Tanpa keberanian untuk menempuh konsekwensi risiko, bisnis tidak akan berkembang. Oleh karena itu sejak awal CW selalu menerapkan prinsip kehati-hatian dalam pelaksanaan manajemen investasi ruas jalan tol Depok-Antasari. Dengan pemahaman penuh yang dilandasi pengalaman CMNP selama puluhan tahun mengelola investasi jangka panjang, CW mengelola bisnis investasi jangka panjang dengan determinasi tinggi yang membutuhkan strategi dan upaya berkelanjutan. Dengan penerapan manajemen risiko investasi di tingkat CW yang
Restarting The Business Execution
Provision of Land Revolving Fund - PIP
The Land Acquisition Program in Depok-Antasari toll roads started in 2007, but halted in 2008 as an anticipatory move by CW against the tremendous escalating trend of Land Acquisition risks. In 2011, the Land Acquisition program was resumed, preceded by efforts to provide a revolving fund from BLU-BPJT. As these funds were not yet available and the pushed with the signing of PPJT on June 7, 2011, on August 25, 2011 the agreement for the provisions of BLU bailout funds was signed with theGovernment Investment Center (GIC) of the Ministry of Finance, for a bailout fund amounting Rp 95 billion in loans for a period of 12 months. In principle, the bailout scheme of the GIC Ministry of Finance from is identical to the standard bailoutschemes from the BLU-BPJT. When the BLU-BPJT fundbecomes available, the bailout funds from GIC Ministry of Financewill be fully transferred to BLU-BPJT Ministry of Public Work.
Provision of Land Revolving Fund - BLU-BPJT
At the end of 2011, BLU-BPJT funding became available even though the BLU bailout from the GIC Ministry of Finance was not used. Therefore, in support for the preparation of funds for Land Acquisition that has already begun, since the end of 2011 CW resumed the bailout fund agreement with BLU-BPJT with a value of Rp 378 billion from the total share cost of the Land Acquisition Phase I (12 km long Antasari - Sawangan project) which became part of the BUJTshare worth Rp 484 billion. The Revolving Fund Services Agreement with the BLU-BPJT PU Ministry will be signed on January 16, 2012.
Maintaining The Strategic Business
Maximizing Benefit with Optimizing Risk
Without the courage to face the consequences of risk, the business will not thrive. Therefore, since the beginning CW always applies a precautionary principle in the implementation of investment management of the Depok-Antasari toll roads. With a full understanding based on decades of experience managing CMNP long-term investment, CW manages long-term investment business using a strategy that requires determination and sustained effort. With the implementation of risk management at the investment level which is fully supported by
didukung penuh oleh manajemen portofolio investasi di tingkat CMNP secara terpadu, maka corporate values CW khususnya dan CMNP umumnya akan terus meningkat secara persisten dalam jangka panjang. Mindset investasi jangka panjang yang tepat akan menentukan keberhasilan investasi ini bagi keberlanjutan usaha CMNP.
Data PT Citra Waspphutowa
Modal Dasar dan Modal Disetor Authorizec Capital and Paid-Up Capital:
Modal Dasar | Authorized Capital Rp 480 miliar | billion
Modal Disetor | Paid-Up Capital Rp120 miliar | billion
Komposisi Pemegang Saham
Shareholders Composition Jumlah SahamTotal of Share
PT Citra Marga Nusaphala Persada Tbk 75.000 saham | share 62.5%
PT Waskita Karya (Persero) 15.000 saham | share 12.5%
PT Pembangunan Perumahan (Persero) 15.000 saham | share 12.5%
PT Hutama Karya (Persero) 15.000 saham | share 12.5%
Dewan Komisaris Board of Commissioners
Komisaris Utama | President Commissioner Reza Herman Surjaningrat
Komisaris | Commissioner Hudaya Arryanto
Komisaris | Commissioner Bambang Heru Purnomo
Komisaris | Commissioner Indradjaja Manopol
Komisaris | Commissioner Candra Hermanto
Direksi
Board of Directors
Direktur Utama | President Director Tri Agus Riyanto
Direktur | Director Hari Sasongko
Direktur | Director Jaka Suprihana
the CW investment portfolio management within an integrated CMNP, the corporate values specificallyfor CW and generally for CMNP general,will continue to rise persistently in the long run. Themindset for appropriate long-term investmentswill determine its success for the business continuity of CMNP.
