipment utilizatio 2 hari
2 days 24 peserta
24 participants
Sebagai bentuk langkah keberlanjutan pencapaian kepuasan pelanggan, KAI senantiasa melakukan survei
persepsi pelanggan mengenai tingkat kualitas Perusahaan. Hal ini dilakukan untuk melihat bagaimana kinerja KAI
selama ini dalam perspektif pelanggan.
Terdapat beberapa penilaian dalam mengukur kepuasan pelanggan yaitu:
• Penilaian dalam kereta api, mencakup aspek kondisi isik kereta, makanan dan minuman, serta aspek layanan
petugas di dalam kereta • Penilaian di stasiun, mencakup aspek non-isik,
meliputi keramahan petugas, akurasi informasi waktu pelayanan, tarif tiket, serta ketepatan waktu berangkat
kedatangan kereta
Dari hasil survei kepuasan pelanggan yang telah dilakukan, pada tahun 2015 KAI berhasil mencapai peningkatan
dalam tingkat kepuasan penumpang dibandingkan tahun 2014 dilihat dari satisfaction index yang meningkat. Uraian
lengkap mengenai Survei Kepuasan Pelanggan dapat dilihat pada bab Corporate Social Responsibility dalam Laporan
Tahunan ini.
Pemasaran yang baik adalah pemasaran yang memiliki visi keberkelanjutan. Untuk mencapai pemasaran yang
berlanjut, maka KAI telah menetapkan strategi kedepan diantaranya melalui berbagai inovasi-inovasi yang akan
dilakukan yaitu sebagai berikut: As a form of customer satisfaction achievement
sustainability, KAI constantly conducts survey on the customer’s perception about the quality level of the
Company. This is conducted to see the performance of KAI in the perspective of customer.
There are some assessments in measuring customer satisfaction, namely:
• Assessment on train, covers aspects of the physical condition, food and beverages, as well as aspects of the
service personnel in the train • Assessment on station, including non-physical aspects,
includeing oicers hospitality , accuracy on time and information, ticket rates, as well as punctuality of
departure arrival of the train
From the results of a customer satisfaction survey conducted in 2015, KAI managed to achieve an increase
in passenger satisfaction level compared to 2014 as seen in the improvement of satisfaction index. A complete
description of Customer Satisfaction Survey can be found in the chapter on Corporate Social Responsibility in this
Annual Report.
Good marketing is marketing that has a vision of sustainability. To achieve marketing continuity, KAI has set
a future strategy through a variety of innovations that will be conducted as follows:
Survei Kepuasan Pelanggan
Strategi Pemasaran Tahun 2016
Customer Satisfaction Survey
Marketing Strategy 2016
Strategi Angkutan Penumpang
1. Melakukan berbagai kegiatan pemasaran seperti: a. Menanyangkan
iller ajakan berwisata di In House TV b. Promosi melalui social media
c. Promosi thematic programevent tertentu termasuk event di daerah tertentu
d. Menanyangkan TVC di stasiun TV swasta komersial, youtube, dan channel digital.
e. Menyelenggarakan event-event berskala nasional dan lokal untuk menciptakan awarness and
engagement. f. Promosi di berbagai media digital
g. Re-branding dan re-design maskot Si Loko h. Melakukan aktivitas below the line untuk target
pasar youth dan netizen i. Melakukan co-branding dan co-promo dengan
beberapa perusahaan yang menyelenggarakan event berskala nasional
2. Perjalanan KA baru dan re-routing KA 3. Penerapan strategi pentarifan dan regulasi
4. Optimalisasi perjalanan KA pada peak season
Strategi Angkutan Barang
1. Modiikasi Kontainer menjadi bukaan samping untuk angkutan Batubara menggunakan GD 54 ton untuk
menambah kapasitas angkutan Batubara 2. Penggunaan GD 54 Ton di Lintas Utara Jawa untuk
meningkatkan kapasitas angkutan barang melalui lintas utara Jawa
3. Penggunaan Jumbo Bag untuk angkutan Pasir Kuarsa, Tepung, Pasir dan Bijih Plastik guna mempercepat
proses loadingunloading pada pengangkutan pasir kuarsa, gypsum ,pasir dan bijih plastik sehingga dapat
diangkut menggunakan Gerbong Datar GD
4. Penggunaan Timbangan Elektronik untuk memantau berat muatan sesuai dengan kapasitas daya angkut
sarana yang diijinkan sehingga kemanan perjalanan Kereta Api terjamin
5. Rencana pengaplikasian Sibarka yang bertujuan untuk mempermudah proses administrasi dalam proses
pengangkutan barang.
Passenger Transport Strategy
1. Perform a variety of marketing activities such as: a. Airing iller Traveled invitation at In House TV
b. Promotion through social media c. Thematic promotional programs events in speciic
events Including Certain areas d. Airing TVC in the private commercial TV stations,
youtube, and digital channels. e. Organizing event on national and local levels to
create awareness and engagement. f. Promotion in various digital media
g. Re-branding and re-design “Si Loko” the mascot h. Activity below the line to the target the youth market
and netizens i. Perform co-branding and co-promotion with Several
companies that organize events nationwide 2. The new train travel and train re-routing
3. The application of rate and regulatory strategy 4. Optimization of train travel on peak season
Freight Transportation Strategy
1. Container Modiication into the side openings for the transport of 54 tons of coal GD to increase Coal
transport capacity 2. The use of 54 Ton GD in Northern Cross of Java to
increase the capacity of freight transport through Northern Cross of Java
3. The use of Jumbo Bag to transport Quartz, Flour, Sugar and Plastics Ore in order to accelerate the process of
loading unloading in the transport of quartz sand, gypsum, sand and plastic ore so they can be transported
using a lat wagon GD
4. The Use of Electronic Scales to monitor the weight of cargo in accordance with a permitted haulage capacity
to ensure the safety of the rail travel 5. Sibarka application plan which aims to simplify the
administrative process of freight transoportation.
Sebagai perusahaan yang memiliki visi untuk menjadi penyedia jasa perkeretaapian terbaik yang fokus pada pelayanan pelanggan
dan memenuhi harapan stakeholders, KAI terus berbenah dan turut berkembang seiring dengan perkembangan bisnis. Kemajuan
Teknologi Informasi TI terkini menjadi salah satu aspek positif yang diserap oleh KAI. Sistem informasi yang akurat diharapkan dapat
meningkatkan eisiensi operasional, mempermudah pemantauan serta mempercepat aktivitas manajemen risiko.
As a company that has a vision to be the best rail service providers that focus on customer service and meet the expectations of stakeholders, KAI continues to improve and co-evolve
with the development of the business. Advancement of Information Technology IT is one of the latest positive aspect absorbed by KAI. Accurate information system is expected to
improve operational eiciency, simplify and accelerate the monitoring of risk management activities.
Teknologi Informasi
Information Technology
Di era teknologi informasi yang berkembang semakin cepat, KAI telah meng-enabler IT agar mampu menjadi penggerak
bisnis serta merealisasikan visi Perusahaan menjadi penyedia jasa perkeretaapian terbaik. KAI telah menyusun
strategi pengembangan TI dalam dokumen IT Master Plan dalam periode 5 tahunan sebagai guidelines tata kelola TI
Perusahaan yang di-update di-review setiap tahun agar tetap selaras dengan strategi bisnis KAI. Dalam dokumen
IT Master Plan 2011-2015 disebutkan bahwa peran TI bagi Perusahaan adalah sebagai enabler untuk mendukung
ketahanan bisnis Perusahaan.
Perkembangan teknologi informasi mendorong KAI menerapkan strategi bisnis dengan menempatkan TI
sebagai unsur utama dalam proses inovasi yang dilakukan Perusahaan. Pada tahun 2015, untuk lebih meningkatkan
pelayanan pelanggan dalam hal kemudahan mendapatkan tiket kereta api maka KAI melakukan inovasi dibidang TI
dengan mengadakan fasilitas layanan pembelian tiket terbaru berupa vending machine pembelian tiket Kereta Api
electronic kioske-kiosk yang akan semakin memudahkan calon penumpang untuk melakukan pernbelian tiket tanpa
harus mengantri di loket sehingga dapat meningkatkan eisiensi dan efektivitas biaya serta menciptakan nilai
bisnis baru bagi Perusahaan. Selain itu, KAI juga telah menggunakan beberapa layanan teknologi dari SAP
untuk menunjang kinerja Perusahaan seperti adanya teknologi SAP Fico yang digunakan untuk memperbaiki
administrasi dan pelaporan keuangan, SAP MMPM untuk mengeisienkan penggunaan inventori dan perawatan dan
SAP Payroll untuk penggajian pekerja. In the era of increasingly fast information technology growth,
KAI has enabled IT to become the driver of the Company’s business and realize the vision of becoming the best rail
service providers. KAI has developed IT development strategy in the IT Master Plan document of 5 years period as
Corporate IT governance guidelines updated and reviewed every year in order to stay true to KAI business strategy.
IT Master Plan 2011-2015 document mentions that the role of IT for the Company is as an enabler to support the
resilience of our business.
Developments in information technology pushes KAI to implement business strategies by placing IT as a key
element in the innovation process conducted by the Company. In 2015, to further improve customer service in
terms of the ease of getting train tickets, the KAI innovation in IT was new ticket purchasing service facility in the form
of Train tickets vending machine purchase electronic kiosk e-kiosk that will enable passengers to buy ticket without
having to queue at the counter to improve the eiciency and cost-efectiveness as well as create new business value
for the Company. in addition, KAI has also used some of the technology services from SAP to support the Company’s
performance as the technology of SAP Fico utilization to improve the administration and inancial reporting, SAP MM
PM to make eicient use of inventory and maintenance and SAP payroll for workers payroll.
Berdasarkan Surat Keputusan Direksi PT. Kereta Api Indonesia Persero Nomor KEP.UOT.003IX5KA-2015
tanggal 21 September 2015 tentang Organisasi dan Tata Laksana Direktorat SDM,Umum dan Teknologi Informasi
telah ditetapkan divisi yang mengelola teknologi informasi adalah Unit Teknologi Informasi Kantor Pusat yang berada
di bawah EVP Executive Vice President Information System EMI yang dibantu oleh empat VP yaitu sebagai berikut:
Based on the Decision of Board of Directors of PT. Kereta Api Indonesia Persero Number KEP.U OT.003 IX 5
KA-2015 dated 21 September 2015 on Organization and Human Resources, General and Information Technology
Directorate governance, a division has been established to manage information technology which is the Head Oice
Information Technology Unit under EVP Executive Vice President Information System EMI assisted by four VP is
as shown as the following igure:
Struktur Pengelola TI
IT Managers Structure
Kepala Divisi TI tahun 2015 dijabat oleh EVP Executive Vice President Information System EMI, yaitu Sdr. Mukti Jauhari.
Berikut proil kepala Divisi TI KAI tahun 2015: Sampai 31 Desember 2015, SDM di Unit Teknologi Informasi
sebanyak 227 pekerja dengan rincian 114 pekerja untuk kantor pusat dan 113 pekerja untuk daerah . Pekerja untuk
kantor pusat terdiri dari 80 pekerja organik, 20 pekerja kontrak PKWT, 13 pekerja borongan, 1 pekerja gugus
tugas. Sedangkan untuk daerah terdiri dari 88 pekerja organik dan 25 pekerja kontrak PKWT.
Head of IT Division in 2015 was held by EVP Executive Vice President Information System EMI, Mr. Mukti Jauhari. Here
is the proile of head of IT Division KAI 2015: As of December 31st, 2015, Total human resources in the
Information Technology Unit in central and regional oices are 227 employees with details of 114 employees in
central oice and 113 employees in regional area. Details for the central oice is 80 organic employee, 20 contract
workers PKWT, 13 piecework contract worker, one task force worker. As for the details of regional area is 88 organic
employee and 25 contract workers PKWT.