Anak Perusahaan
Subsidiaries
4
Seiring perkembangan dan peluang bisnis investasi jalan tol saat ini serta adanya business oppotunities investasi jalan tol pada greenfield project (inovasi-inovasi baru namun tetap feasable pada ruas jalan tol baru) maupun
brownfield project (akuisisi pada jalan tol mangkrak),
termasuk peluang pada bisnis pengoperasian dan pemeliharaan jalan tol (Operation and Maintenance Jalan Tol/OM Jalan Tol) ke depan yang sangat terbuka lebar, terlebih masih banyak jalan tol yang sedang dan akan dibangun sehingga pertumbuhan pasar di industri ini juga akan terus berkembang. Diperlukan upaya strategis oleh Perseroan untuk lebih memaksimalkan anak perusahaan agar pencapaian keberlanjutan usaha serta rencana ekspansi usaha dapat dilakukan.
Oleh karena itu Perseroan telah melakukan langkah-langkah strategis yang diperlukan untuk memaksimalkan anak perusahaan dalam meraih peluang-peluang usaha baru. Salah satunya dengan melakukan restrukturisasi bisnis perubahan nama PT Global Network Investindo (GNI) menjadi PT Citra Persada Infrastruktur (CPI) sebagaimana Akta No 37 tanggal 8 November 2011 yang dibuat dihadapan Humberg Lii, SH., Notaris di Jakarta. Serta untuk memperkuat restrukturisasi bisnis tersebut, pada tahun 2011 berdasarkan Akta Pendirian No. 136 Tanggal 21 Nopember 2011 dihadapan Humberg Lii, Notaris di Jakarta CPI telah mendirikan anak perusahaan yaitu PT Citra Persada Servis (CPS).
Perubahan nama serta pendirian anak perusahaan CPI merupakan salah satu rencana bisnis Perseroan dalam menjaga keberlanjutan usahanya. Oleh karena hal tersebut CPI lebih difokuskan untuk bergerak di bidang investasi sedang CPS difokuskan untuk bergerak di bidang OM Jalan Tol.
Selama tahun 2011, berbagai kegiatan usaha telah dilakukan CPI antara lain: Pengelolaan Tenaga Pengumpul Tol, Pengelolaan Petugas Palayanan Jalan Tol, Penyediaan Kendaraan Operasional, Kebersihan Gerbang Tol, Pemeliharaan Taman Jalan Tol, Kebersihan Ruas Jalan, Taman, dan Rambu Jalan Tol, Pengadaan Air Bersih Gerbang Tol, Perbaikan Sarana Gerbang Tol, Perawatan dan Kebersihan Drainase Jalan Tol, Perbaikan Expantion Joint Jalan Tol, Pemanfaatan Jaringan Fiber Optic, dan lain-lain. Selain pekerjaan-pekerjaan diatas, CPI juga telah mengoptimalisasi Ruang Milik Jalan Tol (Rumija) sebagai media luar ruang untuk penempatan iklan.
Together with the current development and investment opportunities in toll road infrastructures as well as the Greenfield projects (new innovations but still feasible for new toll roads) or Brownfield project (acquisition of old toll roads), including opportunities in the Operation and Maintenance sector (OM toll roads), the future is wide open, especially as there are many toll roads which are and will be built so that there is more room for market growth. Hence strategic efforts are needed by the Company to maximize its subsidiaries so as to ensure future business sustainability as well as implementing its expansive business plans.
One of the strategic steps taken was in business restructuring in changing the name of PT Global Network Investindo (GNI) to PT Citra Persada Infrastructure (CPI) as per Deed No. 37 dated 8 November 2011 made at Humberg Lii, SH., Notary in Jakarta. To strengthen this restructuring, in 2011 CPI established a subsidiary, PT Citra Persada Services (CPS) under the Deed of Establishment No. 136 On 21st November 2011 at the same Notary.
The name change to CPI and the establishment of a subsidiary is part of the Company’s business plan in maintaining the sustainability of its business. CPI will be focusing in the investment field while CPS on OM Toll Road sector.
During 2011, CPI has engaged, amongst others: Management of Toll Collectors; Management Of Toll Road Service officers; Provision of Operational Vehicles; Toll Gate Cleanliness; Maintenance of plants on the toll roads; Cleanliness of toll roads, plants and road signs; Clean Water Supply at Toll Gates; Repairs of Toll Gate Facilities; Maintenance and Cleanliness of Toll road Drainage system; Improvement of expansion joint toll roads; Fiber Optic Network Utilization; and others.
Besides the abovementioned activities, CPI has also optimized the space along the toll corridors (Rumija) as an outdoor media for advertisement.