Proil Pengelola TI
IT Managers Proile
Struktur Pengelola TI IT Managers Structure
EVP INFORMATION SYSTEM
EMI
VP IT Plaining and
Governance EMIP
VP IT Design and
Development EMID
VP IT Operation
EMID VP
Enterprise Resource Planning
EMIE
Warga Negara Indonesia, Lahir di Klaten, 11 Mei 1966 Indonesian citizen, born in Klaten, May 11, 1966
Riwayat Pendidikan: S1 Teknik Mesin UGM
Educational background: Bachelor degree in Mechanical Engineering at UGM
Pengalaman Kerja: • Executive Vice President EVP Teknologi Informasi PT Kereta Api Indonesia
Persero • Executive Vice President EVP Balai Yasa Locomotif Yogyakarta
Mukti Jauhari
• Vice President VP Kepala Daerah Operasi DAOP 5 Purwokerto • General Manager GM Balai Pelatihan Teknik Traksi
working experience: • Executive Vice President EVP Information Technology PT Kereta Api
Indonesia Persero • Executive Vice President EVP Balai Yasa Yogyakarta Locomotif
• Vice President VP Regional Head of Operations DAOP 5 Purwokerto • General Manager GM Traction Engineering Training Center
Training dan Sertiikasi:
• Pelatihan Business Leadership Development Program BLDP • JR East International Railway Course 2003
• Consulting Supervisory Service Rehabilitation Of Diesel • Kursus Jabatan Tingkat TL.4
• Latihan Pra Jabatan Berifat Umum Tingkat III • Diksarwira Pegawai PERUMKA S1
Training and Certiication: • Business Leadership Development Program BLDP Training
• JR East International Railway Course 2003 • Consulting Supervisory Service Rehabilitation Of Diesel
• TL.4 Level Position Course • lv III General Pre Position Course
• Diksarwira PERUMKA Employees S1
Secara umum, Unit Teknologi Informasi bertugas merencanakan, mengorganisasi, menyediakan,
mengimplementasikan, mendukung, memantau, dan mengevaluasi layanan dan sistem informasi. Fungsi utama
Unit Teknologi Informasi adalah: 1. Pengelolaan strategi dan perencanaan strategis
teknologi informasi yang berkaitan dengan perencanaan anggaran, perencanaan sumber daya manusia, serta
perencanaan dan pengendalian kinerja unitindividu In general, the Information Technology Unit is responsible
for planning, organizing, provision, implementation, support, monitor and evaluation of services and information
systems. The main functions of the Information Technology Unit are:
1. Strategic management and strategic planning of
information technology related to budget planning, human resource planning, as well as control unit
individual planning and performance
Tugas Pengelola TI
IT Manager Roles
2. Pengelolaan kebijakan teknologi informasi yang berkaitan dengan pembuatan IT Master Plan dan
kebijakan teknologi yang meliputi pemilihan best practices, kepatuhan, pemilihan teknologi, dan
pemenuhan sumber daya TI
3. Pengembangan teknologi informasi, yaitu yang berkaitan dengan pengembangan aplikasi, infrastruktur
teknologi informasi, dan pengelolaan proyek 4. Pengelolaan operasi teknologi informasi, yaitu yang
berkaitan dengan pengoperasian seluruh aplikasi dan infrastruktur teknologi informasi termasuk keamanan
dan pengelolaan risiko 5. Audit teknologi informasi yang berkaitan dengan
audit kepatuhan terhadap standar, best practices dan performansi yang ditetapkan
6. Mengelola infrastruktur teknologi informasi perangkat keras, perangkat lunak pendukung dan perangkat
jaringan, mengelola aplikasi di sisi pengguna, melakukan penanganan jika terjadi gangguan pada
sistem informasi, serta memastikan kualitas layanan sistem informasi terjaga dengan baik dalam wilayah
Daop, Divre, Subdivre dan Balai Yasa 2. Information technology Policy management related
to the manufacture of IT Master Plan and technology policy that including the selection of best practices,
compliance, technology selection, and fulillment of IT resources
3. The development of information technology related to application development, information technology
infrastructure, and project management 4. Management of information technology operations
related to the operation of all applications and information technology infrastructure, including
security and risk management 5. Audit information technology related to audit
compliance with the standards, best practices and performance set
6. Managing information technology infrastructure
hardware, software support and network devices, manage the application for user, handling the case of
disruption to information systems, as well as ensure quality of service information systems are well
preserved in the region Daop, Divre, Subdivre and Workshop
Visi, Misi dan Tujuan Pengelolaan SDM
Vision, Mission and Objectives of Human Resource Management
Visi Vision
Misi Mission
“Menjadikan sistem informasi sebagai alat untuk memenangkan persaingan di era globalisasi”
“Making information systems as a tool to win the competition in the era of globalization”
“Melaksanakan dan mengoperasikan fasilitas Teknologi Informasi untuk mendukung tercapainya tujuan Perusahaan”
“Implement and operate the facility of Information Technology to support the goals of the Company”
Pengembangan TI didasarkan atas 4 Tujuan TI yang diturunkan dari Visi dan Misi, yaitu:
1. Formulate PLANS for the timely and efective implementation of the IT Project Perumusan
PERENCANAAN yang tepat waktu dan efektif untuk implementasi Proyek TI. Sebelum tahun 2011,
implementasi Proyek TI sering kurang memberikan manfaat sesuai dengan kebutuhan perusahaan karena
perencanaan yang kurang baik. Oleh karena itu, KAI fokus untuk melakukan perbaikan perencanaan agar
Proyek TI bisa memberikan manfaat sesuai dengan kebutuhan perusahaan.
2. Strengthen DATA NETWORK consistently with current future requirement Melakukan penguatan JARINGAN
TI secara konsisten untuk memenuhi kebutuhan saat ini dan akan datang. Jaringan TI merupakan pondasi
utama layanan TI sehingga menjadi salah satu fokus pengembangan TI dalam periode 2011-2015.
3. Establish IT STRATEGIC PLAN for out source dev., computer leasing, consolidate server, etc. Menetapkan
RENCANA STRATEGIS TI untuk melakukan outsource pengembangan aplikasi, sewa komputer, konsolidasi
server, dll. Dalam IT Master Plan 2011-2015 dijelaskan bahwa arah pengembangan aplikasi dilakukan secara
outsource, penggunaan komputer secara sewa, pemanfaatan konsolidasi server, dll.
4. Establish New IT ORGANIZATION, IT BLUE PRINT AND BUSINESS PROCESS. Melakukan pembenahan tata kelola
TI dengan menetapkan Organisasi TI baru, Blue Print TI, dan Proses Bisnis TI.
IT development based on 4 objective of IT derived from the vision and mission, Which are:
1. Formulate PLANS for the timely and efective implementation of the IT Project Before the year
2011, the implementation of IT projects often lack in beneiting the needs of company caused by improper
planning. Therefore, KAI is focusing on improvement of planning in order for IT projects to provide beneits for
the needs of the company.
2. Strengthen DATA NETWORK consistently with current and future requirements. IT network is a main foundation
of IT services thus it becomes one of the focuses of IT development in 2011-2015.
3. Establish IT STRATEGIC PLAN for out-source dev, Computer leasing, Consolidate servers, etc. Establish
IT Master plan for outsource application development, computer rent, server consolidation, etc. IT Master Plan
2011-2015 stated that the direction of application development is conducted through outsourcing, the
use of computers through renting, the utilization of server consolidation, etc.
4. Establish New IT ORGANIZATION, IT BLUE PRINT AND BUSINESS PROCESS.
• Formula PLANS for the timely and efective implementation of the IT Project
• Strengthen DATA NETWORK consistently with current future requirementlish
• STRATEGIC PLAN for out source dev, computer leasing, consolidate server, etc.
• Establish New IT ORGANIZATION, IT BLUE PRINT, AND BUSINESS PROCESS
• Formula PLANS for the timely and efective implementation of the IT Project
• Strengthen DATA NETWORK consistently with current future requirementlish
• STRATEGIC PLAN for out source dev, computer leasing, consolidate server, etc.
• Establish New IT ORGANIZATION, IT BLUE PRINT, AND BUSINESS PROCESS
Tujuan
Objectives
Perusahaan telah menetapkan pedoman utama pengelolaan teknologi informasi melalui Surat Keputusan Direksi Nomor
KEP.UOT.003IX4KA-2011 tanggal 28 September 2011 tentang Kebijakan Umum Tata Kelola Teknologi Informasi
IT Governance. Kebijakan tersebut merupakan dasar pengelolaan TI dan memberikan kerangka pengaturan
kepada seluruh unit yang terkait dengan penyelenggaraan TI untuk dapat melaksanakan kebijakan umum pengelolaan
TI Perusahaan.
Perusahaan telah menetapkan kebijakan dan prosedur teknologi informasi melalui Keputusan Direksi Nomor KEP.U
OT.003II4KA-2012 tanggal 8 Februari 2012 tentang Kebijakan dan Prosedur Teknologi Informasi. Kebijakan dan
prosedur tersebut diperlukan sebagai pedoman dan untuk memastikan bahwa operasional TI di Perusahaan berjalan
efektif dan digunakan secara benar. Kebijakan dan prosedur teknologi informasi diperlukan agar tersedia standarisasi
dalam pengelolaan TI yang menjamin tata kelola teknologi informasi yang baik, kebutuhan pengendalian informasi,
pengelolaan risiko TI, kualitas layanan TI, dan menjamin kinerja TI sesuai dengan harapan.
KAI telah menetapkan Master Plan Teknologi Informasi 2014-2018 yang menjadi rencana strategis
pengembangan TI KAI periode tahun 2014 sampai dengan 2018. Dalam IT Master Plan tersebut, dijabarkan
menjadi aspek-aspek implementasi meliputi arsitektur aplikasi, arsitektur teknologi infrastruktur, arsitektur
informasi, roadmap implementation, high level IT spending plan, IT Governance, serta proses pendukung lainnya
yang sesuai dengan perkembangan kebutuhan bisnis Perusahaan, perkembangan teknologi perkeretaapian dan
perkembangan TI.
Proses penyusunan IT Master Plan melibatkan pemilik proses bisnis business process owner untuk menetapkan,
merawat dan melakukan perubahan arsitektur TI sesuai dengan kebutuhan dan perkembangan teknologi. Dokumen
IT Master Plan dievaluasi dan direvisi setiap tahun agar tetap selaras dengan strategi bisnis Perusahaan.
The Company has set the main guidelines for the management of information technology by the Decision of
Directors Number KEP.U OT.003 IX 4 KA-2011 September 28th, 2011 on Public Policy of IT Governance. The policy
is the basis of IT governance and provides the regulatory framework to all units associated with the implementation
of IT in order to implement the general policy of Corporate IT management.
The Company has established policies and procedures of information technology through Decision of Directors
Number KEP.U OT.003 II 4 KA-2012 dated February 8th, 2012 on Policies and Procedures of Information
Technology. Policies and procedures are needed as guidance and to ensure that the IT operations of the Company are
efective and used correctly. Policies and procedures are required for standardization of IT management that
ensures information technology governance, information control needs, IT risk management, IT service quality, and
guarantee the performance of IT in line with expectations.
KAI has set the Information Technology Master Plan 2014- 2018 as KAI TI development strategic plan from 2014
until 2018. IT Master Plan translates implementation aspects such as application architecture, technology
architecture infrastructure, information architecture, roadmap implementation, high level of IT spending plan,
IT Governance, as well as other supporting processes in accordance to the Company’s business needs, railways and
IT technology development.
IT Master Plan preparation process involves the business process owner to establish, maintain and make changes
to the IT architecture in accordance with the needs and technological developments. Document IT Master Plan is
evaluated and revised every year in order to stay aligned with the business strategy of the Company.
Tata Kelola TI
IT Governance
Kebijakan dan Prosedur TI
IT Policies and Procedures
IT Master Plan
IT Master Plan Tahun 2014-2018 IT Master Plan 2014-2018
2016 2017
2018 2019
Tema Theme
OPERATION EXCELLENCE Realisasi layanan-layanan kritikal Proses Bisnis Utama dan
Proses Bisnis Penunjang
OPERATIONAL EXCELLENCE Realization of Core Business Process critical services and
Supporting Business Process SERVICE EXCELLENCE PERLUASAN
Realisasi layanan Added Value untuk Proses Bisnis Utama dan Proses Bisnis Penunjang, serta dukungan TI atas perluasan
layanan KAI
SERVICE EXCELLENCE EXTENSIONS Realization of services Added Value for Core Business
Processes and Supporting Business Process, and IT support for the expansion of KAI services
Indikator Kinerja Utama terkait Sistem Informasi
Key Performance Indicators r e l a t e d t o I n fo r m a t i o n
Systems •
Penyelesaian pengembangan layanan terkait dengan asset management sarana dan prasarana
• Penyelesaian pengembangan layanan terkait operation
management •
Penyelesaian pengembangan layanan komersial terintegrasi
• Penyelesaian pengembangan layanan HCM
• Layanan manajemen aset yang mendukung predictive
maintenance •
Perluasan layanan manajemen operasi •
Perluasan layanan komersial sehingga memungkinkan chanel yang lebih luas
• Pengembangan layanan GRC Governance, Risk and
Compliance •
Completion of the development of services related to asset management infrastructure
• Completion of the development of services related to
operation management •
Completion of the development of integrated commercial services
• Completion of the development of HCM services
• Asset management services that support predictive
maintenance •
Expansion of operations management services •
The expansion of commercial services thus allowing wider channel
• GRC Governance, Risk and Compliance Service
development
Indikator Kinerja Utama terkait Infrastruktur
Key Performance Indicators related to Infrastructure
• Penyelesaian implementasi DC dan DRC
• Redundansi infrastruktur untuk mendukung
keberlangsungan layanan •
Penyelesaian layanan-layanan utama keamanan informasi yang memungkinkan Security Risk Surveillance
• Dukungan infrastruktur dan Commited Project sehingga
proyek dapat di deliver sesuai target •
Completion of the implementation of DC and DRC •
Redundancy of infrastructure to support the continuity of services
• Completion of key services of information security
allowing Risk Security Surveillance •
Infrastructure support and Committed Project to deliver project to its target
• Penyesuaian kapasitas infrastruktur DC dan DRC sesuai
dengan perluasan layanan yang digelar •
Dukungan infrastruktur untuk pipeline project sehingga target estimasi realisasi dapat tercapai
• Infrastructure capacity adjustment of DC and DRC in
accordance with the expansion of the service •
Infrastructure support for pipeline project to achieve estimated target
Indikator Kinerja terkait Tata Kelola
Pe r fo r m a n ce I n d i c a t o rs related to Governance
• Terselesaikannya penguatan organisasi TI untuk
menguatkan pengembangan dan assurance •
Mekanisme penyelenggaraan Shared Service prioritas sudah memiliki pola formal
• Completion of IT strengthening to strengthen the
development and assurance •
Mechanisms for Shared Service implementation Priority to have formal pattern
• Implementasi tata kelola untuk seluruh shared device
• Didapatkannya sertifikasi ISO 20000 sebagai bukti
terealisasinya IT Service Excellence •
Implementation of governance for all shared devices •
Acquired ISO 20000 certification as evidence of the realization of the IT Service Excellence
Untuk mengetahui tingkat efektivitas kebijakan dan sistem TI yang digunakan, KAI telah melakukan assessment
terhadap tata kelola TI perusahaan. Adapun aspek penilaian assessment TI yang digunakan untuk tahun 2015 termasuk
hasilnya adalah sebagai berikut: To determine the efectiveness of policies and IT systems,
KAI has conducted an assessment of the company’s IT governance. As for the aspects of IT assessment used in
2015 are as follows:
Assessment Tata Kelola TI IT Maturity Level
IT governance Assessment IT Maturity Level
Process COBIT 4.1 Processes
IT Maturity 2014 IT Maturity 2015
PO1 Deine a strategic IT plan
3.42 3.58
PO2 Deine the information architecture
3.17 3.42
PO3 Determine technological direction
3.33 3.42
PO4 Deine the IT processes, organisation and relationships
3.50 3.54
PO5 Manage the IT investment
3.33 3.42
PO6 Communicate management aims and direction
3.25 3.25
PO7 Manage IT Human resources
3.33 3.33
PO8 Manage quality
3.17 3.17
PO9 Assess and manage IT risks
3.33 3.33
PO10 Manage projects
3.33 3.38
AI1 Identify automated solutions
3.08 3.21
AI2 Acquire and maintain application software
3.17 3.33
AI3 Acquire and maintain technology infrastructure
3.17 3.29
AI4 Enable operation and use
3.00 3.13
AI5 Procure IT resources
3.25 3.25
AI6 Manage changes
3.17 3.17
AI7 Install and accredit solutions and changes
3.08 3.08
DS1 Deine and manage service levels
3.08 3.08
DS2 Manage third-party services
3.25 3.25
DS3 Manage performance and capacity
3.17 3.17
Process COBIT 4.1 Processes
IT Maturity 2014 IT Maturity 2015
DS4 Ensure continuous service
2.92 3.00
DS5 Ensure systems security
3.58 3.58
DS6 Identify and allocate costs
3.00 3.00
DS7 Educate and train users
3.00 3.08
DS8 Manage service desk and incidents
3.08 3.17
DS9 Manage the coniguration
3.00 3.00
DS10 Manage problems
3.00 3.00
DS11 Manage data
3.00 3.00
DS12 Manage the physical environment
3.50 3.50
DS13 Manage operations
3.25 3.25
ME1 Monitor and evaluate IT performance
3.17 3.33
ME2 Monitor and evaluate internal control
3.25 3.25
ME3 Ensure compliance with external requirements
3.42 3.42
ME4 Provide IT governance
3.25 3.33
Average 3.21
3.26
Proil Maturity TI
IT Maturity 2014 IT Maturity 2015
Pada tahun 2015, IT Maturity Level dalam beberapa aspek penilaian mengalami kenaikan dibanding tahun 2014. Hal
ini menunjukkan tingkat efektivitas kebijakan dan sistem TI yang digunakan oleh KAI semakin meningkat dibandingkan
tahun 2014. In 2015, IT Maturity Level in some aspects of the assessment
increased compared to 2014. This shows the efectiveness of policies and IT systems used by KAI has increased
compared to 2014.
Dalam penyelenggaraan Tata Kelola Teknologi informasi, keamanan informasi merupakan aspek yang sangat penting
diperhatiakan. Kinerja Tata Kelola TI akan terganggu jika informasi mengalami masalah keamanan terkait aspek
kerahasiaan conidentality, keutuhan integrity, dan ketersediaan availability yang biasa disebut CIA.
Pada Tahun 2015, KAI Telah Melakukan Kegiatan Assessment Lanjutan Transisi ISO 27001:2013 Mengenai
Data Center Sistem Informasi Kantor Pusat Dan Infrastruktur TI Sistem Informasi Daop, Divre, Subdivre Dan Balai Yasa.
KAI Dinyatakan Berhasil Menerapkan SKMI Dalam Ruang Lingkup Data Center Kantor Pusat Dan Mendapat Sertiikat
ISO 27001:2013. In the implementation of information technology
governance, information security is an important concern. IT Governance will be disrupted if information experiences
security concerns related to the conidentiality, integrity, and availability commonly called the CIA.
In 2015, KAI had been Conducting Advance Assessment Transition ISO 27001: 2013 on Head Oice Information
System Data Center and IT Infrastructure of Daop, Divre, Subdivre and Workshop IT. KAI is declared Successful in
Applying SKMI at Head Oice Data Center And awarded ISO 27001: 2013.
Implementasi ISO 27001
Implementation of ISO 27001
No Tahun
Year Implementasi
Implementation 1
2013 Sertiikasi ISO 27001:2005 Data Center Sistem Informasi Kantor Pusat
Certiication ISO 27001: 2005 Head Oice Information System Data Center 2
2014 Assessment Lanjutan ISO 27001:2005 Data Center Sistem Informasi Kantor Pusat
Advance Assessment ISO 27001: 2005 Head Oice Information System Data Center Sertiikasi Perluasan Ruang Lingkup ISO 27001:2005 Infrastruktur TI Sistem Informasi Daop, Divre, Subdivre dan Balai
Yasa Scope Expansion Certiication ISO 27001: 2005 IT Infrastructure of Daop, Divre, Subdivre and Balai Yasa IT
3 2015
Assessment Lanjutan Transisi ISO 27001:2013 Data Center Sistem Informasi Kantor Pusat dan Infrastruktur TI Sistem Informasi Daop, Divre, Subdivre dan Balai Yasa
Advance Transition Assessment ISO 27001: 2013 Head Oice Information System Data Center and IT Infrastructure of Daop, Divre, Subdivre and Balai Yasa IT
Certificate of Registration
INFORMATION SECURITY MANAGEMENT SYSTEM - ISOIEC 27001:2005
This is to certify that: PT Kereta Api Indonesia Persero
Jalan Perintis Kemerdekaan No. 1 Bandung
Indonesia 40117
Holds Certificate No:
IS 598292
and operates an Information Security Management System which complies with the requirements of ISOIEC 27001:2005 for the following scope:
The Management of Information Security in Data Center and IT Infrastructure located at Head Office, 9 DAOP, 6 Balai Yasa, 3 DIVRE and 2 Subdivre. This is in accordance with the
Statement of Applicability, Document FREMI4301-2013 Version 2, Dated 28 November 2014
For and on behalf of BSI: Pietro Foschi - Strategic Delivery Director
Originally registered: 17052013 Latest Issue: 24122014
Expiry Date: 16052016 Page: 1 of 2
This certificate was issued electronically and remains the property of BSI and is bound by the conditions of contract. An electronic certificate can be authenticated
online .
Printed copies can be validated at www.bsi-global.comClientDirectory or telephone +62 21 83793174 – 77. Further clarifications regarding the scope of this certificate and the applicability of ISOIEC 27001:2005 requirements may be obtained by consulting the
organization. This certificate is valid only if provided original copies are in complete set.
Information and Contact: BSI, Kitemark Court, Davy Avenue, Knowlhill, Milton Keynes MK5 8PP. Tel: + 44 845 080 9000 BSI Assurance UK Limited, registered in England under number 7805321 at 389 Chiswick High Road, London W4 4AL, UK.
A Member of the BSI Group of Companies.
Terdapat 9 program investasi Pusat Sistem Informasi KAI di tahun 2014 yang merupakan program Luncuran ke tahun
2015 antara lain: 1. Implementasi SAP 2012 MMPM, CM, Payroll
2. User Interface UI 3. SAP MM PM Lanjutan MM Non Sarana, Linier Asset
Management There were 9 investment program of KAI Information
Systems Center in 2014 which is a launching program in 2015 include:
1. Implementation of SAP 2012 MMPM, CM, Payroll 2. User Interface UI
3. Advanced SAP MM PM MM Non facility, Linear Asset
Management
Program dan Investasi TI 2015
IT Programs and investments in 2015
4. Implementasi Asset Management
5. Pengembangan Data Center 6. IT
Security untuk Anti DDOS dan Proxy Appliance 7. Revitalisasi Jaringan Pusat Pendidikan Pelatihan serta
5 Balai Pelatihan 8. Lisensi Microsoft 2014
9. Implementasi MM PM Prasarana Selain itu, terdapat 14 program investasi Pusat Sistem
Informasi di tahun 2015 antara lain: 1. Pembelian
Lisensi Microsoft 2015 2. Pengembangan
data center 2015 Migrasi 3. Implementasi
Service Oriented Architecture SOA 4. Implementasi
Business Intelligence Data Warehouse 5. Implementasi SAP Bussines Planning Consolidation
BPC 6. Pengembangan Virtualisasi Server 2015
7. Implementasi VPN SSL 8. Pengadaan Penambahan Lisensi SAP
9. Vulnerability Management 10. Implementasi IM
a. Optimalisasi Fiber Optic FO Sintel b. Pembangunan
Disaster Recovery Center DRC c. Revitalisasi Jaringan Kantor Pusat
d. Pengadaan Video Wall PKOC Divre III Sumsel
Rencana anggaran teknologi informasi dibuat berdasarkan IT Master Plan dan rencana implementasi Iayanan TI dengan
mempertimbangkan cost-beneit analysis dan risikonya untuk setiap anggaran yang diajukan.
Pada tahun 2015, KAI menganggarkan dana khusus investasi di bidang TI sebesar Rp90.701.146.000,
meningkat 62 dibandingkan dengan tahun 2014 sebesar Rp56.415.422.532. Adapun nilai realisasi investasi TI
sesuai dengan kontak yang telah ditandatangani adalah sebesar Rp72.877.189.880 dengan rincian investasi
sebagai berikut: 4. Implementation of Asset Management
5. Development of Data Center 6. IT Security for Anti-DDOS and Proxy Appliance
7. Revitalization of Educational and Training Center
Network and 5 Training Centers 8. Microsoft Licensing 2014
9. Implementation of MM PM Infrastructure In addition, there are 14 investment program at the KAI
Information Systems Center 2015 include: 1. Purchase of Microsoft Licensing 2015
2. Data center development in 2015 Migration 3. Implementation of Service Oriented Architecture SOA
4. Implementation of Business Intelligence Data
Warehouse 5. Implementation of the Business Planning Consolidation
BPC SAP 6. Development of Server Virtualization 2015
7. SSL VPN implementations 8. SAP Licensing Addition Procurement
9. Vulnerability Management 10. implementation of IM
a. Optimizing Sintel Fiber Optic FO b. Development of Disaster Recovery Center DRC
c. Revitalization of Network Head Oice d. Procurement of PKOC Division III South Sumatra
Video Wall IT Budget plans was made based on IT Master Plan and IT
services implementation plan by taking into account the cost-beneit analysis and risk for each proposed budget.
In 2015, KAI allocated special investment funds on IT for Rp90.701.146.000, increasing 62 compared to
Rp56.415.422.532 in 2014. The realization value of IT investments in as stated in contract was Rp72.877.189.880
with details of the investment as follows:
10,000,000,000 20,000,000,000
2012 UI
a r
xy… a
5… t
4
Lisensi Microsoft 2014 Implementasi Aset Management
Implementation of Asset Management Revitalisasi Jaringan Pusat Pendidikan serta 5 Balai Pelatihan
Revitalization of Educational and Training Center Network and 5 Training Centers Implementasi MMPM Prasarana
Implementation of MM PM Infrastructure IT Secureity untuk Andti DDOS dan Proxy Appliance
IT Security for Anti-DDOS and Proxy Appliance Pengembangan Data Center
Development of Data Center SAP LAM
MM Non Sarana MM Non facility
UI User Interface UI
Implementasi SAP 2012 Implementation of SAP 2012
10,000,000,000 20,000,000,000
15 i
A a…
g… 5
L P
l at
l t
Vulnerability Management Pengadaan Video Wall PKOC Divre III Sumsel
Procurement of PKOC Division III South Sumatra Video Wall Revitalisasi Jaringan Kantor Pusat
Revitalization of Network Head Ofice Pembangunan Disaster Recovery Center DRC
Development of Disaster Recovery Center DRC Optimalisasi Fiber Optic FO SIntel
Optimizing Sintel Fiber Optic FO Implementasi IM
Implementation of IM Pengadaan Penambahan Lisensi SAP
SAP Licensing Addition Procurement Implementasi VPN SSL
SSL VPN implementations Pengembangan Virtualisasi Server 2015
Development of Server Virtualization 2015 Implementasi SAP Bussines Planning Concolidation
Implementation of the Business Planning Consolidation BPC SAP Implementasi Bussines Intelligence Data Wharehouse
Implementation of Business Intelligence Data Warehouse Pengembangan Data Center 2015 Migrasi
Data center development in 2015 Migration Implementasi Service Oriented Architectuter SOA
Implementation of Service Oriented Architecture SOA Pembelian Lisensi Microsoft 2015
Purchase of Microsoft Licensing 2015 Terserap sd 2015
Absorbed Realisasi
Realization Anggaran
Budget
Terserap sd 2015 Absorbed
Realisasi Realization
Anggaran Budget
Anggaran dan Realisasi Investasi 2012 - 2014 Budget and Investment Realization 2012-2014
Anggaran dan Realisasi Investasi 2015 Budget and Investment Realization 2015
Tabel Pelatihan SDM TI Tahun 2015 Table of IT HR Training 2015
Untuk memelihara knowledge, keahlian, kemampuan, serta internal control dan pemahaman tentang tingkat sekuriti
yang dibutuhkan, setiap SDM TI diberikan orientasi dan pelatihan yang berkesinambungan sesuai dengan standar
kompetensi bidang sistem informasi dan job description yang telah ditetapkan.
Kualitas SDM profesional sistem informasi, baik untuk bidang teknis maupun bidang manajemen sistem informasi
terus ditingkatkan melalui program-program pelatihan dan pengembangan keahlian dan kompetensi nyang
berkesinambungan, khususnya berdasarkan hasil evaluasi kinerja dan kompetensi, serta pelaksanaan sertiikasi
keahlian yang sesuai.
Pelatihan untuk SDM TI yang diselenggarakan pada tahun 2015 adalah sebagai berikut:
To maintain the knowledge, skills, abilities, as well as internal control and understanding of the level of security
required, every IT human resources is given orientation and continuous training in accordance with the standards
of competence in information systems and job description that has been set.
The quality of professional human resources information systems, either in technical as well as information systems
management area, is continuously enhanced through training programs and sustainable development of skills
and competencies, especially based on the evaluation result of performance and competence, as well as the
implementation of appropriate skill certiication.
Training for IT human resources held in 2015 are:
Pengembangan SDM bidang TI
Human Resource Development in IT
No Nama Pelatihan
Training Types of Training
Materi Material Subject
Sertiikasi Certiication
1 Certiied Ethical Hacker
CEH CEH menyediakan etika hacking komprehensif dan program pelatihan keamanan jaringan yang
memenuhi standar tinggi untuk keterampilam keamanan yang sangat profesional CEH provided a comprehensive hacking ethics and network security training program that meets
the high standards for professional security skill √
2 Certiied Information
Systems Security Professional CISSP
• Memahami dan menerapkan konsep dari penilaian risiko, analisa risiko,klasiikasi data dan
kesadaran keamanan dan manajemen risiko. •
Dapat menerapkan metode yang tepat untuk menggambarkan struktur yang ada dan yang akan datang dan juga kebiasaan dari proses keamanan, sistem keamanan informasi, perorangan
dan sub unit dari perusahaan sehingga sesuai dengan tujuan dan strategi perusahaan. •
Merencanakan pengembangan teknologi, termasuk risiko dan evaluasi desain sistem terhadap kebutuhan perusahaan dan mengindentiikasi prototype yang cocok dengan proses.
• Berhasil lulus dalam ujian sertifikasi Certified Information System Security Professional
CISSP. •
Understand and apply the concept of risk assessment, risk analysis, data classiication and security awareness and risk management.
• Able to apply appropriate methods for describing the existing and future structure and habit
of security process, information security system, individual and sub-unit of the company in accordance with the objectives and strategies of the company.
• Planning for the development of technology, including the risks and evaluation of the
designed system to the needs of companies and identify the process matching prototype. •
Successfully passed Certiied Information System Security Professional CISSP exam. √
No Nama Pelatihan
Training Types of Training
Materi Material Subject
Sertiikasi Certiication
3 Pelatihan TOGAF
TOGAF training Training ini diutujukan untuk peserta yang memerlukan pemahaman dasar TOGAF 9; profesional
yang bekerja dalam peran yang terkait dengan sebuah proyek arsitektur seperti bertanggung jawab untuk planning, execution, development, delivery, dan operation
This training was addressed for participants who need a basic understanding of TOGAF 9; professionals working in roles associated with architectural project such as responsibility for the
planning, execution, development, delivery, and operation -
4 Project Management
Professional PMP 1. Introducin Project Management
2. Examining the Project Management Framework 3. Examining the Project Management Processes
4. Implementing Project Integration Management 5. Managing the Project Scope Management
6. Introducing Project Time Management 7. Introducing Project Cost Management
8. Introducing Project Quality Management 9. Introducing Project Human Resource Management
10. Managing Project Communication Management 11. Managing Project Risk Management
12. Managing Project Procurement Management 13. Managing Project Stackholder Management
14. Passing the PMP Exam PMI-001 -
5 Pelatihan IT Maturity
Self Assesment Training IT Maturity Self
Assessment 1. IT Governance Concept
2. CobiT IT Process Framework – Refreshing 3. IT Process Concept
4. IT Process Maturity Level Concept 5. IT Process Maturity Level Assessment Concept
6. Interpreting IT Process Maturity Level Score 7. Questionaire-based IT Process Maturity Level Assessment
8. Interview-based IT Process Maturity Level Assessment 9. Workshop: Assessing Your IT Governance Process Maturity Level
10. Recommendation Development for IT Governance Maturity Level Improvement 11. workshop: Developing Recommendation to improve your IT Governance Maturity Level
12. Maturity Model Concept for Internal Control 13. Developing IT Process Maturity Level Assessment Report
Facilitator -
6 Pelatihan Functional
SAP SAP Functional Training
• Modul HR400 : Payroll Coniguration
• Modul AC010 : Business Process in Financial Accounting
• Modul FIN900 : Business Audit with SAP AIS
-
7 Pelatihan Basis SAP
SAP Basis Training Modul BW305 : BI - Enterprise Reporting Query and Analysis
BW305 Module: BI - Enterprise Reporting Query and Analysis -
8 Pelatihan CDCP
CDCP training Mengekspos peserta untuk mengetahii komponen kunci dari data center. Pelatihan CDCP akan
membahas bagaimana setup dan meningkatkan aspek utama seperti listrik, pendingin, keamanan, kabel, keamanan dll untuk memastikan data center tinggi tersedia. Pelatihan CDCP juga akan
membahas operasi kunci dan aspek pemeliharaan.
Exposed participants to the key components of the data center. CDCP training will discuss how to setup and improve major aspects such as power, cooling, security, wireless, security, etc to ensure
the availability of high data center. CDCP Training will also discuss key operation and maintenance aspects.
√
No Nama Pelatihan
Training Types of Training
Materi Material Subject
Sertiikasi Certiication
9 Pelatihan Java Web
Basic Java Web Basic Training
1. JFU101 Java Fundamental Intro, Hello World, Classpath, Package, Anatomi Aplikasi
2. JDB101 Database Fundamental Konfigurasi MySQL, Penjelasan MySQL ConnectorJ, Integrasi dengan Netbeans, JDBC
Fundamental, Konsep JDBC Driver, ConnectDisconnect, Statement, ResultSet, Prepared Statement
3. JSI101 Spring Framework Intro, Konsep IoC, Property Editors, Placeholder Conigurer, Autowiring
4. JHB101 Java Persistence with Hibernate ORM Fundamental, Object-Relational Impedance Mismatch, Simple Mapping, Hibernate
Coniguration Session Factory, Saving Retrieving Object 5. JHB102 Java Persistence with Hibernate
Relationship Mapping, One to Onem, One to Many, Many to Many, Parent-Child, Collection of Components Value Object
6. MVC01 Spring MVC Create Project, Membuat Controller, Membuat Template, Membuat Dispatcher, Deploy,
Membuat tabel HTML, Membuat Controller untuk display list, Membuat View by id, Membuat HTML Forum, Membuat Controller, Implement Save
7. MVC02 Spring MVC Validator, Converter, Binding Relasi, Upload File, Resize image, PDF File, Json View, Download
ile 8. JJR101 Jasper Report
Jasper Report Fundamental, Pengenalan iReport, Konigurasi Database Connection, Report Elements, Desain Report, Image, Font, Background, Report Query, Preview Report
-
1. JFU101 Java Fundamentals Intro, Hello World, Classpath, Package, Anatomy Applications
2. JDB101 Database Fundamentals MySQL coniguration, explanation on MySQL Connector J, integration with Netbeans, JDBC
Fundamental Concepts JDBC Driver, Connect Disconnect, Statement, ResultSet, Prepared Statement
3. JSI101 Spring Framework Intro, concept of IoC, Property Editors, Placeholder Conigurer, autowiring
4. JHB101 Java Persistence with Hibernate Fundamental ORM, Object-Relational impedance mismatch, Simple Mapping, Coniguration
Hibernate Session Factory, Saving and Retrieving Object 5. JHB102 Java Persistence with Hibernate
Relationship Mapping, One to OneM, One to Many, Many to Many, Parent-Child, Collection of Components Value Object
6. MVC01 Spring MVC Create Project, Create Controller,Create a Template, Create Dispatcher, Deploy, Create
HTML tables, Create Controller to display list, Create View by id, Create HTML Help, Create Controller, Implement Save
7. MVC02 Spring MVC Validator, Converter, Binding Relationships, File Upload, resizing images, PDF iles, Json View,
Download ile 8. JJR101 Jasper Report
Jasper Report Fundamentals, Introduction to iReport, Database Connection Coniguration, Report Elements, Design Report, Image, Font, Background, Report Query, Preview Report
-
10 JNCIA-JUNOS
Mengenal konfigurasi, pemeliharaan, dan operasional yang memadai dari perangkat Router Juniper
Understand the coniguration, maintenance, and adequate operational of Juniper Router device √
No Nama Pelatihan
Training Types of Training
Materi Material Subject
Sertiikasi Certiication
11 Certiied Information
System Auditor CISA CISA adalah sertiikasi yang diakui secara global untuk kontrol audit, jaminan dan keamanan
profesional tentang sistem informasi. CISA is a certiication that is recognized globally for control of audit, assurance and security
professionals about information systems. -
12 Internal Audit SMKI
Untuk memastikan efektiitas pelaksanaan sistem manajemen keamanan informasi perlu dilakukan penilaian terhadap implementasi control. Proses evaluasi ini dilakukan melalui proses internal
audit SMKI yang bertujuan memastikan proses pelaksanaan kontrol sesuai dengan persyaratan standar dan prosedur keamanan informasi yang telah ditetapkan.
To ensure the efective implementation of information security management, assessment for system control is needed . The evaluation process was conducted through internal ISMS audit
which aims to ensure the controls implementation is in accordance with the requirements of information security standards and procedures that have been set.
-
13 JBOSS
JBOSS secara umum dapat mengetahui arsitektur dari sistem yang akan dibangun dan dapat mengelola service komunikasi dengan baik dari sektor security, konigurasi, format data serta
efort yang besar untuk modiikasi aplikasi terhadap perubahan proses bisnis perusahaan. JBoss can generally determine the architecture of the constructed system and able to manage the
communication service from the sectors of security, coniguration, data formats as well as a great efort to modify the application to changing business processes.
JBOSS adalah sebuah komponen tools yang dapat membantu dalam komunikasi antar service melalui sebuah protokol yang telah menerapkan standar yang sesuai sehingga dapat memudahkan
dalam melakukan pengintegrasian service yang baru, dan menyusun kembali kumpulan service yang telah ada yang disebabkan oleh perubahan yang terjadi di PT. KAI.
JBoss is a component tools able to assist in communication between services through a protocol that has implemented appropriate standards so as to facilitate the conduct of the integration of
the new service, and rearrange a collection of services that already exist due to the changes that occur in the PT. KAI.
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Upaya mengetahui tingkat efektivitas layanan TI, KAI telah melakukan survei kepuasan layanan TI 2015 yang dilakukan
oleh Unit Sistem Informasi dengan jumlah responden 2.777 pegawai dari Kantor Pusat, Daerah Operasi DAOP,
Divisi Regional DIVRE, Sub Divisi Regional SUB DIVRE, dan Balai Yasa. Dari jumlah 2,777 pegawai yang menjawab
pertanyaan survey sampai akhir diperoleh hasil sebagai berikut:
In Efort to determine the level of efectiveness of IT services, KAI has conducted a satisfaction survey of IT services in
2015 carried out by the Information Systems Unit with 2,777 employees as respondents from the Central Oice,
Regional Operations DAOP, Regional Division DIVRE, Sub Regional Division SUB DIVRE, and Balai Yasa. Th result of
survey from 2,777 employees is as follow:
Kinerja Layanan TI 2015
IT Service Performance in 2015
Dari data diatas, menunjukkan bahwa secara umum kepuasan pengguna terhadap layanan teknologi informasi
yang disediakan oleh unit Sistem Informasi menunjukkan tingkat kepuasan yang baik. Selain itu terdapat beberapa
tindakan perbaikan yang perlu dilakukan oleh KAI yaitu: 1. Melakukan pengecekkan perangkat jaringan secara
berkala untuk menjaga kualitas kecepatan akses internetintranet
2. IT Helpdesk harus selalu memberikan informasi estimasi waktu penyelesaian masalah kepada pengguna layanan
The data above indicate that generally user satisfaction with the services provided by the information technology
unit Information System shows a good level of satisfaction. In addition there are several corrective actions that need to
be done by KAI which are: 1. Conducting periodic checking of network devices to
maintain the quality of internet intranet access speed 2. IT Helpdesk should always inform the estimated
troubleshooting time for service users
Kategori Category
Jumlah Responden Total Respondent
Sangat Puas Very Satisied
544 Puas
Satisied 1.790
Tidak Menjawab Abstain
360 Kurang Puas
Less Satisied 79
Tidak Puas Not Satisied
4 Sangat Puas
Very Satisied Puas
Satisied Tidak Menjawab
Abstain Kurang Puas
Less Satisied Tidak Puas
Not Satisied
63.47 19.59
12.96 2.84
0.14
3. Memperbaiki respon penanganan gangguan TI yang dilakukan oleh Pusat Sistem Informasi
4. Perlu disosialisasikan kembali kewajiban penggunaan email corporate sebagai media pendukung pekerjaan
5. Perlu dipertimbangkan keinginan itur tambahan yang diinginkan oleh user pada email system PT. Kereta Api
Indonesia Persero sebagai berikut : a.
Penambahan Kapasitas Kuota Email dan Attachment File
b. Penambahan itur Chatting dan Proil Picture Avatar c. Penambahan itur “lupa password”
d. Pembuatan versi mobile 6. Perlu dilakukan sosialisasi IT Governance secara berkala
ke seluruh wilayah Daop, Divre, Subdivre dan Balaiyasa Selain dari survei kepuasan pelanggan, Unit Sistem
Informasi juga membuat laporan Network Operation Center NOC untuk mengetahui layanan teknologi informasi dari
sisi operasional yang diberikan untuk pengguna Teknologi Informasi. Dibawah ini adalah hasil laporan NOC sebagai
berikut: 3. Improve the response of IT disruption handling by the
for System Information Center 4. Re-socialization of obligation to use corporate email as
supporting role media 5. Consideration on additional features desired by the
user on the email system of PT. Kereta Api Indonesia Persero as follows:
a. Extra Capacity quotas of Email and File Attachment
b. Chat feature additions and Proile Picture Avatar c. Extra features “forgot password”
d. Creating the mobile version 6. IT Governance needs to be disseminated on a regular
basis throughout Daop, Divre, Subdivre and Balaiyasa Aside from customer satisfaction surveys, Information
Systems Unit also establishes Network Operation Center NOC report to understand the information technology
services from operational side given to users of information technology. The NOC report is as follows: