R3 Main Report - Detail Business Design Report PDF

REPUBLICOFINDONESI
A
PROVINCI
ALGOVERNMENTOFDKIJAKARTA
REGIONALDEVELOPMENTPLANNI
NG AGENCY(
BAPPEDA)
MANAGEMENT CONSULTI CES FOR

NG SERVI
JAKARTA MRT SYSTEM PROJECT
ReportNo.
3(Final
)
Detai
ledBusi
nessDesi
gnRepor
t
November2014
Joi
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ent
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Management Consulting Service for Report 3
Jakarta MRT System Project Detailed Business Design Report
(JICA Loan IP-536) November 2014
Table of Contents
1. Introduction ..................................................................................................................................34
1.1 Objectives of Report 3 ...........................................................................................................34
1.2 MRT Project Background .......................................................................................................34
1.3 Overview of the Management Consulting Services ..............................................................36
1.4 Management Consulting Services Reporting ........................................................................37
1.5 Report Structure ....................................................................................................................37
2. DKI Activities and Responsibilities ................................................................................................39
2.1 Program and Project Management Responsibilities – DKIJ PCU...........................................39
2.2 Public Service Contracts ........................................................................................................61
3. Transport Policy, Legal and Regulatory Matters ...........................................................................68
3.1 Legal Overview ......................................................................................................................68
3.2 Jakarta Transport Commission – Set-up and Operation .......................................................71
3.3 Regulator ...............................................................................................................................84
3.4 Transport Integration ............................................................................................................88
4. Financial Issues..............................................................................................................................93
4.1 Subsidies ................................................................................................................................93
4.2 Transport Demand Management (TDM) ...............................................................................94
4.3 Value Capture ......................................................................................................................101
5. PT MRTJ Railway Business Activities and Set up .........................................................................103
5.1 Introduction.........................................................................................................................103
5.2 Technical Activities and Pre-Operation Construction Phase O&M Set Up .........................105
5.3 Organization and HR Activities and Set Up .........................................................................228
5.4 Administration Activities .....................................................................................................258
5.5 Other Activities ....................................................................................................................291
5.6 Road Map / Key Milestones ................................................................................................306
6. PT MRTJ Non Railway Business Activities and Set Up.................................................................308
6.1 Non-Fare Box Business ........................................................................................................308
6.2 Advertising and Space Rental Business Activities and Set-up .............................................309
6.3 Transit Oriented Development (TOD) – Overview and Mechanisms ..................................316
6.4 MRTJ Strategic Development Approach for TOD ................................................................335
PADECO Co., Ltd. & Partners Page 1 of 355

List of Figures
Figure 1 – Map of the Proposed MRT System ....................................................................................... 35
Figure 2 – MCS Project Timeline ........................................................................................................... 37
Figure 3 – Proposed Organization of PAT and PCU ............................................................................... 39
Figure 4 - Monitoring & Control – Integration ...................................................................................... 42
Figure 5 – Performance Indicator Dashboard ....................................................................................... 45
Figure 6 – Earned Value Management .................................................................................................. 45
Figure 7 – PCU Organization Chart Based on Project Scope ................................................................. 50
Figure 8 - Organization Chart – PAT, PCU, MRTJ PMU .......................................................................... 50
Figure 9 – PCU High Level Project Plan ................................................................................................. 53
Figure 10 – Reporting Process ............................................................................................................... 56
Figure 11 – PCU Reporting .................................................................................................................... 57
Figure 12 – PCU Reporting Process Flow............................................................................................... 58
Figure 13 – Change Control Process ...................................................................................................... 59
Figure 14 – MRTJ Change Control Process ............................................................................................ 60
Figure 15 – Public Service Contracts: Rights and Obligations of the Parties......................................... 62
Figure 16 – Check List for Operating Agreements................................................................................. 63
Figure 17 – The Organization Chart of Transportation Agency - DISHUB ............................................. 72
Figure 18 – Related Agencies in Transportation Arrangement ............................................................. 73
Figure 19 – JTC Organization Chart ....................................................................................................... 75
Figure 20 – Institutional Relationships .................................................................................................. 80
Figure 21 – Jakarta Transport Improvement Fund ................................................................................ 82
Figure 22 – Cycle of Improvement ........................................................................................................ 86
Figure 23 – Subsidy Components – Most Likely Case (DKIJ & MRTJ) .................................................... 93
Figure 24 – Subsidy Components – Pessimistic Case (DKIJ & MRTJ)..................................................... 94
Figure 25 – In Vehicle Unit in Singapore for Use in the Electronic Road Pricing Zone .......................... 95
Figure 26 – Transponder Card Used in the United States ..................................................................... 95
Figure 27 – London Electronic Road Pricing Exclusion Zone ................................................................. 96
Figure 28 – Stockholm Electronic Road Pricing Exclusion Zone ............................................................ 96
Figure 29 – Proposed Electronic Road Pricing Exclusion Zone for Jakarta ............................................ 98
Figure 30 – Summary Schedule for MRT Construction, Procurement and System Commissioning ... 103
Figure 31 – Water stop panel at station entrance (Left) and flood in tunnel (Right) ......................... 124
Figure 32 – Anemometer (Left) and monitoring screen (Right) .......................................................... 125
Figure 33 – Alarm Monitoring System (Left), Joint Training with Public Fire Department (Right) ..... 126
Figure 34 – Location of CCTV (Left) and captured image of a vide recorded by CCTV (Right) ............ 126
Figure 35 – System to Automatically Detect Abnormal Behaviors ..................................................... 127
Figure 36 – System to automatically detect suspicious objects left. .................................................. 127
Figure 37 – Overhaul Schedule of 68 days .......................................................................................... 132
Figure 38 – Organization for BEDR Maintenance Schedule ................................................................ 133
Figure 39 – Inspection Tracks in Depot ............................................................................................... 134
Figure 40 – Schedule of General Overhaul .......................................................................................... 136
Figure 41 – Organization of Depot (from 2018) .................................................................................. 137
Figure 42 – Organization of Depot (in Case 2) .................................................................................... 140
Figure 43 – Organization of Track Maintenance ................................................................................. 155
Figure 44 – SOP for Inspection groups ................................................................................................ 158
Figure 45 – SOP for Planning Groups .................................................................................................. 159
Figure 46 – Track Deviation Measurement Equipments ..................................................................... 161
Figure 47 – Organization of Electric Power Department .................................................................... 174
Figure 48 – Process of Corrective (Preventive) – Maintenance for Low Voltage Systems ................. 179
Figure 49 – Organization chart of Low Voltage Maintenance............................................................. 187

Figure 50 – Example of Job Schedule .................................................................................................. 197

Figure 51 – Organization Chart for WRIC ............................................................................................ 216
Figure 52 – Lifecycle Stages of the Railway Transport System............................................................ 224
Figure 53 – DuPont Safety Culture Case Study – Integrated Safety Management System ................ 226
Figure 54 – DuPont Safety Culture Case Study – Safety Culture Continuum ...................................... 226
Figure 55 – Organization of MRT......................................................................................................... 231
Figure 56 – Compensation Design ....................................................................................................... 233
Figure 57 – Grade Level Chart of World Bank ..................................................................................... 234
Figure 58 – Salary in Indonesia – Field Engineering and Technical ..................................................... 236
Figure 59 – KPI Formulation ................................................................................................................ 240
Figure 60 – PDCA ................................................................................................................................. 256
Figure 61 – Developing a PDCA Cycle .................................................................................................. 257
Figure 62 – ERP System High Level Functions ..................................................................................... 259
Figure 63 – ERP MRO System .............................................................................................................. 262
Figure 64 – Operations Control Center Functions............................................................................... 263
Figure 65 – Business Processes (High Level) ....................................................................................... 264
Figure 66 – ERP Implementation Methodology .................................................................................. 265
Figure 67 – Functional Architecture .................................................................................................... 269
Figure 68 – Physical Network Location ............................................................................................... 270
Figure 69 – Office Desktop .................................................................................................................. 273
Figure 70 – NFC Tag Examples............................................................................................................. 278
Figure 71 – Flap Gates ......................................................................................................................... 282
Figure 72 - Automated Fare Collection (AFC) System Tiers................................................................. 287
Figure 73 – Example Zone Tariff Matrices ........................................................................................... 291
Figure 74 – Willingness to Pay Survey Results .................................................................................... 293
Figure 75 – Transit Incentive Program Case Study Example ............................................................... 297
Figure 76 – Promotion of Public Transport Case Study Example ........................................................ 297
Figure 77 – Customer Service Staffing Levels ...................................................................................... 300
Figure 78 – Opportunities and Risks Associated with Outsourcing .................................................... 300
Figure 79 – Ways of communicating with MRT passengers by CoMET .............................................. 302
Figure 80 – Case Study Example: Customer Service Strategy of Hong Kong MRTC ............................ 303
Figure 81 – Customer Satisfaction Index – Quad Map Analysis Results ............................................. 304
Figure 82 – Case Study Example: Delhi Metro Customer Care Study ................................................. 304
Figure 83 – Case Study Example: Customer Service Approach in Madrid .......................................... 305
Figure 84 – Personal Safety Information – Example Brochure ........................................................... 306
Figure 85 – Non Fare Box Business Model Building Blocks ................................................................. 308
Figure 86 – Interaction of MRTJ Stations Property Management, MRTJ and DKIJ ............................. 312
Figure 87 – Organization Structure ..................................................................................................... 315
Figure 88 – Underground floors of Eaton Centre in Montreal’s ‘Underground City’ area ................. 324
Figure 89 – Distribution of Newly Identified Buildings in Jakarta ....................................................... 337
Figure 90 – Proposed Phase 1 MRT Alignment and Stations .............................................................. 339
Figure 91 – Proposed network for the Jakarta MRT System ............................................................... 340
Figure 92 – Overview of the Proposed Lebak Bulus MRT Station and Depot ..................................... 341
Figure 93 – Image of the Proposed Fatmawati Park-and-Ride Facility ............................................... 341
Figure 94 – Image of a Service Road Alongside an MRT station on Jalan Fatmawati ......................... 342
Figure 95 – Image of Pedestrian Deck Access (to left) from Blok M MRT Station .............................. 343
Figure 96 – Proposed Circular Concourse Area for Dukuh Atas MRT Station ..................................... 345
Figure 97 – JBIC Proposals for the Dukuh Atas Area ........................................................................... 351
Figure 98 – Outlined Development and Transport Connections for Dukuh Atas Area ....................... 352

List of Tables
Table 1 – Timeline of Key MRT Events .................................................................................................. 35
Table 2 – MCS Reporting Deliverables .................................................................................................. 37
Table 3 – Monitoring & Control Authority ............................................................................................ 43
Table 4 – Project MRT Stakeholder List................................................................................................. 48
Table 5 – PCU Implementation Budge .................................................................................................. 54
Table 6 – Stakeholder Analysis Matrix (Illustration/Template)............................................................. 55
Table 7 – Performance Indicators for Transport Systems and Policies ................................................. 78
Table 8 – Role and Activities of JTC Dishub ........................................................................................... 81
Table 9 – Regulatory Key principles ...................................................................................................... 85
Table 10 – Safety Management Systems and Regulatory Best Practice References ............................ 88
Table 11 – Electronic Road Pricing Scenario ......................................................................................... 99
Table 12 – Projected Income from TDM (IDR billions) ........................................................................ 101
Table 13 – Indicators for Reliability, Availability and Safety ............................................................... 107
Table 14 – Maintenance Schedule of Rolling Stock............................................................................. 108
Table 15 – Functions to be Outsourced .............................................................................................. 109
Table 16 – Major Risks and Countermeasures .................................................................................... 110
Table 17 – Parameters in Report 2 ...................................................................................................... 111
Table 18 – Number of Depot Crew...................................................................................................... 113
Table 19 - Shift work of Drivers ........................................................................................................... 113
Table 20 – Number of OCC Staff.......................................................................................................... 115
Table 21 – Duty cycle of OCC............................................................................................................... 117
Table 22 – Systems Failure Mode and Effect Analysis ........................................................................ 117
Table 23 – Signalling Failure Mode and Effect Analysis ...................................................................... 118
Table 24 – Systems Availability ........................................................................................................... 118
Table 25 – Availability and Contribution to Unavailability .................................................................. 119
Table 26 – Station Duty Cycle .............................................................................................................. 120
Table 27 – Organization of Normal Stations ....................................................................................... 121
Table 28 – Organization of Large Stations........................................................................................... 121
Table 29 – Number of Outsourced Cleaning Staff in Train During Turn Back Operation.................... 122
Table 30 – Shift Work of Outsourced Cleaning Staff Per Station ........................................................ 123
Table 31 – Number of Outsourced Cleaning Staff in Station .............................................................. 123
Table 32 – Maintenance Schedule ...................................................................................................... 129
Table 33 – Numbers of works in the Depot ........................................................................................ 129
Table 34 – Equipment Removed from Car Body ................................................................................. 130
Table 35 – Number of Depot Workers ................................................................................................ 131
Table 36 – Comparison of Maintenance Schedules ............................................................................ 133
Table 37 – Numbers of Works in the Depot ........................................................................................ 134
Table 38 – Undertaking Works of Each Group .................................................................................... 135
Table 39 – Number of Depot Workers ................................................................................................ 138
Table 40 – Basic Selection for Outsource ............................................................................................ 138
Table 41 – Comparison of Outsourcing Level...................................................................................... 141
Table 42 – Items to be Outsourced and Numbers in a Year (in Case 3) .............................................. 144
Table 43 – Structure Condition Assessment Category ........................................................................ 145
Table 44 – Degradation Measurement ............................................................................................... 145
Table 45 – Inspection Category & Cycles– Civil Structures ................................................................. 146
Table 46 – Civil Structure Section of Head Office................................................................................ 146
Table 47 – Number of Engineers of Maintenance Depot of Civil Structure Under Managers ............ 147
Table 48 – Inspection Category of In-house or Outsource - Civil Structures ...................................... 148
Table 49 – Observation Method in Monthly Inspection Category ...................................................... 148

Table 50 – Method of First Inspection and General Inspection in Regular Inspection Category........ 148
Table 51 – Method of Individual inspection /On demand Inspection ................................................ 149
Table 52 – Example; Acceptable Deviation Standards in Track (in Static measurement)................... 151
Table 53 – Summary of Inspection Activities ...................................................................................... 152
Table 54 – Expected composition of staff aspect of length of experiences ........................................ 156
Table 55 – Summary of Regular Inspection and Maintenance Work and Annual Work Load ............ 159
Table 56 – Required replacement period for curved sections ............................................................ 163
Table 57 – Staff Resources for In-house Maintenance ....................................................................... 173
Table 58 – Staff Resources of In-house staff to Manage Outsourced Maintenance .......................... 173
Table 59 – Equipment Schedule – Signaling Systems.......................................................................... 181
Table 60 – Maintenance Schedule - Signalling System ....................................................................... 183
Table 61 – Responsibilities Management (Low Voltage Management).............................................. 187
Table 62 – Responsibilities Management (Signaling and Telecom Team) .......................................... 188
Table 63 – Organization of activities in House / Outsource for the TELECOM Systems ..................... 189
Table 64 – Organization of activities in House / Outsource for the Signaling Systems ...................... 189
Table 65 – List of Machines to be Inspected Periodically ................................................................... 191
Table 66 – Inspection Category & Requirements– Railway Building .................................................. 194
Table 67 – Inspection Category of In-house or Outsource - Railway Building .................................... 195
Table 68 – Asset and Maintenance of Urban MRT.............................................................................. 196
Table 69– SMT’s role and procedure for integrated testing and commissioning ............................... 210
Table 70 – SMT’s role and procedure for receiving certificate ........................................................... 211
Table 71 – SMT’s role and procedure for trial run .............................................................................. 211
Table 72 – Shadow Operator Example: ERL Supports Makkah Metro Line ........................................ 212
Table 73 – MTRC Crossrail Concession ................................................................................................ 214
Table 74 – Checklist for Good Practice in Contract Management ...................................................... 217
Table 75 – Contract of [Shadow] Operation Management: Draft Outline Key items ......................... 219
Table 76 – Shadow Operator Operations Director (Doha Metro Example) ........................................ 220
Table 77 – Safety Management System Components ........................................................................ 222
Table 78 – SMS Structure Mapped to PDCA Cycle .............................................................................. 222
Table 79 – Estimated Staffing and Job Descriptions ........................................................................... 228
Table 80 – Total Number of MRTJ Staff............................................................................................... 229
Table 81 – Driver Training ................................................................................................................... 232
Table 82 – Job Grading of Indonesian Railway Company.................................................................... 235
Table 83 – Job Grading of PT MRTJ ..................................................................................................... 235
Table 84 – Compensation for Typical Jobs at PT KAI ........................................................................... 237
Table 85 – Monthly Compensation Range of PT MRTJ (Administration and Legal Division) .............. 238
Table 86 – Monthly Compensation Range of PT MRTJ (O&M, Business Development) ..................... 238
Table 87 – Performance Appraisal Scale ............................................................................................. 241
Table 88 – PDCA Cycle ......................................................................................................................... 256
Table 89 – ERP System Module Types ................................................................................................. 264
Table 90 – Implementation Team Functional Roles ............................................................................ 266
Table 91 – Key Performance Indicators............................................................................................... 267
Table 92 - IT Infrastructure Design Considerations ............................................................................. 268
Table 93 - Network Connections ......................................................................................................... 270
Table 94 - System Module Risk Evaluation and Avoidance ................................................................. 274
Table 95 – Data Requirements ............................................................................................................ 276
Table 96 – Minimum Code Data .......................................................................................................... 278
Table 97 – NFPA 130 Summary ........................................................................................................... 289
Table 98 – Pros & Cons of Unit and Distance Based Fares .................................................................. 292
Table 99 – Suggested MRT Tariff (IDR) ................................................................................................ 293
Table 100 – Ridership Elasticity for MRT Systems ............................................................................... 294

Table 101 – MRT Tariff Levels 2018 – 2038......................................................................................... 294

Table 102 – Impact of Elasticity on Base Year Ridership ..................................................................... 294
Table 103 – Case Study Example: Early Bird Program Results (Melbourne, Australia) ....................... 296
Table 104 – Customer Interfaces NOVA Case Study ........................................................................... 301
Table 105 – Summary of the Milestone Schedule............................................................................... 307
Table 106 – Business Models .............................................................................................................. 309
Table 107 – Business Models Roles and Responsibilities of Organizations involved with the MRT ... 311
Table 108 – Potential Income from Non Fare Box Revenue ............................................................... 312
Table 109 – Detailed Potential Income from Non Fare Box Revenue ................................................. 314
Table 110 – Organization Tasks ........................................................................................................... 316
Table 111 – Summary of MRT Station Type Information and Potential TOD Functions ..................... 353

List of Acronyms
AFC Passenger Access Control and Fare Collections
ALARP As Low As Reasonably Practicable
ATC Automatic Train Control
ATO Automatic Train Operation
ATP Automatic Train Protection
BAPPEDA Badan Perencanaan Pembangunan Daerah
BAPPENAS Badan Perencanaan Pembangunan Nasional
BAS Building Automated System
BEDR Basic Engineering Design Report
BoD Board of Directors
BPK Badan Pemeriksa Keuangan
BRT Bus Rapid Transit
CBD Central Business District
CBTC Communications-Based Train Control
CRM Customer Relationship Management
CSI Customer Satisfaction Index
DFR Draft Final Report
DPD Dewan Perwakilan Daerah
DGR Directorate General of Railway
DKIJ Daerah Khusus Ibukota
DMRC Delhi Metro Rail Company
EJUIN Coordinating Minister for Economic Affairs
ERP Enterprise Resource Planning
FBC Form Based Codes
GoI Government of Indonesia
JABODETABEK Jakarta Bogor Depok Tangerang Bekasi
JICA Japan International Cooperation Agency
JMEC Jakarta Metro Engineering Consultants
JTA Jabodetabek Transportation Agency
JTC Jakarta Transit Commission
KOPAJA Koperasi Angkutan Jakarta
KPI Key Performance Indicator
MCS Management Consulting Services
MDBF Mean Distance Between Failure
MP3EI The Master Plan for Acceleration and Expansion of Indonesia's Economic Development
MRO Maintenance, Repair and Overhaul
MRT Mass Rapid Transport
NRMP National Railway Master Plan

OCC Operations Control Center

OCS Overhead Contact System
O&M Operation and Maintenance
PAT Project Assistance Team
PCU Project Coordination Unit
PDCA Plan Do Check Action
PDS Power Distribution System
PM Project Management
PMO Project management Office
PMS Performance Management Systems
PMU Project Management Unit
PPMU Planning And Performance Management Unit
PPP Public Private Partnership
PRC Programmed Route Control
PSC Public Service Contract
PSD Platform Screen Door
PT KAI Indonesian Railways
PT MRTJ PT Mass Rapid Transit Jakarta
RAMS Reliability, Availability, Maintainability & Safety
RDU Road Development Unit
RISS Rigid Suspension System
RPJM National Medium Term Development Plan
RSS Receiving Substation
SCADA Supervisory Control And Data Acquisition
SITRAMP Study on Integrated Transportation Master Plan
SOP Standard Operation Procedure
SMS Safety Management System
SPV Special Purpose Vehicles
SMT Supporting Management Team
TAS Transit Acquiring System
TASC Train Automatic Stopping Controller
TDM Transport Demand Management
TIF Tax Increment Financing
TMP Technical Maintenance Plan
TMU Traffic Management Unit
TOD Transit Oriented Development
TOM Ticket Office Machine
TSS Traction Substations
TVS Tunnel Ventilation System
UDG Urban Design Guidelines

UU Undang-undang
VfM Value for money

Executive Summary
 Background and Objectives
Management Consulting Services: The primary tasks of the Management Consulting Services (MCS)
are to define the necessary mechanisms for managing and operating the Mass Rapid Transit (MRT) in
Jakarta and the preparation of business, staffing and financial plans to create a sustainable
operation.
Report 3 Objectives:
i) Propose detailed steps to implement the recommendations in Report 2 for key areas of MRT
operations including safety management, organizational design, passenger service focus and
standards, operations and maintenance practices, standard operating procedures, IT systems
and ticketing, non-fare income initiatives and a quality improvement program;
ii) Propose detailed steps for DKIJ to establish the Jakarta Transport Commission (JTC), create a
regulatory framework for public transportation in DKI Jakarta, fare and fare adjustment
policies, execute a Public Service Contract with MRTJ, implement traffic demand
management (TDM) programs, develop value capture programs, and evaluate Transit
Oriented Development (TOD) and other non-fare income initiatives; and
iii) Specify the activities leading to the achievement of milestones included in Report 4,
Implementation Roadmap.
 The Role of DKIJ- Activities & Responsibilities

Program and Project Management: MCS Report 2 emphasized the importance of DKIJ establishing a
competent Program and Project Management organization to manage the portfolio of different
projects that are necessary for a successful MRT. These projects include: MRT Construction, O&M
Organizational set up, Transport Integration and Legal & Regulatory framework. This report provides
more detail on the Program Coordination Unit (PCU) establishment and its link with the Project
Assistance Team (PAT), training needs, software and systems. It’s also expands on the need for
effective stakeholder mapping and management, PCU staffing requirements and implementation
strategy.

Proposed Organization of PAT and PCU
Leader Deputy Leader
Secretary D.Secretary
Leader/ Leader/ Leader/Construction

Planning Division Financial Division Implementation Division
Secretary Secretary Secretary
PM PM Financial PM
Portfolio Controller Construction/O&M
PM
Risk
Project
Office
PM Site
Logistics
Data Operator Data System
PM & Reporting Operator Administrator
Legal
PM Transportation
Integration
LEGEND
PAT positions, same as the Governor Decision 783
PCU Positions (Addition to PAT)
Source: The Consultant
This detail has been provided to DKIJ through presentations and papers for some time though
progress in implementing the PCU unit has been slow. The Consultant stresses the importance of this
unit and the need to apply project management principles and methodologies by DKIJ to the MRT
project. Continued implementation delay will present serious risks to the successful startup, in terms
of timing and costs and may compromise the positive benefits of the MRT on congestion and
avoiding gridlock in the CBD. The Consultant’s Legal team and Business Planning staff have had a
number of exploratory meetings with DKIJ to discuss key elements of the PSC. Essentially an
agreement has to be in place prior to start up in 2018 and it is considered premature to progress the
PSC until nearer this time and it will be handled by the communications systems contractor.
Public Service Contract: MCS Report 21 clearly identified the need for DKIJ to develop a structured
agreement with PT MRTJ. DKIJ has a long term responsibility for transportation policy and
management in the City and will be the owner of the MRT infrastructure. PT MRTJ will operate and
maintain this infrastructure on behalf of DKIJ as well as operate and maintain the train services and
rolling stock. Best practice suggests that the obligations and responsibilities of each party are
formalized through a “public service contract” or “operating agreement”. This will ensure that the
operator conducts his business in accordance with the City’s stated objectives and targets (usually
set out as Key Performance Indicators or KPIs) and that the owner/manager has effective oversight of
1
Draft issued August 2014

the operation and fulfills its obligations in terms of subsidies and/or future investment funding as
necessary and agreed.
The Consultant’s Legal team and Business Planning staff have had a number of exploratory meetings
with DKIJ to discuss key elements of the PSC. A number of the important sections necessary for a
comprehensive agreement are included in this report. A completed agreement has to be in place
prior to start up in 2018 and the Consultant considers that it is premature to progress the PSC until
nearer this time due to the need for certain key decisions and policy issues to be resolved (i.e. tariffs,
shadow operator involvement/outsourcing, property development by DKIJ or MRTJ, etc.).
In order to assist DKIJ in their design of the PSC, there are many examples of the format of this
contract/agreement for public transit systems worldwide shown in the annexes of this report.
 Transport Policy, Legal and Regulatory Matters:

Legal Overview: This section describes the major legal issues critical to the successful
implementation of the MRT system in Jakarta as well as the steps necessary to resolve these issues.
The main legal steps and actions required are summarized as follows:
i) Create the Jakarta Transit Commission: Develop the institutional arrangements, authorized
by to-be-developed legal and regulatory framework, of a strong capable organization to “link
together” land use and transportation planning, hereinafter referred to as the Jakarta Transit
Commission or JTC;
ii) Develop an MRT Regulator: an institution within the Jakarta Transit Commission, which
should be suitably staffed with capable, well-trained officials responsible for monitoring and
enforcing the MRT Operator’s compliance with the Operations Agreement, including
provisions for safety, accident investigation, licensing and suspension of operating personnel,
MRT Operator tariff adjustment requests, and similar regulatory functions;
iii) License its Regional-Owned Enterprise PT MRTJ (Persero): this would bypass rigorous
prequalification standards and the competitive selection of a firm to receive the exclusive
license to operate the MRT. As detailed in the 12 July 2014 MCS Legal Opinion submitted to
DKIJ, Indonesia’s cross-sector legal and regulatory framework, specifically Presidential
Regulation (Perpres) No. 67 of Year 2005 as twice amended, requires competition in the
provision of publicly-identified infrastructure and related services, such as rail operations;
and
iv) Provide On-Going Financial Support: to ensure sustainability of PT MRTJ’s rail operations
over the long term, financial assistance will be needed from MRTJ in the form of subsidies.
Legal provisions need amendment in order for DKIJ to make such financial support to PT
MRTJ.
Other important legal matters addressed in this report are (a) alternative means to handle Transit-
Oriented Development (TOD) to minimize PT MRTJ operational subsidies, and (b) Operations
Agreement specifying Minimum Service Standards (MSS) and Public Service Obligations (PSO).
DKI must be extraordinarily vigilant and ensure that all the activities relating to the MRT project are
conducted correctly in terms of safety, efficiency and value for money, otherwise DKI may face
difficulties with Indonesia’s powerful external auditor, BPK, for lacking good governance,
accountability and value for money.
The Consultant has been working directly with DKIJ in a number of areas where changes have to
been made in the law to progress with certain key areas of MRT development.
Jakarta Transit Commission (JTC): Following on from MCS Report 2 the consultant continues to
propose that DKIJ establish the JTC as an independent and professional transport institution with
direct responsibility to the governor. The aim is to de-politicize transport policy as much as possible

and rather base it on professional analysis and best practice with JTC focusing on creating a world
class public transport system for Jakarta without political pressure from any party. The JTC would be
headed by a high profile ‘Transit Commissioner’ to provide leadership and champion the resolution
of present transport problems and bottlenecks and develop the City’s transport to alleviate
congestion and improve the citizen’s mobility and quality of life. The JTC will take over several high
level planning responsibilities and roles (regulation, fares control, transport and land use planning,
safety and accident investigation, accreditation and certification, etc.) currently held by DISHUB and
other agencies related with transportation.
The report describes the organization and staffing requirements and focuses on cross- departmental
co-operation. In addition, the consultant outlines a transport development fund whereby funds from
TDM and Value capture can be pooled into funding the JTC, operator subsidies and transportation
development projects. The JTC will have full authority over the expenditures made from this Jakarta
Transport Improvement Fund (shown below).
Jakarta Transport Improvement Fund
Parking Value
ERP Vehicle Special
Receipts
Tax Capture
Increase Levy Fuel levy
Levy
Income from TDM Instruments
DKIJ Transport
Improvement Fund
Distributions to Transport Improvement Projects
Other Urban
Transjakarta MRT
Transit
Regulator: DKIJ has the opportunity to implement a more modern regulatory system than that
currently followed by the MOT through DGR. This new regulatory system will be more flexible,
realistic and focus on safety as the all-important issue and be able to cover different types of railways
including metro, light rail and monorail within the city.
General ‘best practice’ in Europe, Australia, Canada and the USA tends to favor what is known as a
‘co-regulatory’ framework for safety regulation where the role of regulation is shared between the
government/province and the regulated parties. On the one hand there are a set of safety laws and
regulations that are established and monitored by the governmental entities and administered by
the regulatory body, which is an independent authority where possible.
The laws and regulations set out the functions, objectives and powers of the regulator and impose a
shared responsibility for safety on all parties, including rail transport operators, rail safety workers,

other persons involved in the rail industry and the public. In addition to the principle of shared
responsibility, specific safety duties are imposed on others in the rail industry who have control over
rail activities, including the primary duty imposed on rail transport operators to ensure the safety of
their railway operations so far as is reasonably practicable.
As part of a co-regulatory framework, each party that can influence rail safety has an obligation to
play its designated part fully in co-operation and consultation with affected parties.
Most of the modern international regulatory systems stipulate that the railway undertakings must
implement and maintain a Safety Management System (SMS). The regulator then accredits the
railway undertaking either through a process of application and validation that assesses the
acceptability of the organization’s SMS or alternatively through the submission of what is known as a
‘Safety Case’.
The regulator will have a range of tools and powers to deliver its functions and ensure compliance
with the law. Its compliance activities would include audits, inspections and compliance
investigations. Enforcement tools to support compliance, would also include the power to revoke or
suspend accreditation, force changes on a railway undertaking to ensure compliance, prosecute
entities and/or individuals, etc.
The report outlines such an approach providing details of safety management systems and examples
in the annexes of an actual safety case, specimen accreditation application forms and checklists for
information.
MCS Report 2 noted that the establishment of the regulatory system is one of DKIJs biggest
challenges and suggested that donor support may be sought to fund and expedite such
development.
Transport integration: MCS Report 2 focused on the importance of integration, making the MRT
system more attractive and increasing the likelihood of modal shifts. The section above on the PCU
stresses the need for DKIJ to manage the integration process, with the first step in this process linking
the MRT with Transjakarta and feeder busses.
Financial Issues
MCS Report 72 presents detailed assumptions and scenarios concerning MRT phase 1 development.
The consultant includes a number of extracts from that report as an update to the numbers
presented in MCS Report 2.
Subsidies: The Most Likely financial estimates include a total subsidy of Rp. 18,876 billion over the 35
year operation period.
2
MCS Report 7 ‘Financial Planning’ Draft submitted October 2014

Subsidy Components – Most Likely Case (DKIJ & MRTJ)
Subsidy Components – Pessimistic Case (DKIJ & MRTJ)
TDM & Value Capture: MCS Report 2, in discussing subsidies suggested that there are valid
arguments for particular interest groups to be targeted and made to take a share of the burden of
MRT funding and be subject to specific taxes and/or levies rather than the entire subsidy coming
from DKIJs General budget. The income from such activities is usually controlled by a transportation
agency, like the Jakarta Transit Commission discussed in Report 2, and allocated by them to public
transit operators.
The targets include private vehicle owners/users who contribute to congestion and property owners
who live along the MRT corridor and will benefit over time from property value uplifts and greater
accessibility and mobility for their residents, employees, visitors, etc. The report provides a
description of recommended Traffic Demand Management (TDM) measures as well as value capture.

The planned Electronic Road Pricing is seen as a key part of TDM initiatives and the Consultant notes
that based on the current trials the intended scheme is unlikely to achieve its objectives. The report
includes a best practice recommendation for a scheme using a zonal system (covering the CBD area)
not based on unlinked individual roads.
The subsidy estimate includes income of Rp. 16,444 billion from the TDM programs and value
capture initiatives that are the subject of the following sections. Without real effort to implement
these programs the subsidy estimate increases to Rp. 46,752 billion3.
PT MRTJ Railway Business Activities and Set Up

Construction & start up timeline: As a background to the report the Consultant includes the latest
version of the project construction and startup timeline.
Lessons learned: The Consultant has included some brief lessons and other pertinent information
learned from the Delhi and Dubai metro projects based on their respective experiences in developing
their systems that are considered helpful for DKIJ and MRTJ.
Technical Activities and Set Up:

O&M activities: The Consultant’s O&M experts have expanded the detail described in MCS Report on
O&M activities and set up and have included more depth regarding signaling, low voltage, high
voltage, track, structures, telecoms, etc.
1. Introduction
As mentioned in MCS Report 2, there are several ways of carrying out MRT operations from being
managed and operated totally ‘in house’, limited outsourcing of key activities to complete
outsourcing of operation and maintenance (concessioning). In this report the operations and
maintenance in MRTJ is described to be carried out as an “in-house” operation but with the short to
medium term help of a “Supporting Management Team” or ‘Shadow operator” employed to ensure
safe initial operation. It is expected that in the future that the stable self-operation by MRTJ will be
realized as the result of technology transfer and appropriate staff training by the Supporting
Management Team/Shadow Operator.
2. Operation Management
The operation management section in Report 3 describes an effective and efficient management
system related to train operation. The Major operation management items are briefly explained as
follows.
3. Train operation plan
Based on the demand forecast of daily passengers in Years 2018, 2020 and 2027, it is proposed to
make train operation plans which users feel are comfortable and convenient. The balance between
service standards and operational cost is taken into account so that headway is suggested to be 5
min. in peak hour and 7 min. 30 sec. off-peak as shown in the table below. In addition, the necessary
number of rolling stock and train crews is calculated in accordance with the headway.
PPM (Public Performance Measure) and operation rate are used as performance indicators in Report
3 and proposes that the two performance indicator should be greater than a target value which is
98% on time (on time defined as within 5 minutes of scheduled time).
3
Cumulative over the life of the project

Train Operating Parameters

Item/Year 2018 2020 2027
Peak hour Headway 5 min. 5 min. 5 min.
Congestion ratio 104 % 111 % 136 %
Cycle time 69 min. 69 min. 69 min.
Off-peak hour Headway 7.5 min. 7.5 min. 7.5 min.
PPM (Public Performance Measure) 98 % 98 % 98 %
Number of necessary train sets 16 trains 16 trains 16 trains
Train operation number per day 151×2 151×2 151×2
Number of necessary drivers for peak hour’s operation 51 persons 51 persons 51 persons
Note: Off-peak hour’s demand is assumed as a half of peak hour.
4. Necessary facilities for safe operation

Jakarta MRT shall install ATO (Automatic Train Operation) and TASC (Train Automatic Stopping
Controller) which are the driving assistance systems generally equipped in recent urban railways. In
addition, the Jakarta MRT shall also install PSD (Platform Screen Doors) for enhanced safety at
stations. Furthermore, Operation Control Centre (OCC) shall have the centralized system of train
operation management.
Safety of train operation shall be ensured by installing ATP (Automatic Train Protection) and CBTC
(Communication Based Train Control) for collision protection.
5. Organization
The organization of MRTJ consists of Head Office and Site Offices. In the Head Office, Train Operation
Section and Station Service Section are related to train operation. The Train Operation Section in the
Head Office has two Site Offices which are OCC and Crew Depot. While the OCC is responsible for
train operation management, the Crew Depot shall manage train crews. The Station Service Section
in the Head Office has Site Offices for station. The Site Offices for station are classified into two kinds
of Site Offices which are Large Stations (Lebak Bulus, Block M and Bundaran HI) and Normal Stations.
6. In-house and outsourced functions
In the medium to long term in-house operation of the MRT by MRTJ staff is proposed. However, at
the initial stage of set up and start up commercial operation the Consultant considers that it will be
difficult to conduct complete in-house operation, particularly for highly skilled positions. It is
recommended that external experts (shadow operator) shall advise and support MRTJ staff for a
period of 4 years until MRTJ staff are fully capable.
In addition it is recommended to outsource routing functions such as cleaning. Outsourcing those
functions will allow MRT staff to focus on the “core” business of operating and maintaining train
service.
7. Acquisition of expertise with the help of Supporting Management Team (SMT)/Shadow
operator
It is difficult to envisage MRTJ having the necessary skills in-house at the initial stage of commercial
operation for all tasks and it is recommended that an experienced international operator be retained
as a shadow operator for a period of 4 years; 2 years prior to and 2 years after commencement of
commercial operations. This time period may vary depending on an assessment of the skill level of
MRTJ staff.


8. Standard Operating Procedures (SOPs)

High level SOPs are shown for key areas. The SOPs are effectively the SMT’s tasks. In order for MRTJ
to conduct the in-house operation, it is important that MRTJ staff are able to perform their duties
based on the SOPs. Head Office SOPs govern Train Operation Section and Station Service Section. Site
Offices SOPs govern train operation - OCC, Crew Depot, Large Station and Normal Station.
The SOPs of the Site Offices are divided into normal processes and emergency processes. The Report
shows the SOPs on emergency processes in particular situations described below.
 Driver – Malfunction of rolling stock, signal and facility, fire, extreme weather and accident
 OCC – Train operation adjustment, malfunction of rolling stock, signal, facility, fire, extreme
weather and accident
 Station – malfunction of signal, turnout and accident
9. Maintenance Management
The report describes an effective and efficient management of maintenance. Major items on the
maintenance management described as follows.
Maintenance of rolling stock and depot machinery
Maintenance of the railway system is basically carried out by preventive maintenance, consisting of
regular inspection and periodic changing of spare parts. This preventive maintenance policy includes
planning of the maintenance schedule, staff planning and stock control of spare parts.
Maintenance Schedule
Maintenance work Location Cycle
Routine Inspection Inspection track 6 days
Monthly Inspection Inspection track 90 days or 30,000 km
Semi-general Overhaul Workshop 4 years or 600,000 km
General Overhaul Workshop 8 years
Light cleaning Platform of station At turn-back operation
Normal cleaning Cleaning track Every 2 weeks
Heavy cleaning Every month
Wheel turning work Under floor lathe As necessary
Source; Basic Engineering Design Report
For the 16 train sets provided for the transportation plan, maintenance work in the Depot is:
Rolling Stock Maintenance at the Depot

Year 2018 2020 2027
Daily Inspection times/day 2.7 2.7 2.7
Monthly Inspection times/month 5.3 5.3 5.3
Overhauls times/year 4.0 4.0 4.0
Lebak Bulus Depot

1) General description of the depot
For maintenance of rolling stock, a depot is being constructed near Lebak Bulus Station. There will be
2 inspection tracks, one emergency repair track, and one shop-in inspection track, used for
inspections at the beginning and completion of the overhaul. There will be space for one train set
(maximum of 8 coaches), permitting repairs to be performed in sequence.

The underfloor lathe is installed in the depot and wheel turning is possible without uncoupling and
disassembling a bogie from the train. The work of re-profiling becomes necessary in the case of flat
spots on the wheel treads or excessive wear on wheel flanges.
An automatic car washing machine is also installed in the depot which can wash the train exterior
automatically when a train passes at slow speed.
2) Number of depot staff
The necessary number of staff for the maintenance works in the depot is 60 persons; for inspection
an additional 16 and for overhaul 18 will be necessary.
3) Cleaning of trains
In the depot cleaning of trains will be carried out by outsourcing. The contents and cycles are:
Frequency of Rolling Stock Cleaning

Cleaning work Cycle Location
Daily cleaning Every day At stabling track
Car washing by automatic machine Every week At car washing machine
Normal cleaning Every 2 weeks At cleaning tracks
4) Risk in the depot plan

If the current regulations of the Government are applied to the rolling stock maintenance schedule,
the work volume will increase drastically, and number of depot staff will also increase.
5) Selection of in-house or outsource
If outsourced work shall be confirmed or checked by employer, inspection works have no merit in
outsourcing.
Outsourced Works
Works in Depot Outsource In-house
Inspections ✔
Overhauls (options) ✔ ✔
Cleaning works of train ✔
Final check of train function ✔
When overhaul work should be outsourced completely, there is a risk which in-house workers cannot
keep the skill of disassembling bogie in emergency repair. It is the same for other components or
equipment. MRTJ would not have access to technical data of overhaul.
In the case of a derailment, a rescue team shall be sent to the site. Team members must be
accustomed to train handling; therefore most of the team members shall be selected from monthly
inspection group and overhaul group. Considering the above, the recommendation of Consultant is
that overhauls shall be done by in-house workers.
Infrastructure maintenance - Maintenance of track
1) Basic conditions
On the main line, all sections are made by direct fastened track with PC sleepers. In the depot,
ballasted track is used as correction of rail alignment is not critical. The main track maintenance work

will be the detection of damaged rail fastening devices and rail cracks. Inspection of rail wear,
especially wear of side planes, shall also be done carefully in the sharp curve sections. At turnouts or
crossings, the inspection of irregularity must be completed carefully.
Therefore daily inspection of track is necessary and damaged components shall be changed quickly
depending on the degree of risk. Preventive maintenance such as change of worn rail is also
necessary. A work plan for replacement of worn rail must be developed by the study of rail
conditions, and will be completed by out-sourcing.
2) Organization
The organization of MRTJ consists of Head Office and Site Offices. In the Head office, Facilities section
is related to track maintenance. The facility managing unit for track will take responsibility for
preparing the routine inspection schedule, implementing the inspection task schedule, collect
reports and evaluate, plan annual and multi annual improvement program, clear budgeting process
of the owner, and carry out the improvement programs. In parallel, the unit will manage
procurement and contract procedure, training of inspection/maintenance for staff, etc. The track
facility managing unit is headed by the unit manager, has 20 permanent staff (i.e. 3 staff in Head
Office and 17 staff in Site Office) for inspection, planning, contract managing, purchasing, and is
located in the Depot. This unit will be under the whole Facility Management Unit.
3) Qualification requirement for inspection staffs
According to the National Regulation for the track inspection and maintenance, it is required that the
inspection staff should have two years’ experience, however, it may be difficult for PT MRTJ to assure
the all initial staff satisfy such requirement in recruiting, and it is not adequate for aspect of
sustainable personnel resource development. The MCS proposes that the less than half of staff can
be employed as junior staff, and the staff with proper experience shall lead the inspections.
4) On the job training and classroom training for the junior staffs
The junior staff will be mainly trained through on the job training (OJT), with experienced staff for
inspection and maintenance. On initial stage of employment, class room training for track
maintenance including general railway knowledge, general railway operation, structure, signal, and
communication, high voltage, E&M, and passenger services, during the period of one month. After
two-year-OJT and one-month-classroom-training, including training pre-opening period, the trainee
will be certified as a track inspector. It is expected that graduates from high school is adequate for
junior staff.
5) Inspection during construction and handover
As the slab direct bedding method will be applied to the mainline of the MRT, quality of construction
will be critical. The following are items which will influence to the condition of track in future, and
the PT MRTJ and owner must observe the quality of construction during construction period and
handover. If there are any defects of the following items, those defects should be improved during
the guarantee period.
 Vertical difference at joint of viaduct, which will give bending moment to the rail.
 Transition section between the slab section and ballast section, where will give vertical
difference to the rail.
6) Track inspections
Inspection items and their frequency are shown in table below. In addition, equipment used for track
inspection is shown in figures further below.
Frequency of Track Inspections

Inspection Frequency Remarks

Patrol on the train Daily Watching track irregularity
Sensing abnormal sound and noise
On-foot patrol (main) Once a week Checking irregularity and materials
(depot) Monthly If possible fixing of loose bolts etc.
Track measurement Quarterly Measuring track irregularity using by Track Master
(measuring equipment)
Rail Inspection (1) Quarterly Rail wear, rail defect,
Rail Inspection (2) Annually Rail defect check by ultrasonic rail detector
Turnout/crossing inspection Quarterly Wear of tongue rail
Check-rail gauge
Maintenance of power supply (OCS, substation, PDS and SCADA)

Maintenance concept is dependent on level of redundancy provided in the system. Overhead
Contact System (OCS) has no redundancy, and therefore needs constant inspection and preventative
maintenance during power off conditions in maintenance window, and in train operation hours,
reactive maintenance shall be done. Substations, PDS and SCADA have designed redundancy, and
generally they require the function checks with one half of the redundancy systems switched out.
These maintenance works are carried out in Monday to Friday daytime; off-peak hours.
1) Maintenance Concept
 Preventative and Reactive Maintenance
Most maintenance is preventative, where its effectiveness is not immediately seen. The effectiveness
of reactive maintenance is obvious and measurable, and can be quantified into overall service
availability benchmarks, with Key Performance Indicators (KPIs) as important measures of efficiency
and effectiveness of maintenance.
 Safety
Safety is another important key performance indicator that is best managed by a Safety Risk
Management System based on an International Standard such as OHSAS 18001.
 Regulations
Indonesian and International Regulations and Standards are used. Maintenance is done on
Substations, PDS and OCS equipment, using an Electrical Access Permit, which is a tightly controlled
written document signed on and off by all staff required to work around High Voltage.
 Design Life
Design life of all equipment can be extended by good preventative maintenance programs
2) Inspections and Repairs
It is necessary to establish safe working conditions for the inspection and repair of electric systems,
using Standard Operating Procedures, identified in Maintenance Manuals. All parts of the OCS need
night inspections the minimum number of staff required for maintenance is 3 in head office and 27 in
Electric Maintenance Depot, making a total number of 30. When most of the maintenance works are
outsourced, total number of 11 staff is still required to manage the maintenance works. These levels
of staff should be necessary to make the system sustainable as the systems age, but will be reviewed
when Phase 2 of the project comes into operation.
3) In-house versus outsourced
Labor cost figures favor In-house maintenance, unless suitable staff cannot be recruited.

Maintenance will, therefore, be done mostly in-house with a few specialized pieces of equipment
being outsourced to the supplier or manufacturer. Repairs of the Diesel Generator sets,
transformers, protection and metering equipment will be outsourced. Maintenance during defects
Liability Period in the first 2 years will be done by Systems Contractor that allows in-the-field training
for, and knowledge transfer to, MRTJ staff. Recruitment of suitable staff will be difficult, and it may
force outsourcing decisions.
4) Training
Training is done in a special training facility similar to that of PT.KAI with the support of 3 training
experts of consultant’s company. One consultant covers Substations and PDS. One consultant covers
OCS, and one covers SCADA. Trainees will be fully certified at the end of their training. Supervisors
will need to be found from PT.KAI and from other Metros in Asia, in order to meet the training
schedule. The Systems Contractor submits a Training Knowledge/Skills, Transfer Plan and a Spare
Parts and Consumables Management Plan to assist the training. Training is expected to take 12
months full time for inexperienced candidates to bring to base grade, 4 months full time for
experienced Supervisors, and 3 months part time for Chief and Assistant Chiefs.
Maintenance of telecom and signaling systems

1) Overall concept
The low voltage equipment is practically free of maintenance. Even so the Telecom equipment will
need close control and administration of the hardware - and software configuration to cope with
changes in organization (e.g. telephone extension) and improvements (e.g. Change of standard
operational procedures) as well as regular physical Inspections. It is recommended to administration
shall be done in house.
Organization chart of Low Voltage Maintenance

Telecom maintenance
Concept
All hardware maintenance can be outsourced as it is not a key competence. Maintenance of the
equipment installed for the TELECOM Systems in the technical rooms of the stations and OCC require
a team of 3 IT engineers for supervision and follow up of the hardware and software configuration
and an additional coordinator for the contracts of the outsourced activities.
Scope of work
Generally, the scope of work includes the following activities:
Due to improvements and changes it is expected that particularly the DTS and the TEL systems need
to be closely supervised and the engineering of the hardware - and software configuration shall be in
house. The configuration of the terminal equipment / users must be traced and recorded.
The Software of the DTS system must be regularly (or when available) be updated.
A list of parameters shall be established on Line Replacement Unit (LRU) level so that maintainability
of equipment is within the specified limits.
Dust, rain, humidity will influence the satisfactory functioning of the equipment in daily use. It is
advisable to establish a maintenance schedule to check visually all wiring, connectors and clean the
equipment at least every 6-month.
CCTV CAM’s need frequent cleaning of the lenses and fixed installed CAM’s shall be adjusted.
Signaling maintenance
Concept
To ensure the safe and high performance train operations over the time span of 15 years, depending
on the part of the asset it becomes clear that it is a complex task to reach the three goals:
Safe operation
Punctual operation
Cost effective maintenance
This Project will use a CBTC (Communication Based Train Control) moving block systems. To achieve
SIL 4 it is necessary to filter mistaken false or malicious data. Emphasis on security checks must be
adopted that the content of the protocol is content (correct information) and continuous which
requires a close monitoring to confirm that the communication is continuously working.
The system architecture must be in a certain degree failure tolerant, however in case that the Data
transmission is on failure or when train ATP reports irregular condition, the train shall apply full
service brake/emergency brake.
MRTJ will be the first mass transit system employing CBTC in Indonesia. This is an important
technological step that makes know how transfer a vital element for the operator to be enabled to
offer safe and reliable operation to the public. It is envisaged in the maintenance concept to build up
a group of in house system engineers.
It is standard in a new MRT system to employ a FRACAS system that shall to demonstrate the key
performance indicators (KPI) Availability, Safety and Maintainability. The Indonesian regulation,
which is presently in force, does foresee that CBTC can be installed. To perform the certification it is
necessary to have a reference to adhere to and more detailed rules such as the IEC Standard 622278,
ISO 9000 and IEEE 1474.

Process of Corrective (Preventive) – Maintenance for Low Voltage Systems
Scope of work
Software and hardware needs to be updated on a regular base. The decision of updates shall be
based on the Life Cycle Cost analysis and the decisions made from the FRACAS Team. All changes
must be performed under the safety regulation established (e.g. IEC 62278).
Under normal conditions the signals equipment is considered “maintenance free”. In order to
provide a safe and reliable operation the maintenance schedule must foresee daily checks (mostly
indicated as a minor/major alarm in the Facility SCADA System) and frequent visual checks shall
include also frequent cleaning of the equipment to attend/maintain wear and tear of the daily use.
Wayside equipment, particularly Turnouts and Switch machine need to be maintained weekly,
however the preventive maintenance shall be based on the condition/usage by continuously
monitoring the condition of the signaling system. This hardware maintenance shall adhere to the
procedures already established.
Preventive maintenance must be based on a tight asset management
Use of database based asset management tool
FRACAS Tool
Migration to future technologies must be considered permanently as an option and software up-
dates must be expected on a frequent base
To perform the works it is vital that maintenance activities are governed by a Quality Management
system and safety management system (according ISO 9000 and IEC 62278)
According to the maintenance schedule of installed equipment in technical rooms wayside and the
expected work for safety certification and configuration layout tracking it requires 3 teams of 2
engineers and 1 team of engineers
Summary OCC unavailability
Due to the importance of these systems the availability requirement shall be very high. It is
technically reasonable to expect an unavailability of 30 min in 1000 hours.

In practical operation however it is unlikely that every system, which has been considered, fails in the
same time of observation. Especially in the beginning of the operation it can be expected that
systematic errors, wrong parameters or operating errors would contribute much more to the
unavailability, hence it is necessary that an automatic system provides the necessary data for the
availability demonstration
10. Maintenance Outsourcing & O&M support:

1. Supporting management (Shadow Operator)
Basically, operation of Jakarta MRT is carried out by MRTJ. However, MRTJ will employ the experts
having high degree of expertise from outside, during a 2 year period before and after opening. The
experts who perform as Supporting Management Team (SMT) in MRTJ carry out the transfer of
maintenance skills to the staffs for maintaining MRT system; this constitutes an important training
effort. Major role and activities are to support Head Office, to support Site Offices established for
operation and maintenance, and to support to obtain the Certificate for Operation from MOT (DGR)
as mentioned in article of receiving certificate before service operation.
3.1. Supporting management in Head Office
The matters related to Operation & Maintenance is approved by the MRTJ management that consists
of Directors responsible for each department. SMT will support the management on the following
items.
 Preparation of the train operation diagram
 Prepare human resource and training plans
 Planning for additional procurement of the rolling stock
3.2. Supporting management in Site Offices

Supporting items are as follows;
 Driver training (starting the supporting work before 1 year of installation of rolling stock)
 Train operation (starting the work before 6 months of installation of OCC equipment)
 Station operation (starting the work before 6 months of installation of station ·equipment)
 Rolling stock maintenance (starting the work before 2 months of installation of rolling stock)
 Electrical equipment maintenance (starting the work before 2 months of installation of
power supply)
 Track maintenance (starting the work before 2 months of installation of track)
 Civil structure maintenance, etc. (starting the work before 2 months of completion of civil
work)
Supporting activities for taking certification for operation are as follows;

 To support the establishment of the Work Receiving Inspection Committee (WRIC)
 Preparation of supporting documents for WRIC
 Attendance at the integrated Testing and Commissioning

Staff of Supporting Management Team (shadow operator)

Position Assignment name Number of Experts Year
Team Team Leader 1 4
Train Operation Operation Management Expert 2 4
Station Operation Station Operation Expert 2 3
Rolling Sock Rolling Stock Maintenance Expert 2 3
Electric Power Low Voltage SCADA Maintenance Expert 1 2
High Voltage OCS Maintenance Expert 2 2
Signal Signaling System Maintenance Expert 2 2
Telecommunication Telecommunication System Maintenance Expert 2 2
Infrastructure Track work Maintenance Expert 2 2
Civil Structure Maintenance Expert 1 2
Building Architect Maintenance Expert 1 2
Sub total 18 (International) 28
Training Expert Training Expert 1 1.5
Assistant training Expert 8 1.5
Sub total 9 (National) 3
The Supporting Management Team (SMT) requests to employer MRTJ to establish the Work
Receiving Inspection Committee (WRIC) as shown in following organization chart before 9 months of
Commissioning.
Organization Chart for WRIC
DKI
WRIC (Work Receiving

Inspection Committee)
SMT MRTJ •·MOT( DGR) : 2 persons
• ·DKI: 4 persons
• MRTJ: 6 persons
Contractors CMCS
Safety Management/Regulatory compliance: This section expands the Report 2 outline of the
required Safety Management System (SMS) and explains how it links in with a modern regulatory
approach that involves accreditation and/or the submission of a Safety Case. This includes the
priorities and development of SMS over the lifecycle of the project.

Lifecycle
Lifecycle Stagesofofthe
Stages the Railway
Railway Transport
TransportSystem
System
Safety Regulations & laws Pre-operation
Safety approval, system handover and
acceptance
System definition and application
conditions
Operation
Adequate arrangements for identifying the
Effective operating requirements of the equipment,
Scope subsystems and systems it controls.
Risk analysis and system requirements
of the
SMS Maintenance
Adequate arrangements for implementing
planned and preventative maintenance
(including, where appropriate, maintenance
Design, implementation, based on monitoring of equipment condition)
installation and system of its equipment, subsystems and systems
acceptance
Renewal
Adequate arrangements for identifying and
planning renewal work which it has to
undertake for regulatory or business reasons.
Source: Consultant and best practice research
The report also includes more details regarding the need for a safety culture originally described in
Report 2 and details how it is developed over time.
DuPont Safety Culture Case Study – Safety Culture Continuum
11. Organization and HR activities

Organizational design
Head office

Shown below is the organization of head office which has 2 divisions and 11 sections. Total number
of staffs is 60 persons including directors.
Staff number and job
Division Section Staff number Job description
General Director 1
Vice General Director 1
Directors of each department 2
Administration Marketing 3 Study the demand of transportation
Department Personnel 4 Deployment of staffs
Training section 7 Training of staffs
Financial affairs 4 Account and control the cash flow
management
Administration 3 General affairs
Railway Train operation section 8 Making train operation plan, demand
Operation study and transportation plan
Department Rolling stock section 7 Management of rolling stock and
maintenance
Facility section 10 Supervision of track depot, civil structure
maintenance depot, and machinery
depot
Electric and signal section 2 Supervision of electric power depot
(Electric power) (substation and catenary)
Electric and signal section 3 Supervision of signal and telecom
(Signal and Telecom) system
Station service section 5 Supervision of stations
Total 60
2.1. Draft organization chart

Organization chart of Head Office and Site Offices is shown in figure below. Total number of MRJT
staffs is estimated to be 472.

Organization of MRTJ
General Director Head Office 60
Board of Directors
Vice General Director
Administration Personnel 4 Training 7
Department
Finance 4
Site Offices 412

Administration 3
Railway Operation OCC 25
Department
Train operation
Crew Depot 67
Section 8
Rolling stock section

Depot 60
7 persons
Track depot 17
Facility section 10 Civil structure Depot 10
Machinery Depot 10
Electric & Signal Section
Electric power 3 Electric power depot 27
Signal / Telecom 2 Signal / Telecom depot 19
Station service section 5 Large stations 57
Normal Stations 120
12. Staff Training:

Training for newly employed MRTJ staff depends on the professional and regulatory requirements.
The training for license acquisition/accreditation is the most critical requirement for without such

training/certification MRTJ will not be able to operate the system. The MRTJ train operation
organization includes the training of drivers.
It is suggested that MRTJ make use if possible of the PT.KAI operation center at Bekasi which has
been conducting training for trainee drivers of the existing urban electric railway. However, the
training for MRT trainee drivers, OCC staff, low voltage staff, etc. cannot be conducted entirely at the
same center because PT.KAI and MRTJ have very different driving rules and different ways to deal
with rolling stock and train control facilities. Other training for MRTJ rolling stock and high voltage
systems will be very similar to those used by PT.KAI.
Compensation: This section examines the area of staff compensation and benefits within MRTJ and
the principle to be followed in order to ensure MRTJ attract targeted staff in their recruitment drives
and then encourage motivation and employee productivity. The section looks at job grading systems
examines comparable salary levels in the market place recommending possible ranges by general
position. The basic principles in creating the compensation system are that salary levels are
comparable in the marketplace and within the organization the employees obtain fair compensation
value when compared to other employees in the company.
13. Administration Systems:

IT & Systems: In MCS Report 2 the Consultant recommended that PT MRTJ acquire a fully integrated
rail IT system such as SAP or Oracle. These modified Enterprise Resource Planning (ERP) systems are
available with little need for expensive development costs and link key operational activities, asset
management, maintenance, accounting & finance, budgeting and HR and provide PT MRTJ with vital
management tools with which to manage the business. This report focuses on the complex process
of system design, specification and procurement with relevant timelines included in MCS Report 44.
ERP Implementation Methodology
Source: Oracle
Ticketing: The proposed automatic fare collection (AFC) system for the MRT is a state of the art
system, using interoperable, contactless stored-value cards issued by six banks, licensed for e-
payments by Indonesia’s National Bank. In addition, single trip tickets will be available for passengers
on their mobile phones with a NFC tag attached. Entry and exit to/from the paid area of the MRT will
be via reversible flap gates, including at least one wide gate to accommodate passengers in
wheelchairs or carrying bulky items.
4
MCS Report No 4 ‘MRTJ Implementation Roadmap’ Draft submitted September 2014

A ticket control booth will be placed at each gate array to service passengers with problem cards or
tickets. Self-service add value machines will be available in the free area of the stations to top-up
stored value cards. Convenient ‘Auto-Top-Up’ facilities will also be provided for stored value cards
linked to bank accounts of the card issuing banks. Thus, the amount of cash handling will be
minimized and should not involve any coins.
Each station will have a station control server to collect the entry/exit data and to control the
direction of the reversible gates as required. Data from the station servers will be uploaded for
further processing to the central computer and eventual submission to the respective bank’s clearing
systems. The central computer will also provide virtual station servers in case of any failure at a
station.
The proposed Business Rules for the operation of the recommended AFC system are based on the
latest rules proven in many existing systems using electronic ticketing.
14Other Activities:
Tariff structure: The consultant explains the different types of methodologies for determining ticket
pricing from flat rate, distance and zones and recommends a by distance method with example for
MRTJ.
Ridership and marketing: The report provides some reference material on tariff elasticity and the
impact of pricing on ridership. It also discusses MRTJs need to market and advertise its services
particularly to attract new customers to the system. Examples are provided of specific marketing
initiatives to housing developments, factories and offices offering free and discounted tickets to
attract customers to the system. The consultant also provides examples of some of the free travel
initiatives useful particularly at start up to get commuters used to riding the system.
Customer communications, service & research: The report focuses on a number of case studies,
including a comprehensive study made by CoMet and Nova of the importance of customer service.
To assist MRTJ examples of help lines, customer service approaches, research, etc. are provided.
MRTJ will have to produce customer communication brochures and posters covering such areas of
personal safety, evacuation, etc. and also have to devise a set of bye-laws that govern behavior at
stations and on trains including penalties, etc. for breaching the set rules. Such bye-laws usually
cover restrictions on pets, food and drink, ticketing rules, lost property, offensive and abusive
behavior towards staff, etc. A sample for assistance is included in the report annexes.
PT MRTJ Non Railway Business Activities and Set Up

The non-rail activities of MRTJ will focus primarily on optimizing the revenues from station and train
(outside/on board) advertising and station space rental. These will be commercial activities
supporting the overall MRT business and selling to business customers. The activities will involve
some investment spend particularly on digital media, utilities, etc.
Advertising & Space Rental: There will be the opportunity for MRTJ to receive rental income from
kiosks and advertising within the station property. The MCS Consultant examines the organizational
structure to deliver these services and updates the revenue estimates presented in Report 2 which
are also included in the Financial Plan, MCS Report 7.
Wider property opportunities & TOD: In MCS Report 2 the consultant comments that Transit
Orientated Developments (TOD) will be an important long term measure for increasing MRT
ridership as well as helping the City to transform the quality of life of its citizens and alleviate
congestion. This section expands previous work on the topic and includes best practice case studies
for consideration. In addition, the Consultant discusses the potential mechanics for TOD

development in Jakarta including possible collaborative approaches and development models. The
potential for development around a number of MRT stations are also considered.

1. Introduction
1.1 Objectives of Report 3

The objectives of Report 3 – Detailed Analysis to Achieve the Ideal State of MRT Jakarta are to:
 Propose more detailed steps to implement the recommendations in Report 2 for key areas
of MRT operations including safety management, organizational design, passenger service
focus and standards, operations and maintenance practices, standard operating
procedures, IT systems and ticketing, non-fare income initiatives and a quality
improvement program;
 Propose more detailed steps to implement the recommendations in Report 2 for key areas
of DKIJ responsibility including establishing the Jakarta Transport Commission (JTC),
creating a regulatory framework for public transportation in DKI Jakarta, fare and fare
adjustment policies, executing a Public Service Contract with MRTJ, implementing traffic
demand management (TDM) programs, implementing value capture programs, and
evaluating Transit Oriented Development (TOD) and other non-fare income initiatives; and
 Provide the activities leading to the milestone included in Report 4, Implementation
Roadmap.
1.2 MRT Project Background

DKIJ is constructing the MRT, Mass Rapid Transit system, not merely for its economic and financial
benefits, but to reflect a new vision for the city. The city’s life and economic activity depend on
citizens’ mobility and how easily they can travel to various destinations throughout the city. The
main objectives in constructing the MRT system are to increase mobility, improve the quality of
travel and provide frequent access to reliable, trustworthy, safe and affordable travel.
As presently envisaged, the rail-based MRTJ will eventually stretch over a length of about 111 km
that will consist of the North-South Corridor (Lebak Bulus – Kampung Bandan) of about 23.8 km and
East-West Corridor(s) of about 87 km.
DKIJ will construct the North-South Corridor in 2 stages:
 Stage I will connect Lebak Bulus with Bundaran HI via a 15.7 km railway with 13 stations (7
elevated and 6 underground) which MRT is targeting the beginning of operations in late
2018.
 Stage II will extend the North-South Corridor from Bundaran HI to Kampung Bandan via an
8.1-km railway. MRTJ expects to begin the construction of Stage II before Stage I
operations begin and is targeting completion in 2022 (from the earlier target of 2020). A
feasibility study for this stage has been completed.
After many delays since the formation of PT MRTJ in 2008, Governor of Jakarta replaced the entire PT
MRTJ board of directors in March 2013 in order to put the MRT project back on track and to move
forward. Since then MRTJ has awarded contracts for the civil works on the underground sections
and elevated sections. It has also issued requests for tenders for the remaining project work (railway
systems, track work and rolling stock procurement). DKIJ and PT MRTJ are working through the
process to request the final tranche of loan funding from the Japan International Cooperation Agency
(JICA).

Figure 1 – Map of the Proposed MRT System
Source: Basic Engineering Design Report (BEDR)

The following table lists the important events in the history of the MRT to date.
Table 1 – Timeline of Key MRT Events
Time Event
1989-1992 Jakarta Mass Rapid Transit system study begins
Dec 1994 MRT Project announced with A US$1.5 billion price tag
1997 Project postponed due to the financial crisis
1999 Study on revised basic design begins
2000 JICA-funded study on Transportation Master Plan for Greater Jakarta (SITRAMP), Phase I,
begins
2002 Phase II study begins (SITRAMP II)
Jun 17, 2008 PT. MRT Jakarta (PT MRTJ) established
Dec 5, 2008 JICA and DKIJ sign contract for a study for the Dukuh Atas-Kota-Kampung Bandan
extension
Oct 22, 2011 JICA agrees to provide IDR 9 trillion in loans for first phase

Time Event
Sep 28, 2012 Two consortia (Obayashi-Shimizu-Wijaya-Karya and Sumitomo-Hutama Karya) to bid on
contracts to build underground sections
Mar 23, 2013 PT MRTJ board replaced the PT MRTJ directors at the general shareholders meeting
May 2, 2013 Governor Jokowi officially launches MRT project in ceremony at Hotel Indonesia traffic
circle; Obayashi-Shimizu-Wijaya Karya-Jaya Konstruksi and Sumitomo Mitsui
Construction Co.-Hutama Karya consortia announced as the winners to construct the
subterranean civil works
Jun 12, 2013 PT MRTJ signs contracts for underground civil works construction
Sep 25, 2013 PT MRTJ announces two consortia of Japanese and Indonesian companies (Tokyu-WIKA
and Obayashi-Jaya Konstruksi) have won tenders to construct the elevated civil works
Sep 26, 2013 Jakarta City Council revises PT MRTJ bylaws to increase the DKIJ capital participation to
IDR 14.65 trillion
Oct 10, 2013 Ground breaking ceremony at Dukuh Atas announces start of construction
Oct 17, 2013 PT MRTJ signs contracts for the construction of elevated civil works
1.3 Overview of the Management Consulting Services
The Management Consulting Services for Jakarta MRT System Project (MCS) was formed to assist the
Jakarta Provincial Government (hereinafter referred to as DKIJ) to become an effective oversight
body of the urban railway in DKIJ as well as PT MRT Jakarta as the developer and operator of MRT
system.
The primary objectives of the MCS are:
i. To define the necessary mechanisms for managing and operating the MRT; and
ii. To prepare business, staffing and financial plans that will support MRTJ in creating a
sustainable operation.
To achieve these objectives, BAPPEDA (Badan Perencanaan Pembangunan Dareh Pemerintah

Provinsi or Board of Regional Development Planning) as the DKIJ representative engaged the PADECO
Consortium to be the MCS Consultant (the “Consultant”).
MCS is a collaborative effort among the Consultant (with international and national consultants),
BAPPEDA and PT MRTJ; and the project tasks were stated in the original Terms of Reference (TOR).
Several months into the project, however; both BAPPEDA and PT MRTJ realized that the original TOR
required significant changes to reflect current MRT developments. The parties executed a contract
amendment that became effective on 15 March 2014 and this report conforms to part of the new
TOR.
MCS has experienced a number of difficulties in delivering outputs to date as a result of delays in
getting substitute experts approved and on site and the change in the TOR mentioned above. The
delay in agreeing a new TOR meant that key staff was demobilized from August to December 2013.

Figure 2 – MCS Project Timeline
2005 2008 2011 2012 2013 2014 2014 2014
25/11/2005 15/08/2012 14/03/2014

MOD 2005/ IP- 2008 05/01/2011 JICA 23/03/2013 Contract July-Oct 2014 14/11/2014
536 Funding PT MRTJ RFP for MCS Concurrence MRTJ Board Amendment Submission of MCS
for MCS Early established issued with DKI choice replaced approved formally Reports 1-7 Completion
TOR of PADECO adopting new TOR
[15/06/2013]
12/09/2012
Process
PADECO
begins to
receives Notice
create new
to Proceed
TOR
1.4 Management Consulting Services Reporting

As mentioned, Report 3 Detailed Analysis to Achieve the Ideal State of MRT Jakarta forms part of a
suite of reports as set out below:
Table 2 – MCS Reporting Deliverables
Report Name and Details Submission Date
Inception Report Project approach, comments on TOR, updated work plan etc. December 2012
Monthly Reports Summary of monthly progress and project issues 2012-2014
Full submission of the
Set of Task/Concept Reports (7) covering institutional,
Task/Concept whole package of final
operation planning, business planning, financial, human
Reports reports related to old
resources, PDCA strategy and legal
TOR
Report 1 Current Situation / As is Analysis Report June, 2014
Report 2 Ideal State of MRT Jakarta and Strategic Analysis July, 2014
Report 3 Detailed Analysis to Achieve the Ideal State of MRT Jakarta October, 2014
Report 4 MRT Jakarta Implementation Roadmap September, 2014
Report 5 Enterprise Risk Management September, 2014
Report 6 Change Management October, 2014
Report 7 Financial Planning October, 2014
Draft Final Report Draft Final Report summarizing Report 1-7 October, 2014
Final Report Final Report including client comments November, 2014
1.5 Report Structure

Following this Introduction, Report 3 will set out the following:
Transport Policy, Non-Railway
DKI Activities and Railway Business
Legal and Regulatory Financial Ossues Business Activities
Responsibilites Activities and Set-up
Matters and Set-up
 Chapter 2 – DKI Activities and Responsibilities: setting out the program and project
management responsibilities and information regarding public service contracts.
 Chapter 3 – Transport Policy, Legal and Regulatory Matters: including the legal overview,
set-up and operation details for the Jakarta Transport Commission (JTC) and regulatory
considerations.

 Chapter 4 – Financial Issues: Building on Report 7 Financial Planning, this Chapter includes
details on subsidies, transport demand management and value capture.
 Chapter 5 –. PT MRTJ Railway Business Activities and Set up: this Chapter includes details of
the operations and maintenance for Jakarta MRT for MRTJ to achieve a stable “in-house”
organization with the help of a shadow operator/supporting management staff to ensure
successful operation, transfer skills and train MRTJ to operate without support in the future.
 Chapter 6 – PT MRTJ Non Railway Business Activities and Set Up: this Chapter details the
non-fare box business including a MRTJ strategic development approach for Transit
Orientated Development (TOD).
In addition, a Report 3 Annex document is also submitted separately with this Report. The purpose of
the Report 3 Annex volume is to compile the additional materials relevant to the project such as best
practice case studies, example templates and guidelines, as well as supplementary papers by the
Consultant team and survey results. The separate Report 3 Annex document includes the following:
 Annex I – Additional project management materials;
 Annex II – Additional business planning systems and IT materials;
 Annex III – Non-railway business additional materials; and
 Annex IV – other additional materials such as safety, customer service, and the willingness to
pay survey results.
All materials are referenced in the main Report 3 document.

2. DKI Activities and Responsibilities

Legal and Regulatory Financial Issues Business Activities
Matters and Set-up
2.1 Program and Project Management Responsibilities – DKIJ PCU

2.1.1 Introduction
MCS Report 25 ‘Ideal State of MRT Jakarta and Strategic Analysis’ recommended that DKIJ establish a
Project Coordination Unit (PCU) to manage the MRT project. The Consultant believes that if the MRT
project is to be successful DKIJ has to take the lead and Program/Project manage the complex
processes to ensure clear policies, accountability and responsibility. This would involve Stakeholder
and interface management and timely actions regarding funding, payments, approvals, etc. which
are critical for the success of the project. The Governor’s Decision No 783 of 2013 states that DKIJ
shall monitor the MRT project through a Project Assistant Team (PAT) that shall be responsible for
planning, financial management, construction management and implementation management. Due
to the high level composition of the proposed PAT the Consultant recommends a structure whereby
the DKIJ PCU works with and assists the PAT as illustrated in the following figure.
Figure 3 – Proposed Organization of PAT and PCU
Leader Deputy Leader
Secretary D.Secretary
Leader/ Leader/ Leader/Construction

Planning Division Financial Division Implementation Division
Secretary Secretary Secretary
PM PM Financial PM
Portfolio Controller Construction/O&M
PM
Risk
Project
Office
PM Site
Logistics
Data Operator Data System
PM & Reporting Operator Administrator
Legal
PM Transportation
Integration
LEGEND
PAT positions, same as the Governor Decision 783
PCU Positions (Addition to PAT)

2.1.2 Project Coordination Unit (PCU)

The Consultant has discussed with DKIJ the creation of a Project Coordination Unit (PCU) to formalize
DKIJ’s monitoring and coordination of the Jakarta MRT project. This section of Report 3 provides a
5
MCS Report 2 ‘Ideal State of MRT Jakarta and Strategic Analysis’ Draft issued August 2014

description of the project charter for the development of the PCU. A Project Charter defines the
strategy, the scope, definitions and road map of a project at an executive level. In addition it is the
document that formally authorizes the project or a phase of the project and documents initial
requirements that satisfy stakeholder needs and expectations. It establishes a partnership between
the performing organization and the requesting organization (or customer, in the case of external
projects). The approved project charter formally initiates the project. A project manager is identified
and assigned as early in the project as is feasible, preferably while the project charter is being
developed and always prior to the start of planning. It is recommended that the project manager
participate in the development of the project charter, as the project charter provides the project
manager with the authority to apply resources to project activities.
 The Project Charter commits executive support to the project.
 The Project Charter commits the resources, human and financial, to the project.
 The Project Charter commits involved organizations to work together.
2.1.3 Project Assistance Team

The Project Assistance Team (PAT) is a new government unit that has as its mission to enable,
increase efficiency, coordinate all organizations involved, remove obstacles and Monitor & Control
the realization of the Mass Rapid Transit Jakarta System project within the allocated budget, time
and resources. The PAT team has been legally established by decree 783 from 2013 following a
Governor decree. Annex I:F includes an English translation of the main elements of the decree. In
order for the Project Assistance Team to fulfill its scope, the team has to have:
 The Highest level of executive support.
 Authority in its relationship with the government and private organizations. Please follow
the paragraph “Authority level” (section 2.3.4).
 Appropriate training for PAT members in project management and task skills.
 The PCU, to support the day to day work of the planning, monitoring and coordination of
projects, members and stakeholders.
2.1.4 To do list - Benefits; and Key Success Criteria
1. Executive to do short list

In order to successfully achieve the creation of the Project Assistance Team the executive needs to
go through the following high level tasks:
 Confirm Executive commitment to support the project by developing the PCU by signing off
on the PCU Project Charter and informing the appropriate organizations.
 Amend the Governor’s Decision number 783 from 2013 to include:
a. The proposed HR organization chart to include the resources identified through the
project scope baseline.
b. Allocate authority to the PAT to allow them to interact and work with the relevant
government organizations involved, through the issuance of an official memorandum.
Please follow the paragraph “Authority level” (See section 2.2.4)
 Allocate and commit the appropriate human resources to the PCU
 Support the development plan described in the PCU project charter. This includes:

a. Staff education and training in project management techniques and methodologies.

b. Allocation of resources, financial, Office space and equipment (including PM system
software and computers)
c. Acquisition of Project Management Software, supporting hardware and training.
 Set up and commit to the steering committee meetings, decisions and activities.
2. Benefits of PAT/PCU
Some of the more important benefits of enabling the Project Coordination Unit are:
 Effective Management of the Project  Eliminate confusion or misinterpretation.

 Institutional development  Measure and control, key to management.
 Change Management  Reduce or eliminate penalties.
 Knowledge transfer and increase the level  Budget control.
of expertise of DKI staff
 Deliver on time.
 Make use of experience gained in other
 Risk management resulting in control and
projects
reduction of identified risks.
 PCU can be scaled up to incorporate other
 Timely intervention, before it is too late.
projects and can be copied for other major
Active rather than proactive.
DKIJ programs
 Transparency
 Development of communication between
government organizations through  Responsibility
common procedures and standard
 Deliver value for money
reports, enabling working together.
 Stakeholder expectation management
 Same report data is the base for actions
especially the public
and decision making.
3. Key Success Criteria

The role of the PAT is to monitor and control the MRTJ project to ensure that:
 The project achieves its objectives.
 The project meets stakeholders’ expectations.
 The project is completed on time.
 The project costs do not overrun the budgets.
 The project is delivered at the quality required.
 The risks are managed.
2.1.5 Monitoring and controlling

The Monitoring and Controlling Process carried out by the individual Project Managers (PMs) within
the PCU and supported by the Project management Office consists of those processes required to
track, review, and regulate the progress and performance of the project; identify any areas in which
changes to the plan are required; and initiate the corresponding changes. The key benefit of these

processes is that project performance is observed and measured regularly and consistently to
identify variances from the project management plan. The process also includes:
 Controlling changes and recommending preventive action in anticipation of possible
problems,
 Monitoring the ongoing project activities against the project management plan and the
project performance baseline and
 Influencing the factors that could circumvent integrated change control so only approved
changes are implemented.
This continuous monitoring provides the project team insight into the health of the project and
identifies any areas requiring additional attention. The Head of the PCU and PAT and ultimately the
Steering Committee not only monitor and control the work being done by the individual Project
Managers, but also monitors and controls the entire project effort.
The figure below illustrates the monitoring and control process. The dashed circular arrow indicates
that the process is part of the Project Integration Management Knowledge Area. This Knowledge
Area coordinates and unifies the processes from the other Knowledge Areas.
Figure 4 - Monitoring & Control – Integration
2.1.6 Authority Level

The Project Assistance Team (PAT) has to work together with the executives and staff in other
organizations, departments and ministries to coordinate and make the activities described in the
project scope baseline happen. For this to be effective the Project Coordination Unit (PCU) has to
have a defined level of authority including the right to apply project resources, make decisions, and
sign approvals. Examples of decisions that need clear authority include the selection of a method for
completing an activity, quality acceptance, and how to respond to project variances.
The following table outlines the monitoring and control activity of the PAT and provides suggested
authority levels.

Table 3 – Monitoring & Control Authority

PAT Activities Authority Influence Execution
Authority Level Responsibility Time
Monitor 1. Demand Demand progress None Daily &
progress report reports. Weekly
2. Record progress Pure reporting.
3. Reporting
Manage 1. Initiate tasks In addition to the above. Some Daily
2. Demand Inform resources on task Weekly
progress reports start and demand
progress report
Control 1. Reallocate In addition to the above. Large Weekly
resources Full control inside
2. Reschedule tasks budgets
Executive 1. Budgeting Ina addition to the Maximum Monthly
above.
Approve budgets
2.1.7 Project Management System

Project management software has the capacity to help staff plan, organize, and manage resource
pools and develop resource estimates. Depending on the sophistication of the software, it can
manage estimation and planning, scheduling, cost control and budget management, resource
allocation, collaboration software, communication, decision-making, quality management and
documentation or administration systems.
1. Scheduling
One of the most common project management software tools is scheduling. Scheduling tools are
used to sequence project activities and assign dates and resources to them. The detail and
sophistication of a schedule produced by a scheduling tool can vary considerably with the project
management methodology used, the features provided and the scheduling methods supported.
Scheduling tools may include support for:
 Multiple dependency relationship types between activities
 Resource assignment and leveling
 The critical path and critical chain methods
 Activity duration estimation and probability-based simulation
 Activity cost accounting
2. Providing information
Project planning software can be expected to provide information to various people or stakeholders,
and can be used to measure and justify the level of effort required to complete the project. Typical
requirements might include:
 Overview information on how long tasks will take to complete.
 Early warning of any risks to the project.
 Information on workload.
 Evidence to support the decisions made.
 Historical information on how projects have progressed, and in particular, how actual and
planned performance is related.
 Optimum utilization of available resource.
 Objectives, Time and Resources Control.

 Provide same data at the same time. Unified data reporting in real time.
 Offers instant communication to the whole team.
The Consultant recommends Microsoft Project Server 2007 software for this system (please see
section 2.2.12)
2.1.8 Performance Measurement

1. Performance Indicators
Performance indicators are values of deviations from the baseline in different relevant areas of the
project. Also there are overall performance indicators for a general view over the project status.
Performance indicators are the end result of the activity of monitoring and the basis for decisions for
controlling the project.
Based on the continuous update of project progress the Project Management System will be able to
produce reports that present real time status data of all the activities required to be performed to
achieve the objectives of MRTJ project. Software is available to enable ‘real time’ reporting via a
‘dashboard’6, whereby DKIJ will be able to look up project progress, the risks, the tasks and projects
that require attention.
Each report mentioned in the list bellow represents a performance indicator.
 Overview reports  Activity reports
a. Project summary a. Un-started tasks
b. Top-level tasks b. Tasks starting soon
c. Critical tasks c. Task progress
d. Milestones d. Completed tasks
e. Deliverables e. Tasks that should have started
f. Budget execution f. Slipping tasks
 Costs reports  Assignment reports
a. Cash flow a. Who does what
b. Budget execution at project and b. Who does when
task level. c. To-do list
c. Over budget tasks d. Over allocated resources
d. Earned Value
2. Dashboard
The dashboard is a summarized, high level executive status report of all the activities required to be
performed to achieve the objectives of MRTJ project. DKIJ will be able to identify the project
progress, risks, tasks and projects that require attention from high level, bird’s eye view, with the
ability to drill down to individual task. The highest level reporting will have the following key
performance indicators:
 Time : on schedule or not
 Cost : on budget or not
 Resources : allocated or not
 Responsibility identification
 EVM : Earned Value Management
 Risk monitor : Indicate risk triggers
6In information technology, a dashboard is a user interface that, somewhat resembling an automobile's dashboard,
organizes and presents information in a way that is easy to read. http://searchcio.techtarget.com/definition/dashboard

Depending on the sophistication of the dashboard software and the amount of data accessible to the
dashboard, DKIJ personnel will be able to “drill down” to more detailed information and analyze the
causes of a particular change or trend in the performance indicators.
Figure 5 – Performance Indicator Dashboard
Source: Project Manager Online, http://www.projectmanager.com/project-dashboard.php
2.1.9 Earned Value Management Method

Earned value management (EVM) in its various forms is a commonly used method of performance
measurement in Project Management. It integrates project scope, cost, and schedule measures to
help the project management team assess and measure project performance and progress. Earned
Value differs from the usual budget verses actual costs incurred model, in that it requires the cost of
work in progress to be quantified. This allows the project manager to compare how much work has
been completed, against how much he expected to be completed at a given point. Actual cost is
compared with the earned value to show an overrun or under run.
The Figure below illustrates the key components of Earned value technique and Annex I:E provides a
more detailed example of the Earned Value Technique for reference.
Figure 6 – Earned Value Management
Source: Contracts QS (http://contractqs.com/2013/12/earned-value-management)

2.1.10 Project Management Processes

1. Best Practice
A best practice is a method or technique that has consistently shown results superior to those
achieved with other means, and that is used as a benchmark. In addition, a "best" practice can evolve
to become better as improvements are discovered. Best practice is considered by some as a method
used to describe the process of developing and following a standard way of doing things that
multiple organizations can use.
Best practices are used to maintain quality, reduce risks, as an alternative to mandatory legislated
standards and can be based on self-assessment or benchmarking. Best practice is a feature of
accredited management standards such as ISO 9000 and ISO 14001.
In our case the best practices the Consultant recommends are the ones under the American National
Standard ANSI/PMI 99-001-2008 and contained in the Project Management Institute Book of
Knowledge.
2. Processes
The Consultant recommends processes developed by the Project Management Institute. A summary
list of these processes follows. A detailed list is provided in Annex I:A
PMI practices:
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
2.1.11 MRTJ Project Scope Baseline

1. Project Scope
The project scope describes the project’s deliverables and the work required to create those
deliverables. The project scope statement also provides a common understanding of the project
scope among project stakeholders. It may contain explicit scope exclusions that can assist in
managing stakeholder expectations. It enables the project team to perform more detailed planning,
guides the project team’s work during execution, and provides the baseline for evaluating whether
requests for changes or additional work are contained within or outside the project’s boundaries.
The degree and level of detail to which the project scope defines the work that will be performed can
determine how well the project management team can control the overall project scope.
DKI can choose the level of details it wants to control through the level of definition of the scope. A
minimum level can be a budget allocation level. The scope for MRTJ in this document is at this
level.

2. Work Breakdown Structure

The Work Breakdown Structure, WBS, is a deliverable-oriented hierarchical decomposition of the
work to be executed by the project team, to accomplish the project objectives and create the
required deliverables, with each descending level of the WBS representing an increasingly detailed
definition of the project work. The WBS is finalized by establishing control accounts for the work
packages and a unique identifier from a code of accounts. These identifiers provide a structure for
hierarchical summation of costs, schedule, and resource information. A control account is a
management control point where scope, cost, and schedule are integrated and compared to the
earned value for performance measurement. Control accounts are placed at selected management
points in the WBS. Each control account may include one or more work packages, but each of the
work packages must be associated with only one control account.
3. Scope Baseline
An approved specific version of the detailed scope statement, work breakdown structure (WBS), is
the scope baseline. The scope baseline is the metric against which all deliverables, schedules,
changes and variances will be measured.
4. Scope Control Accounts
For the purpose of control and quality of each task, control accounts are created for each project
identified for the baseline. An illustration of the structure of the control accounts is provided below:
Phase
Program
Package
Objective
Project
Contract milestones
Task
Detailed scope control accounts for the Jakarta MRT Phase 1 project are included in Annex I:B.
5. Mapping
The Scope Control Accounts are also used to monitor and control the progress of the project in
relationship with the approved investment budgets and contracted budgets. Therefore a mapping of
these codes is a must as the data provided for reports has to include this reference to address the
needs of the investors, DKI finance department, Ministry Of Finance and Sub Contractors, etc.
2.1.12 Stakeholders
1. Identification
Identification of Stakeholders is the process of working out all the people and organizations impacted
by the project, and documenting relevant information regarding their interests, involvement, and
impact on project success. Project stakeholders include customers, sponsors, the performing
organization, staff and the public that are actively involved in the project, or whose interests may be
positively or negatively affected by the execution or completion of the project. They may also exert
influence over the project and its deliverables. Stakeholders may be at different levels within the
organization and may possess different authority levels, or may be external to the performing
organization for the project.

It is critical for project success to identify the stakeholders early in the project, and to analyze their
levels of interest, expectations, importance and influence. A strategy can then be developed for
approaching each stakeholder and determining the level and timing of stakeholders’ involvement to
maximize positive influences and mitigate potential negative impacts. The assessment is known as
‘stakeholder mapping’ and corresponding strategy should be periodically reviewed during project
execution to adjust for potential changes.
Most projects will have a large number of stakeholders. As the project manager’s time is limited and
must be used as efficiently as possible, these stakeholders should be classified according to their
interest, influence, and involvement in the project. This enables the project manager to focus on the
relationships necessary to ensure the success of the project.
2. Stakeholder Management
Managing stakeholder expectations is the process of communicating and working with stakeholders
to meet their needs and addressing issues as they occur. Managing stakeholder expectations involves
communication activities directed toward project stakeholders to influence their expectations,
address concerns, and resolve issues, such as:
 Actively managing the expectations of stakeholders to increase the likelihood of project
acceptance by negotiating and influencing their desires to achieve and maintain the project
goals,
 Addressing concerns that have not become issues yet, usually related to the anticipation of
future problems. These concerns need to be uncovered and discussed, and the risks need to
be assessed, and
 Clarifying and resolving issues that have been identified. The resolution may result in a
change request or may be addressed outside of the project, for example, postponed for
another project or phase or deferred to another organizational entity
Managing expectations helps to increase the probability of project success by ensuring that the
stakeholders understand the project benefits and risks. This enables them to be active supporters of
the project and to help with risk assessment of project choices. By anticipating people’s reaction to
the project, preventive actions can be taken to win their support or minimize potential negative
impacts.
The project manager is responsible for stakeholder expectations management. Actively managing
stakeholder expectations decreases the risk that the project will fail to meet its goals and objectives
due to unresolved stakeholder issues, and limits disruptions during the project.
Stakeholder List: A large number of organizations can be considered stakeholders to the MRT
project. Stakeholders include DKIJ and MRTJ the organizations executing the project as well as the
central government, JICA, various national and local government agencies, certain private sector
companies and the general public. Managing this large and diverse group of stakeholders is a
complex and challenging task and requires considerable effort and skill to be delivered successfully. A
list of stakeholders includes:
Table 4 – Project MRT Stakeholder List

MRT Project Stakeholder List
 DKI (Jakarta Regional Government)  Dinas Tata Ruang (Spatial Agency)
 Dinas Pengawasan dan Penertiban Bangunan
 BRT (Bus Rapid Transit)
(Supervision and Enforcement Agency)
 Dinas Perindustrian dan Energi (Industry and
 Regulatory Bodies
Energy Agency)
 Environmental agencies  Biro Hukum (Legal Bureau)

MRT Project Stakeholder List

 Biro Tata Ruang dan Lingkungan Hidup (Spatial
 Commercial/Industrial bodies/Chambers
and Environment Bureau)
 Citizens/resident groups  Biro Perekonomian (Economy Bureau)
 JICA (Japan International Cooperation Agency)  Dinas Pekerjaan Umum (Public Works Agency)
 GOI (Government of Indonesia)  Dinas Perhubungan (Transportation Agency)
 Bappenas (National Planning and Development  Dinas Koperasi dan UMKM (Cooperative and
Agency) Small & Medium Enterprise Agency)
 Kementerian Perhubungan (Ministry of  Dinas Pertamanan dan Pemakaman
Transportation) (Landscaping Services and Burial Agency)
 PT KAI Commuter Railway  Walikota (City Mayor)
 Kementerian Keuangan (Ministry of Finance)  Satpol PP (Regional Public Order Unit)
 Sekretaris Daerah  Pengembang (Developer)
 Deputi Gubernur Bidang Industri, Perdagangan
dan Transportasi (Deputy for Industry, Trade and  Property Developers
Transportation)
 Asisten Perekonomian (Assistant for Economy)  Commercial / Industrial Bodies / Chambers
 Asisten Pembangunan dan Lingkungan Hidup
 Citizens
(Assistant for Development and Environment)
 Bappeda (Regional Planning and Development
 General
Agency)
 BPKD (Regional Financial Management Agency)  Affected Community
 BPLHD(Regional Environmental Management  NGO and other independent
Agency)  organizations
2.1.13 PCU Staffing Requirements

1. Approach
The following organization chart indicates the minimum key posts required deliver the tasks,
projects, programs and portfolios as identified in the Baseline Scope of the project. The team
established under the PCU has the main responsibilities to:
 Develop the project management plan and all related component plans,
 Keep the project on track in terms of schedules and budgets,
 Identify, monitor, and respond to risk, and
 Provide accurate and timely reporting of project metrics.

Figure 7 – PCU Organization Chart Based on Project Scope
Head of PCU
Portofolio Manager
Stakeholder Management
Deputy of PCU
PM Risk Management
PM Quality
PM PM Legal PM Site
Project Office Development of PM Transport Logistics Financial
Construction
legal & regulatory Controller Budget
Manager Programme Integration Preparation &
Framework & Payment
MRTJ Land Aquisiton Closure Safety
Data Operator Develop MRTJ

& Reporting Organization
Develop MRTJ
Data Operator
Operations
System
Administrator

Figure 8 - Organization Chart – PAT, PCU, MRTJ PMU
Secretary Leader
Secretary Deputy Leader
Leader Construction
Leader Planning Leader Financial
Implementation
Division Division
Division
Secretary Secretary Secretary MRTJ PMU
Portofolio Manager
Risk Manager Financial Controller MRTJ Construction
Stakeholder
Management
PTMRTJ Organization
Legal Transportaion
Integration
PTMRTJ Operation
Data Operator
Reporting
Site Logistics
Blue is PAT; Red is PCU; Green is MRTJ PMU

2. Roles and Responsibilities

A summarized list of roles and responsibilities for each member of the PCU is provided here. A more
detailed presentation is included in Annex I:C.
Head of PCU
The head of PCU is responsible for MRTJ portfolio management:
 Manage the MRTJ portfolio
 PROJECT SCOPE MANAGEMENT
 PROJECT TIME MANAGEMENT
 PROJECT HUMAN RESOURCE MANAGEMENT
 PROJECT COMMUNICATIONS MANAGEMENT
 PROJECT PROCUREMENT MANAGEMENT
Deputy of PCU
The PCU deputy is also in charge of risk management and the PCU deputy when the Head of PCU is
absent:
 PROJECT RISK MANAGEMENT
 PROJECT QUALITY MANAGEMENT
Financial Controller
The financial controller is responsible for the overall financial activities of the MRT project:
 PROJECT COST MANAGEMENT
a. Costs reports
b. Control payments process
c. Forecasts
d. Acquisition process
e. Risk management
f. Project Management System data entry
g. Development of non –fare business
Project Manager – Site logistics

The Project Manager – Site logistics is in charge of the preparation of work sites for construction
work, management of utilities, safety and traffic and site closure when finished. Site logistics tasks:
 Traffic management
 Utilities diversion
 Temporary use of city parks
 Rearrangement of billboard spots
 Site surrounding safety and signaling
 End of works activities
Project Manager – Transport Integration
The Project Manager – Transport Integration is in charge of the development of contracts, systems,
ticketing and access to ensure that MRTJ receives passengers from the feeder systems and that MRTJ
integrates smoothly. Transport Integration tasks:
 Transport operators
 Access
 Ticketing
 Transport Oriented Development

Project Manager – Legal

The Project Manager - Legal is in charge of the development of legal & regulatory framework
required by the MRT project as specific tasks. The general tasks include responsibility for the
contracts legality and legality of procurement processes and land acquisition.
 General legal
 Specific tasks
 Land acquisition
 Land acquisition for Depot
Project Manager – Construction
The Project Manager – Construction is in charge of all construction packages. These projects are
under the management and authority of PT MRTJ. In relationship to the PCU there is a legal
reporting line from PT MRTJ into PCU/PAT Project Assistance Team and the Board of Commissioners.
 Project Integration Management
 PROJECT SCOPE MANAGEMENT
 PROJECT TIME MANAGEMENT
 PROJECT COST MANAGEMENT
 PROJECT QUALITY MANAGEMENT
 PROJECT HUMAN RESOURCE MANAGEMENT
 PROJECT COMMUNICATIONS MANAGEMENT
 PROJECT RISK MANAGEMENT
 PROJECT PROCUREMENT MANAGEMENT
3. Project Management Office (PMO)
A project management office (PMO) is an organizational body or entity assigned various
responsibilities related to the centralized and coordinated management of those projects under its
domain. The responsibilities of a PMO can range from providing project management support
functions to actually being responsible for the direct management of a project. The PMO can provide
but is not limited to:
 Administrative support services such as policies, methodologies, and templates;
 Training, mentoring, and coaching of project managers;
 Project support, guidance, and training on how to manage projects and use of tools;
 Resource alignment of project staff; and/or
 Centralized communication among project managers, project sponsors, managers, and other
stakeholders.
 In terms of the Project Management System the PMO team is in charge of:
a. PM system administration
b. Setup of system baseline
c. Collecting progress report data
d. Updating progress data
e. Reporting on project status
2.1.14 PCU Implementation

1. Statement of Work
The PCU implementation Statement of Work (SOW) is:
 Create the PCU unit.
 Educate the PCU staff in Project Management methodologies.

 Acquire a Project Management System.

 Educate PCU staff use of the Project Management System.
 Produce Project Management reports.
2. Suppliers
Recommended supplier for the software and software training:
Microsoft Indonesia Contact
001 803 852 9432/ 021 515 5151
Address:
18th floor Tower II Indonesia Stock Exchange Building, Sudirman Central Business District,
Jl. Jend. Sudirman Kav. 52-53,
Jakarta 12190 Indonesia
Recommended supplier for education on project management:
PMI Indonesia Chapter
Talavera Office Park 28th Floor
Jl. TB Simatupang Kav. 22-26
Jakarta 12430 – Indonesia
Telp: 021 – 7599 7905
3. Implementation Time
The implementation time estimation from the moment an executive decision has been taken and
resources have been allocated to the go live date is six (6) calendar months.
4. PCU project plan – high level
The building of PCU should be considered a pilot as DKI can scale up the unit to monitor and control a
variety of projects.
Figure 9 – PCU High Level Project Plan
A detailed schedule is provided as Annex I:D.

5. Budgets
The following budgets are estimated based on offers received by MCS from local suppliers. Some of
the items are blank at this stage as the Consultant has not received full information at the date of
this document release and further information is required.

Table 5 – PCU Implementation Budge
Unit Unit Amoun

Item
Unit
Category Name Description Tax Total Total USD
name Price t
MS Office Project
IDR
Server 2007 user 5 days 3,750,0 18,750, 1,875,0 20,625,
Education 3 training – Portfolio course 5 person 00 000 00 000 1,712.04
MS Office Project
IDR
Server 2007 user 2 days 1,430,0 7,150,0 715,00 7,865,0
Education 4 training - Desktop course 5 person 00 00 0 00 652.86
MS Office Project
Server 2007 admin
Education 5 training – Desktop 1 person
D
S
Education 9 PMI Book 5 book 65.95 329.75 32.98 362.73 362.73
MS Office Project
IDR
Server 2007 user 3 days 5,500,0 27,500, 2,750,0 30,250,
Education 2 training - Projects course 5 person 00 000 00 000 2,511.00
Total 5,238.63
MS Project End user
Hardware 8 PC/laptop - - - -
Total -
MS Project
USD
PrjctPro 2013 SNGL Server 4,340.0 4,774.0
Software 1 OLP NL w1PrjctSvrCAL licenses 5 license 868.00 0 434.00 0 4,774.00
Installation of MS
Software 5 Project Server - - - -
Develop project
progress interface
from Primavera to MS
Software 6 Project - - - -
Set up MRTJ project
Software 7 Baseline - - - -
Software
Total 4,774.00
Grand
Total 10,012.63
Source: The Consultant. NB: Some of the items are blank at this stage as the Consultant has not received full information at
the date of this document release and further information is required.
2.1.15 Communication Plan

The PCU needs to produce a Communications Plan. This is the process of determining the project
stakeholder information needs and defining a communication approach. The Communications Plan
responds to the information and communications needs of the stakeholders; for example, who needs
what information, when they will need it, how it will be given to them, and by whom. While all
projects share the need to communicate project information, the informational needs and methods
of distribution vary widely. Identifying the information needs of the stakeholders and determining a
suitable means of meeting those needs are important factors for project success.
1. Stakeholders
Stakeholder Register: PCU must identify Stakeholders and produce the stakeholder register. This
contains all details related to the identified stakeholders including, but not limited to:
A. Identification information: Name, organizational position, location, role in the project,
contact information;

B. Assessment information: Major requirements, main expectations, potential influence in the

project, phase in the life cycle with the most interest; and
C. Stakeholder classification: Internal/external, supporter/neutral/resistor, etc.
Stakeholder Management Strategy: The stakeholder management strategy defines an approach to
increase the support and minimize negative impacts of stakeholders throughout the entire project
life cycle. It includes elements such as:
A. Key stakeholders who can significantly impact the project,
B. Level of participation in the project desired for each identified stakeholder, and
C. Stakeholder groups and their management (as groups).
A common way of representing the stakeholder management strategy is a stakeholder analysis
matrix. An illustration of a blank matrix with column headers is provided in the following table.
Table 6 – Stakeholder Analysis Matrix (Illustration/Template)
Stakeholder Interest Impact Strategy Report
DKI (Jakarta Regional Government)
Regulatory Bodies
Citizens/resident groups
JICA (Japan International Cooperation Agency)
GOI (Government of Indonesia)
Bappenas (National Planning and Development Agency)
Kementerian Perhubungan (Ministry of Transportation)
Kementerian Keuangan (Ministry of Finance)
Sekretaris Daerah
2.1.16 Performance Management

1. Reporting
Reporting performance is the process of collecting and distributing performance information,
including status reports, progress measurements, and forecasts. The performance reporting process
involves the periodic collection and analysis of baseline versus actual data to understand and
communicate the project progress and performance as well as to forecast the project results.
Performance reports need to provide information at an appropriate level for each audience. The
format may range from a simple status report to more elaborate reports. A simple status report
might show performance information, such as percent complete, or status dashboards for each area
(i.e., scope, schedule, cost, and quality). More elaborate reports may include:
 Analysis of past performance,
 Current status of risks and issues,
 Work completed during the period,
 Work to be completed next,
 Summary of changes approved in the period, and
 Other relevant information which must be reviewed and discussed.
A complete report should also include forecasted project completion (including time and cost). These
reports may be prepared regularly or on an exception basis.
2. Incoming Work Performance Data
Work Performance Information: Information on performance results is collected such as:
 Deliverables status,

 Schedule progress, and

 Costs incurred.
Work Performance Measurements: Work performance information is used to generate project
activity metrics to evaluate actual progress compared to planned progress. These metrics include,
but are not limited to:
 Planned versus actual schedule performance,
 Planned versus actual cost performance, and
 Planned versus actual technical performance.
The Work Performance Report has to include:
 WBS code
 Start date - planned
 Finished date – planned
 Start date – actual
 Finished date – actual
 Percentage of work completed
 Change requests
 Risks status
 Costs incurred –actual
 Deliverables - actual
 Allocated resource - responsible
3. Reporting Performance Process
Figure 10 – Reporting Process

1. PCU Reporting
Figure 11 – PCU Reporting
Reporting Organisations Organisations
Receiving
Information
PT MRTJ
Governor
Office
Change
DKI Requests
Departmnet 1
DKI
Public
Department 2
Project Approved
DKI Progress
Coordination Progress
Department 3 Reports
Unit Reports
JICA
Ministry 1 Consolidated
Progress
&
Change
Ministry 2 Requests
Ministries
Ministry 3
Project Approved
Consolidated
Assistance Progress
Reports
Unit Reports DKI
Other 1
Other 2 Approved
Changes Other
Other 3
2. Meetings
To ensure the necessary communications between PCU and organizations involved in the project the
following meeting plan is proposed:
 Incoming progress from reporting agencies – weekly
a. Agenda
i. Tasks mapping
ii. Data accuracy
iii. Variation analysis
iv. Change requests
v. Risk monitoring
 PAT – Steering Committee team - twice a month
a. Agenda
i. Variance analysis

ii. Official reports approval

iii. Change requests approval
iv. Work orders
v. Risk response
3. Reporting Process Flow
The Figure below sets out the activities that define the monitoring –reporting flow of the PCU:
Figure 12 – PCU Reporting Process Flow
2.1.17 Change Management in the PM context

1. Change Control Overview
Change Control is the process of reviewing all change requests, approving changes, and managing
changes to the deliverables, organizational process assets, project documents, and the project
management plan. The project management plan can be either summary level or detailed, and can
be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent
required by the specific project. Once the project management plan is baselined, it may only be
changed when a change request is generated and approved through the Perform Integrated Change
Control process.
Project baselines are:
 Scope baseline
 Schedule baseline
 Cost baseline

Figure 13 – Change Control Process
2. Change Control Components

Change Control Board (CCB): A formally constituted group of stakeholders responsible for reviewing,
evaluating, approving, delaying, or rejecting changes to a project, with all decisions and
recommendations being recorded. In the case of MRTJ project this function is or should be
performed by PTA, the Project Assistance Team.
Change Control System: A collection of formal documented procedures that define how project
deliverables and documentation will be controlled, changed, and approved. In most application
areas, the change control system is a subset of the configuration management system.
Change Request: Requests to expand or reduce the project scope, modify policies, processes, plans,
or procedures, modify costs or budgets, or revise schedules.
3. Change Requests
All of the monitoring and control processes and many of the executing processes produce change
requests as an output. Change requests can include corrective action, preventive action, and defect
repairs. However, corrective and preventive actions do not normally affect the project baselines, only
the performance against the baselines.
Change Requests is the process by which changes to the project are approved and implemented. The
Change Request has as its subject any change to the scope baseline, schedule baseline or cost
baseline or sequentially approved versions of baseline.
Approved change requests: As part of the Perform Integrated Change Control process, a change
control status update will indicate that some changes are approved and some are not. Approved
change requests are scheduled for implementation by the project team. Approved change requests
are the documented, authorized changes to expand or reduce project scope. The approved change
requests can also modify policies, the project management plan, procedures, costs, or budgets; or
revise schedules. Approved change requests may require implementation of preventive or corrective
actions.
4. MRTJ Change Control Process
The MRTJ Project Change Control Process falls under the administration of the Project Coordination
Unit. The proposed flow is the following:

Figure 14 – MRTJ Change Control Process
MRTJ Project
Performance
Reporting Process Performance Data
Performance Data
Project
Coordination Unit
Change Requests
YES Reports
Project Assistance
Team
Approve
NO
change
request
2.1.18 Conference Room Pilot

A ‘Conference Room Pilot’ (CRP) is a method to reduce the implementation risk by increasing the
information exchange and knowledge transfer by co-locating the project team to an environment
insulated from outside interference. It is also a Fast track method using the isolated location to
intensify training, mentoring and coaching.
This method has proved its efficiency by reducing the project implementation time and reducing
risks. The CRP provides the client with a core team with higher skills to act as champions of the
project. The CRP allows the team members to train and educate together, interact between
themselves and experienced consultants, to practice project management tasks, and use the
software to carry out typical or key business processes.

The CRP is a physical location, a room in an office for example, that will bring together participants
from various organizations. The designated location isolates the project team from other work
influences and helps the team focus on the task at hand. The CRP therefore greatly facilitates
knowledge and expertise transfer.
For the PCU a location inside DKI is suggested to accommodate the PCU team whilst training, for
meetings and to house the computer server and equipment. The location needs to be secure to
protect possible sensitive information on the projects and computers and other equipment. Internet
communications will be available in intranet and internet in conformity with DKIJ’s IT security
policies.
2.1.19 Project Invoice Approval Process
While MCS was unable to arrange a discussion of the MRTJ process with either DKIJ or MRTJ, DKIJ
provided MCS with a copy of a power point presentation made by MRTJ that descibes its process and
as far as MCS is concerned it is the one it uses today. MCS considers the existing MRTJ process
adequate as it includes verification at the source of the obligation (MRTJ) through the source of the
payment (MOF\DKIJ). Note that the estimated time to complete the process of approving and paying
an invoice is 34 days and that this should be in compliance with the payment terms included in the
contracts signed with the consortiums. Note also that as of 14 November 2014, MCS is not aware of
any credit (on-loan) agreements that have been executed between GOI\DKIJ or DKIJ\MRTJ. This will
be required soon, if not already, as MCS understands that grant funding will only be sufficient to fund
MRTJ activities through to approximately mid-2015. Note also that in light of the multi-level approval
process, it could be advisable to accumulate an amount of funds at DKIJ for small value payments
(e.g., less than USD5,000/JPY 580,000/IDR65 million) with the understanding that DKIJ could make
payments from this fund through an abbreviated process (without first obtaining approval from
MOF). Finally note that while the Consultant assumes an acceptable process exists, the process
described in the MRTJ presentation begins after technical and quality approvals of the work
completed. DKIJ should confirm the adequacy of that process if it has not already done so.
2.2 Public Service Contracts

The aforementioned MCS Report 2 clearly identified the need for DKIJ to develop a structured
agreement with PT MRTJ. DKIJ has a long term responsibility for transportation policy and
management in the City and will be the owner of the MRT infrastructure. PT MRTJ will operate and
maintain this infrastructure for DKIJ as well as operate and maintain the train services and rolling
stock. Best practice suggests that the obligations and responsibilities of each party are formalized
through a “public service contract” or “operating agreement” to ensure that the operator conducts
his business in accordance with the City’s stated objectives and targets (usually set out as Key
Performance Indicators KPIs) and that the owner/manager has effective oversight of the operation
and fulfills its obligations in terms of subsidies and/or future investment funding as necessary and
agreed.
Below is a diagram pointing out the general scheme of these rights and obligations of both parties.

Figure 15 – Public Service Contracts: Rights and Obligations of the Parties
2.2.1 Contract Structure and Content

There are many examples of the format of this contract/agreement in existence for public transit
systems worldwide. Below is a check list of the typical elements that comprise such agreements.

Figure 16 – Check List for Operating Agreements

Preamble (i.e. the intention of the contract)
Scope of agreement
Scope
Activities of the operating company
Subcontracting
Financial responsibilities
Overall transport planning
Rights and obligations of the operator

Public transportation services to be delivered
Vehicles
Safety
Service quality
Tariffs
Ticket distribution
Passenger information
Marketing
Ticket inspections
Customer complaints
Rights and obligations of the authority

Payments for services delivered
Control of legal and contractual obligations
Transport infrastructure and traffic control measures (e.g. integration initiatives, TOD, ERP, etc.)
Execution of the agreement

Contract duration (i.e. 15 years)
Management of the agreement (e.g. modalities in case of a change in service levels)
Information of contract partners (e.g. reporting)
Monitoring and audit (e.g. direct measurements, regular, customer surveys, etc.)
Invoicing and payments
Contract amendments
Force majeure
Arbitration
Termination
Appendices
Public transport reference service plan
Public transport operational plan – intervals, operation times, etc.
Public transport tariffs
Measures to improve ridership & intermodality
Vehicle standard requirements
Service quality standards
Customer satisfaction index
Incentives (bonuses, maluses)
Calculation of compensation payments
Price indexation formula (fare adjustment mechanisms)
Assets made available to the operator
One of the critical components of the agreement will be the need for incentives for good
performance, exceeding expectations, and penalties for non – compliance. In addition, while the
agreement will likely cover a long period of time (typically 15 or 20 years, sometimes more) it should
be renewable at least every 5 years.

2.2.2 Specifics for DKIJ and MRTJ

Although PT MRTJ is in theory a private company under Indonesian law, it is really a subsidiary of
DKIJ as far as financial responsibility is concerned. Thus the agreement must incorporate the reality
that MRTJ is, in fact, not a fully private sector operator and will have little flexibility to adjust the
tariff.
The Consultant also advocated the introduction of inter-operable stored value cards for all transit
operators including the commuter rail service operated by PT KCJ; - that Consultant further expects
that once MRTJ is operational the JTC will be able to develop some form of integrated fare collection
system that will further enhance the public service features.
Given that the Consultant fully expects that MRTJ and other public transit operators will require
continuing operating subsidies, there will be little opportunity for MRTJ to enhance its profitability
except for additional revenues generated by non-fare box revenues – advertising, space rental, TOD,
etc.
Because MRTJ will have to rely on DKIJ subsidies to sustain its operations, it will have little flexibility
in being able to operate commercially. Thus the major factor that will determine its ability to offer
the quality service expected by DKIJ will be the need for DKIJ to pay the required subsidy promptly
and regularly. Only then will all of the key performance indicators (KPI) be meaningful.
Assuming that DKIJ pays the required subsidy as mentioned above, then MRTJ should be able to
provide the service required as measured against the KPIs – the most important ones being those
that deal with service and reliability as discussed elsewhere in this report and Report 2.
Note that neither DKIJ nor the Central Government has any credibility with respect to at risk
concession contracts, and there is no apparent reason to expect that this situation will change over
the short to medium term. This means that the PSC will not require any step-in or other rights-to-fix
clauses – the PSC will strictly be an undertaking between DKIJ and its wholly owned operator MRTJ
wherein DKIJ has all of the power and MRTJ will operate only as allowed by its master.
As explained in Report 6 – Change Management, both the Central Government and DKIJ have a
history of underfunding their transportation systems, regardless of the agreements between the
operating entities and its government. The agreement should reflect the fact that MRTJ may not be
able to satisfy its service and reliability KPIs if DKIJ underfunds the required subsidy.
DKIJ will own most infrastructure assets while MRTJ will own the Lebak Bulus depot, workshop,
storage yard and rolling stock, (but not the land on which they will sit). It has not yet determined
whether to charge MRTJ for providing these assets and whether to just transfer them free of charge,
but regardless, the Central Government will assess VAT on the transaction.
In the case of the expiry or termination of the MRTJ rights, then there will have to be a mechanism
for determining the residual value of these assets and the balance of any financing agreement
associated with the original transfer. In addition, the ownership of the MRTJ assets would have to
revert to DKIJ, and again be subject to VAT on the residual value.
The subsidy required by MRTJ to sustain its operations seems to nullify the need for it to pay DKIJ an
access charge for using the infrastructure; - the track access charge would simply have to be included
as one of the elements of the subsidy calculation methodology that should be covered in one of the
PSC appendices. Likewise a concession fee paid to DKIJ would be equally superfluous. However, in
the event of MRTJ cancelling its agreement, which would be a possibility at the end of each 5 – year
reevaluation period, possible successor operating companies would bid on the rights to be
designated as the operator on the basis of a proposed concession fee to be paid to DKIJ.

Thus DKIJ will continue to hold all of the financial risks in the MRT venture and operations regardless
of what MRTJ does. The PT status does not really provide any incentive for risk because there is no
private equity involved and little or no opportunity for profit.
The PSC clauses that cover MRTJ service-related obligations and commitments, based on
international best practice, would be of two general types.
(i) The first would not vary with the various phases of construction but would be
constant throughout the contract period(s). They should be included in the main
body of the contract and would relate to such things as service standards and asset
reliability and availability.
(ii) The second would vary with the network size, the expected ridership and revenue
targets and performance, non-fare box revenues, subsidy levels, etc. and these
should be included in appendices that the two parties can amend as and when
required.
The Consultant recommended that MRTJ engage a shadow operator to train and offer management
and supervisory advice to MRTJ managers and executives. MRTJ may also decide to outsource major
activities like wheel change-outs or minor activities like coach cleaning, elevator and escalator
maintenance and security. The agreement should allow MRTJ to undertake these subcontracting
activities and to incorporate their charges into the calculation of the operating and renewal subsidy.
One of the obligations of MRTJ would be to acquire sufficient insurance cover to protect its assets,
DKIJ assets and third party liabilities. This may be more difficult than it sounds if the local insurance
industry does not have any experience with railway insurance incidence and claims in South East
Asia. Alternately DKIJ could assume the risk itself, with or without commercial coverage.
In addition to the benefits attributable to improved passenger access, TOD could be a very important
revenue source for MRTJ in that it could reduce its dependence on the DKIJ subsidy. The agreement
should contain clauses that define the limitations and responsibilities that DKIJ will confer on MRTJ,
and reference should be made to the regulations that govern the TOD program. These regulations
should cover, Bonus Development Rights, agreements regarding approvals by the JTC and
coordination with other transit operators, responsibilities for property taxes, etc.
2.2.3 MRTJ/DKIJ Draft Operating Agreement Structure

The following are some important provisions that should be incorporated in the operating agreement
between MRTJ and DKIJ. As MRTJ has been formed with the purpose of being the first to operate the
MRT in Jakarta, there is no need for DKIJ to organize competitive bidding at this time. If, however,
circumstances in the future are such that this agreement needs to be terminated, a new operator
should be chosen based on competitive bidding. A check list for Operation and Maintenance
Agreements prepared by the World Bank is shown in Annex IV:F.
Term of this Agreement: Railway operating agreements are generally contracted for a period of 15 or
20 years, renewable every 5 years. It is recommended that the MRTJ/DKIJ concession agreement be
for a 20 year period, reviewable and renewable every 5 years.
Definition of Parties and their Responsibilities: Agreement between MRTJ and DKIJ, with MRTJ being
defined as the “operator” and DKIJ as the “manager” of the operator. MRTJ has authority to operate
the MRT line in Jakarta, initially linking Lebak Bulus and Bundaran Hi. The infrastructure of this line,
including tracks, elevated and underground structures and stations are the property of DKIJ. DKIJ
hereby grants MRTJ operating rights over these tracks and other facilities. Ownership of rolling stock
and the maintenance depot is with MRTJ. MRTJ has the obligation to maintain in a satisfactory
working order, all of this infrastructure.

Obligations of the Parties: DKIJ has the obligation to pay to MRTJ a subsidy payment sufficient to
cover the shortfall between passenger and non – fare box revenue and O & M expenses. This amount
will be agreed upon between both parties prior to commencement of this Agreement.
MRTJ has the obligation to operate passenger train sets in accordance with the KPI’s with regard to
frequency and equipment availability standards.
MRTJ has the authority to outsource to third parties specific services within its authority, providing
that the outputs of these contracted – out services comply with the KPI’s.
Incentives and Penalties: An important element of any railway operating agreement is the imposition
of incentives to reward good performance by the operator and penalties when this performance is
determined to be sub – standard. Some of these incentives/penalties could include such items as:
 Ensure that the minimum train set availability be achieved by MRTJ or penalties assessed;
 Number of trips per day over the line should not be less than those numbers of trips
specified in the KPI’s
 While the maximum ticket price is established by DKIJ, through innovative marketing efforts,
MRTJ may be able to generate passenger ridership in excess of the projected ridership each
year; a mechanism of awarding incentive payments to MRTJ should be developed to reflect
this initiative.
 MRTJ is responsible for the maintenance of the track and structures of the line and
preliminary estimates of the cost of this maintenance has been made by consultants;
through efficiencies and good work practice, it may be possible for MRTJ to reduce the cost
of this maintenance, resulting in a reduction to the need for subsidy. If MRTJ manages to
reduce maintenance costs below the estimates, an incentive payment would be made by
DKIJ.
 There are many other performance indicators that could be incorporated in the
incentive/penalty framework, such as dwell time at stations, punctuality and number of
coaches operated at peak hours.
Liability: It will be critical to clearly identify which party is liable in the case of an accident that results
in injury or death to an employee of MRTJ or a passenger. MRTJ should have sufficient public liability
insurance to protect against legal actions following accidents that injure or kill employees or
members of the public.
Termination: The performance of the operator in terms of the operating agreement every 5 years; at
that time, either party can request termination of the agreement.
MCS Discussions with DKIJ: The Consultant’s Legal team and Business Planning staff have had a
number of exploratory meetings with DKIJ to discuss key elements of the PSC. Essentially an
agreement has to be in place prior to start up in 2018 and it is considered premature to progress the
PSC until nearer this time and it will be handled by the COMS contractor.
Specimen Documentation: Annex IV:F includes a key document designed to assist DKIJ in designing
the agreement: PPIAF World Bank document ‘Checklist for operation and maintenance agreements’
designed for primarily for PPPs but provides useful information that can be used by DKIJ and MRTJ.7
In addition the following examples are also a useful reference:
 Master Operating Agreement between British Columbia transit and operating company (as
agreed to in the MOA) APRIL 20018
7
PPP in Infrastructure Resource Center for Contracts, Laws and Regulations (PPPIRC), Victoria Rigby Delmon, LEGPS
http://www.worldbank.org/ppp April 2008

 Annual Operating Agreement between British Columbia transit and operating company (as
agreed to in the MOA) APRIL 1, 2007 TO MARCH 31, 20089
Whilst these two documents refer to a bus system, the contract construction and structure is very
relevant. Many authorities follow their practice of having an overall Master framework contract that
is supported each year with an annual agreement. This allows more flexibility in respect of target
performance, subsidies and tariff changes.
8
http://www.bctransit.com/corporate/partnership/pdf/Samp-moa.pdf
9 http://www.bctransit.com/corporate/partnership/pdf/20070820_aoa_example.pdf

3. Transport Policy, Legal and Regulatory Matters

Matters and Set-up
3.1 Legal Overview

3.1.1 Introduction
This section of Report 3 describes the major legal issues critical to the successful implementation of
the MRT system in Jakarta as well as the steps necessary to resolve these issues. The main legal steps
and actions required are summarized as follows:
 Create the Jakarta Transit Commission: Develop the institutional arrangements, authorized
by to-be-developed legal and regulatory framework, of a strong capable organization to
“link together” land use and transportation planning, hereinafter referred to as the Jakarta
Transit Commission or JTC;
 Develop an MRT Regulator: an institution within the Jakarta Transit Commission, which
should be suitably staffed with capable, well-trained officials responsible for monitoring
and enforcing the MRT Operator’s compliance with the Operations Agreement, including
provisions for safety, accident investigation, licensing and suspension of operating
personnel, MRT Operator tariff adjustment requests, and similar regulatory functions;
 License its Regional-Owned Enterprise PT MRTJ (Persero): this would bypass rigorous
prequalification standards and the competitive selection of a firm to receive the exclusive
license10 to operate the MRT. As detailed in the 12 July 2014 MCS Legal Opinion submitted
to DKI, Indonesia’s cross sector legal and regulatory framework, specifically Presidential
Regulation (Perpres) No. 67 of Year 2005 as twice amended, requires competition in the
provision of publicly-identified infrastructure and related services, such as rail
operations11; and
 Provide On-Going Financial Support: to ensure sustainability of PT MRTJ’s rail operations
over the long term. Similar to MRTJ’s non-competitive appointment this action is contrary
to the recently amended Perpres 67/2005.
3.1.2 Complexities
Each of the above four actions are complex undertakings to implement. Complicating the actions
there is not currently a clear path considering Indonesia’s current state of development.
One approach to these issues is to consider that the law is “what it is” and one cannot speculate on
what it “might become.” In other words the legal analysis and recommended actions must be based
on existing laws and regulations.
10 MRTJ may also be assigned the authority to manage the development of MRT stations, including commercial concessions
therein, however, the larger, more significant financial issue is the related property development. MCS is of the opinion
that the MRT Operator should not be the key player in initiating, reviewing and approving property development initiatives,
much less in managing the physical development thereof; these tasks are most appropriately left to the Jakarta Transit
Commission.
11 DKI enacted Perda 3/2008 and Perda 4/2008, to enable the establishment of MRTJ as a BUMD. MCS has previously
requested the Ministry of Justice-approved Articles of Incorporation or Akta. To provide a comprehensive legal opinion,
MCS would need to review all legal documents, or copies thereof, regarding MRTJ’s foundation and subsequent company
actions (e.g., shareholder and corporate minutes pertaining to capitalization and purchase of shares, appointment of the
Board of Directors and Commissioners, and records of shares authorized, sold and outstanding).

An alternative approach is to state that it is critical that DKI, the Executive branch of government, the
Legislative branch of government, and their co-equal branches of government, particularly (Badan
Pemeriksa Keuangan, BPK), Indonesia’s external auditor, discuss, debate and decide the issues
concurrent with the physical construction of the MRT. The Consultant recommends this alternative
approach
Annex IV:E provides a description of financial management reforms that were undertaken during the
period1998 – 2005, and chronicles the significant progress Indonesia has achieved developing the
legal and regulatory framework, adjusting organizational and staffing requirements, and
implementing public financial management systems reform, including the functioning and
responsibilities of the external auditor. MCS believes DKI can achieve the same progress if it patterns
resolution of the four key actions using a consensus-based approach described in the following
section.
3.1.3 Development Roadmap

MCS recommends DKI to “reach out” and commence the requisite formation of a Steering
Committee and a Working Group in accordance with the timeline sequence of events shown in
Report 4.
The Consultant recommends that DKIJ should take the lead role to develop an Interministerial
Steering Committee (as did the Ministry of Finance, with financial management reform) consisting of
senior officials from DKI, the chair position, Ministry of Finance, Coordinating Ministry for Economic
Affairs, Ministry of Justice and Human Rights, State Secretariat, and other officials; private sector
executives (with one being from PT MRTJ), non-governmental organizations, and other stakeholders.
As shown in the Report 4 graphics, the Steering Committee would hold an initial organizational
meeting this calendar year and, among other matters, appoint a broader-based Working Group to
conduct a series of workshops, develop recommendations, receive direction from the Steering Group
and implement ameliorative action related to:
 Consider issues related to the four proposed activities;
 Cause the preparation of an Academic Draft of each proposed regulation;
 First Draft of Steering Committee-approved regulatory actions; and
 Final Draft of Steering Committee-approved regulation for enactment.
Each step in the above process would culminate in the Working Group Chairperson sending a report
to the Steering Committee, who would review the WG recommendations and, if merited, direct the
process to proceed to the next stage. The process is shown in the following ten “roadmap” steps:
Step 1: DKI forms Inter-governmental Steering Committee (SC) to review and improve the legal and
regulatory framework necessary to achieve a safe, efficient and affordable MRT System by:
 Drafting regulations to establish an institution (Jakarta Transit Commission or JTC) to link
land use planning and transport planning;
 Drafting regulations to establish an institution (MRT Regulator) to monitor the Rail
Operator’s compliance with an Operations Agreement to be entered into between DKI and,
probably, PT MRTJ;
 Determining if central government pre-approval is necessary for DKI financial support to PT
MRTJ; and
 Determining if central government pre-approval is necessary for DKI to appoint and issue a
Rail Operator’s License to PT MRTJ without competition.

Step 2: SC meets and appoints a broad-based intergovernmental Working Group (WG) to review and
improve the MRT legal and regulatory framework
Step 3: DKI takes the lead role to prepare an Issue Paper (IP) of economic, social and political matters
relevant to the MRT legal and regulatory framework, particularly with regards to the institutions
(such as the JTC) needed to be created or improved, and the implementing regulations to authorize
amendments thereto or new legislation.
Step 4: WG organizes a workshop to review the draft IP
Step 5: If required, a revised draft IP is prepared and circulated to the WG
Step 6: WG organizes a workshop to review the revised draft IP
Step 7: WG submits IP recommendations to the SC
Step 8: SC meets to review the recommendations and directs the drafting of an Academic Draft (AD)
in the form of amendments to existing or new, legislation in accordance with the consensus building
approach defined in the following steps:
 DKI takes the lead role to prepare an AD of amendments or new legislation. The
requirements of an AD are detailed in existing DKI regulations and Law 10/2004, an include
an analysis of issues being addressed in the draft legislation
 WG organizes a workshop to review the draft AD
 If required, a revised draft AD prepared and circulated to the WG
 WG organizes a workshop to review the revised draft AD
 WG submits AD recommendations to the SC
 SC meets to discuss the AD and directs the drafting of amendments or new legislation
necessary to achieve a safe, efficient and affordable MRT System.
 DKI takes the lead role to draft new legislation, or amendments, to accomplish the SC’s
objective in the form of First Drafts.
 WG organizes a workshop to review First Drafts
 If required, a revised First Drafts are prepared and circulated to the WG
 WG organizes a workshop to review the revised First Drafts
 WG submits their recommendations concerning the revised First Draft to the SC
 SC meets to discuss the revised First Draft and directs the preparation of Final Draft to be
considered for enactment.
 DKI takes the lead role to prepare Final Drafts
 WG organizes a workshop to review Final Drafts
 If required, a revised Final Drafts are prepared and circulated to the WG
 WG organizes a workshop to review the revised Final Drafts
 WG submits their recommendations concerning the revised First Draft to the SC
 SC meets to discuss the revised Final Draft and directs activities to introduce them, through
the Governor, to the DPRD.
Step 9: Enacted implementing regulations establish the institutions

Step 10: Each institution authorized then undertakes, perhaps with multilateral agency or bilateral
agency-financing, a program of capacity building to fully develop the organizational structure and
staffing of a capable, well-JTC.
3.1.4 Conclusion
This section of Report 3 provided a “roadmap” to help DKI to successfully resolve critical legal,
regulatory and institutional issues long before the physical construction of the MRT is completed.
It commenced this calendar year (2014) there is ample time to complete the recommended action
within eighteen (18) months. If there is a significant delay in completing the recommendations, then
the MRT opening could be delayed and/or DKI be held accountable for its expenditures supporting
the much needed MRT.
MCS Legal Group Task for Inclusion in Draft Final Report: On 21, 22 and October 28, 2014, the MCS
legal team was invited by BAPPEDA Jakarta discuss the final work of the legal components and it was
agreed that the Consultant will write a report on Management during the construction phase. The
Consultant has now drafted this report including a review on management in the construction phase
in particular related to problems controlling interest in state assets. This will be finalized in due
course for submission at DFR stage.
3.2 Jakarta Transport Commission – Set-up and Operation
3.2.1 Institutional Development Background
The development of MRT Jakarta is the first urban railway in Indonesia developed by local
government (DKIJ). Before the MRTJ project, all railway projects were developed by national
government through the Ministry of Transport and PT KAI and/or its subsidiary company. Therefore,
although DKIJ has delegated authority to carry out the development of the urban MRT itself this is a
very new situation and it lacks the institutions and experience to do this. The railway section in
transportation agency (DISHUB) under the current DKIJ structure is not adequate. Under Local Law
No 10 of 2008 regarding regional organization, railway is regulated in freight transport and railway
sub-division, under land transport division of the transportation agency.

Figure 17 – The Organization Chart of Transportation Agency - DISHUB

Head of Agency
Vice head of Agency
Secretariat
Sub-program
Sub-public Sub-personnel Sub-finance
and budgeting
Division Divison Division
Division
Management and
Land Transport Operational Control Marine and air
Traffic Engineering
Division Division transportation Division
Division
People Transport of Safety and Port, sea guard, beach,

Traffic Management
Trajectory Sub TechnicalFacilities Sub and marine services
Sub Division Division Sub Division
Division
People Transport Fostering of Road
Traffic Engineering Water Transport and
Outside Trajectory Sub Traffic Utilization Sub
Sub Division Safety Sub Division
Division Division
Traffic Control and

Support Facilities Freight Transport and
Road Transport Sub Air Transport
Sub Division Railway Sub Division Sub Division
Division
MCS Report 2 ‘Ideal State of MRT Jakarta and Strategic Analysis’ reviewed in depth Transportation
policy issues and recommendations made by previous MRT/Transportation studies and Transport
Master Plans. One very important issue related to the MRTJ development is the coordination
between related agencies in order to establish an integrated transportation system. The MRT has to
be part of an integrated transportation system in the city to maximize the benefits to the city in
terms of ridership and the alleviation of traffic congestion. The current lack of coordination between
related agencies is a major challenge that urgently needs to be solved. As a backbone of future urban
transport in the City, MRTJ needs to be supported and integrated with other transport mode such as
buses, TransJakarta, Monorail, Commuter railway, etc. The new local law No 5 of 2014 regarding
transportation requires DKIJ to issue a Transportation Master Plan which includes the input of
several related agencies such as the transportation agency, spatial planning agency, public work
agency, planning agency (Bappeda), Facilities and Infrastructure bureau and Jakarta Regional Police.
Each agency has its own focus and priorities. In order to develop an integrated transportation
system, there should be a master plan that can be a direction for all agencies. Another critical point
in developing a master plan is a planned integration between transportation modes. Currently
Jakarta has so many transportation modes with different ownership, interests and objectives making
any real integration complex and difficult to achieve. Through the Transportation Master Plan
mechanism, all transportation modes should be managed and regulated accordingly.

Figure 18 – Related Agencies in Transportation Arrangement
Bappeda
Jakarta Regional Transportation

Police Agency
Facilities &
Spatial Planning
Infrastructure
Agency
Bureau
Public Works
Agency
Transportation • There are some related agency with

Authority Transportation Management in DKI
Jakarta
Lack of •The related agencies are on the “same level”

Coordination •No single agency for Transportation
•No grand design

Hold up the transportation
Transportation •Difficult to integrate
implementation •Difficult in terms of control
and supervision
The Consultant considers that DKIJ’s plan to strengthen DISHUB through establishment of a railway
division will not solve the coordination and integration issue nor provide the expertise to handle the
planning and management of developments like the MRT. The linkage of several agencies of the
same level in provincial government hierarchy has caused the lack of coordination. The lack of
coordination between related agencies is a major challenge that urgently needs to be solved. In
order to create an integrated transportation system, a more suited special transport institution is
needed. Therefore, in line with the recommendations of MCS Report 2, the Consultant proposes that
DKIJ establish an independent and professional transport institution as we called “Jakarta Transit
Commission (JTC)”. JTC would have a main function to develop and manage effectively and efficiently
an integrated public transport system. The consultant further recommended the appointment of a
high profile Transit Commissioner to lead the JTC and provide leadership and champion the
resolution of present transport problems and bottlenecks and develop the City’s transport to
alleviate congestion and improve the citizen’s mobility and quality of life.

3.2.2 JTC Overview

1. JTC Objectives
The consultant proposes that DKIJ establish the JTC as an independent and professional transport
institution with direct responsibility to the governor. The aim is to de-politicize policy as much as
possible and base it on professional analysis and best practice with JTC focusing on creating a world
class public transport system for Jakarta without political pressure from any parties. JTC will take
over several high level planning responsibilities and roles currently held by DISHUB and other
agencies related with transportation.
JTC has three objectives as describe below:
 To develop and manage effectively and efficiently a safe integrated public transportation
system in Jakarta.
 To provide a world class public transportation system.
 To harness high-technology in order to maximize network capacity.
2. Authority and Scope of Activity:

The JTC will serve three main functions which are planning; integration and coordination; and policy
and regulatory. The following are the functions of JTC:
Planning Analysis, Assessment and Collecting Various Data Related to Transportation: JTC will
conduct surveys related with transportation including road traffic, transit ridership, road capacity,
congestion points, TOD areas, etc. The survey results will be used as material to conduct several
assessments of transportation in order to identify transportation needs including increasing road
capacity, eliminating bottleneck points, and adding park and ride facilities.
Planning and Monitoring of Transport Demand Measures (TDM)
JTC has authority to plan and to monitor TDM including but not limited to Electronic Road Pricing
(location, technology, fares, etc.), transportation levy, taxes on parking, gasoline tax, purchase
vehicle tax, and vehicle transfer tax. JTC will calculate all of the potential revenue from TDM and the
revenue will be used to funding back at a minimum the annual operating subsidies of the MRT,
Transjakarta and other bus services, the monorail and other public transport mode, including JTC
annual expenditures as required. The basic principle is that all revenues collected by transportation
has to be invested back to increase the public transport provision and service quality. A brief
description is provided below (reference) on a proposed Transport Development fund.
Fare Control
JTC would have authority to determine tariff levels for all public transportation modes within DKIJ’s
authority subject to the overall tariff policy determined by the Government (social fares, etc.).
Transit Improvements
JTC would have authority to propose transit improvements and developments, including
enhancement of existing transit quality (upgraded transit stations, service quality, etc.), extension of
public transport services coverage, and developing of new transit projects.
Integration and Coordination:

Integration of Urban Transportation Development.
JTC should issue a grand design of DKIJ’s transportation with an integration concept including existing
and new lines, fares, common ticketing systems, minimum service standards, intermodal linkages,
feeder services and public transport subsidies, etc.

Relations with Public Transport Operators

JTC would maintain contact with public transport operators such as PT Transjakarta, PT MRT Jakarta,
PT KAI and PT KRL, and have authority for the creation of concessions, tender processes and public
service operating agreements, participating with other DKIJ departments in the evaluation of bids
and awarding of public service operating agreements, cooperation programmes, monitoring the
performance of key performance indicators and other service requirements included in public service
contracts, sanctions for non-performance and the responsibility for terminating contracts for non-or
substandard performance.
Coordination with Other Related Institutions
JTC would conduct coordination with other related institutions among national government
institutions, regional government institutions, and NGOs.
Policy and Regulatory: JTC would become the regulator for transport in Jakarta and have authority to
propose policies and regulations to DKIJ to be issued by Perda or Pergub including but not limited to
grand design of transportation, minimum service standards, fares, safety, accident investigation,
equipment certification, certification and training regimes for key staff and licensing of railway and
others road transportation, and other related policy and regulation.
3.2.3 Organization:
The following a proposed Organization Structure for JTC based on existing Indonesian practices:
Figure 19 – JTC Organization Chart
Board of
Commissioners
Chief Executive
Officer
Public Relations
General Affairs &
&
Finance
Communications
Integration &
Land Transport Rail Transport
Regulator Planning Policy
Department Department
Department
Planning & Performance

Safety/Accident Traffic Management Integration Transport
Management
Planning & Performance Rail Project

Certification/accreditation Transportation Research
Management Development
Economic, Legal & Tariff Road Development Land Use Planning

The JTC will be controlled by a Board of Commissioner appointed by the Governor. The Board will be
headed by the Transit Commissioner and will appoint a Chief Executive, who will be responsible to
The Board for conducting a proper day to day management of the functions and affairs of JTC and its
administration systems. JTC may also appoint and employ other employees or consultants as may be
necessary for the effective performance of its functions. JTC is composed of four main departments,
broken down into some eleven sub departments.
Board of Commissioner (BoC) and Chief Executive
BoC consist of 7 members, including the Transit Commissioner. It is suggested that 2 of its members
are made up of senior representatives of Ministry of Transportation (Directorate General of Land
Transportation and Directorate General of Railway). The BoC members shall have experience in key
areas such as Transportation, Safety, Land use planning, Economics and the Law.
The Chief Executive is appointed by the Board and shall be elected at the first JTC meeting. The Chief
Executive will be responsible for daily activities, administrations, and managements of JTC included
but not limited to:
 To preside at all meetings;
 To appoint the head of department
 To decide the agenda of JTC meetings
 To sign contracts, deeds, and other instruments on behalf of JTC; and
 To perform such additional duties as may be designated by JTC.
The CEO will be assisted by 2 units namely General Affairs and Finance Unit (GAF) and Public
Relations and Communication Unit (PRC) directly reporting to the CEO. The GAF will focus on
managing human resources, general affairs and finance to support the key business of JTC. The GAF
is composed of four units - project management unit, finance unit, secretariat and human resource
unit, and internal audit unit. GAF is led by the head of department and will be responsible for the
day-to-day managing activities of JTC. The PRC is focusing in media and customer relation, public
liaison, and publicity. The following are the main functions of PRC:
 Issue bulletins, brochures, and communication programs regarding transportation in DKIJ.
 Receive requests, enquiries, and complaints of the public
 Organize conferences, seminars, and exhibitions held by JTC
 Information center
 Liaison with the press
 Monitor all newspaper and media coverage of transportation issue
Qualifications
The appointed BoC shall meet the requirements as follow:
 Indonesian Citizen
 Has good character, moral, and integrity
 Capable to perform legal act
 Never been declared bankruptcy or never been an official of a company who causes the
company in bankruptcy
 Physically healthy
 No more than 60 (sixty) years old in which appointed
 Experienced and skilled in the sector of transportation. and
 Never been subjected to imprisonment under court ruling of which has been had permanent
legal force due to committing a criminal act of which punishable by imprisonment of 5 (five)
years or more.

Other appointed members

The head of department may appoint and employ on such terms and conditions such other
employees, subject to the approval of the Chief Executive. Duties shall be defined by the head of
department. JTC also may appoint consultants as may be necessary for the effective performance of
its role.
3.2.4 Work of the JTC

Regulator Role
Initially it is recommended that the JTC acts as the regulator for the MRT system but it is envisage
that as the JTC is developed it takes over the regulatory responsibility for all forms of transport in the
city. This would involve taking over the road transportation roles currently carried out by DISUB. The
regulatory task is critical for the MRT program as outlined in MCS Report 2 and the consultant
recommended that DKIJ may consider specialist assistance from say donors to assist them in setting
up this important unit.
The unit would be made up of three sub departments covering safety and accidents, Economic and
legal including tariffs, certification and accreditation. Duties include:
 MRT safety regulation, safety standards and procedures and guidelines;
 Granting the operation and safety licenses
 Granting the licensing and re-certification of drivers and other safety-critical personnel
 Monitoring MRT performance and other services requirements including audits of the Safety
Management System (SMS)
 The creation and bidding of concessions or public service operating agreements
 Monitoring all aspect of public service contracts, including sanctions for non-performance
and the responsibility for terminating contracts for substandard performance.
Land Transport Department
Land Transport Department (LTD) focuses on surface transport excluding rail transport. Land
Transport Department will be led by head of LTD. LTD is composed of 3 subordinate departments -
traffic management unit, planning and performance management unit and roads developments unit.
Traffic Management Unit (TMU)
The objective of TMU is to obtain the most efficient transportation flows throughout the city,
especially in respect of public transport services and freight transport using high technology systems
at the most economical cost. The cost shall be compatible with the services needed, safety, and
security requirements. The TMU is led by a head of department which have functions as follows:
 Plan and direct the overall traffic management program;
 Develop, adapt, and implement policies and plans to support the objective of the TMU;
 Analyze and advise on transportation matters; and
 Conduct traffic studies including private vehicle, public transport, and freight transport.
The head of department may appoint traffic management specialists to perform staff analytical work
such as:
 Develop, plan, evaluate, and advise on traffic management policies and programs
 Conduct special studies and work on projects in a specific functional area
 Study the general development, application, and impact of traffic management programs,
policies, and operations.
Planning and Performance Management Unit (PPMU)

The objective of PPMU is to develop a long-range plan for land transportation in the city and to
introduce a performance management system to monitor and control land transportation. The long-
range plan of land transportation shall cover as a minimum:
 Safety: promote the safety and security of the transportation system for users and
passengers, pedestrians, and motorized and non-motorized vehicles.
 Transportation services coordination: create incentives for coordination between public
officials, private interest, and transportation agencies to improve safety, enhance services,
and strengthen intermodal connectivity.
 Environment and aesthetics : provide transportation system that are environmentally
responsible and aesthetically pleasing
To monitor the DKI’s transportation systems are becoming more or less sustainable, PPMU also have
authority to conduct performance management through several indicators. The following is several
indicators to measure the performance of transportation systems and policies:
Table 7 – Performance Indicators for Transport Systems and Policies
Type of Indicators Description
Congestion intensity Volume to capacity ratio for one road segment
Travel speed
Delay time (the difference between travel time and acceptable travel time)
Travel time index (ratio of peak period to non-peak period travel time)
Hours of travel per day ratio
Number of vehicle in peak and non-peak period
Congestion cost Wasted fuel
Wasted time
Wasted money
Land Use job-housing balance ratio
Availability or service Existence of sidewalks
level of modes Existence of bicycle lanes
Existence of pedestrian features (countdown pedestrian signals, zebra crossing, etc.)
Condition of Maintain adequate condition of road, transit way and structures
Transportation Assets Maintain adequate condition of walking and cycling infrastructure
Maintain of motorized vehicle quality (BRT, Metromini, Kopaja, Angkot, Omprengan,
etc.)
Land transport Number of crashes
incident Incident duration
Traveler information Existence of variable message sign by route, next station information, intersection
information, etc.
Road Development Unit (RDU)

The objective of RDU is to develop a long term strategy of road development. RDU will have main
task to solve the challenges of Jakarta’s road network, cross-border roads, the pedestrian network,
and cycling network. RDU will identified of street-types in Jakarta’s area (road types, road condition,
road capacity, road infrastructure such as lighting, trees, traffic signal equipment, etc.), the data will
be used to identified road improvement, new road development, road network information, and
public space development. New intelligent technology will be applied by RDU in relation with road
development.
Integration and Policy Planning
Integration and Policy Planning Department (IPPD) will responsible for coordinating all the authority’s
transport services including related DKIJ departments, SoE, and Private Companies, and develop

policy planning in transportation. IIPD is led by a head of IIPD and consist of 3 subordinate
departments - Integrated transportation Planning unit, transportation research unit and land use
planning.
Integrated Transport Unit
The objectives of Integrated Transportation Unit (ITU) are to facilitate and co-ordinate a wide range
of transport provision which will include others both national and local agencies such as spatial
planning, environmental, and social services. The core of ITU is to undertake the work of managing
integrated transport responsibilities, internal arrangements for preparing agreements with
operators, and monitoring the services which will be on offer.
Transportation Research Unit
The basic purposes of the Transportation Research Unit (TRU) are research and development
activities, processing transport expertise, providing expert opinions for both DKIJ and private entities.
The research is cover transport development (rail transport, road transport, cycle, pedestrian, etc.),
transport infrastructure (road, bridge, underground walkway, etc.), environmental (high traffic
volumes, air pollution, etc.), and processing the capacity building of human resource in
transportation.
Policy Planning Unit
The main purpose of policy planning Unit (PPU) is to work with the regulator department addresses
legislation, standardization of technical regulations in the field of transportation. The PPU will
prepare the data, drafting the policy, and then propose it to the DKIJ to be issued by Perda or Pergub.
Land Use Planning Unit
The main purpose Land use coordination: Coordinate DKI Jakarta land use planning, transportation
planning, and development to maximize the use of the existing infrastructure.
RAILWAY TRANSPORT DEPARTMENT
Railway Transport Department (RTD) is focusing in railway transport including surface railway and
underground railway. RTD is led by a head of RTD and is compose of 2 subordinate departments -
planning and performance management unit and projects developments unit.
Planning and Performance Management Unit
The objectives of planning and performance management unit (PPMU) are to develop a long-range
plan of rail transportation and to monitor performance in rail transportation. The long-range plan of
rail transportation shall compose at least:
 Expansion of the network and terminals to keep pace with growing demand of traffic
 Increasing the effectiveness and efficiency through a new high-technology in railway
including new rolling stock, world class stations, etc.
 Innovative financing for railway project through PPP scheme
 To improve profitability of railway business by maximizing non-fare revenue.
In relation with the rail performance management, PPMU will have authority to monitoring railway
performance and other services requirements. The monitoring will include:
 Rail infrastructure including rolling stock, operation, and traffic management
 Railway safety
 Customer satisfaction
 Financial revenue
Project Development Unit

Project development unit (PDU) will assist the DKI Jakarta’s Government in developing new railway
project. PDU will conduct several assessments in order to determine the future railway projects
needed to improve public transport services. PDU also have authority to monitor the progress of new
railway project development.
Institutional relationships and necessary coordination
JTC and external institutions
To achieve its goal, JTC should have a close relationship with other institution not only with agency
under DKIJ but also with other ministry. As JTC is working under the DKIJ government, for funding
scheme of transportation development is still in the authority of DKIJ. JTC only have the authority to
make coordination with other ministry and other local government related with the development,
implementation and evaluation of transportation integrated system. As the final decision, especially
regarding the policy and regulation is still in the authority of DKIJ.
Figure 20 – Institutional Relationships
Areas of overlapping activity, coordination and legal actions required

The establishment of JTC will take over many of the roles currently the responsibility of DISHUB and
other DKIJ agencies such as spatial planning agency and public works agency, these areas of potential
overlapping activity will have to be identified and resolved. The idea is that the JTC will concentrate
all these transport and land use planning related activities in one professional organization and avoid
the problems experienced through separate, unbundled and uncoordinated activities.
The main conflict will be with regards to DISUB who have wide responsibilities but a poor track
record as regards delivery and action. DISHUB is a currently the prime organization under DKIJ w
responsible for transportation issues, so with the establishment of JTC, there should be a process of
radically redefining the role of DISHUB.
Role of DISHUB

The establishment of JTC will affect the authority of DISHUB. In order to minimize the conflict of
authority between JTC and DISHUB, a distribution of transport authority has to be set up obviously.
Based on article 22 point 4 of Government Regulation No 41 year 2007 concerning regional
apparatus organization (PP 41/2007), the implementation of transportation activity in DKIJ area
should be implemented by DKIJ in the form of “Agency/Dinas”. Therefore the consultant proposes
that JTC have a role in policy planning and regulation with DISHUB have a role more related to
enforcement and traffic management including detailed roles like road vehicle testing, parking, etc.
The following is distribution of transport authority proposed by the Consultant:
Table 8 – Role and Activities of JTC DISHUB

Role/Activities Authority
JTC DISHUB
Planning policy in regional transportation V
Development of urban transportation system V
Technical policy arrangement in regional transportation V
Organizing and developing the land, water, and air transportation system V
Monitoring and controlling business system and activity of land, water, and V
air transportation
Providing service, guidance, and control of license, V
standardization/certification, and recommendation in transportation
Determine the location, management, and guidance of parking business V
Calculating, monitoring and evaluating tariff of land, water, and air V
transportation
law enforcement in transportation regulation V V
Conduct examination for public transport for people and goods, and V
examination for car body quality
Arrangement, monitoring, and evaluation of road transport route network V
Procedures to Address Coordination Issues.
To overcome the coordination problem, there should be regular meeting conducted between related
agencies with JTC. The proposed procedures are several regular meetings such as monthly meeting
for coordination regarding implementation program, semiannual meeting for reviewing annual
planning and annual meeting for planning development. Other than these regular meetings, JTC and
related agency should conduct a meeting as soon as a problem arises.
Determine Required Legal and Regulatory Actions:
The Consultant’s legal team has been working on these issues, but has yet to complete the exercise.
Clearly a legal basis is required in order to establish JTC as a new institution in DKIJ. The consultant
proposes that DKIJ issue a Perda for the JTC establishment. The Legal bureau of DKIJ will draft and
propose to the Governor of DKI to be issued together with local council.
The proposed timeline for this is included in MCS Report No 4 ‘MRT Implementation Roadmap’ and
the process is also covered earlier in this report in the legal overview section.
Develop Public Outreach Programs to Support JTC Objectives
To successfully develop the integrated transportation system, DKIJ should involve its stakeholder.
First, there should be socialization about the JTC, its role and how it will interact with other existing
transportation agency (DISHUB, Ministry of Transportation, and Police Department). Second, in
implementing its function, JTC should involve stakeholder such as people who use public
transportation, Dewan Transportasi Jakarta, Universities, public transport owner, or other NGO in
transportation and media publication such as television, radio, newspaper, magazine and other social
media. Third, JTC should also make close network with other local government, especially in

JABODETABEK area. This open communication will be very important because the issue of people
mobility from surrounding area is very crucial.
3.2.5 Jakarta Transport Development Fund

The most effective way to ensure that the income to DKIJ is used for the benefit of MRTJ is to
establish a “Transport Improvement Fund” earmarked specifically for that purpose. The manner in
which this Transport Improvement Fund would work is shown in the following diagram, with funding
flowing from the various TDM instruments to the Fund, then, at the discretion of DKIJ, funding would
flow from the fund to the various transport improvement projects, including MRT.
Figure 21 – Jakarta Transport Improvement Fund
Parking Value
ERP Vehicle Special
Receipts
Tax Capture
Increase Levy Fuel levy
Levy
Income from TDM Instruments
DKIJ Transport
Improvement Fund
Distributions to Transport Improvement Projects
Other Urban
Transjakarta MRT
Transit
3.2.6 Strong Action from DKIJ – Critical for the Survival of MRTJ
Only if DKIJ is aggressive and politically courageous in implementing strong TDM measures, such as
Electronic Road Pricing, value capture levies, increasing parking charges, vehicle ownership taxes and
special fuel levy, can significant funds be made available to reduce the MRTJ subsidy. In addition,
DKIJ has committed to closing part of Transjakarta Line 1 upon opening of the MRT. These measures
will make it more difficult and expensive for private vehicle users to continue to drive into the CBD of
Jakarta; these measures will not only increase the revenue of the city but also will provide the
incentive for private car users to be more inclined to become future MRT customers. Absent these
strong TDM measures, the Consultants projects that MRT ridership will be no more than 70,000
passengers per day and income to defray the subsidy will be minimal.

3.2.7 Legal Implications of Establishing the Transport Improvement Fund

Law 28 (2009)12 in paragraph d) sets out the rationale for the various instruments of taxation should
be for the benefit of service improvements….”whereas in order to improve services to the public and
for regional independence, it is necessary to carry out expansion of local taxation and charges objects
and to provide discretion in the determination of tariff….” There are some legal measures that must
be taken in order to establish the Jakarta Transit Improvement Fund and to allow financial injections
to the fund from the various TDM instruments. The Consultant has identified three steps in this
process: Step 1: to create the Jakarta Transport Improvement Fund; Step 2: establish the authority to
move funds from various TDM instruments to the Jakarta Transport Improvement Fund; and Step 3:
to permit the funds in this Fund to be used for the purpose to reduce the annual MRTJ subsidy.
Step 1: In order to establish the “Jakarta Transport Improvement Fund” it is recommended that the
Jakarta Governor establish a new Perda that establishes such a fund to be used for the sole purpose
of reducing the losses of MRTJ that will have to be borne by DKIJ.
With the exception of the income from Electronic Road Pricing, there already are legal bases for
collection of funds from the following TDM instruments: tax on land and buildings, parking tax, fuel
levy and vehicle ownership through the following legislation:
 Regional Regulation of DKI Jakarta No. 16 Year 2011 regarding Rural and Urban Land and
Building Tax;
 Regional Regulation of DKI Jakarta No. 16 Year 2010 regarding parking tax;
 Regional Regulation of DKI Jakarta No. 10 year 2010 regarding fuel tax of motor vehicles
 Regional Regulation of DKI Jakarta No. 8 Year 2010 regarding motor vehicle tax.
For the motor vehicle registration fees, fuel levy and parking tax, the percentages of total receipts
recommended to be deposited to the Transit Improvement Fund have been identified in previous
sections of this report. With regard to the value capture revenues, the Consultant recommends that
a special assessment be levied on all properties within 500 meters of each MRT station in the amount
of 30% of the increase in value from the previous year. The identification of the properties within this
area shall be made by tax assessors after opening of the first phase of the MRT.
Regarding proceeds from the electronic road pricing system, there will need to be modifications to
Law 28/2009 that establishes the right of DKIJ to collect fees from motorists driving within the
electronic road pricing zone.
Step 2: In order to give DKIJ the authority to move funds from these various TDM instruments to the
Transport Improvement Fund, there will have to be additions to the text already existing in the
various regulations that establish the collection of these funds, mentioned in the previous section.
These additions to the text will include two elements: (i) any special levy or increase in the collection
that is required and (ii) the percentage or amount from each of these instruments that are to be
deposited to the Jakarta Transport Improvement Fund.
Specific additions to the above regulations include the following: to
 Regulation No. 16 of 2011 regarding land and building tax: “and special levy of 30% of the
increase in value of property during the past year will be deposited to the Jakarta Transport
Improvement Fund. This provision shall apply to property located within 500 meters of each
MRT station;
 Regulation No. 16 of 2010 regarding parking tax: “an additional 1% parking tax shall be levied
and will be deposited to the Jakarta Transport Improvement Fund”;
12
Law of the Republic of Indonesia No. 28 Year 2009 Concerning Local Taxes and Charges

 Regulation No. 10 of 2010 regarding motor vehicle fuel tax: “an additional 1% tax of fuel shall
be levied and will be deposited to the Jakarta Transport Improvement Fund”; and
 Regulation No. 8 of 2010: “tax to be increased to 2% for the first vehicle, 4% for the second
vehicle, 6% for the third vehicle and 10% for the fourth vehicle”
 Regulation 28 of 2009 will have to be modified to allow collection of fees from vehicles
subject to Electronic Road Pricing, when implemented. In addition, the database of vehicle
registrations and ownership details needs to be updated to ensure that vehicles within the
electronic road pricing zone without transponders will be identified to ensure payment.
Step 3: Allocation of funds from the Jakarta Transport Improvement Fund to reduce the subsidy of
MRTJ. Chapter III, Article 94 of Law 29 of 2009 provides for specific percentages of the motor vehicle
tax that go to towns and the province. The following additions should be made to Article 94 to
ensure the use of the proceeds from TDM measures will be made available to reduce the MRTJ
subsidy:
“From the Jakarta Transport Improvement Fund the following funds will be made available annually
for the reduction of the subsidy needs of MRTJ:
 IDR 58 billion from the ERP
 IDR 30 billion from the parking tax levy
 IDR 33 billion from value capture tax increases
 IDR 180 billion from the vehicle ownership tax increase
 IDR 11 billion from the special motor fuel levy
“These amounts can be modified by DKIJ based on specific priorities of improvement of Jakarta’s
transport as well as the amount of the revenue shortfall at MRTJ in each year.”
These numbers were the result of the Consultant’s estimation of realistic portions of the various
TDM instruments described previously in this section. The actual values of funding transferred from
the Jakarta Transport Improvement Fund can be modified each year depending on the financial
situation of the MRTJ.
These funds will be used to reduce the MRTJ subsidy, as needed. For example, during the early years
of the project, the most urgent need will likely be to offset the operating subsidy. As the project
matures, the need may be for the subsidy for capital improvements, etc. The organization that will be
in charge of this fund may be the JTC (Jakarta Transportation Commission), if this unit is established,
as recommended by The Consultant, or perhaps DKIJ or another entity within DKIJ.
To summarize, the funding potential from TDM instruments as shown above totals IDR 312 billion,
plus the IDR 99.80 billion from advertising and space rentals at stations (this income flows directly to
MRTJ) for a total of IDR 411.8 billion that would be available to reduce the subsidy of MRTJ each
year.
3.3 Regulator
3.3.1 Introduction – Regulatory Framework and Safety
DKIJ has the opportunity to implement a more modern regulatory system than that currently
followed by the MOT through DGR which will be more flexible, realistic and focus on safety as the all-
important issue and be able to cover different types of railways including metro, light rail and
monorail within the province/city.
General ‘best practice’ in Europe, Australia, Canada and the USA tends to favor what is known as a
‘co-regulatory’ framework for safety regulation where the role of regulation is shared between the
government/province and the regulated parties. On the one hand there are a set of safety laws and

regulations that are set and monitored by the governments and administered by the regulatory
body, which is an independent authority where possible.
The laws and regulations set out the functions, objectives and powers of the regulator and impose a
shared responsibility for safety on all parties, including rail transport operators, rail safety workers,
other persons involved in the rail industry and the public. In addition to the principle of shared
responsibility, specific safety duties are imposed on others in the rail industry who have control over
rail activities, including the primary duty imposed on rail transport operators to ensure the safety of
their railway operations so far as is reasonably practicable.
As part of a co-regulatory framework, each party that can influence rail safety has an obligation to
play its designated part fully in co-operation and consultation with affected parties.
3.3.2 Key Principles

The following principles describe the basis by which the regulatory authority regulates:
Table 9 – Regulatory Key principles
Regulatory Key Principles Comments
Independent and impartial Independent from industry, political and individual influences enables the
authority to act without bias in the best interest of rail safety and
consistent the organizations objectives.
Risk-based Regulatory effort and compliance activity is commensurate with risk,
which means that priorities and regulatory activity are aligned with the
highest risk and potential for improvement.
Educational The authority through its safety improvement strategy proactively
engages in encouraging, collaborating and supporting the wider industry
to enable duty-holders under the law to improve their knowledge, skills
and standards to prevent accidents and unsafe conditions.
Proportionate compliance The authority’s compliance and enforcement policy is predicated upon
and enforcement response to safety issues being proportionate to the risks and potential
benefit to safety.
Transparent, fair and Rail transport operators know what, why and when the authority take
accountable safety action and these actions are predictable and proportionate
Consistent Need to be consistent with risk-based decision-making and like situations
will then be treated in a like manner as much as possible, no matter where
they arise under the authority
These principles aim to support regulatory effectiveness and efficiency by supporting a transparent
and collaborative relationship with the rail transport industry and continual improvement in rail
safety.
Methodology/Process
Most of the modern international systems reviewed tend to regulate that the railway undertakings
must implement and maintain a Safety Management System (SMS). The regulator then accredits the
railway undertaking either through a process of application and validation that assesses the
acceptability of the organization’s SMS or alternatively through the submission of what is known as a
‘Safety Case’, which essentially does the same thing.
The regulator will have a range of tools and powers to deliver its functions and ensure compliance
with the law. Its compliance activities would include audits, inspections and compliance
investigations. Enforcement tools to support compliance, would also include the power to revoke or
suspend accreditation, force changes on a railway undertaking to ensure compliance, prosecute
entities and/or individuals, etc.

Safety Management Systems (SMS)

Development of safety regulation systems
Traditionally, in rail and in other safety-critical industries, safety had been pursued through
compliance with prescriptive rules and regulations. In the 1990s, however, advancements in safety
research demonstrated that organizations could be compliant with prescriptive regulations, yet still
be unsafe. More specifically, compliance did not necessarily mean effectively managing risks.
The solution to improve the situation was for the companies concerned to become more proactive,
to refine their abilities to identify hazards, and to assess and mitigate risks. The need for companies
to build a safety consciousness into their day-to-day operations was of paramount importance. A
systematic approach to safety within the organization was therefore developed.
This represented a shift from the traditional reactive approach of considering what had happened in
a post-accident environment to anticipating situations and risks and mitigating them.
A Safety Management System (SMS) is a systematic, explicit and comprehensive process for
managing safety risks. As with all management systems, an SMS provides a directed and focused
approach to safety with a clear process for setting goals, planning, and measuring performance.
Woven into the fabric of an organization, an SMS becomes part of the culture – the way people at all
levels do their jobs.
For the purposes of defining safety management, safety can be defined as ‘the reduction of risk to a
level that is as low as is reasonably practicable (ALARP)’.
Figure 22 – Cycle of Improvement
Source: The Consultant and best practice research
The organizational structures and activities that make up an efficient safety management system are
found throughout an organization. Every employee contributes to the safety culture of the
organization, and an effective SMS includes both management and employee participation. The SMS
philosophy requires that responsibility and accountability for safety be retained within the
management structure of the organization. Senior management should always be ultimately
responsible for safety, as they are for other aspects of the business.
The SMS approach ensures that authority and accountability always co-exist.

In larger organizations, safety management activity will be more visible in some departments than in
others, but the system must be integrated into “the way things are done” throughout the
establishment. This will be achieved by the implementation and continuing support of a coherent
safety policy that leads to well-designed procedures.
The “four Ps” of management represent the foundation of a good and rigorous safety management
system:
Philosophy – Safety management starts with management philosophy:
 recognizing that there will always be threats to safety;
 setting the organization’s standards; and
 confirming that safety is everyone’s responsibility.
Policy – Specifying how safety will be achieved:
 clear statements of responsibility, authority, and accountability;
 development of organizational processes and structures to incorporate safety
 goals into every aspect of the operation; and
 development of the skills and knowledge necessary to do the job.
Procedures – What management wants people to do to execute the policy:
 clear direction to all staff;
 means for planning, organizing, and controlling; and
 means for monitoring and assessing safety status and processes.
Practices – What really happens on the job:
 following well-designed, effective procedures;
 avoiding the shortcuts that can detract from safety; and taking appropriate action when a
safety concern is identified.
Recommendations
The consultant recommends that the co-regulatory approach focusing on a mandatory Safety
Management System be used in Jakarta for the MRT.
To assist and guide DKIJ in scoping and developing the regulatory framework the consultant has
included some sample documentation on accreditation application (form and checklist) from the
Australian National Rail Safety Regulator (Annex IV:C).
In addition, a sample Safety Case (Kiwi Rail) can be found here:

http://www.rmtunion.org.nz/documents/SafetyCaseKiwiRail.pdf
The whole safety system is complex and links in with all the other disciplines, departments and
systems and the detail will worked out by the MOCS consultant and shadow operator.
The consultant considers that the Application form approach may be less flexible and involve more
work in terms of validating and monitoring than the Safety case approach. However the detailed
approach can be worked out once the regulator is in place and exact capabilities are known.

Table 10 – Safety Management Systems and Regulatory Best Practice References

Key References and Best Practice
Safety Case Example
http://www.rmtunion.org.nz/documents/SafetyCaseKiwiRail.pdf
Australian National Rail Safety Regulator

http://www.onrsr.com.au/
 Assistance & Guidance Notes:
 Accreditation and variation checklist
 Accreditation and variation application form
 Guideline for Preparation of a Safety Management System
 Effective Management and Control Guideline
 Competency and Capacity Guideline
 Accreditation Policy
Guidelines for Rail Resource Management Rail Safety Regulators’ Panel Victoria & New South Wales 2007
Safety Management Examples:

 Railway Safety Management System Guidelines Nov 2010
 Railway Safety Manager British Columbia Safety Authority Canada
 Railway Safety Management System Guide February 2001 (TP 13548) & Update 2010 (TP15058E)
Transport Canada, Ottawa, Canada
 Safety Management System Guideline for Alberta Railways Canada April 30, 2010
 Safety Regulation and Standards for European Railways, NERA, for EU DG Energy & Transport Feb
2000
 INTERNATIONAL COMPARISON OF RAIL NETWORKS AND POLICY LESSONS FOR SCOTLAND, STEER
DAVIES GLEAVE Scottish Executive Social Research 2007
3.4 Transport Integration
3.4.1 Prepare Integration Plan:
1. Prioritize Integration Opportunities:
Integration as applied to public transport covers a wide range of concepts. Some studies have
defined integration as “the way parts of the public transport network are embedded in the total
mobility chain” Other definitions are more encompassing, defining it as “the organization process
through which elements of the passenger transport system (network and infrastructure, tariffs and
ticketing, information and marketing) are, across modes and operators, brought into closer and more
efficient interaction, resulting in an overall positive enhancement to the overall state and quality of
the services linked to the individual travel components.”13
Integration refers to all characteristics of passenger transport service, including infrastructure, tariff
and information systems and especially the authorities and organizations which are involved in
planning, managing and running public transport systems. Integration includes also cycling, walking
and use of private cars. Integration has also been defined as the speedy, convenient and economical
connection of services provided by public transport systems in order to make up complete journeys
for passengers from their origins to the final destinations14. Essentially, the process of integration
13
NEA Transport research and training (2003) Integration and regulatory structures in public transport,
Transport Studies Unit, University of Oxford
14
Simpson, BJ. (1994) Urban Public Transport Today, E & FN Spon, London

strives to provide a seamless service using two or more modes in order to achieve a high level of
modal share by attracting more passengers, especially car users15.
There can be five broad categories of integration among transit systems:
i) Physical Integration: Close and easy access to at interchanges with other modes can enhance the
attractiveness of public transport significantly. This includes not only physical connections between
public transport modes but also includes connectivity of public transport modes and areas
surrounding stations.
ii) Network Integration: Network integration can include both route network and scheduling
integration. Route network integration generally refers to connectivity of different public transport
modes, such as bus and rail transport as well as feeder buses that would support and complement
services on main trunk transit links. Scheduling integration includes the timing of services on each
transit network at major interchange points. While complex mathematical computer models can be
used to maximize this scheduling integration it is sometimes more useful to create simple sketch
maps of public transport routes to combine with information from the network map and timetables
to develop an important basic tool for network planning.
iii) Fare integration: Fare integration is typically reflected in using a single ticket or card for travel on
several urban transport modes that facilitates transfer between modes. Transfer of tickets between
different services makes public transport a more attractive option which typically has positive
ridership impacts.
iv) Information Integration: Critical to the success of multi – mode travel is a comprehensive easily
understood guide for passengers. Appropriately designed signage at interchange stations is also an
important to enable passengers to use multiple modes with ease.
v) Institutional integration: Institutional integration is sometimes referred to as “wider integration16”
and often has a direct impact on the integration elements previously described. This type of
integration includes land use planning, travel demand management and coordination between public
transport services. Specifically, institutional integration includes: integration between policy
instruments involving different modes, between transport measures and land use planning policies
and integration with other policy areas such as health and education system.
In summary, it has been found from research including a wide variety of case studies that the
conception of public transport as a network, rather than just a few individual routes, can generate a
higher level of patronage due to a surplus of ridership, sometimes called “network effect”17; thus
emphasizing the importance of maximizing the amount of integration in urban transit systems.
Case Study: A case study in Australia demonstrates the magnitude of this “network effect” on
integrated public transport. For example, in South East Queensland, institutional, fare and network
integration resulted in annual ridership growth of 9.7% in the first year and 11.6% in the second year
after instituting such integration measures.
While all of these integration measures probably cannot be implemented in Jakarta during the early
years of the MRT, these concepts should be kept in mind as tasks for the JTC as well as MRTJ and DKIJ
as Jakarta’s transport network develops and matures.
2. Integration Opportunities in Jakarta
The following are some specific integration examples between the MRT and other transport modes
in the city.
15
Integration in Urban Public Transport Systems, Vahid Poorjafari, Mohammad Poorjafari;
16
ibid
17
ibid

Transjakarta
Simply constructing the 15.7 km phase I of the MRT network will not go very far in offering a
comprehensive commuter network to Jakarta’s commuters. It will be critical that the integration plan
of MRT services be carefully prepared with other urban transport systems in order to maximize the
impact of the MRT services for Jakarta commuters. This integration will be primarily between the
MRT system and the Transjakarta bus network; KCI commuter rail as well as with other bus operators
potentially providing feeder service to/from MRT stations. This integration plan will be enhanced,
though not strictly dependent upon, the implementation of interoperable or integrated ticketing
between MRT and bus transport.
Two levels of integration should be pursued between MRT and Transjakarta services: (i) maximizing
the passenger convenience to physically move between these two services at common stations and
(ii) combining this physical transfer convenience with a fully integrated common ticketing system,
which would maximize passenger convenience.
As the Transjakarta busses operating along designated busways on 12 routes offer the greatest
potential for integration with the MRT. Integration of the MRT network with Transjakarta will have
an important impact on MRT ridership as well as the potential economic benefits for the commuters
of Jakarta. The MRT alignment is parallel to Transjakarta line 1 between Blok M and Bundaran Hi,
lines 2A and 3A between Senayan and Bundaran Hi, line 9 and 9A intersect the MRT at Senayan, lines
15 and 13 at Blok M and lines 4 and 6 are potential feeder services at Dukuh Atas station. In
addition, Transjakarta line 6A is parallel to the MRT between Bundaran Hi and Dukuh Atas. The
current plan of DKIJ is to close operations of Transjakarta line 1 between Blok M and Bundaran Hi
after opening of the MRT. If this, in fact, is accomplished, it will be critical that the other Transjakarta
routes and MRT be integrated as much as possible so as to be a seamless transport system, as
perceived by MRT customers.
Integration with Transjakarta services should provide an opportunity for significant numbers of
passenger transfers at Blok M and Bundaran Hi. The current plan is to disband Transjakarta services
between these two stations that would be duplicated by the MRT. This integration can take the form
of ensuring that adequate signage is available and that convenient passenger access exists between
MRT and Transjakarta services. Exits from MRT need to be clearly marked to indicate the most
convenient connection to Transjakarta services.
KCJ
There is a connection with commuter rail only at the MRT station of Dukuh Atas where the MRT line
crosses above the KCJ Sudirman station. Commuter trains serving Dukuh Atas operate along two
main routes: (i) Depok – Jatinegara and (ii) Bogor – Jatinegara. Information was obtained regarding
the number of commuters using Sudirman station during 2010 and 2011. During 2010 a total of
2,847,829 commuters boarded and alighted at Sudirman station and based on first quarter 2011
passenger statistics, annual passenger during 2011 was estimated to be 3,376,050 which equates to
a total of 9,249 passengers per day. Based on passenger kilometers generated, the average trip
length for passengers using Sudirman station is 32 kilometers.
While there is no detailed information that describes the origins/destinations of these 9,200
passengers/day, it is likely that many of them transfer to other transport modes, including
Transjakarta and other ordinary buses. A portion of these commuters could also choose to transfer
to MRT at Dukuh Atas station; therefore the interface between these two stations (Dukuh Atas on
the MRT and Sudirman on CKJ) needs to have clearly – marked signage to make is easy for
transferring passengers.
Feeder Services:

It was found in Singapore and Bangkok that by implementing a network of feeder buses, MRT
ridership would increase by between 8% and 16%. For the Jakarta MRT the Consultant has estimated
that if a feeder bus network were in place, MRT ridership would increase by an estimated 12%.
A network of feeder buses will be essential for MRT services to reach the maximum number of
Jakarta commuters. To some extent, existing Trans Jakarta routes will act as feeders, though at other
stations, smaller buses may be more appropriate. Ideally, these feeder bus routes should be
identified prior to the MRT opening with the strong support of DKIJ. However, as there is at the
present time no coordinating transport organization in Jakarta, it is possible that some enterprising
bus companies will recognize the need for a network of feeder buses and will approach DKI Jakarta
with a proposal to establish such a network. The Consultant has already met with management of
KOPAJA and they indicated an interest in providing such feeder services. However, there are some
pricing implications, as pricing of bus routes is controlled by DKI Jakarta with the minimum flat rate
fare now set at Rp 3,000 for small and medium buses. There well may be some feeder routes that
will be relatively short, and the ticket prices may need to be lower in order to attract potential
customers.
It is recommended that DKIJ take the initiative and develop feeder routes for each MRT station and
tender these routes to bus operators in Jakarta based on the provision of MRT-Feeder Service
through fares.
Existing Operators
Transjakarta will likely be the most important of existing bus operators to offer feeder services to the
MRT network. Transjakarta routes that will become feeders to the MRT include: 1, 2A, 3A, 4, 6, 6A,
13 and 15. Stations from which these feeders would operate include: Bunderan Hi, Blok M, Senayan
and Dukuh Atas.
New Operations
While already operating routes in their own right in Jakarta, KOPAJA and Metro Mini likely will be
operators that would be interested in providing feeder services from several MRT stations. The
Consultant met with management of KOPAJA and discussed specifically opportunities to operate
feeder services at major MRT stations.
The Consultant held discussions with the management of Koperasi Angkutan Jakarta (KOPAJA), a
cooperative that with 900 members, 1,479 busses, 40 of which are air–conditioned, provide urban
bus services with 25 – seat vehicles over 25 routes. Fares are proposed by the cooperative but need
to be approved by the municipal government. At present the fare structure is Rp 5,000 for AC bus
routes and Rp 2,000 for non – AC routes. The fares are flat fares for any distance. Fare increases in
theory, can be requested by the operator for approval by the municipal government, but in practice,
such approval is very difficult to achieve. The most recent fare increase was in November 2011 and
they do not expect any further increases will be approved within the next 5 years.
KOPAJA management is very interested in operating feeder bus routes for the benefit of the MRT;
these may be new routes or adaptation of already existing routes. KOPAJA management offered to
identify the routes and service they would be willing to provide based on a map of the future MRT
stations.
Integrated Ticketing
Integrating the ticketing systems between the MRT and feeder services is a technique that has been
used successfully in other locations, notably Singapore and the Consultant considers that this
concept should be explored in the case of Jakarta MRT.

In fact, there already is a precedent for ticket integration in Jakarta. As of 22 January 2013, Trans
Jakarta and KOPAJA AC busses (Trans Jakarta corridors 1, 6 and 8) have begun to jointly operate at
some stations and have added some convenient features for riders using these services. For example,
if a passenger boards a KOPAJA AC bus from the KOPAJA terminal, the normal fare of Rp 5,000 is paid
– subsequent transfer to Trans Jakarta can be made at no additional cost. However, for the reverse
(passenger boarding Trans Jakarta then transferring to KOPAJA AC) the normal Trans Jakarta and
KOPAJA AC fares must be paid (Rp 3,500 plus Rp 5,000). While this is not exactly the application of
common ticketing as implemented in Singapore, it does indicate the ingenuity of transport operators
in Jakarta to embrace this concept for the benefit of passengers.
The precise impact on passenger ridership of common ticketing in Jakarta is difficult to estimate.
However, based on evaluation of MRT ridership in Singapore, it has been estimated that between 20
and 30 percent of MRT riders will make use of feeder bus services. If this transfer is made easier and
cheaper through common ticketing systems, there would likely be an increase in MRT users. Based
on experience in Singapore and studies in Bangkok, a 6% increase in ridership can be estimated to be
attributable to common ticketing.
It is difficult to measure precisely the impact on ridership of integrating the MRT service with other
urban transit modes, such as buses and commuter rail. However, the experience in Bangkok and
Singapore can provide some guidance as to the likely ridership impact in Jakarta.
It has been found that in Singapore, nearly two – thirds of MRT passengers use buses to complete
their journey. In Bangkok and Singapore, it has been estimated that by implementing a network of
feeder buses, MRT ridership would increase from between 8% and 16%.

4. Financial Issues
Matters and Set-up
Report 7 Financial Planning was first submitted in October, 2014 and a revised report was submitted
10 November 2014. Report 7 contains asset ownership options, full financing plan, an outline of
required documents, details of the financial model, key performance indicators and scenario and
sensitivity analyses. Outlined in this Chapter of Report 3 are details and issues relating to subsidies,
transport demand management and value capture.
4.1 Subsidies
4.1.1 Introduction
The Most Likely financial estimates include a total subsidy during the operational period of Rp.
24,687 billion over the 40 year projection horizon. The initial Report 7 estimated a subsidy of Rp.
18,876 billion. Revisions to assumptions for passenger demand during peak hours, replacement of
train sets and increase in passenger fares cause the increase.
Figure 23 – Subsidy Components – Most Likely Case (DKIJ & MRTJ)
The subsidy estimate includes income of Rp. 16,444 billion from the TDM programs and value
capture initiatives that are the subject of the following sections. Without real effort to implement
these programs the subsidy estimate increases to Rp. 49,369 billion.

Figure 24 – Subsidy Components – Pessimistic Case (DKIJ & MRTJ)
4.1.2 Discussion of importance of non-fare sources to minimizing subsidy

There are two categories of non – fare revenue that serve to reduce the subsidy requirement: (i)
income from advertising and space rentals at stations which is collected directly by MRTJ; and (ii)
TDM and value capture activities that generate income for DKIJ. Most metro systems have some
amount of income from advertising and rentals in the metro stations.
As noted in Report 2, there are valid arguments to suggest that particular interest groups should be
targeted and made to take a share of the burden and be subject to specific taxes and/or levies to
contribute to MRT costs. The income from such activities is usually controlled by a transportation
agency, like the Jakarta Transit Commission discussed in Report 2, and allocated to public transit
operators. This is the basis for the Consultant’s recommendation for the various TDM and value
capture activities discussed in the following sections.
4.2 Transport Demand Management (TDM)
4.2.1 Prepare TDM Plan
Prioritize TDM Opportunities
The following TDM opportunities are available in order to encourage commuters to use the MRT as
well as to provide additional sources of income in order to reduce MRT subsidies. These
opportunities include: electronic road pricing; increase in vehicle registration fees, increase in taxes
on parking in the CBD as well as a proposed increase in the fuel levy by DKIJ. Of these TDM measures
identified, the ones that would be easiest to implement would be the increase in vehicle registration
fees, tax on parking and the increased fuel levy, as taxes and levies on these services already exist.
Electronic Road Pricing, while currently undergoing tests in Jakarta, is less likely to become a reality
and to restrict private vehicles in the city.
Electronic Road Pricing Technology
Based on the initial testing of the electronic road pricing technology in Jakarta, when finally
implemented, each vehicle will be fitted with an “In vehicle Unit” (IU) which will be activated by
inserting a stored value card. As the vehicle moves under the gantries located at the boundaries of
the electronic road pricing zone, the appropriate amount of money will be deducted from the card.
The card will have to be “topped up” at another location when fully used. Below is a picture of the

type of IU that will likely be installed in each vehicle. The cost of each unit is S$ 150 or about US$
120.
Figure 25 – In Vehicle Unit in Singapore for Use in the Electronic Road Pricing Zone
Source: Singapore Land Transport Authority Website
There are many toll roads in the United States and some other countries that use another system of
recording vehicle movements within a restricted zone, a small transponder card that is attached on
the inside of the vehicle’s windscreen. Some toll roads in Chile also use a similar technology. This
transponder card is the size of a credit card and can be set up to deduct road charges from a credit
card on bank account of the driver. Below is a photograph of this card. The cost of this card is $4.99.
Each user can establish the minimum threshold below which the account supporting this card will be
topped up automatically from a credit card or bank account.
Figure 26 – Transponder Card Used in the United States
Source: http://en.wikipedia.org/wiki/
The Consultant considers that DKIJ should carefully investigate the size and cost of the transponders
intended to be used with the electronic road pricing system in Jakarta to ensure that the cost of the
unit is reasonable, with the budget of Jakarta motorists and likely to be accepted by future users.
Electronic Road Pricing Zone Definition and Potential Income
All successful electronic road pricing systems world – wide18 have established an “exclusion zone” in
the central part of the city. All vehicles crossing the boundary of this exclusion zone pass through an
electronic road pricing barrier and are charged for entering the area. However, the Consultant’s
understanding of the electronic road pricing system envisaged by DKIJ does not include defining an
exclusion zone, but rather erecting gantries along several main arteries in Central Jakarta in a manner
similar to the “3 in 1” system. The Consultant considers that failure to implement a system of
exclusion zones for the electronic road pricing will constrain MRT ridership. The following diagrams
18
For example, Singapore, London and Stockholm

show the electronic road pricing exclusion zones in London and Stockholm, respectively. In the
second Stockholm diagram, the percentage of traffic reduction experienced between April 2005 and
April 2006 is highlighted.
Figure 27 – London Electronic Road Pricing Exclusion Zone
Source:https://www.google.com/search?q=erp+on+london+zones&rlz=1C1RNVG_en
US569US569&
es_sm=93&tbm=isch&tbo=u&source=univ&sa=X&ei=KPviU627ItG1uAT-
n4Jw&ved=0CDwQsAQ&biw=
Figure 28 – Stockholm Electronic Road Pricing Exclusion Zone
Source: http://roadpricing.blogspot.com/2012/09/stockholm-congestion-pricing-has-had.html

Estimates for electronic road pricing revenue were made using traffic counts as carried out by JICA in
their update of the SITRAMP study (and shown in the JAPTraPIS19 study) and indexed to 2018. Traffic
counts were shown for three cordons at the DKIJ boundaries on the east, west and north/south
screen line. Based on these estimates there will be 137 million car trips per year crossing the DKI
boundary by 2018 20 . Only cars have been included in the calculations here as the issue of
motorcycles is a controversial one and it is not certain that motorcycles will be a part of the
electronic road pricing system. Some specific recommendations for stricter control of motorcycles
are elaborated further in this report. However, as these are cordon line counts, for vehicles crossing
into DKI over a 24 hour period, vehicles would likely be counted twice; once coming to the city in the
morning and in the evening returning in the opposite direction. Therefore, the number of vehicles
that would be subject to charge, if the electronic road pricing boundary were along the DKI
boundary, would be 50% of the cordon counts, or about 68.5 million vehicle trips/year.
The Consultant understands that DKIJ plans to implement electronic road pricing along several main
routes in central Jakarta in a “strip pattern”, similar to the “3 in 1” system. The Consultant
recommends, rather, that it should be a wide zone in the downtown area in order to have an impact
on reducing congestion and to encourage motorists to use public transport. “The Jakarta
administration will implement Electronic Road Pricing in 10 districts21: Tanah Abang, Menteng,
Setiabudi, Tebet, Matraman, Senen, Gambir, Tambora, Sawah Besar and Taman Sari”. Initially, DKIJ
plans to implement the electronic road pricing along Jalan Sudirman, Thamrin and Rasuna Said in
Kuningan. The Consultant considers it essential that DKIJ expand its scope to include a fairly large
clearly defined exclusion zone of the CBD in order to be effective. The Consultant has identified a
proposed zone of exclusion of the electronic road pricing and estimated the annual number of
vehicles that would pay the fee.
The proposed electronic road pricing exclusion zone for the “most likely” scenario is proposed to
follow the existing railway line from Kota Station through Pasar Senen to Jatinegara; then proceed
south to a point along Letjen Mt Hargono then proceed directly westward passing to the south of
Blok M to Kebayoran Lama and follow the railway line through Tanah Abang to Kota Station. All roads
that cross this boundary will have an electronic road pricing gantry erected. As an “optimistic”
assumption, the exclusion zone would be the DKI boundary, and the “pessimistic” case includes the
assumption that electronic road pricing will be implemented only along individual roads, which
mirrors the existing thinking at DKIJ. Below is an illustration of the approximated boundaries of the
recommended “exclusion zone”.
19
Jabodetabek Public Transportation Policy Implementation Strategy in the Republic of Indonesia, February 2012
20
JAPTraPIS; secton 3.2; annual grwoth rate of cars found to be 0.6% from 2000 to 2008; this rate applied to project to 2018
21
Wikopedia, 7 May 2014

Figure 29 – Proposed Electronic Road Pricing Exclusion Zone for Jakarta
Source: Adapted by the Consultant

With regard to the current DKIJ plan to erect gantries along major roads within the CBD in a “strip”
pattern, without defining and “exclusion zone”, the number of vehicles currently moving along these
roads is probably significant, but when electronic road pricing is implemented, many of these
vehicles will likely find alternative “free” routes around the gantries (assumed to be 50%) and the
monetary yield will be less that under the “exclusion zone” concept and the impact on public
transport use will be minimal.
It has been the experience with other electronic road pricing systems, the need to pay the toll results
in a reduction of traffic of about 25%22. While this percentage may vary among systems, the
Consultant considers that it is suitable for the current evaluation. In the case of the current DKIJ plan
to erect gantries along specific roads, traffic along the electronic road pricing roads will likely be
22
In Stockholm, vehicle traffic was reduced by 20% following ERP implementation; in London passenger cars were reduced by between
20% and 30%; http://www.indiaenvironmentportal.org.in/files/ERP-Singapore-Lessons.pdf

much less, probably only about 50% of existing traffic levels. In summary, the following table shows
the number of vehicle trips that would attract the electronic road pricing payment under the three
scenarios and the total amount of electronic road pricing payments that would likely occur under
each scenario, based on the size of the exclusion zone. Each vehicle is assumed to pay IDR 15,000 for
each trip and the assumed percentage of total payments that would be for the benefit of the MRT is
10%.
4.2.2 Projected Income from Electronic Road Pricing

Electronic road pricing is expected to be implemented in Jakarta by the time the MRT commences
operation in 2018. The Consultant has proposed that a portion of the receipts could be made
available for the reduction of the subsidy requirements for the MRT.
Table 11 – Electronic Road Pricing Scenario
Vehicles Crossing DKI Number of Electronic Road Pricing Paid Vehicle
Boundary Trips per Year
DKI Cordon One Most Likely Optimistic Pessimistic
Counts to 2018 Way (CBD (DKIJ (Electronic
(1) Trips “exclusion boundary Road Pricing
(2) zone”) “exclusion “strip” pattern)
(3) zone”) (5)
(4)
Vehicles 137 68.5 38.5 51.4 19.3
(millions)
Income (IDR Total electronic 577.5 771.0 289.5
billions) road pricing
payments
Electronic road 57.75 77.1 28.95
pricing payments
to benefit MRTJ
Source: JAPTraPIS; MCS Consultants’ estimates
Derivation of electronic road pricing paid vehicle trips:
Column (2) = (1) X 50% to account for round trips from cordon counts
Column (4) = (2) X 75% to account for “tolled off” vehicles
Column (3) = (4) X 75% to account for fewer vehicles within the smaller zone
Column (5) = (3) X 50% to account for fewer vehicles in the “strip” pattern due to circumventing the tolls
4.2.3 Residents with Vehicles living within the Electronic Road Pricing Exclusion Zone
There are vehicle owners living within the proposed exclusion zone and while these vehicles should
be exempted from normal pricing charges, they do need to be brought into the electronic road
pricing system. It is, however, recommended that DKIJ assess these vehicle owners a flat charge per
month or year for operating the vehicle within the exclusion zone.
The following TDM opportunities are available in order to encourage commuters to use the MRT as
well as to provide additional sources of income to reduce the MRT subsidies. These opportunities
include: electronic road pricing; increase in vehicle registration fees, increase in taxes on parking in
the CBD as well as a proposed increase in the fuel levy by DKIJ. Of these TDM measures identified,
the ones that would be easiest to implement would be the increase in vehicle registration fees, tax
on parking and the increased fuel levy, as taxes and levies on these services already exist. Electronic
road pricing, while currently undergoing tests in Jakarta, is less likely to become a reality and to
restrict private vehicles in the city.

Vehicle Registration Fees

DKIJ currently taxes vehicle ownership at the rate of 1.5% for the first vehicle, 2% for the second,
2.5% for the third and 4% for the fourth vehicle. An increase in these levies has been proposed as
one measure to reduce congestion on the city’s road network as well as to increase tax income.
Revision to these tax rates is mandated by Law No. 28/2009 on regional tax and retribution. In
addition, there is a vehicle transfer tax at the rate of 10% for the first transfer and 1% for each
subsequent transfer (Perda 9/2010).
It was announced recently23 that the annual vehicle ownership tax will be increased with the
expressed intent: “…on the condition that the income tax should be used to develop public
transportation and cope with traffic congestion.” The proposal is that the tax would be increased
from 1.5% to 2% for the first vehicle, 2% to 4% for the second vehicle, 2.5% to 6% for the third
vehicle and 4% to 10% for the fourth vehicle. Receipts from this tax during 2013 were IDR 4.6 trillion
and with the proposed rate increase the total annual income from this tax is expected to increase to
IDR 6.4 trillion. This incremental increase of IDR 1.8 trillion should be made available for public
transport improvements, and the Consultant has estimated that about 10% could be made available
for the MRT, which would amount to about IDR 180 billion annually.
Increased Parking Taxes
Increases of parking fees are often used by municipal governments to fund public transport
improvements. In Sydney, Australia there is a parking levy that is a State Government tax on business
within the Sydney City CBD and surrounding areas based on parking spaces provided by employers.
There are provisions for this tax to be increased and the proceeds are earmarked directly for the
benefit of specific transport projects. Local government in NSW has control of on-street parking
levies and it uses it as a primary source of revenue.
At the present time in Jakarta, DKIJ imposes a 20% tax on parking (mandated in Perda 16/2010),
yielding IDR 250 billion during 201324; the total parking payments were therefore computed to be
IDR 1,250 billion. The Consultant has estimated that an additional tax surcharge be levied on parking
for the benefit of the MRT; estimates of this additional tax are between 2 and 3%. This would result
in an annual yield from the additional parking tax of about IDR 30 billion.
Fuel Tax
Another potential source of revenue to DKIJ that could be used to support public transport
improvements, including the MRT, is a special levy on fuel sales. At the present time, there is a 5%
tax levied by DKIJ on diesel and gasoline (mandated by Perda 10/2010) that was budgeted to yield
about IDR 1,100 billion during 201325. The Consultant recommends that DKIJ institute an additional
fuel levy of 1% on fuel sales to be deposited to a dedicated Jakarta transport improvement fund; this
would yield about IDR 11 billion.
4.2.4 Prepare Initial estimates of income and allocations

The following table summarizes the projected income from TDM instruments from 2020 through
2025. Value Capture is also included in this table; details of this income is described further in this
report.
23 Jakarta Post 25 June 2014

24 http://www.jakarta.go.id/web/index.php/apbdpt/rekening/0/2013-0.13.02.00.0000.000/1/140
25 http://www.jakarta.go.id/web/index.php/apbdpt/rekening/0/2013-0.13.02.00.0000.000/1/140; actual amount for 2013
was IDR 1,027 billion

Table 12 – Projected Income from TDM (IDR billions)

2020 2021 2022 2023 2024 2025
ERP 58 60 63 65 68 71
Parking fees 30 31 32 33 35 36
Vehicle registration 180 187 195 203 212 221
Fuel levy 11 11 12 12 13 13
Value capture 33 35 36 38 39 41
Total 312 325 338 352 367 382
Source: Consultants estimates
4.3 Value Capture
Specific Opportunities
Value capture is a technique that has been used successfully in other countries is to assess a special
tax on properties located close to MRT stations, as these properties will reap the benefits of increase
accessibility to the MRT for their employees and customers. As with the income from the various
instruments of TDM, that portion of value capture revenue that will be for the benefit of the MRT
should be deposited to an earmarked fund for that purpose.
The total amount of income to DKIJ during 2013 for land and building taxes was IDR 3.6 trillion26.
Current rates of property taxation range from 0.01% to 0.3%, depending on the property valuation.
During 2014, DKIJ plans to increase the taxable value of property by between 120% and 240% that
should increase the yield to an estimated IDR 6.7 trillion27.
The use of the value capture instrument is based on the observed fact that for most MRT and
commuter rail systems, property values often rise significantly for land close to MRT stations and the
local authorities use a transit levy to capture a portion of that increase in value for the benefit of the
project. It has been a very successful technique in other countries and the Consultant considers that
it would be a good approach in Jakarta. Of course, the appropriate legal measures must be in place
in order to implement such a levy and to earmark proceeds from this levy for the benefit of the MRTJ
and other transit properties. Any additional regulations would be within the legal purview of DKIJ.
The Consultant estimated the potential for value capture revenue by examining the number of
commercial buildings within 500 meters of each MRT station. It made the simplifying assumption
that each commercial building has 2,550 square meters of office space and that there were 89
buildings within 500 meters of all MRTJ stations for a total of 226,950 square meters of commercial
space. The Consultant determined that the average rental rates per square meter of office space in
Central Jakarta are IDR 412,965 per month28 or IDR 4.9 million per year. It applied this amount to the
226,950 square meters of office space within 500 meters of stations to obtain the total rental yield of
IDR 1,112.1 billion annually.
Based on the examples cited above, the Consultant estimated that land values in Jakarta may
increase by at least 10% in the vicinity of MRT stations; and this would mean an increase in rental
payments of about IDR 111.2 billion annually. Using experience from Australia, the implementation
of a 30% “transit tax” on this increased value is the most likely amount of value capture that would
be reserved for the benefit of MRTJ. This would produce an annual amount of IDR 33 billion for the
benefit of the MRT. While recent information in Jakarta29 indicates that the increase in property
26
http:..www.jakarta.go.id/web/index.php/apbdpt/rekening/0/2013-0.13.02.00.0000.000/1/140
27
http://www.thejakartapost.com/news/2014/01/09/administration-raises-property-tax.html
28
Colliers International, 2014 1st Quarter
29
http://www.thejakartapost.com/news/2014/08/25/toll-roads-and-public-transit-projects-drive-property-prices.html

values close to improved transport facilities has, in fact, increased by between 20% and 30%, the
Consultant considers that it would be prudent to make a conservative estimation that values will
increase by only 10% close to MRT stations.

5. PT MRTJ Railway Business Activities and Set up

Matters and Set-up
5.1 Introduction
5.1.1 MRT Construction, Commissioning and Trial Running Timeline
This is the formal schedule for the construction, commissioning and commencement 30of the project,
serving as a backdrop for the technical sections to follow in this Chapter.
Figure 30 – Summary Schedule for MRT Construction, Procurement and System Commissioning
Source: The Consultant prepared figure based on information developed Construction Management Consulting Services
5.1.2 Case studies: Lessons Learnt

Lessons Learnt During Construction & Operation of the Delhi Metro31
The Delhi Metro met the challenges of construction and operational set up through the following
structures and actions:
A dynamic and pragmatic management style:
 A slim but effective organization – officer oriented structure
 Fast track decision making process
 BoD with full powers – for decision making
 Substantial powers delegated to CEO
 Delay treated as a taboo – reverse clock (count downs) for opening new sections
 International standards of housekeeping, safety and quality
Nurturing a unique work culture – Four pillars
 Punctuality
 Integrity
30 The summary project schedule is as of April 2014

31 The Consultant & presentation by Mr R N Joshi ex- Director Finance DMRC, March 2013

 Professional competence
 Public service
A new approach to the tendering system and contract management
 General philosophy – success of the project depends upon success of the contractors
 Tenders – open or limited tenders with pre-qualified contractors
 Tenders are decided fast – so that no lobbying is possible – no contacts with tenderers when
a tender is under consideration
 No contractor or supplier allowed to engage agents as middleman
 Stringent penalties for failures to deliver
 Practical approach to solving genuine problems of contractors
 Prompt payments and timely decisions
 Step in to help the contractor when he has difficulties (Failing contractors are enabled to
perform by timely assistance)
 Prompt resolution of claims
 Very strict quality audit
 Strict compliance regarding safety, quality and time safety
- site safety plan: elaborate safety signage
- qualified safety officer and staff
- safety training to supervisors and workers
- immediate enquiry to any accident
- dedicated staff of DMRC
 Quality control strict compliance with contractual parameters
- close stagewise monitoring – physical inspection, typed tests etc.
- assistance from foreign expatriates
Pro-active Financial management
 Pragmatic finance with commercial outlook
 At the same time due respect for basic tenets of public finance
 Active liaison with funding agencies
 Robust cost control mechanism
Pro- active public relations management
 Performance is best publicity
 Regular community interaction
 Completion program publicized in advance
 Press regularly briefed about progress
 Helpline for public grievances and enquiries
 Special measures – tree planting, washed tires
Lessons Learnt During Construction & Operation of the Dubai Metro32
The Dubai Metro met the challenges of construction and operational set up by having a unique
project management and operation strategy. The following are the features of that strategy which
will work as lessons for future metros in the Middle East and elsewhere.
 Dubai Metro engaged a Dubai Rail Link (DURL) consortium of 5 international contractors to
assist in planning & execution of work. Concession with world class operator & Independent
Safety Assessor.
32
DUBAI METRO SIGNALLING & TRAIN CONTROL SYSTEM Shiv Mohan, CEng, BTech, MIRSE, PMP, MIET, MIEEE, Serco Dubai
Metro ASPECT 2012

 Time bound review of technical specifications / technologies, to be of world class metro.

 Nurturing a unique work culture among multinational workforce.
 Training, competency and motivation of employees.
 Good Public/passenger education/awareness due to first metro in the region.
 Identification & early resolution of critical and important issues by special task forces during
construction & operation.
 Seeking intervention of higher authorities for timely resolution of third party issues.
 Close monitoring at all stages of work.
 Communication & marketing strategy.
 Enthusiastic staff from trainees to experienced professionals with diverse railway
backgrounds.
 Treating success of contractors as success of project.
 Contractors and employees advised each other about anything which can affect the time or
cost.
 The Dubai Metro ATC system (with all its software and hardware components) went through
rigorous testing following a comprehensive test plan.
 Involvement of the operator during the system operation demonstration period. Timely
access to infrastructure for training.
 Presence of experts from system supplier in OCC during initial launch period of the Red line
for fast resolution of fault and learning of operation people.
 Safe management of the outstanding works and configuration change management during
operation.
 Additional maintenance of golden assets due to harsh environment ( i.e. switch machine due
to high dust and sand levels).
 Track markers have been provided to support manual train driving in exception case, post
opening.
 Optimization of maintenance regime with consultation by system supplier and stakeholders.
 Maintain focus upon operation & maintenance throughout construction works.
 Provision for adequate pocket tracks, emergency crossovers & O&M staff facilities.
 Mock drill and test case on failure scenario, proper and fast recovery procedure.
5.2 Technical Activities and Pre-Operation Construction Phase O&M Set Up
5.2.1 Introduction
As mentioned in MCS Report 2, there are several ways of carrying out MRT operations from being
managed and operated totally ‘in house’ through limited outsourcing of key activities to complete
outsourcing of operation and maintenance (concessioning). The concessioning route used by many of
the world’s Metros (Dubai, Bangkok, Stockholm, Boston commuter, etc.) is not an option for the
Jakarta MRT as the decision was made many years ago to set up PT MRTJ to construct and operate
the system. The ‘in-house’ model is also used by many metros such as London, Paris and Delhi where
the publicly owned operator carries out the operations and maintenance in the main with its own
staff and resources although a number of activities are outsourced.
Report 2 highlighted the difficulties and risks involved in MRTJ successfully constructing and setting
up the MRTJ without any metro experience and limited railway experience within the country and
recommended the support of an experienced Metro operator (shadow operator). In Indonesia, the
existing publicly owned railway company PT KAI with its poor standard of maintenance and
operations would not be considered a suitable candidate and it is expected that an International
operator would be chosen such as Tokyo Metro, Keolis, RAPT, MTRC, SMRT Serco, etc.

Although the forthcoming Consulting for Operation and Maintenance of Jakarta Mass Rapid Transit
(OMCS) will provide essential consulting advisory support services for MRTJ best practice suggests
the inclusion of an experienced operator in the management team.33.
In this report the operations and maintenance for Jakarta MRT are described for MRTJ to achieve a
stable “in-house” organization with the help of a shadow operator/supporting management staff to
ensure successful operation, transfer skills and train MRTJ to operate without support in the future.
This is an extensive Section of the report setting out the pre-operation/construction phase detailed
design set-up, including the following sub-sections:
 Basic Conditions of the O&M System
 The Overall Approach
A. Reliability, Availability, Maintainability Safety (RAMS)
B. Organization
C. Service Standards
D. In-house functions and outsourced (contracted) Functions
E. Risk Management
F. Training
 Supporting Management (role and activities)
 Operation Management
A. Train Operation
B. Operation Control Center (OCC)
C. Station Operation
D. Security
 Maintenance Management
A. Maintenance of Rolling Stock
B. Infrastructure Maintenance
C. Asset and Maintenance Policy
 Summary of Standard Operating Procedures
A. Train Operation
B. Operations Control Center
C. Communications
D. Station Operations
E. Rolling Stock Depot Operations
F. Railway Civil Infrastructure Maintenance
G. Track Maintenance
H. Power Supply Maintenance
I. Signaling Maintenance
J. Building Maintenance
K. Station Facilities Maintenance
L. Rolling Stock Depot Facilities Maintenance
M. Procurement
 Commissioning
5.2.2 Basic Conditions of the O&M System

The North-South Line is divided into two sections:
 Lebak Bulus to Bundaran HI of phase-1 with 14.6 km railway with 13 stations (7 elevated
and 6 underground).
 Bundaran HI to Kampung Bandan of phase-2 with 7.8km.
33Abu Dhabi Metro, Surface Transport Master Plan (STMP), Mott MacDonald. Addendum 3 – Transit Corridor Safeguarding
Procurement Strategy for Implementation of Metro System Report No. 243011/F3/C3/010 November 2008

This report describes about operation and maintenance of phase-1 as follows. The basic data of this
project are:
 Line Length: 15.7 km (double track) (Construction Length) / 14.6 km (double track) (Length
between terminal stations)
 Number of stations: 13 stations including 3 large stations (Bundaran HI, Blok M, and Lebak
Bulus) and 10 normal stations
 Location of Depot: 1 Depot at Lebak Bulus
 Daily demand: Optimistic case - 175,000 persons/day
Base case - 130,000 (this study was conducted for the base case)
Pessimistic case - 70,000
 Train operation: Peak hour operation - 12 trains/h (5 min. headway); and off-peak
operation – 8 trains/h (7.5 min. headway). In turn, 16 trains (including 2 spare trains) are
required and the total train operation is 151 trains/direction/day.
 Power supply for trains: 1500 V DC from overhead contact system, and 5 substations (1
receiving substation and 4 traction substations; Lebak Bulus, Cipete Raya, Sisingamangaraja,
Dukuh Atas).
5.2.3 Overall Approach:
1. Reliability, Availability, Maintainability and Safety (RAMS)

In any railway system, Reliability, Availability, Maintainability and Safety (RAMS) are required to be at
a high level. As for Reliability and Availability, they are evaluated by PPM (Public Performance
Measure), operation rate, and MDBF (Mean Distance between Failures) as the results of train
operation.
PPM is the percentage of the number of trains arriving at their destination on time defined usually
within the delay of 5 minutes for a commuter service. The operation rate is indicated by the ratio of
actual operated trains per day to number of scheduled trains per day.
If PPM is a high value, it means that the trains are operated punctually. If the operation rate is high, it
means that trains are used as per the operation plan because of their high availability.
MDBF depends on the definition of failure or accident. In many case, a failure is defined as an
operation delay of more than 30 minutes.
In this railway system, the target values of these factors are set up as in the following table.
Table 13 – Indicators for Reliability, Availability and Safety
Factor Indicator Target value
Reliability/Availability MDBF More than 100,000 km
PPM More than 98 %
Operation rate More than 98 %
Safety Passenger injury rate Less than 1 /1,000,000 km
The indicator of safety is the passenger injury rate, which is defined as passenger injury accidents per
million train km. When PSDs (Platform Screen Doors) are equipped at every station, the rate will be
less than 1 /1,000,000 km.

To reach these target values, this railway system utilizes a modern signaling system, ATP (Automatic
Train Protection) system, ATO (Automatic Train Operation) system, TASC (Train Automatic Stopping
Controller) system, centralized control of turnouts, interlocking system for turnout control, PRC
(Programmed Route Control) system, etc.
Since level crossings are not a feature of the system (elevated track structure or underground track
structure), the possibility of collision with a car is minimized.
High maintainability is evaluated by the ease of maintenance and reduced work volumes of
maintenance. These factors are assured by the design of the rolling stock and infrastructure.
As for the maintenance of rolling stock, it is designed to reduce the volume of maintenance work at
inspections and overhauls, and prolonging the cycle of maintenance works. The target value for
maintenance schedule is as described in the following table.
Table 14 – Maintenance Schedule of Rolling Stock
Target Cycle
Inspection/Overhaul
in BEDR
Daily inspection 6 days
Monthly inspection 3 months
Semi-general overhaul 4 years
General overhaul 8 years
The track structure of most of the line is direct fastened track with PC sleeper or direct fastened track
with anti-vibration sleeper. This structure can reduce the maintenance work volume, because it has
high durability.
Unmanned operation of the substations, which is widely used today, is also applied in this system
and it contributes to reduce staff numbers.
2. Service Standards
The selection of service level is a complex matter, since when a higher service level is selected,
passengers will have higher satisfaction, but investment and operation costs will increase. In turn,
when a lower cost option is selected, service levels decrease along and with passenger comfort and
satisfaction.
For Jakarta MRT, the following level of service is selected:
 The average congestion ratio of a train shall not exceed 150 % in peak hours as average. (Reduced
congestion ratio increases the comfort of passengers.)
 Train frequency per hour shall depend on when and how many passengers use MRT. The
frequency probably ranges from 5 and 10 minutes in all day.
 Infrastructure shall be compatible with a wheel chair passenger.
3. In-house Functions and Outsourced (Contracted) Functions

i. Criteria for determining whether to outsource a function
There are 4 main benefits of outsourcing of a job:
1. When the job is outsourced, total cost is reduced by the outsourcing.
2. The technology of the job is not the core technology of the company. Then it can be
outsourced.
3. The capacity of the job can be maintained by the railway company or not. When it is too
sophisticated to have in the railway company or the work requires too many persons to

do it by in-house staff, it must be outsourced.

4. When a job is outsourced and the contract cannot be continued, there is no possibility to
stop the company’s work.
ii. Functions to be outsourced
Considering the criteria described above, the following functions are possible to be outsourced.
The functions to be outsourced are shown in table below.
Table 15 – Functions to be Outsourced

No Job Remarks
1 Guidance/security staff for passengers in These staff are not necessarily in-house staff.
stations or in a train
2 Cleaning work in a station or in a train at Cleaning is low technology job and outsourcing is better.
turn back operation
3 Cleaning job at cleaning track in Depot Same as above
4 Ticket vending job in a station The work is general selling job and outsourcing is better.
5 General clerk work in offices There is no relation with train operation and not
necessarily be in-house workers.
6 Maintenance of passenger seat in Depot The job does not need high technology and outsourcing
at overhauls is better.
7 Repair of traction inverter and APU When difficult repair work becomes necessary,
(Auxiliary Power Unit) in overhauls manufacturer of the equipment only can repair.
8 Maintenance work of infrastructure
8-1  Maintenance of railway civil The regular inspection and repairing work are
 Maintenance of building outsourced.
8-2 Maintenance work of track It is better to outsource when the work becomes
Rail changing work necessary.
8-3 Maintenance work of substation All in-house except for
equipment  Repairs to RSS transformers, 150kV switchgear
and metering equipment
 Maintenance of Voltage Transformers and
Current Transformers
 Repairs to TSS transformers
Maintenance of Protection Relays
8-4  Maintenance work on Power  All in-house except for repairs to Diesel Generator
Distribution System set which will be outsourced to supplier.
 Maintenance work of SCADA  All in-house except for repairs to RTUs and
microprocessor modules as Line Replacement Unit
(LRU) which will be returned to supplier for repair.
8-5 Maintenance work of depot machinery It is better to outsource when the work becomes
necessary.
8-6 Maintenance work of catenary All in-house except for asset renewal after 15 years for
catenary system and after 30 years for Rigid Suspension
System in tunnels, then half in-house, half outsourced.
8-7 Maintenance work of signaling system Most repairs are on LRU level, which shall be sent in for
repair or be exchanged.
Administration of the systems shall be done in house
(systems update etc.).
Safety related works shall be maintained in house – key
competence.
8-8 Maintenance work of Telecom system Administration of the systems shall be done in house.
All Hardware/Operating works can be outsourced
because it is not key competence and efficiency of in-

house staff is limited. Most repairs are on LRU level,

which shall be sent in for repair or be exchanged.
8-9 Maintenance of ventilation, air Ventilation, air conditioning and lighting are in-house by
conditioning and lighting station M&E staff.
8-10 Maintenance of PSD All in-house except for Diesel Generator repairs which
will be outsourced to the supplier
4. Risk Management
As noted previously, risk management was discussed in detail in Report 5. The following table
describes major risks from an O&M perspective.
Table 16 – Major Risks and Countermeasures
No Risk Countermeasures
1 One man operation with Automatic Train When ATO operation is used in normal conditions,
Operation (ATO) & Train Automatic Stopping the train drivers are able to drive a train manually
Controller (TASC) and cab signal consistent with the ATO run curve. Measures to
In normal train operation, ATO is used. maintain a driver’s skills for manual driving should
However, the risk of constant ATO usage may be included in license acquisition training program
mean that a driver loses his driving skills. and periodic training. This is important for safe and
reliable operation.
Additionally, lineside signs for manual operation
should be prepared and installed. Moreover, it is
important to train the drivers for operation by
hand signal.
2 Signaling system by Communications-Based Train To exclude erroneous information to achieve SIL 4
Control (CBTC). CBTC has inherent risks due to there are high level security checks adopted that
erroneous information being sent from train ATP test protocol (correct information) and
equipment. If the location data of a train is furthermore there are ‘watch dogs’ in use that
incorrect, it may lead to a train collision. confirm that the communication is working. In
New system has some risks inherently, and they case when train ATP is in irregular condition, this
are removed by countermeasures made as a process is not effective and train will stop to
result of data from many accidents or failures. In become safe.
this Project the signaling system is CBTC using
moving block.
3 Operation of maintenance trains One solution at a high cost is to provide train ATP
In the short time available each day for with all motor cars used for maintenance work or
maintenance works, some trains hauled by inspection cars with a traction system. Then CBTC
motor car will run on the main track. But the becomes available in maintenance hours, and will
signaling system or protection system for the protect the trains from collision.
trains are not clear, because it is not described in Safety processes must be ensured by employing a
BEDR and the Consultant has no access to the safety process as described in IEC 62278.
tender documents. If the maintenance train is This must be also be in regulated in the legislation
not equipped with train ATP, OCC cannot control
the trains or turnouts.
4 Maintenance schedule to be applied New maintenance schedule shall be approved
Maintenance schedule of rolling stock in BEDR is which is same as BEDR.
different from the current government
regulations.
A new maintenance schedule is applied which is
not compatible with the government regulations.
.
5 Lack of equipment in Depot and inferior Please refer to Report 5
specifications for items

Lack of wheel lathe, inferior capacity of overhead

crane, improper number of motor cars, too short
flat car (5 t), etc.
5.2.4 Operation Management
1. Train operation
i) Parameters Proposed in Report 2
Headway, congestion ratio and cycle time:
The parameters (i.e. headway, congestion ratio and cycle time) for the demand of base case (130,000
passengers/day in 2018) are shown in the Table below.
Cycle time is the given data by BEDR (basic engineering design report). Daily passengers, headway
and public performance measure (PPM) are defined by MCS. Then congestion ratio, necessary
number of train sets, number of drivers, and number of trains/day are got from the results of
calculation.
PPM is percentage of number of trains arriving at terminal station on time. (“on time” is defined as
less than 5 minutes delay)
Table 17 – Parameters in Report 2
Item/Year 2018 2020 2027
Peak hour Headway 5 min. 5 min. 5 min.
Off-peak Headway 7.5 min. 7.5 min. 7.5 min.
hour Congestion ratio 85 % 90 % 111 %
Punctuality 98 % 98 % 98 %
Number of necessary train sets 16 trains 16 trains 16 trains
Train operation number per day 151×2 151×2 151×2
Number of necessary drivers for peak hour’s 51 persons 51 persons 51 persons
operation
Source: MCS
Note: Off-peak hour’s demand is assumed as a half of peak hour. The definition of punctuality is “arrival
at terminal station within the delay of 5 minutes”.
ii) Parameters based on the analysis

Indonesian laws and practice: The calculation of number of drivers is based on the condition that the
actual driving time must be less than 5 hours in one day of work schedule.
The actual driving time does not include the time resting outside the cabin at turn back operation
time.
By Indonesian law, actual driving time of less than 8 hours is allowed. But here, it is shortened to 5
hours, considering the distress from one man operation.
For reference in case of Japanese railway company, the time is from 5 to 6 hours in urban railway
line.

Trade-off between headways, congestion ratio and required train sets: If frequency of train
operation is reduced at peak hour, the congestion ratio increases but necessary train sets and their
procurement cost reduces.
iii) Requirements for train operation
Peak hour and off-peak hour service requirement: In peak hours, headway of train operation shall
be decided based on the congestion ratio. The capacities of trains must be big enough to realize the
congestion ratio within the maximum target value. In off-peak hours, headway of train operation
shall be decided from certain frequency limit. In this project, minimum frequency is set at 8
trains/hour.
Key performance indicators (KPIs): To measure the performance of train operation of a railway
company, there are many indicators, as written below.
Operation rate: The operation rate is the ratio between operated train number and the scheduled
train number. If the operation of some trains is cancelled, the operation rate becomes a lower value.
When this rate is used as a key performance indicator, the number of cancelled trains by the
responsibility of the company only shall be counted. Then the operation rate of MRTJ is expected to
be more than 98 %.
Public Performance Measure (PPM): PPM is the percentage of number of trains arriving at their
destination on time. The definition of “on time” is delay within 5 minutes in case of commuter
service. In this indicator, the delay shall be counted when the railway company is responsible for the
delay.
If such definition can be accepted, PPM of MRTJ trains will be expected to be more than 98 %.
Headway: Headway of MRTJ trains is planned as 5 minutes in peak hours. In off-peak hours, it is
planned as 7.5 minutes. As for the headway, it is not at a very high level, but it is within the
reasonable level, considering the transportation volume.
Congestion ratio: Congestion ratio in peak hours is expected to be 104 % in 2018 and 136 % in 2027.
A 136% congestion ratio gives a low comfort level as commuter service in peak hours. From the point
of passenger comfort, the value of 120 % will be acceptable.
Round trip time (cycle time): Round trip time is sum of trip time between terminal stations and turn
back operation time at both terminal stations.
Train kilometers: Train kilometer is measured by the running distance of all trains in a day. In this
case, it is about 4,741 km/day (in 2018), and average distance of a train is 296 km/day.
iv) Organization of Train Operation Section of Head Office
Staff number of the section is 8 persons. Their roles are;
 Making the train operation diagram: This work becomes necessary when train diagram is
required to improve more efficiently depending on passenger’s requirement.
 Making the operation plan of trains: Trains are operated according to the operation diagram
showing train number of each train-set as A1 train, A2 train, and so on. On the train
operation diagram, 151 trains operate from Lebak Bulus to Bundaran HI and 151 trains
operate from Bundaran HI to Lebak Bulus. And each of all trains is named by a particular train
operation number.
 Making the job plan for drivers: In the job plan, all train operation numbers shall be allocated
to drivers. Those job plans shall be prepared in the train operation section of head office.

 Making the train procurement plan: Station service section shall get actual result of
transportation volume. If congestion ratio is increased, an additional train should be
operated. When the number of train sets of MRTJ is not enough, the train operation section
shall study and propose the procurement plan of trains.
 Making the record of train operation and evaluating its track record: Each kind of data of
train operation shall be recorded in the train operation section of head office. The data are
running distance per day of every train and total trains, failure rate of each train, PPM of
total trains, and so on.
 Revision of train operation regulations: If there is some problem in operation regulation, this
section shall study how to improve it.
 Staff management of train operation section: Rank-up and employment of new staff are
handled in the train operation section. When new staff become necessary, the train
operation section requests that to General affairs division (personnel section)
v) Organization of crew depot
Staff number of the Crew depot is 67 persons. Their roles are;
 Dispatching drivers to train operation.
 Follow-up of drivers
 Management of drivers
Breakdown of total number of crew depot will be as follows.
Table 18 – Number of Depot Crew
Work Attendance per day Total
Job
condition (overnight) number
Chief of Crew Depot Day work 1 1
Assistant Drivers Management Shift work 1 (1) 3
Chief Drivers Training Day work 1 1
Clerk Day work 1 1
Clerk Day work 3 3
Trainer Shift work 2 (2) 7
Driver Shift A and B Crew Shift 14
51
Shift C Crew Shift 20 (10)
Total 43 (13) 67
The number of drivers is 51 and they work on 3 types of shift work. Drivers follow instruction and
command from chief of crew depot, assistance chief and trainer. Then the drivers work in train cab.
The relation with shifts and number of trains operated at the time is shown below. In peak hours, 14
trains are operated with 5 minutes headway. And 17 drivers are allotted.
Table 19 - Shift work of Drivers
Time 5 7 9 12 15 17 19 24
Number of trains 10 14 10 14 10
operated
Number of Shift A 7 7
Drivers Shift B 7 7
Shift C 10 10 20
2. Operation Control Center (OCC)

i) Detail OCC activities and responsibilities

Train operation control and train dispatching: The role of OCC is to control and keep the train
operation on planned schedule in operation diagram, which is registered on Traffic control system.
When modification of the planned schedule becomes necessary by executing maintenance works or
by carrying out additional train operation for trial run or additional passenger trains, OCC staff shall
change the data registered on Traffic control system.
When a train makes some delay in operation, OCC staff indicates drivers to take remedy actions to
recover to the original diagram. When additional train becomes necessary in such action, dispatching
a new train with new driver will be done from the depot. For this action, cooperation of rolling stock
depot and crew depot is required.
Evacuation control/assistance: When an accident or failure happens in train operation, OCC staff
must send proper instructions to the concerning division staff based on the manual of emergency
action. They must also work for recovering from the accident and minimizing its damages.
Schedule of maintenance window: In maintenance hours, OCC staff must supervise the operation of
maintenance trains and control the turnouts from OCC.
Organization of OCC: Staff number of OCC is 25 persons. Their roles are traffic control of the line. The
traffic control can be divided into the following categories.
 Train operation control
 Control when emergency condition occurs
 Control in maintenance hours
7 staff work on their duties by shift work.
 Two traffic control staff are responsible for the data input on traffic control system, including
PRC (programmed route control) system. When manual control of turnouts becomes
necessary, these staff shall do the action.
 They shall check the train operation by “operation diagram”.
 A staff of rolling stock is responsible to decide which train set shall be put in or pulled out
from service operation. He shall check the train operation by “operation plan of trains”. The
trains for inspections and overhauls will be kept in the depot. When a failure happens in a
train, he shall give instruction to the train driver for recovering.
 A staff of depot is responsible for the route control in depot in service operation time, and
the operation of maintenance trains which may not equipped with ATP system. Maintenance
train has many possibility of composition depending on its purpose, and many preparation
works are necessary before the operation. The maintenance train is operated by a shunting
driver.
 A staff of electric is responsible for the control of substations which are controlled by no man
operation on site. Power supply to catenary will be from 5:30 to 23:30, and in maintenance
hours, catenary is not powered. But to the ER (electric room) of the depot and stations,
power supply continues 24 hours. If there is an accident or failure, he will request the
dispatching maintenance staff to the substation or to the site.
 A staff of signal & telecom is responsible for these systems. When intervention to the
systems becomes necessary because of a failure, for example, he shall manage to recover the
problem with the staff in signal & telecom section of Head office if necessary.
 A staff of passenger service is responsible for the control of PA system (public address).
When there is a failure and change of train operation becomes necessary, he puts in action
the PA by automatic mode or manual mode, and delivers information to concerning
passengers.

As mentioned above, necessary number of OCC Staff is 25. And the organization of OCC is as follows;
Table 20 – Number of OCC Staff
Job Work Attendance per day Total
Chief of OCC Day work 1 1

Traffic A (Planning) Shift work 1 3
B (Operation) Shift work 1 (1) 4
Rolling stock Shift work 1 3
Depot Shift work 1 (1) 4
Electric Shift work 1 3
Facility/Signal & Shift work 1 (1) 4
Telecommunication
Passenger service Shift work 1 3
Total 8 (3) 25
Source: BEDR
OCC works in maintenance hours, but some staff are not necessary in the maintenance window
hours, and their shifts are kept by 3 persons. But for the staff who must work 24 hours, the shift of 4
persons is necessary.
The chief of OCC works by day work, and there is time when he is not in the office. At that time staff
of operation undertakes the role of the chief.
Regulation: It is noted that there are valid Indonesian Regulation 10 and 32 in place. These
Regulations do not represent a major obstacle to design a CBTC system. However there is no
reference given so that it will be a major obstacle to certify MRT system as a safe system. Also
integration with other modalities of transportation will become very difficult (Interoperability).
Therefore it is recommended to update some paragraphs and to give reference to internationally
accepted standards such as:
 IEC 62290 Railway applications - Urban guided transport management and command/control
systems - Part 1: System principles and fundamental concepts
 IEEE 1474 - Standard for Communications-Based Train Control (CBTC) Performance and
Functional Requirements
 IEC 62278 RAMS – Railway applications - Specification and demonstration of reliability,
availability, maintainability and safety (RAMS), IEC 2279, IEC 62445
 IEC 61508 International Safety Standard (SIL 4)
 The systematic approach in the BEDR to ensure passenger safety is missing and no
comprehensive input is given so far to threats such as:
 Fire (Provisions Tunnel - Ventilation / PSD / Evacuation) Possible standards are:
 NFPA 130 which is perhaps the World’s most widely used and most comprehensive Standard
for Fire Prevention and Evacuation
CEN- TS 45545 The approach is less comprehensive and does not regulate infrastructure evacuation
routes etc.
To insure Safety of the Railway Operation and to allow the certification of the system it is necessary
to introduce a set of comprehensive regulation in order to have a sound reference.
ii) Communication links

A redundant fiber optic network, separated to the DTS (separate channel) will interconnect the OCC
with the wayside equipment and the interlocking. It is paramount to protect the network in such a
way, that no outsider can interfere and establish a connection to this network for safety reasons.
Signal system: The connection from the OCC CTC – system to the interlocking has a SIL 2
requirement. Regardless, to improve the availability, a watchdog supervises telegrams and data flow.
The information consists of train number, position, route setting and dispatch signal.
The interlocking units are interconnected via the fiber optic network. The connection must be
protected and data flow must be supervised. The signals in between these units are moving
authorities, emergency stop and speed, and the interlocking of the train position and locking of the
route. These lines must fulfill > SIL 3 requirements.
The connection from the interlocking to the balise shall adhere to > SIL 3. The signals are moving
authorities, emergency stop and speed.
The connection from the interlocking units to the CBTC radio system shall be SIL 3 and data flow
must be supervised. It is advisable to install a firewall in this channel for additional protection.
The connection from the ATO system and the PSD system is either a wireless link to the train born
ATO or additional wayside ATO unites with hardwired connection to interface with PSD. The
connection must be protected and data flow must be supervised. The signals in between these units
are “open door” and “dispatch signal” respectively. These lines must fulfill SIL 3 requirements.
The crossovers and turnouts are controlled from the ATS via the interlocking. The connection of the
point machine is hardwired.
Train Cab: It is assumed that the rolling stock is connected with the Interlocking via:
 Wireless connection (transmission of position, movement authority, emergency stop, The
protocol and the transmission re being supervised to meet SIL >3
 Near field connection via Balise
 TETRA Radio Connection (Voice Communication).
According CBTC standards (IEEE 1474) it can be assumed that the train will be controlled by the ATO
and ATP which perform a safe speed within the limits of the design and will stop automatically at the
end of the movement authority.
Tetra Radio communication shall be used for all permits for manual operation including creeping
mode in case ATP is reporting a failure. The systems for safety are redundant installed and checks are
done automatically. The tender document does not describe this feature in detail.
Station operators: In large station with turnout, there is control room to control the turnouts of the
station. If PRC (Programmed Route Control) cannot control the turnout of the station, OCC staff shall
indicate the operation staff of the station to control at site. For this purpose, stable communication
link shall be kept.
Passenger information system: Information on train operation shall be sent to every station to
enable the staff to provide effective guidance with the passengers. Information of delay of a train
shall be sent to the information system in station office, concourse and platform. Passenger
Information system shall have the function of automatic address.
Maintenance depot and crew depot: Stable communication shall be kept between maintenance
depot and crew depot. When spare train should be put into service, preparation of a driver and a
train becomes necessary and such information/instruction must be sent to rolling stock depot and
crew depot.

Voice communications: Communications shall be prepared in both data and voice for stable and fast
communications.
iii) Duty cycle of OCC in a day
Duty cycle of OCC: The works at each time zone of OCC are shown below.
Table 21 – Duty cycle of OCC
Time zone Classification Duty of OCC Attendance
24:00~5:00 Maintenance hour Control of maintenance trains, Power 3 staff
supply to catenary is turned Off.
5:00~6:00 Transition hour Completion of maintenance works, 6 staff
and no obstacles for train operation
must be confirmed.
6:00~23:00 Operation hour Normal operation 7 or 8 staff
supervised by OCC
23:00~24:00 Transition hour Preparation for 6 staff
maintenance works
Key performance indicators (KPIs):

Systems Architecture: Best practice is to give special attention to the architecture of the
Communication Network and it is assumed that the following strategies will be applied:
 The Network shall be fully redundant designed
 Communication Network, CCTV and Signaling Network will be physically separated
 These systems shall work stand alone in each station.
OCC systems availability

 Degraded Operation
It is vital that the degraded train operation plan includes also the operation aspects of the Railway
System in case of a system failure. The following situations shall be analyzed in a high level Failure
and effect Analysis.
Table 22 – Systems Failure Mode and Effect Analysis
System on Failure Effect / Importance
Telecom - Data There is no communication to the system, but Safety is not High
Network fails, Node compromised
in OCC Degraded Operation has strong limitations
Delays are to be expected
SIG Fiber Optic cable Degraded operation is possible without limitations Low
break
COM Fiber Optic Degraded operation is possible without limitations Low
cable break
Master clock stops Degraded operation is possible without limitations Low
Master clock synchronizes periodically all systems, so that the
records can be used for reconstruction. The internal clock of the
system allows interruption, however the timestamps will be less
accurate (< 5s/day)
Juridical Recorders Degraded operation is possible without limitations Low
Stops -> Requires regular Maintenance
Telephone Degraded operation is possible. No delays are expected Medium


Operational Procedure to be put in place
Radio / Tetra Degraded operation is possible. No delays are expected Medium
Operational Procedure to be put in place!
Public Address / PIDS Degraded operation is possible. No delays are expected Low
Operational Procedure to be put in place!
CCTV Degraded operation is possible without limitations Low
Station Management Degraded operation is possible without limitations Low
System SMS -> Requires regular Maintenance
SCADA Degraded operation is possible. No delays are expected Medium
Operational Procedure to be put in place! High
Table 23 – Signaling Failure Mode and Effect Analysis

SIGNALLING Safety is not compromised High
ATS Degraded operation is possible if route setting can be performed
either from OCC or from the local control panel.
Delays are to be expected.
SIGNALLING Safety is being compromised Very High
Interlocking / ATP Degraded Operation has very strong limitations
SIGNALLING Safety is not compromised Medium
ATO Degraded operation is possible
CBTC Safety is being compromised Very High
Degraded Operation has very strong limitations
SIG - Data Network Safety is not compromised High
fails, Node in OCC Degraded operation is only possible if route setting can be performed
from the local control panel.
Assumption:
- Only single failures have been considered to fill in this table
- Traction Power Supply is working OK
 RAMS respectively Availability Considerations

It is a requirement that the systems adhere to the Standard IEC 62278 RAMS. Therefore it is noted
which of the systems needs comply only with the Availability and Maintainability requirement. The
availability shall be demonstrated using a FRACAS Program. Only delays of the train, which can be
attributed to the system, shall be taken into account.
Table 24 – Systems Availability
System on Failure Availability SIL Level Comment
SIGNALLING - ATS 99.9% RAMS SIL 2 Multi Workstation in OCC
SIGNALLING 99.99% RAMS SIL 4 Redundancy
Interlocking / ATP
SIGNALLING - ATO 99.99% RAMS SIL 2 Redundancy
CBTC 99.995% RAMS SIL 2 Redundancy / Overlapping
SIG Data Network 99.995% RAMS SIL 2 Full Redundancy
COM Data Network 99.995% RAMS SIL 2 Full Redundancy
Master Clock 99,9% A, M
Telephone 99.9% A; M Multipath Possibility

Radio 99.9% A; M Multipath Possibility

PA 99.9% A; M
CCTV 99.9% A; M
SMS 99.9% A; M
SCADA 99.99% RAMS SIL 2 Not incl. control of the STP
OCC systems failures per 1,000 hours of operation causing delays of 30 minutes or more
 General
Delays of the trains have different sources. In the following neither Boarding/De-boarding nor
incidents with the doors from Rolling Stock and Platform Screen doors are considered.
It is assumed also that the systems in the OCC are designed in a user-friendly style, and that the
operators are sufficiently trained.
In fact there are only few situations remaining which contribute substantially to delays, which can be
attributed to the OCC systems:
 Systems considered
Including: Telecom - Data Network fails, Node in OCC; SCADA; SIGNALLING – ATS; SIGNALLING -
Interlocking / ATP; CBTC; and SIG - Data Network fails, Node in OCC.
Table 25 – Availability and Contribution to Unavailability
COM Network 99.995% 3 min

SCADA 99.99% 6 min
SIG ATS 99.99% 6 min
SIG ATP 99.99% 6 min
CBTC 99.99% 6 min
SIG Network 99.995% 3 min
Unavailability in 1000 hours 30 min

 Summary OCC unavailability

Due to the importance of these systems and the Availability Requirements are very high, it is
technically reasonable to expect an unavailability of 30 min in 1000 hours. In practical operation
however it is unlikely that every system which has been considered fails in the same time of
observation. Especially in the beginning of the operation, it is expected that systematic errors, wrong
parameters or operating errors would contribute much more to the unavailability.
3. Station operation
i) Duties of station staff
Supervision of Access to Paid Area: Entry/exit to the paid area of a station shall be limited to
passengers with valid tickets. Supervising access to the paid area is an important job for station staff.
With e-ticketing all checking is performed by the entry/exit gates. The staff located in the control

booth will generally observe that everything works smoothly and will help passengers with problem
tickets.
Assistance for Train Operation: In 3 large stations, turnouts are provided for train operations. The
turnouts are controlled from OCC, but in the stations there is a control system of the turnouts for the
respective station. When the control from OCC encounters problems, a station staff can manually
control the system.
Management of Outsourced Works: Cleaning works in station premise and in trains during turn back
operation are outsourced and the results of the cleaning work shall be checked by the station staff.
Additionally, when air-conditioners or ventilators of the station have failed, the station staff shall
report the failure to the relevant division.
Duty cycle of a station:
Table 26 – Station Duty Cycle
Time zone Classification Job of station staff
6:00~23:00 Passenger hour General jobs for passengers
23:00~ 6:00 No passenger No train operation for passengers, but for security, at least
hour one-two staff shall stay over-night.
Additional Responsibilities for Station Staff

Assistance for Passengers: At platform, platform screen doors (PSD) are provided together with
CCTV to check the platform conditions. Hence, there is no need for any staff at platforms. A staff is
assigned to monitor the images of the CCTV. In addition, if a physically challenged passenger comes
to the station, some assistance may be necessary.
Emergency Management:
Evacuation from the Station - When a fire, other danger, or a power failures occurs in the station, the
staff shall be responsible to guide passenger for evacuation to the safety zone.
Evacuation from a train between Stations - When a train fails to move between stations and the
evacuation of passengers becomes necessary, the OCC will direct the station staff to assist. Based on
the type of emergency, the station staff of the closest station may be directed go to the train and
guide passengers together with the train driver to the safety zone.
Organization and Role of Station Service Section of Head Office: Up to 5 persons may be assigne
with the following roles:
 Management of ticket revenue
 Analysis of transportation volume calculated from the entry and exit data. From this data,
the current transportation plan shall be regularly evaluated.
 Management of staff requirements. Decision for the need of new employees for stations
shall be done in the section.
 Conducting of Training for new employees
 Review of Patronage, Revenue and Fares
 Planning of improvements for station equipment, such as air conditioners, ventilation
system, elevators, escalators, and AFC equipment
 Preparation of annual Budget.

Organization and Role of Station: There are 10 normal stations and 3 large stations with turnouts.
The roles of the station staff at all stations are;
 Handling passengers with problem tickets
 Monitoring of Access to paid area
 Management of outsourced station works
 Assistance to passengers for evacuation
 Monitoring of Platform Activities via CCTV
In 3 large stations, there are control systems for turnouts and additional roles may be necessary.
 Assistance for train turnout operation
 Training of new employees in use of turnout control system
The number of station staff is 9 persons in normal station and 11 persons in large station, excluding
employees for training. Hence, the total number of station staff is 122 persons.
Working hours for most of the staff is from 6:00 to 23:00. During maintenance hours, 2 staff will stay
in each station for security. During these hours, entrances of the stations are locked.
 Normal station
The table below shows the staff for the normal station. There are 2 ticket control offices in each
station. In one office 2 staff are allocated (one to monitor the CCTV). Additionally, one shift staff for
multi-tasking will assist other staff or check the monitor of CCTV.
In emergency cases, some station staff may need go to a train that fails to move and assist the driver
with the evacuation of passengers.
Table 27 – Organization of Normal Stations
Position Work type Attendance Total
(overnight) number
Station Master Day work 1 1
Assistant Master and Multi- Shift work 1(1) 2
Tasking Day work 1 1
Station Ticket control Shift work 2(1) 5
staff booth
Total 5(2) 9
During night maintenance hours, there may be 2 persons in a station.

 Large station
The table below is for large stations.
Table 28 – Organization of Large Stations
Position Work type Attendance Total number
(overnight)
Station Master Day work 1 1
Assistant master and Multi- Shift work 2(1) 3
Tasking Day work 1 1
Station Ticket control Shift work 2(1) 6
staff booth
Total 5(2) 11

During off-service, maintenance hours, there are 2 staff in the 3 large stations; Lebak Bulus, Blok M,
and Bunderan HI.
The total number of station staff, excluding outsourced cleaning staff, is around 122. If the average
working years of staff is 30 years, 4 new employees will be added every year. Large stations should
be responsible for their training. Therefore, an additional 2 persons (shift work) may be allocated to
these stations from time to time.
Organization of outsourced cleaning staff in station:
 It is recommended that the cleaning works for trains during turn back operation should be
outsourced.
Duties of train cleaning during turn back operation: The outsourced cleaning staff shall have
responsibilities on trains during turn back operation at Lebak Bulus Station.
・Trash pick-up
The staff shall pick up trashes in all trains during turn back operations.
・Cleaning only dirty floor area in train
The staff shall clean only dirty floor areas in all trains during turn back operations.
Organization of outsourced cleaning staff during turn-back operation:
Since the turnaround time is about an hour, it is sufficient to clean once per turnaround at Lebak
Bulus station.
In one day there are two shifts with overlapping of 10 minutes between adjacent shifts. One shift
consists of 3 staff as shown table below.
According to BEDR, cleaning time during turn back operation at Lebak Bulus station shall be
approximately 6 minutes. (After passengers get off until passengers get on). It is estimated that one
person is able to finish either picking up trash or cleaning dirty floor areas in a 6-car train within 6
minutes. Therefore, the cleaning is carried out by one trash picker and one floor cleaner in each
train.
During Peak periods when trains run at 5 minute headway, cleaning will require two crews. During
off-peak periods, one crew is sufficient and they will be able to have some breaks between cleaning
jobs depending on the actual frequency of service.
Based on the shifts described above, table below shows the number of outsourced train cleaning
staff during turn-back operation
Table 29 – Number of Outsourced Cleaning Staff in Train During Turn Back Operation
Work Attendance per day Total
Job
Chief of outsourced cleaning staff in train Day work
1 1
during turn back operation
Outsourced cleaning staff in the Shift A Day work 4 4
train during turn back operation Shift B Day work 4 10
Total 9 15
 Outsourced cleaning works in station premises

Duties in station premises: The outsourced cleaning staff shall have responsibility to following works
in station premises.

- Cleaning of stairs, escalators and elevators from station entrance to concourse and from
concourse to platform: Stairs, escalators and elevators in all stations shall be cleaned every
day.
- Cleaning of floor area on concourse and platform: Floor area of concourse and platform in all
stations shall be cleaned every day.
- Cleaning of toilets on concourse: Toilets in all stations shall be cleaned every day.
- Collection of trash from trash boxes on concourse and platform: Trash in all trash boxes of all
stations shall be collected at least twice per day.
- Cleaning of banisters and benches: Banisters and benches in all stations shall be cleaned
every day.
- Exteriors of ticket vending machines, fare adjustment machines and platform screen doors in
all stations are wiped every day.
Organization of outsourced cleaning staff in station premises: According to workloads in station
premises mentioned above, 3 staff are necessary in each station. There are two kinds of shifts as
shown in table below:
Table 30 – Shift Work of Outsourced Cleaning Staff Per Station
Time 5 7 9 11 13 15 17 19 21 24
Type of Shift A
2 2
shift and 9hrs(08:00-17:00)
number of Shift B
staff 8hrs(13:00-21:00) 1 1
The number of outsourced cleaning staff in the station premises is shown in table below based on
the shifts mentioned above.
Table 31 – Number of Outsourced Cleaning Staff in Station
Work Number of staff per day Total
Works
Chief of outsourced cleaning staff in Day work
1 1
station
Outsourced cleaning Shift A Day work 2 staff ×13station =
staff in the station 26 staff
39 55
Shift B Day work 1 staff ×13stations =
13 staff
Total 40 56
Equipment maintenance:
 Ventilation equipment
Ventilation equipment includes Emergency smoke extraction system that is safety critical during
station operating hours of 06:00 and 23:00. It can only be worked on during non-operational hours
by station M & E staff. Maintenance will include weekly inspections at each underground station and
3-monthly test runs of extraction fans.
 Lighting equipment, air-conditioning equipment
Lighting Equipment: Lighting equipment is operation critical and work involving turning off power
supply to the lighting circuits can only be done during station non-operating hours. Luminaires shall
checked daily for effective operation by station general staff, reporting poor performing or failed

items to station M & E staff for remedial action. Failed luminaires on concourses, station offices and
public rest rooms should be changed on a daily basis, as required, during station operating hours.
Failed luminaires on platforms and at ticket barriers shall be changed during non-operating hours
due to high customer traffic in these areas.
Air Conditioning Equipment: Air conditioning is also operation critical and can only be worked on by
station M & E staff during station non-operating hours. However, running inspections of heat
exchangers and compressors shall be done daily during station operating hours.
Key performance indicators (KPIS):
 Rate of passenger incidents
Indicator of passenger safety can be defined as passenger injury accidents per million train km. When
PSD (Platform Screen Door) is equipped at every station, the rate will be less than 1 /1,000,000 train
km.
4. Security Measures
If a disaster occurs, Jakarta MRT is required to prevent damage from spreading and to be restored
early. Therefore, the several kinds of safety measures for MRT are suggested, based on cases of other
urban railways as described below:
Measures for extreme weather

As for extreme weather, it is necessary to be ready to quickly take appropriate actions after obtaining
weather information. The weather information is timely sent to OCC by a contract made with
Indonesian Agency for Meteorology, Climatology and Geophysics. The weather information shall be
used to report immediately to each section and to take emergency action for safe operation of MRT.
In addition, the weather information shall also be utilized to ensure necessary number of staff and
equipment for measures of flood prevention.
Specifically, as the measures for flood due to heavy rain, it is important to prevent flow of water into
the tunnel. If there is a risk of flood due to geographical condition, water stop panels at station
entrances shall be installed in accordance with level of seriousness.
In such case, OCC staff shall command other sections to take measures for flood prevention. OCC
staff have to decide their command based on weather information and actual amount of rainfall.
Figure 31 – Water stop panel at station entrance (Left) and flood in tunnel (Right)
Source: Tokyo Metro
Additionally, strong wind is likely to influence the elevated sections. The measured values by an
anemometer installed on elevated section are timely indicated at OCC. Based on the measured
values, OCC staff has to give an order to driver in manual mode to reduce driving speed associated

with speed of wind. If wind is stronger than particular standard value (25km/hour), OCC staff must
command to the relevant sections to take the train out of service.
Figure 32 – Anemometer (Left) and monitoring screen (Right)
Source: Tokyo Metro
Fire protection measures

The fire in underground section has bigger risks to spread damages compared with elevated sections.
Since the fire protection measures are important, main fire protection measures are described
below:
Fireproofing of rolling stocks, structural objects and equipment: Noncombustible materials shall be
used for rolling stocks, structural objects (e.g. interior of station and material of electrical cable in
tunnel and station) and equipment (e.g. transformer in substation and thermal energy source of
station office)
Installation of fire alarm and notification system: Alarm system shall be installed to automatically
raise alarm on fire occurrence over station offices, OCC, etc. (See Figure below). Furthermore, the
OCC has hotline telephones connected to emergency services (e.g. police and fire department) in
order to quickly notify them.
Installation of evacuation guidance signs: Emergency exit sign light for evacuation route shall be
installed. This specification allows the emergency exit sign to light up during blackout.
Installation of fire extraction system: If necessary, equipment to effectively extract smoke shall be
installed to evacuate passengers safely at station or between stations.
Installation of fire extinguishing equipment: Fire hydrants and fire extinguishers shall be installed in
station premises and other facilities. Fire extinguishers also shall be placed in rolling stocks.
Installation of fire protection equipment: Basically, operation of fire protection equipment shall be
checked once a year. The equipment must be maintained in perfect condition.
Staff training: Manuals for fire occurrence shall be prepared. The manuals shall mention the actions
which staff has to take. In addition, the manuals shall state about staff training and cooperation after
consultation with public fire department. (Source: Ordinance of Japanese Ministry of Land,
Infrastructure, Transport and Tourism “Technical Regulatory Standards on Japanese Railways”)

Figure 33 – Alarm Monitoring System (Left), Joint Training with Public Fire Department (Right)
Source: Tokyo Metro
Crime control and anti-terrorism measures

The precaution and security measures are necessary as crime control and anti-terrorism measures in
station premises. The effective measures for Jakarta MRT are suggested below based on cases of
other urban railways and PT.KAI.
Monitoring by CCTV: Section 3.19.15 (3) in Basic Engineering Design Report says “CCTV is effective to
find fire at an early stage. Furthermore, it is also effective to monitor other accidents”. It is suggested
below how to use CCTV in order to reinforce monitoring system for crime and terrorism.
Figure 34 – Location of CCTV (Left) and captured image of a vide recorded by CCTV (Right)
Source: Tokyo Metro
Videos recorded by CCTV are transmitted to OCC for monitoring prowlers. The videos also should be
transmitted to station offices. Furthermore, the video recorder shall have enough capacity to keep all
recordings for one week before being overwritten on the recorder. The storage of the video recorder
supports police activity such as investigation. In addition, if image analysis system is applied, it is
possible to automatically detect abnormalities.
Example-1: System to automatically detect abnormal behaviors:

Figure 35 – System to Automatically Detect Abnormal Behaviors
Example-2: System to automatically detect suspicious objects left.

Figure 36 – System to automatically detect suspicious objects left.
Metal detector and X-ray check: In Jakarta, security checks by using metal detectors and X-ray are
conducted at places where the general public gathers (e.g. the entrances of shopping malls and
hotels). The similar checks have been carried out in Bangkok MRT and Delhi Metro.
If Jakarta MRT is required to be as safe as Bangkok MRT and Delhi Metro, the checks mentioned
above should be done at the entrances of MRT stations.
If the number of the gates and inspectors at concourse is not increased, it becomes a cause of
reduction of number of the passengers in the station. The placement of security guards is
recommended to ensure the smooth flow of passengers.
Placement of security guards: The placement of security guards is as effective as security checks
mentioned previously. The security guards find suspicious objects. Furthermore, it is expected that
the existence of security guards is a deterrent for crime to occur. Currently, there are a lot of security
guards to maintain security in station premises and trains of PT.KAI. Moreover, the security guards
guide passengers and confirm safe conditions at departure time of train. Therefore, it is expected
that users feel easy and comfortable to use PT.KAI train. For Jakarta MRT, it is suggested to ensure at
least the same security level as PT.KAI.
Measure for extreme weather
Measures for heavy rain and strong wind are mentioned in the body of Report 3. In addition,
measures for earthquake are described below.
When a big earthquake occurs, there is a possibility that the civil structure is damaged and the train
operation is disrupted. The seismometers can be used as follows for the Figure 37 - Indication
countermeasure. The seismometers are equipped on the railway line and of Seismometer
the measurement value is indicated in real time in OCC. The OCC staff
commands to reduce the driving speed or to stop driving trains according to the scale of earthquake.

The OCC staff has to command the Rolling Stock Section to confirm how damaged the facilities are.
The right figure shows the display of earthquake in OCC of a metro company in Tokyo, Japan during
the occurrence of the Great East Japan Earthquake on March, 2011. According to the regulation of
the metro company in Tokyo, all trains are immediately stopped if the seismometer shows more than
40 gal. Due to this operation, trains were not derailed at the occurrence of the occurrence of the
Great East Japan Earthquake in 2011.
Measure for blackout

The electrical power supply for facilities which keep the safety during blackout (e.g. smoke
discharger, pump of fire hydrant, tunnel lighting and emergency lighting and broadcast unit in
station) has to be ensured with the placement of the emergency power supply or the accumulator.
Measures for the passenger safety at boarding and alighting time

In order to avoid bodily injury and to prevent passengers on platform from falling down in track area,
PSD (Platform Screen Doors) must be equipped at station. Furthermore, CCTV equipped with rolling
stock shows what is happening on platform. The driver also has to monitor passengers boarding and
alighting.
Figure 38 - CCTV monitor screen equipped with cab
(Showing videos recorded by the camera on platform)
5.2.5 Maintenance Management

1. Maintenance of Rolling Stock
Maintenance approach for rolling stock
Preventive maintenance: Maintenance of the MRT Railway system is carried out by preventive
maintenance, in which regular inspection and the periodic exchange of worn parts are carried out.
Components of the preventive maintenance system include: preventive maintenance policy,
maintenance scheduling, maintenance staff planning, and stock control of spare parts. Once
prepared the system can estimate maintenance costs. Preventive maintenance generally results in a
decrease in the fluctuation of annual maintenance cost that arises on say a purely reactive
maintenance system.
Reactive maintenance: Some components will always experience failure or breakage for a variety of
reasons, in which cases an unscheduled repair/maintenance must be carried out and such
maintenance is called as “Reactive Maintenance”. In the case of static equipment, especially
electronic equipment, the failure will happen on statistical probability. Even if periodic
inspection/confirmation of its functions should be done, the possibility of the failure will not change
and the preventive maintenance regime always involves some element of reactive maintenance.

In modern railway and other systems various electronic devices are used in a lot of equipment, such
as the traction system of a train, ATP (Automatic Train Protection) system, signaling system, etc.
For the system including the equipment with electronic devices, as a general rule redundancy should
be provided so as not to prevent train operation through a failure of the equipment. In the case of
the traction system of a train, it must be therefore be composed of more than two systems, and
when one system fails the second system is designed to have enough capacity to continue the
operation of the train. This also applies to auxiliary power supply systems, ATP system, and air supply
systems by compressors.
Condition based maintenance: Condition Based Maintenance (CBM) is used to predict the failure of
electronic devices, by monitoring the operation of the system. The monitoring system compares the
input and output information to the device, and if there is an irregular output or reaction, the
information for example, time, contents of input and output, conditions concerning the device, and
so on, are recorded, even if a problem did not occur. If an electronic device gives irregular reactions
frequently, the possibility of failure may be increased, and the necessity of change the device can be
studied.
Maintenance schedules and contents
Maintenance schedule: Maintenance schedules for the EMUs planned in the BEDR consists of 4
periodic Inspection/Overhaul, emergency repair, and cleaning. Their cycles are as follows;
Table 32 – Maintenance Schedule
Maintenance work Location Cycle
Routine Inspection Inspection track 6 days
Monthly Inspection Inspection track 90 days or 30,000 km
Semi-general Overhaul Workshop 4 years or 600,000 km
General Overhaul Workshop 8 years
Light cleaning Platform of station At turn-back operation
Normal cleaning Cleaning track Every 2 weeks
Wheel turning work Under floor lathe On demand
Source; Basic Engineering Design Report
For the 16 trains, numbers of maintenance works in the Depot is:

Table 33 – Numbers of works in the Depot
Year 2018 2020 2027
Routine Inspection times/day 2.7 2.7 2.7
The necessary time for Inspections is 2 hours for the routine Inspection and 6 hours for Monthly
Inspection. The number of Inspections is small and they can be carried out by day work staff.
Contents of maintenance:
Routine Inspection - Contents of this inspection are:
 Inspection of pantograph
 The wear depth of sliders, wearing shape, and smooth movement when go up and down are
inspected.
 Function check of air brake system
 Wear depth of brake block

 Checking of flat on wheel tread

 Smooth movement of side doors
Monthly Inspection - Same contents as Routine Inspection and additionally,
 Function check of ATP system
 The maintenance staff of signaling system check this system. The machine to check the ATP
system is supplied by the supplier.
 Checking of lighting system in the room
 Function check of air conditioner
 Total function check by using automatic function check system
General overhaul:
Most of the equipment or components are disassembled, removed from the car body, and repaired.
The Major items of equipment which are not removed from the body are the inverter and APU
(Auxiliary Power Unit). They have no moving parts, if natural cooling is applied. If there is no cooling
fans the necessary maintenance work is to check the function and cleaning. As for the filter reactor, it
will have cooling fan from the point of light weight, and the maintenance of motor and fan bearing
will be necessary. For such purpose, disassembling will be necessary. If there is no blower for cooling,
it can be left under the body.
Major equipment disassembled and removed from the car body are as follows;
Table 34 – Equipment Removed from Car Body

Roof equipment Inside the car Under floor of the car
Air conditioner, Seats, door machine, door Contactor box, filter reactor, brake control
arrester, pantograph leaves, cab equipment unit, air compressor, air drier, air reservoir,
coupler, draft gear, bogie
Semi-general overhaul
The contents of this maintenance work are almost same as General Overhaul, and the schedule will
be almost same as General overhaul. The differences are re-painting of the body is not done and
draft gear is not disassembled. The work schedule of overhauls shall be about 70 working days, 4
overhauls per year should be achieved to avoid overhaul staff becoming idle.
Organization of the rolling stock maintenance
Rolling stock section of head office:
Number of staff in the section is 7. Their roles are:
 Making the inspection plan and overhaul plan.
 Making “operating management plan of trains” with the cooperation of the train operation
section. This plan shall be compatible with the inspection plan and train operation diagrams.
When emergency repairs become necessary, the “operating management plan of the trains”
must be modified quickly.
 Recording rolling stock failures. The data must be obtained from the train operation section.
If there is a component exhibiting a high failure rate, design of the component will be studied
for improvement. A new prototype of the component can be trialed in some trains, and if the
good result is positive, modification for all the trains can be planned.
 Depot staff requests a specific change, the staff of the section studies the request and if
acceptable changes the design.

 Management of outsourced components/equipment of rolling stock. This job shall be done

by depot staff of the planning group.
 Management of outsourced works (cleaning). This job shall be done by depot staff of clerk
group.
 Maintenance of depot machinery. The section is responsible for the preparation of budgets
and management is carried out by the depot staff of depot machinery in the planning group.
 Management of parts with high usage and replacement rates, such as the pantograph slider,
braking blocks, etc.
 Staff management of rolling stock section. Expansion and employment of new staff are
handled in the section. When new staff become necessary, the section requests recruitment
via the personnel section in Administration department.
 Making the training plans for new staff
Rolling stock depot:
Number of the staff is 60, when overhaul work is not outsourced and the maintenance schedule is
based on BEDR. Their roles are:
 Sending trains to service operation on scheduled time
 Withdrawing trains from service operation
 Stabling trains in the stabling yard
 Completion of inspections and overhauls
 Cleaning the trains outside and inside
The role of shunting driver is the shunting operation of EMU trains in the Depot or to the station,
driving of motor cars, and maintenance trains. The staff of the depot machinery part of the planning
group is responsible for the maintenance of machinery in the depot. Most of depot staff work during
the day. Shift work staff are the assistant chief of crew management and shunting drivers. A depot
staff member is responsible for the route control in depot in service operation time, and the
operation of maintenance trains which may not equipped with ATP system. Maintenance trains can
take many forms and composition depending on its purpose, and a lot of preparation work is
necessary before the operation. The maintenance train is operated by a shunting driver.
The number of Depot staff
In this case, the work volume of the depot is as shown in the Table below routine inspections per day
can be carried out by 1 group of 5 inspectors using 1 inspection track. For 4 Overhauls per year,
longer overhaul schedule than BEDR is better to be adopted. Following figure is the schedule for 68
days, and by the schedule 4 overhauls can cover almost a year (working days). Then, necessary
number of workers will reduce up to 60 persons.
Table 35 – Number of Depot Workers
Number
Position or Role Work
Attendance Total
Chief Day work 1 1
Assistant Inspection Depot Day work 1 1
Chief Overhaul Workshop Day work 1 1
Crew management Shift work 1 4
Clerk group Day work 3 3
Planning Inspection Day work 3 4
group Overhaul Day work 3 4
Depot machinery Day work 2 2
Inspector Inspection Day work 13 15
Overhaul Day work 15 17

Shunting Driver Shift work 2 8

Total 45 60
Figure 39 – Overhaul Schedule of 68 days
Schedule of General Overhaul
Lift up Disassemble Door engine Body Repair Coupler & Draft Gear
Body
Shop in Inspection Repaint
Disassemble Axle & Wheel Axle box Suspension Brake control unit
Bogie
Traction Motor Air conditioner Pnatograph Contactors

Electrical
Day 1 5 10 15 20 25 30 35
Repaint Compressor Assemble Bogie in Test run
Body
Composition
Brake control unit brake rig Assemble
Bogie
Filter Reactor Inverter APU

Electrical
Day 36 40 45 50 55 60 65 70
In the figure, 17 persons work together for overhaul between 1st and 4th day. Between 5th and 53th
day, 5 workers of bogie maintenance leave the group and carry out bogie maintenance. From 11th
and 50th day, 5 workers of electrical workers leave the group for their works. And from 54th day,
they join together and start the assembly of cars.
The organization of this schedule is shown in the following figure.

Figure 40 – Organization for BEDR Maintenance Schedule
Assistant Chief
Inspection 5 inspectors +1
Marketing 3
8 inspectors +1
Chief
Assistant Chief
Overhaul 15 inspectors +2
Clerk group 3 persons

2(8) Motor car Drivers
1(4) Crew management
Inspection 4 Persons
Planning Group
Overhaul 4 Persons
Machinery 2 Persons

Note: +1 means additional one person for holiday cover. 1(4) mean total number of staff is 4 persons, but one person
attends at the position in the day time.
If the existing Government regulated maintenance schedule is applied the above schedule will be
different from that regulated (Government regulating a ‘different’ railway). The contents and cycle of
inspections are different from that planned for MRTJ.
Maintenance schedule:
Table 36 – Comparison of Maintenance Schedules
Government Regulation Basic Engineering Design Report
Examination Interval Inspection & Overhaul Interval
Daily Examination 1 day Daily/Routine Inspection 6 days
Monthly Examination 1 month Monthly Inspection 90 days
Bi-annual Examination 6 month Included in Monthly Inspection
Annual Examination 1 year Included in Monthly Inspection
Annual Examination 1 2 years Semi-general Overhaul 4 years
Annual Examination 2 4 years General Overhaul 8 years
Source: Government regulation (Article 223 to 235), BEDR

Work volume of the depot:

Table 37 – Numbers of Works in the Depot
Year 2018 2020 2027
Routine Inspection times/day 16.0 16.0 16.0
The big difference between the two regimes is the number of Inspections; in particular daily/routine
inspections are done 16 times/day. For the daily/routine Inspection, 2 Inspection tracks become
necessary. Then 8 daily inspections must be done on one track. But it is difficult if the daily inspection
work needs 2 hours. Because total work hours of using a track become 20 hours (8×2+4=20), if
inspection work shall be done in off-peak hours.
The countermeasure of this problem is to shorten the inspection schedule up to 50 minutes instead
of 2 hours. It is possible, if 2 cars are inspected in every daily inspection. The inspection tracks of the
depot are shown below.
Figure 41 – Inspection Tracks in Depot
Inspection shed
Emergency repair track
Inspection track 1
Inspection reack 2 Daily inspection
Workshop building Monthly inspection

Shop-in inspection track
Bodyshop tracks
Inspection tracks in Depot
The study of maintenance system carried out assuming that the bi-annual and annual inspections are
done within the works of monthly inspections.
Schedules of maintenance works: Schedule of maintenance depends on contents and the number of
workers.
 Routine/Daily inspection: This maintenance is to be done by 2 groups of 5 inspectors within
50 minutes, using 2 inspection tracks. In the inspection shed, there are 2 inspection tracks
and one emergency repair track. And 2 inspection tracks are occupied every day by daily
inspection trains. This inspection is done every day, including Sunday and national holidays.
 Monthly inspection: This maintenance is to be done by one group of 9 inspectors within 6
hours, using the shop-in inspection track in workshop building. For the 16 train sets, 16
monthly inspections must be done and it takes 16 days. That means shop-in inspection track
is occupied by monthly inspection 16 days per month. And adjustment of schedule with
overhauls becomes necessary. This inspection is done on working days. When wheel turning
of a train becomes necessary, this group must undertake the work.

 General overhaul: Schedule of overhaul is usually adjusted by the number and time, and
capacity of the workshop. In this case, workshop can accept one train set only. Therefore
number of overhauls is better to cover a year by the schedule. Here, 4 general overhauls and
4 semi-general overhauls per year shall be done in the workshop. Then schedule shall be
about 30 working days. The schedule studied in BEDR is a 30 day schedule, by 33 persons.
They are divided into 3 groups and the parallel work can shorten the work schedule.
Maintenance works undertaken by the 3 groups are as follows:
Table 38 – Undertaking Works of Each Group
Group Body (11 persons)
Works Disassembling & assembling of body & bogie, Disassembling & assembling equipment from
the body, body repair (including re-painting of side line), maintenance of piping & wiring of
the body, maintenance of door machine, maintenance of couplers & draft gears,
maintenance of lighting system.
The group is divided into 2 teams.
Group Bogie, Mechanical parts (11 persons)
Works Disassembling & assembling of bogie, maintenance of bogie frame, maintenance of axle
bearing & axle box, maintenance of axle & wheel, maintenance of primary & secondary
suspension (air spring), maintenance of basic brake components, maintenance of
transmission unit (reduction gears), maintenance of brake control unit, maintenance of air
compressor & air drier, maintenance of air reservoir, maintenance of damper & height
regulating unit for air suspension.
The group is divided into 2 teams.
Group Electric parts (11 persons)
Works Maintenance of air conditioner, maintenance of motor, maintenance of contactors and
circuit breaker, maintenance of pantograph, battery, maintenance of inverter, APU, and filter
reactor.
The group works by 3 teams.
In BEDR, there is no provision for a wheel lathe in the workshop. And before the overhaul, all wheel
and axle sets of the train are planned to be turned by under floor lathe in the wheel turning shed,
using 3 days. The provision of wheel lathe shall be confirmed in tender documents. But here,
schedule is studied on the assumption that a wheel lathe does exist in workshop. The schedule of
general overhaul for 30 working days will be as follows.

Figure 42 – Schedule of General Overhaul
Schedule of General Overhaul

Lift up Disassemble Body Repair Assemble Bogie in Test run
Body Door machine
Shop in Inspection Composition
Disassemble Assemble Assist
Bogie
Shop in Inspection
Inverter APU Adjustment
Inverter
Shop in Inspection
Air-conditioner Pantograph
Air Conditioner
Motor
Contactors
Brake Unit
Compressor
Axle & Wheel
Axle Box
Day 5 10 15 20 25 30 35
When a wheel lathe is not provided in bogie shop, additional 3 days will be necessary for general
overhaul.
Semi-general overhaul:
The schedule of semi-general overhaul will be shorter than that of general overhaul by 2 days with
the same number of workers (33 persons). This is because the work volume is a little smaller. But
from the point of working schedule of 33 persons, there will be no need to change the overhaul
schedule with general overhaul.
Organization of depot staff for the maintenance of rolling stock is as follows.

Figure 43 – Organization of Depot (from 2018)
5 inspectors +1
Assistant Chief
Inspection
5 inspectors +1
Chief 8 inspectors +1
Assistant Chief
10 inspectors +1
Clerk group 3 persons 10 inspectors +1
1(4) Crew management 2(8) Motor car Drivers
Planning Group
Overhaul 4 Persons
Machinery 2 Persons

Note: +1 means additional one person for taking holiday. 1(4) mean total number of staff is 4 persons, but one person
attends at the position in day time.
On the Figure above, the staff of wheel turning work is contained in monthly inspection group,
because the work is on demand base. In the inspection group, 10 inspectors are for routine/daily
inspection and 8 inspectors are monthly inspection. 33 inspectors of overhaul group are divided to 3
groups, which are for body, mechanical components, and electrical components.
The total number for rolling stock maintenance workers is 82 persons, including 2 staff for the
maintenance of depot machinery. (Total number includes shift staff and additional staff for holidays).

Table 39 – Number of Depot Workers

Position or Role Work Attendance Total
Chief Day work 1 1
Assistant Inspection Depot Day work 1 1
Chief Overhaul Work Shop Day work 1 1
Crew management Shift work 1 4
Clerk group Day work 3 3
Planning Inspection Day work 3 4
group Overhaul Day work 3 4
Depot machinery Day work 2 2
Inspector Inspection Day work 21 21
Overhaul Day work 33 33
Shunting Driver Shift work 2 8
Total 71 82
In-house or outsource decisions

Selection of inspection/overhaul possible to be outsourced: When maintenance works are
outsourced, the object item is limited to low technology or very high technology. Outsourced work
shall be confirmed or checked by employer. For this reason, inspection works are rarely outsourced.
Low technology items would include cleaning work of the cars outside and inside, maintenance of
seats, cleaning of door leaves, and so on. High technology items include components of inverter, APU
and electronic equipment.
If there are special inspection machine for these items, which indicates failed parts, it is possible to
change trays of electronic circuit. But when such repair work is not effective, MRTJ shall request to
the manufacturer of inverter (for example) to send engineers to repair it or send the inverter to the
manufacturer. As for these items, original manufacturer only can repair them.
As for other items such as traction motors, air conditioners, air compressors, suspension systems,
axle bearings, couplers and so on, both in-house or outsource maintenance is possible.
While some items are outsourced, the work of heavy items will generally be done in the Depot,
because of the transportation cost. That is to say, maintenance work of the body will be done in the
Depot in any case. And final check of the outsourced item shall be done by in-house workers,
because MRTJ is responsible for safety and operation.
If some parts of overhaul works are outsourced, there must be some merit of cost. By the
outsourcing, the number of in-house worker must reduce. And outsourced maintenance cost of the
item shall be less than that of in-house maintenance cost.
Table 40 – Basic Selection for Outsource
Works in Depot Outsource In-house
Inspections ✔
Overhauls ✔ ✔
Cleaning ✔
Final check of train function ✔
Considering above all, the recommendation of the consultant is overhauls to be done by in-house
workers. However, when overhaul is considered to be outsourced, there will be 3 level of
outsourcing procedure. One is the disassembling and assembling works are also included in

outsourcing works. Then, in-house workers check only the train function in shop-in inspection track.
(Case 1)
Another is outsourcing most of the components, and in-house workers do the disassembling and
assembling works. Final checking of the train function can be done at final overhaul stage in shop-in
inspection track. (Case 2)
When most of components are outsourced, MRTJ will lose the technology and data for the
maintenance of components. If MRTJ wants to keep key technology of overhaul, some equipment or
components, of which failure may bring fatal accident of operation, shall be changed to in-house
workers.
Out of them, first item is bogie. Second item is air brake system. If these items are recovered to in-
house workers, MRTJ will be able to have key technology data of overhauls.
Therefore, another type of outsourcing is components excluding bogie and air brake system. (Case 3)
 Case 1 (Complete outsource of overhaul)
In this case, most of the works of overhaul are also outsourced. Remaining works for in-house
workers are checking at shop-in inspection track. And the works can be done by monthly inspection
group, if its maintenance cycle is every month (for 16 trains 16 times/month). Inverter and APU are
not removed from the body, and their maintenances are done by in-house workers of monthly
inspection group. If 3 or 4 persons of monthly inspection group have the skill of the maintenance of
inverter, they can also do the part of overhaul. Then additional staff are not necessary.
In this case, there is a risk which in-house workers cannot keep the skill of disassembling bogie in
emergency repair. It is the same for other components or equipment. And MRTJ cannot have
technical data of overhaul, if such data are sent from the contractor.
 Case 2 (Complete outsource of components)
In this case, the works of Body group remain for in-house workers, and dis-coupling of cars from a
train, removing cars from inspection track to workshop track (shunting by locomotive), and dis-
coupling of bogie are done by in-house workers. Therefore, they can keep the skill for all kinds of
emergency repair.
Maintenance of components/equipment removed from body is outsourced, including bogie
complete. Inverter and APU are not removed from the body, and their maintenances are done by in-
house workers. If 3 or 4 persons of body group have the skill of the maintenance of inverter, the
number of in-house workers will be 11. Then reduced number of workers is 22, and maintenance
data of most of the components will be lost.
The 11 in-house workers will have no works between 6th day and 15th day. To exclude idle time,
body repair and maintenance of door machine is better to change in-house work. And maintenance
of inverter and APU can also be changed from monthly inspection group to the overhaul group.

Figure 44 – Organization of Depot (in Case 2)
5 inspectors +1
Assistant Chief 5 inspectors +1

Inspection
8 inspectors +1
Chief Assistant Chief

2(8) Motor car Drivers

Clerk group 3 persons
1(4) Crew management

Planning Group
Overhaul 4 Persons
Machinery 2 Persons
In the figure, the number of Depot staff is 60 persons.

 Case 3 (Partial outsource of components)
If MRTJ wants to keep key technology of overhaul, some equipment or components, of which failure
may bring fatal accident of operation, shall be changed to in-house workers. The key components are
bogie and brake system, and bogie and mechanical group shall be returned to in-house. The reduced
number of workers is 11 persons (total number of depot is 70 persons).
Comparison of outsourcing plan: The selection of outsourcing level depends on the management
policy. If top management does not care about the loss of core maintenance technology of the
company, outsourcing the overhauls (Case 1) will be attractive solution, which can reduce the labor
cost considerably. But the key technology will be lost in Case 1. And if outsourcing Case 2 is selected,
the technology for the maintenance of components will be lost. If outsourcing Case 3 is selected,
most of the technology is recovered, but the number of reduced workers is small.

Table 41 – Comparison of Outsourcing Level

Type of outsource Case 1 Case 2 Case 3
Items outsourced All the works of All the components Components
overhaul except for except for excluding inverter,
inverter/APU inverter/APU bogie & brake system
Reduction of in-house 33 persons 22 persons 11 persons
staff (Total 49) (Total 60) (Total 71)
Skills for (probably) difficult possible possible
emergency repair
Skills for overhaul Lost For components lost Kept for bogie & brake
system
Maintenance data of Lost For components lost Kept for bogie & brake
overhaul system
Recruiting the rescue Difficult only by in- Possible Possible
team house workers
Cleaning works of rolling stock in Depot: Cleaning works of rolling stock in Depot shall be outsourced
in any case, and there are 3 levels of cleanings in Depot.
 Daily cleaning: This is the cleaning of car interior at the stabling track. This cleaning shall be
done before the start of service operation from Depot. Litters are removed from the
passenger room, and when there is some place where very dirty, it is cleaned as a Band Aid.
The time allocated for the work is 20 minutes per train by 2 workers. Daily cleaning shall be
done every day including Saturday and Sunday.
 Car exterior washing by automatic machine: In Depot, an automatic car washing machine is
installed. Every train shall pass through the washing machine every week and car exterior is
cleaned.
 Normal cleaning at car washing track: This cleaning work is done at cleaning tracks of the
Depot, after passing the train in the automatic washing machine. At the machine cleaning,
train is washed exterior manually, and interior is cleaned elaborately in 2 hours by 7 workers.
This cleaning will be done every 2 weeks. Both ends of the train and cars are washed by
workers. The drippings on window glasses are mopped outside and inside. Floor of passenger
room is also mopped. Passenger seats are cleaned by electric cleaner. One cleaning team
treats 2 trains per day.
 Heavy cleaning at car washing track: This cleaning work is done at cleaning track, after
passing the train in the automatic washing machine. At the cleaning track, train is washed
exterior manually, and interior is cleaned elaborately in 4 hours by 7 workers. This cleaning
will be done every month.
 The volume of cleaning works in Depot: The necessary number of workers for car cleaning
will be 14 persons of day time workers.
Role of undertaking contractor

Case 1: What company will undertake the works of overhaul of the rolling stock? Big companies will
have no interest, because of the work volume and cost, even if the condition of the whole work
outsource. It is the same as the rolling stock supplier.
If the supplier should move to undertake the maintenance works of the EMU, establishing an
affiliated company in Jakarta, it is because top managements of the company believe the future
demand for EMU in Jakarta or MRTJ line increase. PT. KAI may also provide new EMU (not the second
use car) for commuter lines. But it must be in near future, less than 10 years. The top managements

of a big company do not care about the future market for the company more than 20 years after,
because at that time their lives in the company will be finished at least 5 years before.
When such conditions are realized, the way of outsourcing shall be Case 1, in which undertaking
contractor can have strong power to MRTJ decision.
In this case, possibility to reduce the overhaul cost by prolonging the maintenance cycle will be small,
because it will not give merit for the contractor.
But as for the inspections, the cycle may be revised based on the actual results which MRTJ can get
from the work.
At the 1st day of overhaul, MRTJ staff check the function of the train at shop-in track. After that the
company’s workers divide the train to cars and move them to workshop track using shunting
locomotive. Then, cars are disassembled by the workers of the contractor. The bogie is removed to
bogie shop and disassembled. The inverter and APU are left to the body and their functional check is
done by MRTJ staff. But maintenance of the car body is the contractor’s work.
After the overhaul of components is finished, all of them are installed in the car body. Then cars are
sent to the shop-in track and coupled to a train by the workers of the contractor.
From that time, MRTJ staff (of monthly inspection group) inspect the overhaul work, check the train
function and make the trial run using the main line.
Spare parts supply: In the case of complete outsourcing of overhaul, cost of spare parts used at
overhaul is better to be included in contract amount. It is troublesome to confirm if some spare parts
are really used.
Key performance indicators (KPIs): The required quality of maintenance is the failure derived from
the overhaul does not occur in the train until next overhaul. On this line, MDBF (Mean Distance
between Failures) will be one of the indicators. Another required quality is exactness of overhaul
schedule. The delay caused by the company shall not exist. Appearance of the train of exterior and
interior shall be clean and beautiful, when overhauls are finished.
Requirements of the contractor: MRTJ will expect the undertaking contractor to carry out overhauls
of good quality, and propose the improvement of maintenance system if the company can know
from the process of their works. But the contractor is other entity than MRTJ, with other targets.
 Maintenance schedule and contents: If the contractor detected that longer overhaul interval
is possible, it will not propose MRTJ the results, because that will reduce the contract
amount. And some contents of overhaul is not necessary, the information will not be
delivered to MRTJ, if all of the reduced cost will be taken by MRTJ. Accordingly, overhaul
schedule and contents will not be changed.
 Technological improvements in overhaul: This can also be expected difficult to be done, by
the same reason described above.
 Skills transfer: Technical transfer will not be done because there is no staff that is allocated
to have the skill.
 Length of service: Length of the contract with the undertaking company will be kept as far as
the MRTJ continues its operation.
 Rescue operation: When rescue operation for derailment or shut down of power supply
should be done, rescue team is recruited usually by overhaul staff of workshop and monthly
inspection staff, because they have the skill of handling a train and their work has some time
margin. Therefore, in the outsourcing contract of overhaul, attendance of rescue operation
shall be included.

Case 2: This is the case that the works of overhaul components are almost outsourced. The role of
undertaking company is to overhaul components or equipment of a train.
The number of overhauls (Semi-general and General overhaul) is 8 times per year. The schedule time
of an overhaul will be selected 30 days (working day), and for Semi-general overhaul the schedule is
the same 30 days. The necessary number of staff in the company will be 22 to 30 persons from the
schedule. Total working day for overhauls is 240, which is almost the whole working days of a year.
At disassembling stage, the workers of undertaking company wait at the car body side for the
component to be disassembled by MRTJ staff. Then, they carry it to the shop for the component in
the Depot. At assembling stage, the workers of the company bring the components to the body side
on the time schedule. Then, the staff of MRTJ install the component on the body.
To check the quality of the maintenance work of the company, MRTJ staff is better to attend the final
test of the components without noticing before.
Spare parts supply: In this case of outsourcing of components overhaul, cost of spare parts used for
components is better to be included in contract amount. It is troublesome to confirm if some spare
parts are really used.
Key performance indicators (KPIs): The required quality of maintenance is the failure derived from
the components does not occur in the train until next overhaul. On this line, MDBF (Mean Distance
between Failures) for the component will be one of the indicators. Another required quality is
exactness of delivering schedule. The delay caused by the company shall not exist. Appearance of the
component exterior and interior shall be clean and beautiful, when it is delivered.
Requirements of the contractor: MRTJ will expect the undertaking contractor to carry out overhauls
of good quality, and propose the improvement of maintenance system if the contractor can know
from the process of their works. But the contractor is other entity than MRTJ, with other targets.
 Maintenance schedule and contents: If the contractor detected that some contents of
overhaul is not necessary, the information will not be delivered to MRTJ, if all of the reduced
cost will be taken by MRTJ. Accordingly, overhaul schedule or contents will not be changed.
 Skills transfer: Technical transfer will not be taken place, because there is no staff who
receives the transfer on MRTJ side.
 Length of service: Length of the contract with the undertaking company will be kept as far as
the MRTJ continues its operation.
 Rescue operation: In this case, about 20 staff (overhaul group 11, monthly inspection group 9
and some station staff) can recruit easily as rescue team. The request to the contractor for
emergency operation is not mandatory.
Case 3: This is the modified case from case 2. Only in-house work, bogie and brake system, are
increased. The number of in-house workers will be 22 persons.
An example of Case 2 - There is an example of outsourcing overhaul works in Japan. The railway
company is similar size with MRTJ in phase 2.
 Line length: 26.5 km
 Number of stations: 24
 Train number: 28 trains (202 cars)
 Cycle of maintenance:
 Daily inspection 6 days
 Monthly inspection 90 days
 Semi-general overhaul 4 years
 General overhaul 8 years

The overhaul works are outsourced and inspections are done by in-house workers. And as the result
number of depot workers is about 40 persons. (Total number of employees is about 550 persons)
By the maintenance cycle, daily inspections are 4.6 times/day, monthly inspection 9.3 times/month,
and overhauls 7 times/year. 7 overhauls per year is not enough to cover one year, and this will be the
reason for outsourcing.
If the comparison on number of depot worker should be done, Case 1 of MRTJ is 48 persons (for 16
trains) and this company is 40 persons (for 28 trains).
This difference comes from that of maintenance schedule.
Items assigned to the outsourced contractor shall have small impact of operation if one of them
failed. The item list of components is shown in Table 5.11.
In the list, pantograph, door engine, and air compressor are included. When they failed, they may
affect train operation, but it can be recovered easily by emergency repair. Traction motor can also be
included in the list, because it is only the bearing which may cause strong influence in operation.
Table 42 – Items to be Outsourced and Numbers in a Year (in Case 3)
Item Number in a train 4 semi- 4 general Total
general overhaul
Air conditioner 6 24 24 48
Pantograph 2 8 8 16
Arrester 2 8 8 16
Door leaves 96 384 384 768
Battery box 2 8 8 16
Filter reactor 4 16 16 32
Traction motor 16 64 64 128
Gear case 16 64 64 128
Coupling of motor 16 64 64 128
Compressor-set 2 8 8 16
Coupler 24 96 96 192
Draft gear 24 96 96 192
Procedure for dealing with technological improvement

Target or result of technological improvements is to reduce failure ratio, such as MDBF, and
maintenance cost.
 Reducing maintenance cost: To reduce the maintenance cost, there are 2 ways. One is to
reduce the contents of maintenance works. And other is to prolong the maintenance cycle.
The latter is already realized, by application of the new maintenance cycle.
 Reducing the failure ratio: Reducing the failure ratio is common target of work for MRTJ and
the contractor undertaking overhauls. Both of them will work hard as far as possible in
maintenance works, but most effective measures are to improve the components in design.
The replacement of a component needs certain amount of money, and to decide such
selection some financial merit shall be expected. For example, reducing the contents of
overhaul work or extension of overhaul schedule. And procedure of realizing the effect is the
same one with the previous section.
2. Infrastructure Maintenance
i) Maintenance of Railway Civil

Approach of railway civil maintenance: The procedure of rail infrastructure maintenance is

conducted by the monthly inspection and the regular inspection as a prevent maintenance which is
mainly by visual examination. The technical maintenance plan is made including repairing,
reinforcement and monitoring based on the overall assessment.
Contents of inspections and repair: Contents - The inspection comprise of water seepage and crack
detections. The inspections are needed to be carried out by inspectors with essential knowledge of
deformation and degradation. The maintenance procedure including inspection, assessment, repair /
reinforcement and record is shown in the flow chart below.
 Inspection: Basically, the inspections consist of 2 sections of monthly inspection and regular
inspection. The inspections are divided into two categories; monthly inspection and regular
inspections. The regular inspections are categorized to first inspection, general inspection
and individual / supplemental inspection. The individual inspections are undertaken to
investigate the conditions in detail.
 Assessment: The inspections are carried out by visual examination, hammering test and the
systems, and categorize the result into four categories, A, B, C and S. The structure condition
assessment category is shown in table below.
Table 43 – Structure Condition Assessment Category
Category Structure condition
A Serious or potentially serious deformation that threaten the safe of train operation.
AA Serious or potentially serious deformation that must be repaired immediately.
A1 Performance degradation and progressive deformation are observed. Or the performance
is threatened to be lost by the natural disaster such as heavy rain, flood and earthquake.
A2 Deformation is observed that causes future performance degradation.
B Deformation is observed that potentially turn into category A.
C Minor deformation is observed.
S No maintenance is required.
Source: Specification of Maintenance Management for Railway Structure (Civil Structure)
 Repair and Reinforcement: The measurement and concept against degradation is shown in
table below.
Table 44 – Degradation Measurement
Measurement Concept
In case that the degradation is processing and performance is expected to
Additional monitoring degrade, the additional monitoring is undertaken and measuring items are added
on the inspection list.
The measurement is undertaken to reduce the progression of the degradation of
Repair the structure, to enhance the durability, and to prevent the spalling of concrete
and corrosion of the reinforcement.
Reinforcement The measurement is undertaken to improve physical performance of structure.
The service becomes restricted when the structure is judged as inadequate
Service limitation
capacity to tolerate the normal service load.
Deteriorated structure and the performance degradation may require
Dismantlement
dismantlement.
Source: Maintenance Management of Civil Structure, Metro Company
 Records: Since the degradation and deformation process develop over time, all the
information regards the periodic inspection and repair record, design documents at the
constructions, the environmental condition and the adjacent construction have to be
reserved certainly.

Schedule: As basic maintenance management of civil structures for Jakarta MRT, Inspection Category
& Requirements are shown in table below. The requirement of monthly inspection is carried out less
than one month in all line. The normal in general inspections are undertaken every two years. The
individual inspections are undertaken to investigate the further conditions.
Table 45 – Inspection Category & Cycles– Civil Structures
Category Inspection Object Cycles Items Categorization
Close up
Maintain Description of
Monthly Inspection by walk Less than inspection of
the safety defects and
inspection or rail 1 month overall
condition unusual behavior
railways
Detailed
visual
Checking the After
examination,
First inspection initial construction
hammering
conditions and renovation
test as
required
Visual
Detecting examination, Classifying into
Norma
structural 2 years hammering each categories, A,
l
deformation test as B, C and S.*)
required
General
Detailed
inspection
visual
Special Verifying the
Regular examination,
(tunnel safety of the 10 years
inspection hammering
only) structure
test as
required
Estimation and Detailed
prediction of visual
deformation, examination, Subdividing
Individual inspection -
detailed detailed category A *)
examination of inspection as
performance required
Detailed re- Visual
examination examination, Classifying into
Supplementary
of specific - other each categories, A,
inspection
components or inspection as B, C and S *)
features required
*) refer to Table 5.12 - Structure condition category for assessment
The cycle of general inspection for tunnels is usually 20 years in most of the metro companies, but
for the tunnel of MRTJ, 10 years cycle is recommended, because of the thin segments of shield
tunnel.
Organization of railway civil maintenance:
 Civil structure division of facility section of head office
Number of the section is 4 persons.
Table 46 – Civil Structure Section of Head Office
Position Responsibility Number
Manager-1(Tunnel and Structure Eng.) Underground station and tunnel section 1
Manager-2 (structure Eng.) Elevated structure 1

Manager- 3 (structure Eng.) Elevated station 1

Manager-4 (structure Eng.) Depot 1
Their roles are:

 Inspection Planning: Inspection Schedule for Usual Inspection and Regular Inspection ; Staff
Schedule for usual inspection; Inspection Testing Plan, Check list and Inspection sheet for
usual inspection; Budget Schedule of Regular Inspection; Monitoring schedule after repairing
works, if necessary.
 Inspection for monthly inspection: Check of all records and inspection status periodically
 Inspection for Regular Inspection: Supervision of Inspection works by outsourcing inspector.
 Evaluation and assessment: Evaluation and assessment based on inspection records
(Evaluation based on Table- Table 5.12 - Structure condition category for assessment)
 Consideration of measurement: Consideration of the measurement method
 Project proposal for repairing: Project proposal for repairing works
 Placement of order: Tender documents for outsourced; Evaluation of outsourced Contractor
for detail inspection and repairing works; Contract for detail inspection and repairing works.
 Repairing works: Supervision for repairing works
 Monitoring: Especially, the repairing portion shall be monitored carefully.
Maintenance depot of civil structure:
Number of the section is 10 persons.
Table 47 – Number of Engineers in Civil Structure Maintenance Depot

Position Responsibility Number
Engineer (Civil) -1 Underground station and tunnel section 4
Engineer (Civil) -2 Elevated structure 2
Engineer (Civil) -3 Elevated station 2
Engineer (Civil) -3 Depot 2
Total 10
Their roles are:

 Monthly Inspection: Observation to civil structure (Overall deformation, cracking, water
seepage, reinforce steel exposure, rust fluid and concrete honeycomb, etc.); Measurement
of crack size, if crack is there; Hammering test is undertaken when there are any signs of
detect spalling; Submission of the check lists and Inspection sheets with photos to Manager
of Civil Structure Group; Report of unusual condition (crack, water leakage, concrete
exfoliation, etc.) on Manager of Civil Structure Group shall be done immediately. NOTE: The
monthly Inspection is carried out with track inspection team. The crack measurement is
executed using crack scale. The hammering test is executed using Schmidt Hammer.
 Regular Inspection: Support and supervision for inspection works carried by outsourced
 Repairing Work: Support and supervision for repairing works carried by outsourced
 Monitoring: Especially, the repaired portion shall be monitored carefully.
The training of observation of civil structure is required including using crack scale and Schmidt
Hammer.
In-house or outsource decision

List of works to be outsourced: Basically, monthly inspection and first and general inspection in
regular inspection are carried out by in-house engineers. The list of inspection category of in-house
or outsourced is shown in table below.
Table 48 – Inspection Category of In-house or Outsource - Civil Structures

Inspection of
Category Inspection Items
in-house / outsourced
in-house
Monthly Close up observation of with Track Inspection Team,
Observation by walk
inspection overall railways Refer to Table 5-1 of
Observation Method
Detailed visual examination,
First inspection
hammering test as required
Normal Visual examination,
Outsourced
section hammering test as required
Refer to Table 5-2 of detail
General Special
inspection method
inspection section Detailed visual examination,
Regular
(tunnel hammering test as required
inspection
only)
Individual inspection detailed inspection as In-house / Outsourced
required Refer to Table 5-3 of detail
Visual examination, other inspection method
On demand inspection
inspection as required
Additionally, the inspection method regarding individual inspection and on demand inspection is
mentioned in three tables below.
Table 49 – Observation Method in Monthly Inspection Category
1 Observation In-house
Charged by Civil Engineer
Normally observation is undertaken for monthly inspection. Since the degradation of concrete appears on
surface, visual examination is the one of the most effective method for inspection.
At the observation, overall deformation, cracking, water seepage, reinforced steel exposure, rust fluid and
concrete honeycomb are checked. Hammering test is undertaken when there are any signs of spalling.
The cracking is checked by a Crack Scale, and the hammering test is carried out by Schmidt Hammer.
Table 50 – Method of First Inspection and General Inspection in Regular Inspection Category
1 Visual Examination & Hammering Test Outsourced
Method
The visual examination is undertaken with hammering test as for regular inspection. Degradation of
concrete appears on surface and visual examination is the one of the most effective method for
inspection. It is more favorable to conduct the closer visual examination on the concrete surface. In case
of the inside of the tunnel, the use of light is required.
At the visual examination, overall deformation, cracking, water seepage, reinforce steel exposure, rust
fluid, efflorescence and inclination of structure are checked. Hammering test is undertaken to detect
spalling and void.
Cracking on the concrete surface is the one of the essential indications of the durability and load bearing
abilities of the structure. The location and the condition of the crack are the key component to
determine the source, degradation progress, priority level and measurement. It is also important to
compare the result from the inspection that is undertaken before. Since the information which is
obtained from crack examination is useful for evaluation of the durability and measurement selections,

it is recommended to measure the crack width using crack scale.

It is also expected to find out the source, degradation progress and measurement priority by visual
examination. Multiple data assessment and overall deformation distribution are to be considered.
2 Additional Inspection Outsourced
To complement the visual examination and hammering test, there are many machine based inspection
system have been invented. This example is described here, however, these are at developing stages
and some improvements are required.
(1) Visible image
To understand the condition, digital images are utilized instead of visible examination.
(2) Infrared thermography
Infrared thermography is used to detect spalling and void. This method uses infrared light in order to
provide a temperature gradient. It has the ability to accurately detect the spalling and void inside of the
concrete structure.
Table 51 – Method of Individual Inspection/On demand Inspection

1 Resource research in-house
Charged by Manager of civil structure group
Resource research is carried by checking the document such as construction design and the past
inspection and repair record to understand the all the information about environment, material and
construction conditions. Hearing investigation is also taken as an effective method especially for the
unrecorded information.
2 Environmental measurement In-house
Charged by civil Engineer
Since temperature, humidity and salt corrosion have a possibility to control the corrosion process, the
environmental measurement is a useful source to predict the degradation.
3 Concrete strength Outsourced
There are two methods to conduct the compressive strength measurements, laboratory compression
strength test and Schmidt hammer test.
4 Covering depth and spacing Outsourced
Radar radio detection and ranging and radio guidance are the popular methods used for the inspection
and X-ray transmission method is undertaken recently.
5 Carbonation depth Outsourced
Phenolphthalein test, clipping, sample testing and analysis from drilling powder are used for the
inspections.
6 Chloride ion measurement Outsourced
Potentiometry is a method used to find the concentration of a solute using concrete powder from sample
core or drilling process.
7 Corrosion measurements of steel reinforcement Outsource
Chipping method is the most popular that is regard as the most reliable measurement system as well.
Otherwise spontaneous potential method and polarization resistance method are undertaken.
8-1 Leveling of tunnel Outsourced
A typical procedure is to read the height difference of the measuring points near the rail line of the
structure every 50m. The same measuring points are used for the inspection all the time. Normally more
than 5 points are utilized as references. They enable to detect secular change of the structure.
8-2 Convergence measurement of tunnel Outsourced
Two optical leveling instruments are placed inside of the tunnel and the tunnel face shape is measured
by measuring point’s collimation and data calculation. The same points are used for the measurement to
detect the deformation.
9 Analysis of water leakage components Outsourced
The water leakage is collected in the container for certain period of time and used for chemical analysis.

Contractor’s requirements: The Civil Works Contractor shall provide a Maintenance Manual with
detailed instructions for the maintenance of all civil structures and equipment included in the
Contract. The manuals shall be clearly identified as scheduled maintenance, recovery/corrective
maintenance and software maintenance.
The Contractor shall arrange all documentation in accordance with the following guidelines but shall
not be limited to the items listed below:
 The first section shall be an overview of the functions provided by the systems.
 All functions shall be described and all operator input clearly defined.
 All equipment operating sequences shall be explained.
 All indications and alarms shall be described together with the appropriated operator
response.
 Descriptions of indications and operator input shall be accompanied by pictures or screen
shots of control interface.
 Lengthy technical descriptions of the equipment and sections on operator input shall be
avoided and if required shall be segregated into an appendix for reference
 Relevant system block diagrams, drawings, flow charts etc. shall be provided where this
assists understanding of the text and the significance of the equipment alarms and status
indications.
 Paper size shall be A4 with A3 or A5.
 Safety regulations for maintenance work
 Inspection or maintenance regulations in accordance with the Employer’s Requirements
 Inspection and repair standard and/or criteria
 Inspection and repair method
 Operation manuals for inspection equipment, instrument, test equipment and special tools
 Data management system for logging asset status, inspection and repair record
 Quality assurance system data base for tracing maintenance history
Key performance indicators (KPIs): For the usual inspection, recording sheet, crack scale and camera
are required. The Schmidt Hammer is required for hammering test. .
ii) Maintenance of Track
General
On the main line, all sections including the elevated section, the underground section, and the depot
access line, are constructed with direct fastened track with the PC sleeper. Correction of the rail
alignment in those sections is not necessary. The major track maintenance work is detection of
damaged rail fastening devices and rail cracks. Inspection of rail wear, especially wear of side planes,
shall also be done carefully in the sharp curve sections. At the turnout or crossing, the inspection of
irregularities must be completed carefully. In the depot, where ballasted track is used, the rail
condition may deteriorate over time, but as train speed is low and any rail irregularities do not pose a
major safety hazard.
Therefore i) daily inspection of track and ii) replacement of damaged components is important in
track maintenance. A work plan for replacement of worn rail shall be prepared by the inspection of
rail conditions, and the replacement work itself shall be executed by out-sourcing.
Role of track inspection in Operational Safety
As the track contacts directly to the running train, track condition is a critical factor contributing to
safe train operation.

In order to give highest priority to safety in train operation, the track inspectors shall be deployed. In
the event of serious flaws found in the track condition, orders must be given to halt all train
operations. For this purpose, the track inspectors shall keep proper equipment to stop the train, i.e.
flags, lights, etc.
Track inspectors need to have this priority of safety incorporated in their training. After repairing any
fault found, they shall consult with the Operation Control Center, and the OCC will decide how the
train operation shall be re-started.
There are several possible conditions that would cause the track inspectors to halt operations,
including broken rails, flooding, intrusion of objects from outside, intrusion of person(s) from outside,
etc. Particularly, a break in the long rail may become bigger than expected with lower temperatures,
and may cause a derailment. Unlike the signal system or traction power system, the track system
doesn’t have automatic detector for faults and intrusions, and there is no double and triple
redundancy design in the track system.
As existing track maintenance activities in PT KCJ, which has a lower safety culture on track
maintenance, PT MRTJ must develop this increased safety awareness philosophy independently in
from other existing operators.
Maintenance of the Railway Track; mechanism of deterioration and necessary activities
The railway tracks carry heavy trains, which cause wearing of rail and deviation of track. This
deterioration will worsen the quality of riding for passengers and the running stability of trains, and
could consequently cause derailments. This emphasizes the need regular maintenance, to keep the
safe condition of the track.
The Rail, main element of the track, shall be replaced by the two reasons; i) cumulative loading, and
ii) wearing at curved sections. For i), the railway operator shall specify the maximum cumulative
loading for replacement. For ii), the railway operator shall specify the limit of wearing at curved
section, regular inspections are required to detect progress the wearing. Rail lubricators can alleviate
the progress of wearing at curved sections, usually the curved section with less than 600m radius.
The rails are worn by train running, other than at curved section. Consequently it causes corrugation,
a wavy wearing, and partial side wearing, which worsens the riding quality and generates vibration
and noise as well as increases deviation of the tracks and accelerates deterioration. Grinding shall be
applied to correct the worn rail profile. The grinding can extend the life of the rails and alleviate the
noises and vibrations, by removing the fatigued sections, called as shelling, roughness, etc.
The deviation of the track can be defined by the following criteria; i) irregularity of gauge, ii)
longitudinal level irregularity, iii) cross level irregularity, iv) alignment defect, and v) cross level
change. Railway operators generally control the deviation with two standard levels of thresholds for
inspection purpose, i.e., the standard A requires correction work within two weeks, and the standard
B requires correction work within three months.
Table 52 – Example; Acceptable Deviation Standards in Track (in Static measurement)
Standard A (mm) Standard B (mm)
i) irregularity of gauge -- +6, -4
ii) longitudinal level irregularity -- 8
iii) cross level irregularity 17 8
iv) alignment defect 17 8
v) cross level change 18 --
notes To be fixed in two weeks To be fixed in three months
Source; Japan National Railways, Maintenance Standard on Railway Tracks (1972.4)

The deviation of the track can be inspected by the acceleration measurement on board of the train.
The railway operator shall define the standard A and B for the acceleration in multi directions, similar
to above, and monitor the deviation and require the correction work.
Particularly, tracks at the crossings are composed by many parts, which show different physical
characteristics in deviation. The track inspection at the crossing shall be done independently from
the main tracks.
The following table shows major activities on Inspection, and details and SOP are written in the
following sections.
Table 53 – Summary of Inspection Activities
Activities Frequency Details
Train patrol on the train Daily Watching track irregularity
Sensing abnormal sound and vibration
On-foot patrol (main line) Once a week Checking rail default, track materials, rail wears as
(depot) Monthly visual inspection
Track Measurement of Quarterly Measuring track irregularity by Track Master
deviation (measuring equipment)
Turnout Inspection Quarterly Measuring track irregularity and inspecting materials at
the turnout
Rail Defect Inspection Once a year Inspecting rail defect by Ultrasonic Rail Detector
Track Material Inspection Once a year Checking sleepers, fastenings, tie plates, pads, bolts
etc.
Key Performance Indicators on track maintenance

The following KPI can be proposed to monitor the performance related to the track.
Table 54 – KPI of Related to Track Maintenance
KPI Details Target figure
Track closures Annual track closure hours due to failure of track and rails in Less than 0.1%
total operation hours.
Accident caused It is expected that accident related track will be i) Less than previous year
by track derailment, ii) damage on property, iii) personal injury or
death, and iv) collisions. The general index will be around 0.3
per 1.00 million train-km.
Inspection Strategy
Inspection in Daytime, during operation: The MCS proposes day-time inspection for the PT MRTJ for
the following reasons; i) The frequency of train operation is relatively low, ii) there are inspector’s
corridors in the tunnel sections, iii) it is easy to inspect under day light for elevated section, iv) better
labor environment for employee, v) the traction power is not supplied from the third rail. Referring
to cases in Japan, the inspection during operation can be done if the headway of train operation is
longer than 5 minutes. In order to implement this idea, the following will be required; i) a portable
detector announcing train approach should be available to inspectors, ii) the inspection shall be done
by a group of multiple inspectors, and one person must be an observer of any train approaching, iii)
the direction of inspection must be in the opposite direction of train operation, iv) identify the urgent
escape routes for inspectors, should this become necessary, v) in the tunnel section, the lights shall
be on during the inspection, and vi) the inspection schedule shall be shared with train operation and
drivers.

Inspection of Structures: It is common for urban railway operators in Japan that the inspectors for
track will observe the general condition of railways, not only track but also structures. The MCS also
proposes that the track inspections will cover the general inspection of the railways, including
structure, because, i) numbers of staff are relatively larger than staff in structures, ii) the frequency
of inspection of track is higher than that for structures, and iii) the condition of track is influenced by
the physical condition of the structure.
Minor Maintenance during Inspection: Inspectors should be prepared to do the following minor
maintenance activities during inspections. Those activities can be finished within a few minutes.
 Fastening bolts, fixing pads and fastening clips
 Removing obstacles
Where and what to Inspect: Track faults in the transition section between elevated and underground
section, between the slab section and ballast section and around bridge ends
 Wear of rail at curve section
 Stroke of expansion joint
 Fixing condition of fastening, pad and bolts etc.
 Wear of tongue rail at turnout/crossing
Inspection during Construction and at Handover
As the slab track method will be applied to the mainline of the MRT, it is important for owner to be
cautious on quality of construction. The following are items which will influence the condition of
track in future, and the PT MRTJ and the owner must observe the quality of construction during
construction period and at handover. If there are any defects of the following items, those defects
should be eliminated during the guarantee period.
 Vertical difference at joint of viaduct, which will give bending moment to the rail.
 Transition section between the slab section and ballast section, where will give vertical
difference to the rail
Track Maintenance Strategy
The track maintenance of MRT has severe constraints, in terms of time and work area. It is
recommended to minimize the site work and adopt materials and design with high durability and
resistance.
According to the characteristics of the track design and rail system, the service life of rail will be
attributed to amount of accumulated load in tonnage on the railway. The average service life of the
rail is 400 million cumulative ton for 50kg rail and 600 million cumulative ton for 60 kg rail34,
however, the operator must review the service life for sections with high humidity in tunnel.
For sections with abrasions, the sectional replacement by cutting the rail of the section is general
method for maintenance; however, it is worthwhile to install heat treated (head hardened) rails for
the section, which has abrasion resistance. This will minimize the replacement work itself.
The multi-year programming of rail replacement should be prepared by the operator, and
implemented as scheduled.
The other major topics in track maintenance are to be listed as follows;
Window hour for maintenance: Generally, major replacement and maintenance work for track can
be carried out within 4 hours. Therefore, the window for maintenance can be proposed as 0:00-5:00,
34
The BEDR recommends UIC54.

not influencing to usual train operation. If longer maintenance hour is necessary, the operation
schedule should be adjusted in the coordination meeting between operation and maintenance.
Possible Improvements
 Using heavier rails to minimize the replacement
 Using long rails to improve the service level
Urgent Improvement Activities and Strategy
In case of major deviation of track or breakage of rails which causes serious influence to train
operation, the railway operator shall go to the site immediately, and inspect the condition of the
track. The railway operator shall stop the operation if the track condition cannot allow a train to pass.
If the rehabilitation can be completed in a short period, the railway operator shall execute the
rehabilitation and open the track for train operation. In case the full rehabilitation work need long
hours and a temporary repair is applicable, the railway operator shall implement the temporary
repair and also implement the full rehabilitation in the night work window.
Temporary repair can be carried by inspector group as emergency measure, using temporary repair
fitting, emergency fishplate etc. In this case train speed needs to be restricted until completion of
restoration work. Restoration work should be done by outsourcing power during the night window
hour.
Other Institutional Arrangements
Regarding the track maintenance activities in PT KAI/KCJ and PT MRTJ, there are differences in design
standards of the track, i.e. slab track and ballast track, therefore, there would be of little benefit to
aggregate maintenance activities of both companies.
The characteristic of maintenance activities in the MRT is restriction of access to the work site,
particularly in the tunnel section. The accessibility to tracks in tunnel will be allowed in limited hours
in the night. Due to this reduced flexibility of labor, the PT MRTJ may face difficulty in higher unit rate
of labor cost. On the other hand, the maintenance activities in PT KCJ are mainly in day time due to
high flexibility of the ballast track maintenance.
It can be expected that involving subcontractors for the PT KCJ track maintenance may decrease the
unit rate of labor cost in PT MRTJ, because it may level the labor distribution owned by the
subcontractors.
Regarding the working conditions for the inspectors, their major working period will be in the night.
The PT MRTJ should note such labor condition apparently in the employment request, and should
follow the labor standards in preparation of work plan. The PT MRTJ should demand to the
subcontractors to keep compliance with the labor standards.
Staff/Job Description for Operation and Maintenance of Structures
The track facility managing unit will take responsibility for preparation of the routine inspection
schedule, implementing the inspection task schedule, collect report, evaluate and plan annual and
multi annual improvement programs, clarify budget requirements, and carry out the improvement
programs. In parallel, the planning unit will manage procurement and contract procedure, legal
analysis, training of inspection/maintenance for staff, etc. The track facility managing unit, headed by
the unit manager with 10 permanent staff for inspection, is located in the Depot. The MCS proposes
that three of planning group including the assistant chief will be in the HQ and the others are in the
depot.

Figure 45 – Organization of Track Maintenance

Chief of Track O&M Assistant Chief for Inspection (2 persons) Staff group (10 persons)
Assistant Chief for Planning (1 person) Staff group (4 persons)
Three are in HQ, the other in the Depot

Clerk group (2 persons)
Details in Job Description for General Staff

Chief of Track Maintenance Unit (1 person)
- General control in track maintenance division
- Procurement control, contract control for track maintenance
- Technical supervision in track maintenance
Clerk for General Issues (2 persons)
- Assistance for the chief of track maintenance
- Internal control on expenditure, personnel management, office miscellaneous
management, and relation with other divisions
Details in Job Description for Inspection Team
Inspection Group (headed by two assistant chiefs and 10 staffs)
- Scheduled Inspection work
o Track patrol on the train;
 by inspection staff (one person), one time per day;
o On-foot patrol and On-site maintenance
 by inspection staff, once a week for main line, and once a month for
sidings and other lines
 checking and if possible fixing of loose bolts etc.
 checking tight lock , cohesion and stroke at the tongue rails
o Material Inspection
 rail failure, rail defect, rail break, rail fracture
 split, crack, cracking, transverse cracking
 shelling, gauge corner cracking
o Track measurement of deviation
 by track recording car/geometry car,
 by track measurement equipment
- Un-Scheduled / Urgent repairing work
Necessary Qualification, Education/Training for Staff in the Inspection Group
Qualification requirement for inspection staff: According to the National Regulation for the track
inspection and maintenance, it is required that the inspection staff should have two years’
experience, however, it may be difficult for PT MRTJ to assure the all initial staff satisfy such
requirement in recruiting, and it is not suitable for sustainable personnel resource development. As a
solution to this problem, the MCS proposes that the less than half of staff can be employed as junior
staffs, and the staff with proper experience shall lead the inspections.
Also, it is noted that inspection motorcar operation is necessary for urgent maintenance and
inspection. At least two of inspection staff must obtain the license of the motorcar operation.

On the Job training and class room training for the junior staff: The junior staff will be mainly
trained through on the job training (OJT), daily co-working with experienced staff for inspection and
maintenance. On initial stage of employment, a one month class room training for track maintenance
including general railway knowledge, general railway operation, structure, signal and
communication, high voltage, E&M, and passenger services After two-year-OJT and one-month-
classroom-training, including training of pre-opening period, the trainee will be certified as a track
inspector. It is expected that graduates from high school would be adequate for junior staff. The
class room training program and curriculum shall be prepared and provided by the OMCS services.
Job class control: Job class for inspectors should be specified as shown in the table below with the
length of experience, and the number of employee of the job class should be controlled in order to
secure the generation distribution of personnel resources. The following is an example for
composition of staff regarding years of experience. The distribution of job class should be respected
to secure the sustainability of technical capacity.
Table 55 – Expected composition of staff aspect of length of experiences
After three years
Job Class Year of Experience For initial period
operation
Senior Inspector 7 2 2
Inspector 2 4 6
Junior staff 0 4 2
Details in Job Description for Planning Group

Planning Group (headed by one assistant chief and 4 staff)
- Planning Group Chief (1)
o Control and Support for the group
o External Relation, Coordination
- General, Planning and Budget Control (1)
o Control of specification and internal rules
o Organization control in track maintenance (general, personnel control)
o Technical issues identification and modernization
o Personnel operation planning,
o Personnel training program in technical aspects
o Internal technical improvement proposal system by internal staffs
o Procurement system, QS standard
o External relation on design coordination (road, bridges, utilities)
o Budget programming and investment planning
o Budget execution control, supervision of expenditure,
- Inventory and Quality Control, and Statistics (1)
o Inventory control on rail , turnout/crossing, sleeper, other parts related to rail,
o Storage control of maintenance material, spare parts, etc.,
o Track maintenance, improvement, replacement planning, and maintain on
investment record
o Procurement planning on materials
o Technical specification control
o Research on new technical specification adoption
o Statistic data collection and monitoring
 Cumulative tonnage load per section
 Investment record per section
 Maintenance personnel installation record per section

 Maintenance material installation record per section

- Maintenance planning, Operation and Safety (2)
o Operation planning of the track inspection vehicles
o Operation planning of maintenance machines
o P-Value per section (maintenance Index) control
o Quality inspection on Subcontractors and evaluation
o Operation accident and analysis related to track and countermeasures
o Evaluation on operation achievement, and achievement in safety
o Accident analysis related to track and countermeasures
o Maintenance hour control with actual train operation
o Standards on maintenance hour and train operation control
o Personnel qualification control on maintenance activities (supervisor, rail
operation observation, etc.)
o Personnel training program
o Maintenance work planning
 Maintenance work programming (daily, weekly, monthly) and
coordination with train operation
 Procurement request of rail materials
 Maintenance material inventory management, delivery and logistics
 Deployment of maintenance vehicle
 Train operation control for track maintenance
 Personnel operation
o Procurement management and control
 QS, tender management, and contract (Minor maintenance work by
subcontractors should be controlled by this group, and major
maintenance shall be by HQ planning team )
 TOR preparation
 Design variation
 Supervision in track maintenance work
 Quality check, handover check, Achievement
 Payment control
 Evaluation and Quality control of Subcontractors (technique, work load
capacity, number of qualified technicians, achievement, record of
accident and defects)
o Coordination of design with external organizations
Necessary Qualification, Education/Training for Staffs in the Planning Group

Qualification requirement for planning staffs: The staff in planning is a mixture of administrative,
investment planning, and engineering management, which requires background of economics,
engineering, and legal. The staff are required to have a bachelor’s degree or equivalent, and a few
years’ experiences in administrative and investment planning are desirable.
The staff should receive class room training for track maintenance including general railway
knowledge, general railway operation, structure, signal and communication, high voltage, E&M, and
passenger services, with one month length. This class room training program and curriculums shall
be prepared and provided by the OMCS services.

Outline of Standard Operational Procedure in Track Maintenance Activities

Figure 46 – SOP for Inspection groups
Stop the train in case of finding disability on Track
Planning Inspection Schedule
Minor defects -> implement on-site

Daily Inspection/Patrol (on train) maintenance
Weekly Inspection/Patrol (on-foot) Major defects -> reports to planning

team to contract out
Other scheduled inspections Other defects -> analysis and report

to chief
Reporting -> inspection activities,

Un-scheduled / Urgent maintenance minor on-site maintenance activities
to statistics (planning)
Unscheduled maintenance training

Evaluation on Training effects ->
report to Chief
Training on classroom

Figure 47 – SOP for Planning Groups
After receiving major defect notice QS and Budget estimation
Consultation with annual Requesting budget and

investment planning confirmation of procurement
Tender document and employer's

request preparation
Contract with subcontractors
Execution and supervision
Handover inspection
After procurement, minor and

Inventory check of stock parts
unscheduled maintenance activities
purchasing necessary parts
After receiving the inspection report Evaluation and Summarize
Track Maintenance SOP and Work Load Estimation

Summary: This section presents detail of inspection and maintenance work, including SOP, and
estimation of annual work load of those activities. As shown in the table below, there are 6 major
inspections and 2 major replacements requiring supervision. The necessary work load in daytime and
night time are estimated for each items, and annual work quantity are estimated in the end. The
detail of estimation is explained in the following sections.
Table 56 – Summary of Regular Inspection and Maintenance Work and Annual Work Load
Daytime Nighttime Total
Inspection
Track patrol on the train 182.5 - 182.5
On-foot patrol 416 - 416
Track measurement of deviation 32 64 96
Deviation measurement at crossing points 12 48 60
Rail Inspection 16 128 144
Track Material Inspection 32 64 96
Supervision on Replacement
Rail Replacement 72 144 216
Tongue Rail Replacement 8 8 16
Total 770.5 (63%) 456 (37%) 1226.5
The total annual work load will be 1,230 person-days per year, which will be covered by the 10 in-
house inspectors. The annual work load and the number of inspectors can be justified by the

following reasons; i) there are other irregular work including urgent maintenance, training, and
supporting, and ii) 2 of 10 inspectors are to be junior staff.
The annual work quantity in the night shift will be 456 person-days, 37% of total amount. Shared
among 10 inspectors, it requires 4 times night-shift per month per person. The PT MRTJ needs to
introduce and secure the work time flexibility for inspectors, as aforementioned.
Track Inspection: In case the inspectors find any faults on the track during inspection, the inspectors
have the authority to stop the train operation first, without any consultation.
Track patrol on the train:
 by inspection staff, one time per day, and board on the drivers section of operating trains,
sensing abnormal sound, and movements including pitching, rolling and yawing;
 watching track irregularity, interference and obstacle
 Recording by vibration oscillograph; vertical vibration, lateral vibration, and riding quality
 Record the abnormal status to the track inventory, and report for on-foot inspection
activities.
 Assuming that the round trip for track patrol shall require a half day including inspection and
reporting, the work load will be 182.5 person-days per year (0.5 x 365, in day time)
On-foot patrol
 by inspection staffs, once a week for main line, and once a month for sidings and other lines
 the inspection must be done by a pair of inspectors, and one must be assigned as observer of
train operation
 checking rail faults, track materials, rail wear etc. as visual inspection
 if necessary, measuring irregularity of gauge and cross level irregularity by portable
instrument
 if possible fixing of loose bolts and pads, which can be done in a few minutes,
 checking tight lock, cohesion and stroke check at tongue rails at turnouts
 the inspection will be done for 7.85 km per day (a quarter of total main track length), and
shall be done weekly, therefore, the work load will be 416 person-days per year (2x4x52
week)
 the inspection for main line will be monthly, and the work load can be estimated 24 person-
days per year
Track measurement of deviation
 by track recording car/geometry car, which will detect active irregularity measured under
loaded track
 by track measurement equipment, which will detect static irregularity measured under
unloaded track
 both will be done on a quarterly basis
 measurement items are; i) irregularity of gauge, ii) cross level irregularity, iii) longitudinal
level irregularity, iv) irregularity of line, v) lateral distortion, and vi) twist fault, track twist,
etc.
 this will be done every three months, with 4 inspectors, in the night time working window,
for 7.85 km per time (a quarter of total main track length), therefore the work load will be 64
person-days per year (4x4x4 times, in the night time)
 The data analysis requires additional 32 person-days per year (2x4x4 times, in the day time)

Figure 48 – Track Deviation Measurement Equipment
Source: Kaneco Corporation

Deviation measurement at crossing points
 For the three stations with scissors crossovers (Lebak Bulus, Blok M, Bundaran HI), the
following should be measured on a quarterly basis for main line and annually basis for
sidings.
- Deviation,
- check-rail gauge
- wear of the tongue rail
- measurement for the long rail, quantity of expansion in longitudinal direction
- for Ballasted sections (in Depot); Drainage capacity, and shape of ballasts
 Inspect the wearing of tongue rails and crossing, measure the back gauge quantity
 Determine the replacement necessity, whole replacement, or partial replacement
for the crossing of a station per time (a quarter of total main track length), therefore the
work load will be 64 person-days per year (4 x 4 times x 3 stations, in the night time)
Rail Inspection
Implement further rail defect checks by ultrasonic rail detector, checking of the following defects on
an annual basis on the mainline and turnout/crossings;
 rail failure, rail defect, rail break, rail fracture
 split, crack, transverse cracking
 shelling, gauge corner cracking
 vertical cracking of rail head, vertical split head
 rail-end failure
 weld defect, defective weld, manufacturing defect
 wheel burn
 rail wear, head wear, vertical wear
 side wear, horizontal wear
 corrugation in longitudinal direction
 partial side wear
 corrosion, erosion, electric erosion, and
 reduction of rail section

- this will be implemented annually, with 4 inspectors, in the night time working window, 2 km
of single rail inspection per time (1/32th of total main rail length), therefore the work load
will be 128 person-days per year (4 person x 32, in the night time)
- The data analysis requires additional 16 person-days per year (0.5 x 32 times, in the day
time)
Track Material Inspection
 All track condition will be inspected, including binding, slabs, patches, and sleepers.
 This will be implemented annually, with 4 inspectors, in the night time working window, 2 km
of track inspection per time (1/16th of total main track length), therefore the work load will
be 64 person-days per year (4 person x 16, in the night time)
 The data analysis requires additional 32 person-days per year (2 days x 16 times, in the day
time)
Replacement for Preventive Maintenance Principle
 Preventive replacement should be implemented due to work site difficulty
 Narrow in work site,
 High humidity in work site, due to water leakages
 limited work window time in late night after operation
Replacement of rails by cumulative load
 400 million cumulative tons for 50kg rail, 600 million cumulative tons for 60 kg rail. The
annual cumulative loading can be 14.7 million tons, therefore, it takes 27.2 years for
theoretical replacement period
 However, considering the section with tunnel with higher humidity, the theoretical
replacement can be shortened as 20 years, as a realistic assumption.
 As all rails will be installed at the same time, the first replacement will likely occur after 20
years from the inauguration. It can be expected that actual replacement will be done
sequentially from 16th year of the operation, and assuming the replacement shall be done in
5 years, the work quantity of rail replacement in a year will be 12.56km. (15.7km x 2 x 2 / 5
years)
 The replacement will be done during the work window in the night. The work quantity of rail
replacement per time, which is depending on curve, expansion joints, signals, etc., can be
700m to 1000m of the one track section (1.7km as of rail length), and referring to above
(12.56 km of rail length per year), approximately, 8 times (12.56 / 1.7) replacement should be
done per year.
 The replacement itself shall be done by sub-contractors. The work will be done in the one
night window, and also requires new rail and old rail delivery in the night on the other days,
 The PT MRTJ need to provide the 2 supervisors for track closing, and 2 operators for
motorcars. This will require 96 person-days per year (4 person x 8 times x 3 nights, in the
night time), and additional daytime preparation will be 48 person-days per year (half of the
main work)
 Should be noted that the operation of the motorcars shall be provided by in-house
inspectors, because i) the motorcar operation is required for urgent maintenance purpose,
and ii) motorcar operation must be controlled strictly. At least two staffs of the inspectors
have to keep the license of the motorcar.
 In the long-term, rail replacement frequency will likely be leveled, and the work quantity of
rail replacement in a year will be an average of 3.14km per year (15.7km x 2 x 2 / 20 years.),
and the replacement work will be 2 times per year, and the expected work for PT MRTJ will

be 24 person-days per year (in the night time), and 12 person-days per year for day time
preparation.
 The replaced rails can be used for depot lines after quality check.
Replacement of rails in the curved section
 The following table shows the estimation of replacement of track with steep curve radius, for
southbound track. It requires 10 times replacement per year for both directions of tracks,
assuming the northbound track has similar alignment.
Table 57 – Required replacement period for curved sections
Radius, Nos of Total length Ave. section Replacement Required replacement per
sections (m) Length(m) period year (times)
R<300 3 541 180 2 years 1.5
300=<R<400 6 1,028 171 4 years 1.5
400=<R<600 7 1,164 166 6 years 1.17
600=<R<800 5 1,031 206 10 years 0.5
Total 21 3,764 179 4.67
 The replacement shall be done in the same manner as above, and this will require 120
person-days per year (4 person x 10 times x 3 nights, in the night time), and additional
daytime preparation will be 60 person-days per year (half of the main work)
Summary of Rail Replacement and Total Work Quantity
 The following can be proposed as an estimation of long term work quantity.
 For the 1st year, it can be expected the replacement will not occur.
 For the 2nd year, the first replacement of the steep curved section will happen, and work
quantity will gradually increase up to the 10th year for the curved sections. The work
quantity in year 11th -15th will be leveled around 120 person-days (night time) and 60
person-days (day time) in average
 During 16th-20th year, adding the replacement for the cumulative load, the work quantity
will be around 216 person-day (night time) and 108 person-day (day time).
 After the 21st year, the work quantity shall be leveled, around 144 person-day (night time)
and 72 person-day (day time).
 The actual replacement work shall follow the result of rail inspection and budget (multiyear
budget)
Tongue Rail Replacement at Crossing
 For tongue rails at the scissors crossing in the main line (at three stations), It can be expected
the replacement demand of the tongue rail will be 2 unit per year in average, though the
tongue rails wearing at Lebak Bulus and Bundaran HI will be faster than the others. The
replacement work shall be done by subcontract basis, and can be done in a day including
delivery. The PT MRTJ shall provide supervisors.
 The expected work for PT MRTJ will be 8 person-days per year (4 person x 2 times, in the
night time), and 8 person-days per year for daytime preparation.
Maintenance Activities in the Depot
The track maintenance in the depot can be managed during daytime period, excluding the access
lines to the main lines. The maintenance activities are; tamping for surfacing, repair of bolts, joint
raising, gauge adjustment, replacement of fishplate, and tongue rail replacement, and so forth.

Those activities can be done with 8 staffs, by in-house inspectors. The work load is small enough to
be maintained by in-house resources, for saving out sourcing expenditures.
Equipment to be deployed to the Metro Operator
Necessary equipment for maintenance is proposed in the BEDR covering:
 Maintenance car and machines for track patrol, inspection and maintenance work
 Equipment for emergency
 Equipment for patrol and inspection
MCS will agree to the list of equipment in the BEDR, other than the following items;
Crew-car; for major maintenance which needs to convey workers of subcontractors, with the
capacity of 30-40 passengers, non-motorized and towed by the motorcar.
Track Recording Car; the BEDR proposed type M-PV9, the motorized vehicle for measurement of
track condition, enabling full automatic measurement for all inspection items. It can complete track
deviation measurement in a night for all main track, however, the re-action based on the result shall
be on next day. The necessary frequency of the measurement is every three months, so it is low
efficiency for its cost.
The MCS proposed to apply the towing track recording equipment, as shown below. It can measure
2-3km per night but the inspectors can detect failure condition on site immediately and check by
themselves and start repair at once. This can be applied to the all tracks, including side stabling, and
completion check after the rail replacement. Moreover, the track inspectors can understand the
mechanism of track deterioration.
iii) Maintenance of Electric System (Power supply, catenary, SCADA, etc.)
The Level of maintenance intensity of each system of an electrified rail system is dependent on the
design redundancy that is provided.
The OCS has no redundancy and therefore requires daily inspection primarily during non-operational
night time windows. The exchange of the contact and Rigid Suspension System (RISS) contact bar is
determined by rate of wear as measured by a micrometer during the maintenance window periods.
Substations, PDS and SCADA have designed redundancy and only generally require Monday to Friday
daytime off-peak maintenance times.
The Systems Contractor needs to identify and fix all defects during DNP (Defects Notification Period).
Experienced personnel could be drafted from Indonesian railways (PT KAI), or by placement of key
personnel with experience and training from other Asian Metros at least 18 months prior to
commencement of operations to train up local staff.
Regulations: The primary Indonesian regulation that governs the treatment of Electric Power is MOT
(Ministry Of Transportation) Regulation 12, 2011. MCS considers that this document only focuses on
the Specifications of the electrical system, cannot be used in isolation for conformance to safety
requirements for High Voltage (HV) applications. Safety Rules from Australia are therefore used. This
includes the need for Permit to Work (PTW), Electrical Access Permit (EAP) and responsibilities of HV
personnel.
All maintenance is done on Substations, PDS and OCS equipment using an EAP.
An EAP is a strictly controlled statutory safety document that identifies the status of all HV
equipment surrounding the work area, and the isolation and earthing locations of equipment that is
to be worked on, and the limits of the safe area of working. It also identifies, in the cases of OCS and
trackside PDS work, the track possession protection arrangements in place if trains are still operating

elsewhere on the rail system. Only authorized and certified staff for the valid discipline shall work
under an EAP. EAPs shall be received and relinquished only by a Competent Person, and cannot be
transferred to another person. A Competent Person valid for the discipline is a person who has been
certified as knowing the electrical and operating hazards of the electrified railway. On receipt of an
EAP, the recipient in charge must ensure that all persons who require access to the equipment sign
the permit form before commencing work. The EAP shall not be relinquished and cancelled until all
persons who have signed ‘on’ the permit have signed ‘off’.
A Permit to Work is issued to non-electrical authorized staff if they intend to work in the vicinity of
Overhead Equipment. It identifies the safe working limits for the non-electrical staff and plant.
Design Life of Subsystems
Substation System 30 years
Overhead Catenary System 30 years
Power Distribution System 20 years
Facility SCADA System 7 years
These design lives are conservative and may be generally extended by 50% with a rigorous
maintenance regime. The economic service life is considered to be at an end when the capitalized
value of future operating maintenance and failure costs exceeds the replacement cost of the asset.
The life span of switchgear depends on the size of the load and the number of switching cycles.
The biggest possible failure mode for OCS is entanglement of the OCS with train pantographs. The
likelihood of this happening in the first 15 years is small, as the electrical system and rolling stock are
new. Contact wire is expected to last 15 to 20 years for Catenary system on elevated section of Main
Lines and 30 to 40 years for the contact wire in the Rigid Suspension System (RISS) used in tunnels.
Approach of Electric System
Maintenance Methodology: The maintenance procedures are incorporated into the Technical
Maintenance Plan (TMP) and details of the maintenance schedule are entered into a Maintenance
Infrastructure Management System (MIMS), a program designed to facilitate the management of
maintenance requirements and activities. The primary objective of maintenance of items is to ensure
equipment specifications are maintained.
Equipment will still eventually fail, so a secondary objective of maintenance is to gain a detailed
understanding of the equipment condition with optimization of the inspections, so more can be done
for the same time and achieves Overall Equipment Effectiveness gains due to lower number of
unexpected failures.
A third objective of maintenance is to make gains in work efficiency by minimizing the time required
to monitor, adjust and replace the equipment when it is at the end of its life, through improved job
plans and minor modifications to improve the maintainability of the equipment.
The electric system is safety and operation critical, so access to assets need to be restricted to
authorized personnel using a strictly managed key control procedure.
Calculations for Train Pantograph voltage drop in BEDR does not include rail resistance voltage drop
as it must. MCS will assist MTRJ on voltage drop calculations further to this Report.
 Preventive: Maintenance of the railway system is carried out largely by preventative
maintenance measures, in which regular inspection and periodic exchange of worn parts are
completed. The estimation of maintenance costs are also possible and decreases the
fluctuation of annual maintenance cost itself. The Substation equipment and the Power
Distribution System (PDS) have designed redundancy with twin transformer/rectifier circuits
in parallel and the 20kV supply to substations with reciprocal support circuit configuration.

The OCS has no redundancy in its function, therefore, needs constant daily inspection and
short cycle preventative maintenance repair programs to minimize failures.
 Reactive: Mean Time between Failures (MDBF) depends on the definition of failure or
accident. In many cases, a failure is defined as operation delay of more than 30 minutes. This
means that any minor component fault on the OCS system represents a failure as response
time to repair is greater than 30 minutes, even when a Live Line work around is used. OCS
faults requiring traction power to be turned off can cause major delays of at least 1.5 hours.
Many OCS faults require the traction power to be turned off. It is not proposed to use a
maintenance train but a series of Hi-rail vehicles of varying functionality. Reactive
maintenance for Substations, Power Distribution System (PDS) and SCADA is mostly driven by
the need to reinstate redundancy that is lost during equipment failure.
Contents of Inspections and Repair
OCS Inspections and Repair
Safety: Unless work involves ground inspections, there is a need to establish Safe Working measures
by setting up Absolute Occupation, track protection and Electrical Access Permit (EAP)
EAP requires strategic installation of temporary earths for OCS and Short-circuits for Substations. No
earth or short-circuit which is specified on a Permit shall be removed without the permission of the
Electrical Systems Controller. Earths and short-circuits shall be applied on the apparatus between the
work site and all sources of supply. In the case of line work, earths should be as close to the work site
as practicable.
The de-energization of the 1500 V overhead apparatus shall be checked using an approved Live Line
Detector before issuing an EAP.
Operating sticks shall be subjected to appropriate tests at least every 5 years. Operating sticks shall
be inspected by the operator prior to use to determine their serviceability.
Any defects are to be promptly reported to the Assistant Chief OCS. Defective sticks are NOT to be
used.
An EAP is an authorization issued to allow access to, and work upon, isolated and earthed rail
traction voltage apparatus; or isolated earthed and short circuited HV apparatus.
EAPs shall be issued and cancelled only by Authorized Electrical Operators and only with the
permission of the Electrical Systems Controller.
After track possession and EAP has been issued, place Hi-rail Elevated Work Platform (EWP) vehicle
on track to be examined and progress slowly through the work area inspecting the following:
In-span Wiring: Examine Contact, Catenary and droppers, paying particular attention to:
 Wire kinks, twists, and thin spots
 Bird caging and sign of burning
 Discoloration or signs of heating at current carrying connections
 Excessive mid-span stagger
 Slack or pulling hangers
 Lightning Protection as required.
Insulators: Examine all insulators including suspension, registration and termination, paying
particular attention to:
 Cracks, chips or breakage
 Discoloration or signs of flashover
 Corrosion of metalwork

 Integrity and security of connections, pins, split pins, bolts and locknuts.
Registration Equipment: Examine registration equipment, paying particular attention to:
 Steady arm for wear, security, corrosion and alignment
 Alignment and tension of any steel spans
 Running clearance of pantographs and signs of pantograph impact
 Contact wire height and stagger
 Terminations
 Earthing and Bonding of steelwork as required.
Section Insulators: Examine each Section Insulator, paying particular attention to:
 Damage, cleanliness, and alignment of fittings
 Wear and deformation of runners
 Support dropper tensions are equal
 Security of attachments.
Air Sections and Crossings: Examine Air Sections and crossings, paying particular attention to:
 Security of terminations and alignment of fittings
 Correct position of crossing bar at crossing point
 Signs of wear at strike point
 Current feeding points
 Condition of current jumpers and potential jumpers.
Repairs from Inspection
 Carry out emergency repairs during inspection if required
 Record observations of note and forward to Assistant Chief OCS for input into Planned
Maintenance Program (PMP).
Frequency of Inspections: Each section of OCS is to be inspected on a monthly rotation. Maintenance
of RISS: clean supporting insulators on a yearly rotation.
Substations
The Substation system consists of 1 Receiving Substation (RSS) supplied from the PLN network at 2
independent sources, and 4 Traction Substations (TSS). The Interface for the bulk supply is the PLN
owned 150kV switching houses for supply points.
Procedures: Substations have designed redundancy so the primary objective of Substation
maintenance is to increase the life of the equipment. This can be done through improved inspection,
more detailed cleaning and by ensuring maintenance activities are in place to prevent deterioration
and give a longer life with fewer failures, and hence a lower material budget.
Substations are controlled from the Operations Control Centre (OCC) and therefore do not require
standby maintenance staff. Daily inspections are not required due to the designed redundancy.
Transformer and rectifiers are static equipment and only need maintenance cycles of 2 years. During
this maintenance cycle, technical staff are required to clean and lubricate components as required
and inspect insulators for any sign of degradation. Maintenance of fans is not required as the rectifier
units are specified to be designed as naturally cooled.
Employees who have a need shall, immediately on entering a Substation or an Electric Room, advise
the Electrical Systems Controller of their presence and the nature of the work they intend to
perform. Their date and time of entry, the task to be performed, and their time of departure shall be
recorded in the location’s log book.

Planned Preventative Maintenance (PPM): Circuit Breakers (CBs) have moving parts that require
periodic overhauls after typically 10 operations under load. Substation redundancy is lost during this
periodic maintenance. The periodic maintenance is detailed in the Technical Maintenance Plan (TMP)
prepared by the Systems Contractor and the number of operations is monitored by Power SCADA.
The silicon oil in the cooling system can be expected to have a life cycle of 15 to 20 years. There is
one spare DC Circuit Breaker (DCCB) in each Traction Substation (TSS) that can be changed over by
switches in the event of a CB failure.
Maintenance is carried out on the CBs one at a time off-line by locking out one of the 2 parallel in-
service CBs. The switching-in of the spare CB is not justified, so Substation redundancy is lost during
this periodic maintenance.
The components for maintenance and inspections within the substations include:
 Signal Bus Enclosed
 Bulk Supply Transformer
 Battery Charger
 Rectifier Main Transformer
 Battery Lead acid
 Auxiliary Transformer
 Battery shelves and / or enclosure
 Voltage Transformer
 Distribution Switchboard
 Current Transformer
 Signal Bus Protection
 Harmonic Current Measurement Device
 Signal Voltage Transformer 20kV/220V
 Over Voltage Protection Device (OVPD)
 1500V DC Negative Bus
 Over Current Protection Relay
 DCCB Feeders
 Switch Earth
 DCCB Protection
 Silicon Diode Rectifiers (Without Fans) –
Clean only  1500V DC Feeder and Bus Tie DCCB and
Bus Tie Isolator
 Rectifier High Speed Circuit Breaker
(HSCB)  Rectifier Negative Bus
 DCCB Rectifier Control Panel  Rectifier Assembly
 Earthing System Connection  Rectifier Control Cubicle
 AC Feeder Protection  Rectifier Unit AC and DC Protection
 AC Bus Protection  Wave Filter
 20kV Enclosed Bus  SCADA / Interlocking Panel
 Bus Zone Protection Relay
 Lightning Arrestors (surge suppressors)
 Isolator (Rectifier, Bus Tie and Feeder
ACCB and Feeder)
150kV switchgear:
 Earthing switches (for FS6 gas insulated switchgear)
 Current Transformers (CTs)
 Voltage Transformers (VTs)
 Over-current and Earth Fault Relay
 Ammeters, voltmeters and interfaces to protection on 150kV switchgear for main 150/20kV
Transformer and metering interfaces with PLN
 Bus Zone Protection Relays
 Power Metering module
20kV switchgear:
 Ammeters and zone protection relays and over-current back up protection for Distribution
Feeder.

 20kV bus Zone Protection Relays

 Voltmeter and Under-voltage Protection for bus sections
 Ammeter, kilowatt meter, instantaneous over-current and earth fault protection for rectifier
circuits
 Transformer Differential Relay
150kV switchgear is Gas Insulated Switchgear (GIS) with SCADA monitoring of FS6 gas levels. One of
the maintenance tasks is top up FS6 gas.
Equipment is graded into classes depending on importance
Class A - This equipment has an important overall impact on the reliability of the system.
Class B - This equipment has a moderate overall impact on the reliability of the system.
Class C - This equipment has a low overall impact on the reliability of the system.
The equipment in class A are all critical to the supply of DC power to the train system. i.e. HV
Switchgear, Traction Transformer, DC Switchgear and 110VDC Supply system. The equipment in class
C is still important, but the operation of the substation can continue if a fault occurs without a high
system-inclusive cost being incurred. These items are the Over Voltage Protection Device (OVPD), the
SCADA Panel and the AC Distribution Board.
Frequency of Inspections: Each class of equipment has a different inspection cycle. It is suggested
that Class A items be inspected on a 3-monthly rotation; Class B on a yearly rotation, and Class C on a
2 yearly rotation. Inspection of many items will include cleaning.
If staff performing a particular maintenance procedure become aware of minor or urgent Reactive
Maintenance tasks, they may complete them on the spot and report their actions to the Assistant
Chief Substations, PDS and SCADA as soon as practicable.
PDS
The Power Distribution System (PDS) includes Power Distribution cables and equipment, DC Traction
Power Supply cables, Emergency Power Supply, Wayside Equipment, and Tunnel and Depot External
Lighting. PDS does not include Station Lighting as it comes under Station Low Voltage Distribution.
The function of the PDS is to distribute primary supply power to TSSs, and Low Voltage (below
1000V) (LV) networks in stations and the depot. The distribution system has parallel supply lines with
a mutual standby arrangement to provide redundancy. The redundancy also includes 2 distribution
line systems each connected to 2 TSS that have reciprocal support circuits with the other 2 TSS.
The voltage of PDS is 20kV AC. As part of the full redundancy requirements, there are 2 sets of
transformers installed in the electric rooms, each capable of carrying the full demand on its own.
Emergency Power: Each underground station and the Depot have a single standby diesel generator
(DG) set with AMF panel to supply Emergency power to avoid power disruption that would cause
intolerable safety risks at these locations. This emergency power supply system is connected to the
station essential Low Voltage (LV) power network connecting to various station assets including
emergency ventilation in the event of a fire, and emergency pumps for firefighting purpose.
Maintenance Schedule: The built-in redundancy of PDS means that daily inspections are not
required. The 7 DG sets need to be inspected and tested for efficient start-up monthly on a rotating
basis. Careful management of fuel handling and storage is part of the DG maintenance. The 20kV
cable distribution network needs to be tested for deteriorating insulation properties as the cables
age. This is achieved by testing each cable run with Very Low Frequency (VLF) Tan Delta testing off-
line. It is suggested that this be done annually on a rotating basis to generate a baseline result to
compare with occurring localized poor results, which can become predictors of insulation failure.

Cable termination sheaths are cleaned before the tests as part of this maintenance rotation. If the
tests identify poor cable performance the cable is inspected along its length. Inspection may identify
the need for cable jointing.
Before any electrical insulated cable is cut for the purpose of cable jointing, the cable shall be
earthed and short-circuited at the end of worksite by an approved remote controlled earthing and
short-circuiting device. Such device shall be used and an EAP has been issued and only after the
utmost care has been taken to identify the correct cable.
SCADA system
The Supervisory Control and Data Acquisition (SCADA) system is a computer based network
interfaced with telecom infrastructure consisting of optical fiber cable network of a ring
configuration using up line side and down line side for diversification. The Interface with
Communications Fiber Optic cables is Optical Distribution Frame (ODF).
It also interfaces with the monitored/controlled electrical assets using intelligent Remote Terminal
Units (RTUs) connecting Operations Control Centre (OCC) to all the major electrical assets of the
Project.
SCADA hardware and software interface management is defined in the Tender Documents and
developed in an Interface Management Plan produced by Systems Contractor
Core electrical facilities are designed on the basis of modular type unit in order to facilitate
maintenance and replacement. Preventative Maintenance activities include cleaning of module
terminals in RTUs.
There are 2 types of SCADA in an electrified rail system, Facility SCADA and Power SCADA.
Facility SCADA provides indication and controls to the following assets:
Building Automated System (BAS) of stations - Of particular interest is the maintenance of the safety
critical items of Disaster Prevention Equipment:
 Sprinkler, Automatic fire alarm systems in stations and depot
 Fire and smoke shutter system in underground stations
 Exhaust air fan in underground stations
 Motorized smoke and fire dampener in underground stations
 Track way ventilation and extraction fan in tunnel section
 Disaster system Alarm
Tunnel Ventilation System (TVS) is specified to be controlled from Facility SCADA system consul or
BAS consul. If there is a fire it is controlled by BAS consul. Maintenance of BAS is done by station
maintenance staff except for the safety critical items, above, that will be done by SCADA
Maintenance of Electrical Department. Construction interfaces do not comply in this case. The
preventative maintenance activities for these items include monthly inspections and operation
testing.
Facility SCADA has a life expectancy of 7 years with the first 2 years covered by Product Defect
Liability (PDL) and a warranty of 3 years after Taking Over, so initial maintenance risk of early burning
in failures of computer and PLC electronics is borne by the Systems Contractor. System renewals will
be done by System Contractor or other SCADA supplier.
All station information is derived from BAS. BAS is specified in the Civil Contracts packages CP101,
102, 103, 104, 105, 106 Vol 4 – Employer’s Requirements – Outline Design Specifications and
Appendices, and interfaces to the Facilities SCADA are specified in Systems Contract CP107 Vol 4 –
Particular Specification.

Interfaces: Interface with Telecommunications is Optical Fiber Cable (Loop Cable) between Optical
Distribution Frame (ODF) supplied from Telecommunication system, including ODF terminal board.
Interface with BAS is Integrated Interface Terminal (llT) at the stations.
Power SCADA controls the following assets:

 Equipment that directly regulates the transmission and the suspension of electric power for
receiving substation and traction substations
 Standby DG sets in electric rooms of underground stations and the Depot
 Operation of alarm and protection devices
Power SCADA monitors the following assets:

 HV, MV, DC and LV power supplies
 voltage and current of 150kV, 20kV, 380V AC and 1500V DC bus bars
 Status of CBs and Disconnecting Switches
 FS6 gas levels of 150kV GIS
 Rectifier current
 Temperature Alarm Device and Temperature Tripping Device of Rectifiers
 Open-arm diode detection
 Status of all protecting equip
 Safety critical items: Traction Power and HV Distribution; Fire detection in substations
 Buchholz Relay of RSS and TSS transformers.
Power SCADA system and backup is specified to have at least 99.99% hardware availability, with
availability for Traction Power functionality and the Traction power decision support facilities at least
99.97%.
Other SCADA subsystems such as Software Development and Training Simulator are specified to have
availability of at least 99.7%. These systems can be utilized as back up in the event that OCC SCADA
system crashes. In most cases a failure of a particular piece of equipment can be tolerated for short
periods. Maintenance is typically in response self-diagnostic fault reporting system. There is no
vulnerability to power supply failure. The power supply to Power SCADA is secure and is provided
through UPS with RTUs from 110V battery with the status of the battery chargers being monitored by
SCADA. Equipment involved in the OCC, stations, and Depot/Maintenance Base facility are specified
in CP107 Vol 4, Particular Specification.
Maintenance Schedule: The high availability rates required for Power SCADA means a rapid response
is required to self-diagnostic error messages with PLC modules changed out as required. An RTU can
also be changed over in case of complete failure on a like-for-like replacement by in-house staff
within 24 hours. Changed out items are returned to Supplier for repair and return to spares pool.
Facility SCADA has been specified to have mean Time to Repair (MTTR) of 1 hour, not including time
for technician to travel to site of initially reported failure. Similarly, the target MTTR Power SCADA is
not more than 30 minutes.
Procedure of Maintenance Works
OCS
Close up inspections of the OCS Main Lines are best done from a Hi-rail Elevated Work Platform
(EWP) during track possessions in non-train running hours daily between 0:30 and 4:30 (see
determination below), with a crew of 5. For worker safety, the EWP must be fitted with a Scrubber
Unit; an apparatus that is used for removing impurities from the exhaust gas to maintain a clean
atmosphere in a confined space experienced in tunnels and underground station platforms.

Inspections of OCS in depot will consist of a combination of ground inspections using binoculars,
daily, during day shift with crew of 2, and programed periodic inspections using EWP under the same
conditions as for Main Lines.
All preventative maintenance is to be done from EWP with a crew of 5 under the same conditions as
above. For contact wire renewal at about every 15 years of service for catenary system and about
every 30 years for Rigid Suspension System (RISS), planned service disruption on a series of Saturday
nights from about 21:00 to 23:00 would be considered to allow a full tension length of contact wire
to be renewed in one go each night. Train replacement buses would be used during this period if this
option was adopted. The option is not necessary if only half a tension length is renewed at a time
with the addition of a contact splice in the new wire. Design rules generally disallow any contact
splices in new work, but this can be waivered. Two crews of 5 would be required for the renewal. The
extra 5 staff over and above the regular in-house staff would need to be outsourced, due to the
unacceptable exposure to standby reactive maintenance that would be created if staff were taken
from dayshift to assist.
Total installation renewals would be needed at end of useful life estimated at 30 years. At this stage
all small part steelwork, insulators, wiring, feeders ,surge arrestors, and section insulators, etc. would
checked and refurbished or replaced as necessary. This activity would be done by outsourcing to a
Systems Contractor under possession conditions in non-operating hours of 0:00 to 6:00.
Substations and PDS
Inspections, cleaning and change outs of components can be done on one of the parallel feeds off-
line
 Substations - Day shift during non-peak hours with a crew of 2
 PDS - Day shift during non-peak hours with a crew of 2
Total installation renewals would be needed at end of useful life estimated at 30 years for
Substations and 20 years for PDS. Transformers, rectifiers, Protection Relays and Switchgear would
be renewed off-line during Train running times. Work on link busses and switches joining the parallel
systems would be done out of train running hours.
SCADA
Inspections, cleaning and change outs of defective modules
 Day shift during non-peak hours with a crew of 2
Fiber Optic network of SCADA is maintained by Communications and Electrical Intervention Team.
Equipment has self-diagnosis with sufficient test points provided to identify any fault quickly.
The SCADA system is expected to be obsolete in 7 years, so will be totally renewed every 7 years.
RTUs will be replaced during this renewal process. Fiber Optic cables will not need changing.
Possession times
OCS
The train operating hours on Main Lines is 6:00 to 23:00. Operations require one hour buffer before
train running for traction power to be switched on, and require one hour to complete last service and
to clear all trains from the lines. Therefore, window for maintenance is 0:00 to 5:00. The safe-
working conditions take half an hour to establish and relinquish which leaves 0:30 to 4:30 for
maintenance work.

The train operating hours for the stabling yards at the Depot is 5:00 to 0:00. A half hour buffer is
required to shut down trains, therefore, window for maintenance is 0:30 to 5:00 leaving the hours of
1:00 to 4:30 for OCS maintenance work. This is for OCS maintenance of Depot and stabling yard
approach lines. Maintenance of the stabling yard tracks will need to be done under localized
possessions and power isolations during Day shift within the limits of 2 traction power zones.
Substations, PDS and SCADA
Maintenance work involves working on one half of redundancy system. Because the redundancy
facility is not in force during this work, the work is limited to off-peak train running times. The work is
therefore scheduled on Day shift between 9:00 and 17:00.
Substation and PDS equipment is inspected and cleaned daily and scheduled on a 2 year rotation.
SCADA is inspected daily and scheduled on a half yearly rotation.
Staff resource plan
Staff resource plan is shown in figures below.
Table 58 – Staff Resources for In-house Maintenance
Head
Staff Classification OCS Substations PDS SCADA Comments
Office
Chief 1
1 Assistant Chief responsible
for OCS and 1 Assistant
Assistant Chief 2
Chief responsible for
2 Clerks responsible for
Clerk 1 1 0.6 0.4
OCS Supervisor Day Shift 1 2
OCS Supervisor Night Shift 1
OCS Linesman Day Shift 8+2 Plus 2 for Leave Relief
OCS Linesman Night Shift 4
OCS Supervisor Standby (1)
OCS Linesman Standby (4)
Responsible for Substations
HV Lead Technician 0.5 0.5
and PDS
Multi skilled for Substations
1.5+
HV Technician 1.5+0.5 and PDS. Plus 1 for Leave
0.5
Relief.
SCADA Lead Technician 1
SCADA Technician 1
TOTAL STAFF 3 18 3.5 3.1 2.4 TOTAL 30
Table 59 – Staff Resources of In-house staff to Manage Outsourced Maintenance

Head
Staff Classification OCS Substations PDS SCADA Comments
Office
Chief 1
1 Assistant Chief responsible for
Assistant Chief 2
1 Clerk responsible for PDS and
Clerk 1 1 0.6 0.4
SCADA
Experienced staff that do not need
OCS Supervisor Day Shift 2 training. 1 responsible for
contractor Accreditation
Experienced staff that does not
OCS Supervisor Night Shift 1
need training
OCS Linesman Day Shift -

OCS Linesman Night Shift -

OCS Supervisor Standby [1]
OCS Linesman Standby -
Responsible for Substations and PDS
HV Lead Technician 0.5 0.5
with multi-skilling
HV Technician - -
SCADA Lead Technician 1
SCADA Technician -
TOTAL STAFF 3 4 1.5 1.1 1.4 TOTAL 11
The resourcing levels in the above 2 tables are indicative of the initial needs of a new railway, and is
based on known minimum crew levels required to perform the maintenance tasks in the respective
disciplines, and allows for staff to become familiar with the maintenance procedures while the rail
systems are new. The recruitment of staff would ideally need to commence 18 months prior to
commissioning. Teething problems in the first 18 months after commissioning will be addressed by
the Systems Contractor as part of his Defects Notice Period (DNP) obligations. The Contractor will
provide valuable on-the-job maintenance training during this period to support the formal in-house
training program. This will help the in-house resources become familiar with the manufacturer’s
maintenance requirements.
Resourcing levels will be reviewed prior to the commissioning of Phase 2. It is envisaged that the skill
and efficiency levels by then will allow the new works to be incorporated into the established
maintenance program with substantially no increase in staffing levels.
The staffing levels of the Maintenance Resource Plan, above, reflect the figures developed in Report
2 at the non-sustainable staff levels which are sufficient in the first 10 years of service while
equipment is relatively new.
Figure 49 – Organization of Electric Power Department
Assistant OCS OCS Linesman

Chief 1 Chief OCS 1 Supervisor 4 x 3 shifts
1 x 3 shifts + 2 leave
relief
Assistant Chief
Lead HV HV Technician
Substations,
Technician Substations
PDS and
Substations and PDS 4
SCADA 1
and PDS 1
Lead SCADA SCADA

Technician 1 Technician 1
SCADA
Clerk 3
Head Office 3 Site Office 27
For In-house Maintenance

Organization of electric system

a) Electric power division of electric & signal section of head office
Number of Managers in the section is 3 persons. The Chief manages the whole department and is
accountable for Key Performance Indicators (KPIs), budget, and conformance to Regulations.
Reporting to the Chief are 2 Assistant Chiefs. Their roles are to manage the Technical Maintenance
Plan (TMP) for their disciplines, managing time keeping and rosters, managing labor productivity, and
managing Planned Maintenance Program (PMP).
b) Maintenance depot of electric power
Number in the section is 27 persons. Their roles are to perform:
 OCS maintenance for the mainline, crossovers and Depot
 Periodic inspection and preventative maintenance of substation protection and metering
systems, rectifiers, switches and CBs.
 Regular inspection, preventative maintenance and cleaning of PDS and SCADA
Report 2 discussed the findings of Nova CoMET benchmarking study and found relevant benefits of
outsourcing maintenance are:
 To cover core demand through own staff with peak irregular demand through outsourcing
 To cover specialized expertise not available in-house
 To overcome difficulties of recruitment
Maintenance work for OCS will be done in-house from day of commissioning with assistance from
the Systems Construction Contractor during the Defects Notification Period (DNP) of 2 years.
The Contractor may be engaged initially to provide key experienced staff for additional training of in-
house staff. Maintenance will include either nightly inspections or preventative maintenance work to
a planned schedule. Inspections will include day time inspections of the depot and stabling tracks.
MCS suggests that PDS maintenance will be done in-house except for DG overhaul that will be
outsourced to the DG supplier. Maintenance will be done during day shift non-peak train operating
times from Monday to Friday.
For substations, major maintenance such as transformer, protection and metering equipment will be
outsourced to the manufacturer with inspections and minor maintenance done in-house during day
shift non-peak train operating times from Monday to Friday with an occasional Saturday day
overtime shift as required for larger work requiring longer non-peak access times. The very
occasional rectifier diode failure will be repaired in-house after initial changeover of rectifier set.
Maintenance on SCADA System will be in-house during day shift Monday to Friday with change out of
defective component modules by direct replacement and the defective modules returned to the
manufacturer for repair and return to spares pool.
a) List of works to be outsourced
 Repairs to RSS transformers, 150 kV switchgear and metering equipment
 Maintenance of Voltage Transformers and Current Transformers
 Repairs to TSS transformers
 Maintenance of Protection Relays
 Repair of RTUs and Microprocessor modules in the SCADA system
The 150kV switchgear may be outsourced to PLN

b) Contractor’s requirements
The Systems Contractor provides a technical maintenance plan (TMP) that can take 12 to 18 months
to complete. The TMP is a contract deliverable that is subsequently maintained by the respective
authorized managers, the Assistant Chief OCS, and the Assistant Chief Substations, PDS and SCADA.
The Systems Contractor is responsible for all maintenance in the period before the issue date of
Taking-over Certificate. Plant and equipment may be owned or hired by the Contractor. It is expected
that most of the System Contractor’s owned OCS construction plant and equipment needed on day
one of operation will be supplied by the Contractor. New OCS Hi-rail vehicles will be needed if the
Contractor uses a plant train for construction. Staff vehicles will be purchased new.
The Contractor also provides a list of spare parts and consumable parts, and special equipment and
tools for maintenance to be provided as part of the Contract Tender.
The Systems Contractor shall complete and submit a Completion Management Plan that includes,
among others, the following:
 Training Knowledge/Skills Transfer Plan (not later than 6 months prior to Taking Over
Certificate for the Works)
 Spare Parts and Consumables Management Plan (to furnish recommended spare parts and
consumables in quantities to support continuous operation of all equipment for an initial
operating period of 5 months after the commencement of Revenue Operations), submitted 6
months prior to the issuing of the Taking Over Certificate for the Works
 Defects Liability Management Plan
A formal Hazard Analysis Plan shall be required for PDS safety verification.
The presence of the systems Contractor during the Trial Run provides a knowledge transfer of
maintenance to the Employer’s staff as maintenance issues arise.
This is formalized as the Contractor is required to submit a training and Knowledge/Skills Transfer
program within 6 months of commencement of works covering all proposed formal training courses,
delivery of training equipment, access for the Employer’s staff for informal hands-on skills transfer.
The Contractor shall train the Employer’s staff on how to use and maintain the equipment provided.
Maximum use shall be made of opportunities during equipment testing phases of the Contract to
demonstrate and practice fault finding and diagnostic techniques.
The Contractor shall use the Works being installed/erected, tested or commissioned for the training
of Employer’s staff.
The Contractor shall provide spare parts, tools, special tools and test equipment for the maintenance
of all systems in the Contract.
Key performance indicators (KPIs)
A metric for Mean Time between Failures (MTBF) is to consider Infrastructure incidents causing a
delay of 30 minutes or more. MRTJ minimum service standard >= 1.75 million car-km per incident is
given in Report 2.
Assume that all incidents causing delay of 30 minutes or more are mostly due to Infrastructure
failures and that half of the infrastructure failures are caused by Signal/Track Point failures, and half
are caused by OCS failures as Substation, PDS and SCADA are not expected to cause any significant
delays to trains so as to cause cancelation of trains, due to designed redundancy.
Calculation is as follows:
Car-km per day:

= 6 (No. of cars per train) ×152 (No. of trains per direction per day) ×15.7×2 (Km travelled)
= 28,637
Therefore, MTBF = 1,750,000/28,637 = 61.1 days.
On the assumption that half of the incidents causing delay of 30 minutes or more are caused
by OCS faults, MTBF for OCS is 122.2 days.
This analysis does not take into account using the mid route turn-back facility at Block M that would
allow a degraded service over half the route clear of the powered down section of OCS, and hence
reduce the effective number of train service cancellations. This is reasonable to ignore in the KPI as
the degraded mode still represents a disruption of end to end travel.
The high disruption to train services caused by OCS repairs needing traction power switched off
means all options must be explored to fix the problem live-line. This includes measures to impose a
local speed restriction and lowering of train pantographs on each passing of a failed OCS component
hanging below contact until the component can be cut clear or held clear by using an Operating Stick.
If not, continue lowering pantographs until the problem is fixed in the next non-operating period. A
failed OCS component that can be operationally worked around will not result in many cancellations
but has knock on effects as it delays services for about a minute for each train that cumulates to the
point where intermittent cancellations are necessary.
The 122 days MTBF is onerous on premature failures that could occur during the Defects Notification
Period (DNP), and therefore, requires a rigorous inspection program to predict possible failures
before they occur. This will be especially important after the new OCS starts to show signs of wearing
after 10 years. This target must be kept in mind when the OCS TMP is prepared by the Systems
Contractor.
Unscheduled maintenance is necessary for Emergency repairs. This maintenance is done after
equipment failure, and labor parameters need to be captured and recorded.
Other KPIs
Other KPIs that were identified in Report 2 are:
Mean Time to Repair (MTTR)
MTTR is critical for OCS that has no redundancy. The MTBF analyses are critically dependent on the
number of cancellations caused by an OCS fault. Some major OCS faults will take more than 1.5 hours
to repair, but less serious faults not requiring power off will be less than 1.5 hours. The MTTR of 1.5
hours is a reasonable target by which to measure reactive maintenance performance.
A 1.5 hour disruption causes 16 cancelled services during peak times
For Substations, PDS and SCADA system where designed redundancies exist, KPIs are dependent on
system parameters such as:
 System/Asset Availability
 Systems failure.
Full system availability should exceed 95% with no one incident keeping an asset out of service for
more than 2 weeks. However, failures should be fixed as soon as possible before 2 weeks to restore
lost redundancy. A 2 day delay to repairs for faults occurring on a weekend is acceptable. MTTR for
Substations and PDS is 6 hours not including time for 2 Technicians to arrive on site. MTTR for Power
SCADA is 0.5 hour, and MTTR for Facility SCADA is 1 hour, with both times not including time for a
Technician to travel to site of initially reported failure.

The only reliability of power figures is given in General Specification or Particular Specification
[CONFIRM] that specifies full system availability should exceed 95% with no one incident keeping an
asset out of service for more than 2 weeks.
This means that the probability of a single outage is 0.05. Taking redundancy of parallel systems and
capacity for degraded mode gives the probability of outage of power as 0.05*0.05*0.05 = 0.000125 =
0.0125%. This gives availability of 99.9875% = 99.99% for Traction Power.
However, failures should be fixed as soon as possible before 2 weeks to restore lost redundancy. A 2
day delay to repairs for faults occurring on a weekend is acceptable. MTTR for Substations and PDS is
6 hours not including time for 2 Technicians to arrive on site. MTTR for Power SCADA is 0.5 hour, and
MTTR for Facility SCADA is 1 hour, with both times not including time for a Technician to travel to site
of initially reported failure.
As most maintenance activities are preventative, labor KPIs are important to determine the
effectiveness and efficiency of the maintenance program. KPIs to be measured are:
 Man-hours
 Labor productivity
 Percentage utilization of booked time
 Percentage of preventative maintenance man-hours to total man-hours.
Labor and cost KPIs at a Departmental level are:

 Labor cost recovery percentage
 Accuracy of maintenance component of OPEX spend v’s forecast maintenance component of
OPEX v’s Budget.
Performance indicators for outsourced maintenance are:
 Occurrence of failure between inspection cycle
Safety is another important KPI that has a target of a serious injury or death every … million car-km.
This is best managed by a Safety Risk Management System based on an International Standard such
as OHSAS 18001.
Approach Low Voltage – Maintenance System
To ensure the safe and high performance train operations over a long time span it becomes clear
that it is a complex task to achieve:
 Safe operation and Punctual operation
 Cost effective Maintenance
Particularly obsolescence becomes a major challenge for all IT-based systems. Particularly the Data
Transmission Network and the Signaling System (CTC, PRC, ATP and ATO) are to be observed
carefully during the active life span.
It is therefore important to analyze Life Cycle Costs permanently over the entire life cycle (according
IEC 62278)
It becomes also clear that the right strategy and tools must be employed:
 Preventive maintenance shall be based on the asset management (usage, database based
asset management tool
 Technology Migration based on Life Cycle Cost analysis
 FRACAS Tool (KPI – Availability and Safety)

Figure 50 – Process of Corrective (Preventive) – Maintenance for Low Voltage Systems
Approach of signal system

For maintenance purposes it needs to be considered that the low Voltage Systems are mostly based
on commercially off the shelf (COTS) equipment equipped with standard software (WINDOWS, Linux
etc.). It can be anticipated that frequent updates of the software packages will take place and that
the operator will push for improvements of the operation and will request changes. It is therefore
important that the exchange and update of software are included in the strategic planning.
Maintenance is therefore concentrated on System Improvements, on Up Dates and on Repair. It
includes the following activities:
 Adjustment (adjusting, re- parameterizing)
 Replacement of connectors (due to climate), re-terminating of the cables
 Restart Systems
 Replacement of equipment after failure
 Repair incorrect working interfaces
 Repair replacement after mechanical damage
a) Preventive
Preventive Maintenance for IT based Equipment
It must be said that the systems for Signaling and Telecom are quite free of maintenance as it is
requested in tender documents. Preventive maintenance is therefore based on continuously
monitoring the functionality (via Facility SCADA) of the equipment. Preventive maintenance shall be

strictly followed as per the maintenance manual and shall insure Safety and Availability of the
Signaling system. It includes the daily function test of the key Elements, scheduled inspection,
cleaning, lubrication and periodic exchange of parts after their planned life of operation (fans, air
filters, drying agent).
The results of the inspections and test shall be reported in a FRACAS system (Data Base for Failure
reporting, Analysis, Corrective Action and for the Configuration Layout)
Preventive Maintenance for Wayside equipment
Switch point machines (switch points belong to Track Work) is a subject of high wear and tear and
greasing and other maintenance work it is vital to follow the maintenance manual. Inspection and
greasing are scheduled presumably every month. This maintenance is concentrated mainly on the
following activities:
 Cleaning and reporting condition
 Lubrication switch point machine, resealing of wayside equipment (switch point machine,
signal boxes if higher IP protection (IP 67)
 Routine testing of wayside equipment
 Routine testing of hardware with “self-test”
 Replacement of hardware (switch point machine) based on usage
 Replacement of hardware based on age
Balise and Axle Counters are practically free of maintenance. The sweep trains shall detect
malfunctioning and repair can take place in the following night. Therefore a certain failure tolerance
must be foreseen by design (shorter intervals of markers and transponders)
Reactive
Every system provides information about the status of the health via the Facility SCADA. A minimum
of “ON-OFF”; “Major/Minor Failure” and “Battery Status” is expected. It is assumed that there is an
interface either in the Station or in the OCC to a FRACAS system, (Failure Reporting and Corrective
Action). This system shall automated produce the related work orders, spare part requirement. The
same system shall also be used for Availability Demonstration.
The FRACAS system shall show indicate failures that occur to often so that management can discuss
corrective action.
Contents of inspections and repair
Assumption - Signaling System:
 Installation of wayside signals in the main line: It is understood that cab signaling shall be
adopted and no way side signals shall be installed. It is suggested to adhere to an
international standard such as IEEE 1474.
 Moving Authority and Breaking Curve Calculation: The system will adapt to the basic
philosophy of the movement authority MA.
 On Board ATP equipment will calculate in real time breaking curve and safety distance to the
end of the authorized distance and indicate the remaining MA on the on board HMI
 The possibility shall be given to cancel a MA. This feature shall be used only in emergency
case and is not an option for operational rules (e.g. Redundant Track Circuit signals a broken
rail)
 MA shall also be revoked in case of loss of communication (e.g. > 20 ms). The connection
from the OCC PRC – system to the interlocking has a minimum SIL 2 requirement. A

watchdog35 shall supervise the data flow.

 Operational rules: The signaling system shall be designed for BI-DIRECTIONAL traffic
 The system is using the redundant fiber optic network. For safety reasons the network must
be physically separated and be protected that no outsider can interfere the system.
 The data flow must be supervised. The telegrams fulfill SIL 4 requirements.
 The connection from the ATO/ATP system and the PSD system shall be via a wireless link to
the train born ATO. These lines must fulfill SIL 3 requirements
 The crossovers and turnouts are controlled from the ATS via the interlocking. The connection
of the point machine is hardwired
Contents
Table 60 – Equipment Schedule – Signaling Systems
Equipment Number of Equipment Maintenance / Comment
HMI – Workstations and Large 6 Consoles Each console counts with 2 displays
Screen presentation of entire Large Screen Display (Video Wall)
line in OCC
PRC System 1 Clusters PRC Periodical Functionality Test, Software Up
Scheduling (Performance! /not 1 APP Server for date,
safety relevant) Scheduling
Route Setting (Performance! /
not safety relevant –
conflicting operations to be
rejected by the interlocking)
UPS Power supply 30 Redundant in each station, Yearly inspection
Balise – Marker Beacon Type 84 Daily test (sweep train)
Balise – Transponder Type 52 Daily test (sweep train)
Switch Point Machine 16 Mainline Maintenance Intensive, wear and tear,
greasing, adjusting, SAFETY RELEVANT!
Track Circuit 30 km Purpose track integrity - Maintenance
16 Turnouts Intensive, Frequent inspection, need to be
adjusted when climate change (wet –dry
season!)
* When Axel counters (30) - requires
frequent inspection (monthly)
CBTC Communication 12 Access points Permanent, Failure to be reported to Facility
Equipment 20 Bi-directional SCADA
amplifiers
20 km Leaky Feeder
Watch Dog 60 Daily Test, sweep train
ATP, Breaking Distance, Target 32 (2 per train) Daily Test, Automatic, Start Up Train
Speed Control, Position
HMI 32 (2 per train)
Odometer 42 (axel sensor, Doppler
RADAR)
ATO / ATP – Near field 32 on board Periodical Functionality Test, Software Up
Interface to Platform Screen 28 wayside date,
Doors
Train integrity 32 Automatic when coupling
Interlocking Bundara Hi 1 Cluster Periodical Functionality Test, Software Up
Route Setting, Turn Out 1 E&M – interface date;
35
Watch dog refers to some form of sensor, device, software that monitors a situation and feeds back a
response if triggered.

Equipment Number of Equipment Maintenance / Comment

setting; MA; Conflicting Traffic, Supervision permanent, Failure to be
Opposite Traffic reported to Facility SCADA
Interlocking Block M 1 Cluster Periodical Functionality Test, Software Up
Lebak Bulus 1 Cluster Periodical Functionality Test, Software Up
DATA Transmission Network:

 Redundant fiber optic based backbone using SDH technology.
 GigaNet used in parallel the CCTV.
 15 Domains - Redundant Nodes (Transmission, Multiplexer, Access Layer)
 Telephone System TEL (Assumption Telephone system shall be a Voice over IP)
 1 E1 to PABX
 1 Main Switch board (Main Application Server)
 19 Distribution Switch (Station Switch board, LRU)
 350 Extensions
Public Address System – PA

 Equipment shall be maintenance free. Need of frequent change of parameters, Need of
cleaning and frequent visual inspection
 1500 Speakers (LRU)
 1500 Speakers in housing IP67 (LRU)
 60 Amplifiers (4 Zones per station, LRU)
 15 Digital sound processor DSP (LRU)
Clock System
 The Clock System is practically maintenance free, Need of cleaning and frequent visual
inspection
 15 Master/SubMaster Clocks
 150 Slave clocks
Radio System
 The Tetra Radio is practically maintenance free.
 4 Base Stations
 10 Repeaters
 10 km Leaky Feeder
 90 Handheld/Mobile Radio
 Disaster
Prevention System
 1 Anemometer
 2 Water Level Indicator
 4 Seismograph

 1 Rain Gauge
 8 Recording devices
 2 Display Facility SCADA
Passenger Information Display System PIDS
 The PIDS is practically maintenance free. Need of cleaning and frequent visual inspection
 240 Displays
 14 Station controller
Uninterruptible Power Supply for Telecom UPS
 The batteries shall have a minimum service life of 3 years and shall be maintenance free.
 15 Compact Units Rectifier, Inverter, Controller, Electronic Switch
 Note: Assumption Telecom System – all quantities are estimated based on the Tender
document
Schedule
Table 61 – Maintenance Schedule - Signaling System
Equipment Activity Inspection / Cycle Outsourcing
Repair
HMI – Workstations Software admin Software admin Bi – Yearly, Yes
and Large Screen (configuration permanent Mechanical check
OCC tracing) Work order
PRC System Software admin Software admin Bi – Yearly, Safety relevant
Scheduling (configuration permanent Mechanical check Admin, shall not be
tracing) Work order outsourced
Repair by certified
staff
UPS Power supply Check Functionality, Inspection Monthly Yes
Battery condition
Balise Functionality Test, Repair Daily LRU
Work order Parameters in
house
Daily test with
sweep train
Switch Point Functionality Inspection, Daily, Monthly Repair, mechanical
Machine Greasing yes
Testing Daily test with
sweep train
Track Circuit Functionality Test, Repair Daily LRU
Parameters in
house
Daily test with
sweep train
CBTC Functionality Test, Repair Daily LRU replacement

Communication Work order yes
Equipment Daily test with
sweep train
ATP, Breaking Functionality Software Bi yearly Safety relevant
Distance, Target updates Admin, shall not be
Speed Control, Parameter outsourced
Position settings Repair by certified
staff

Equipment Activity Inspection / Cycle Outsourcing

Repair
Odometer Functionality Test, Repair Automatic Safety Relevant
Work order RST Team
Repair by certified
staff
ATO / ATP – Near Functionality Test, Repair Work order PSD and ATP/ATO
field Interface to Teams
Platform Screen In House
Doors
Train integrity RST Team
In House
Interlocking Functionality Software Bi yearly Safety relevant
updates Work order Admin, shall not be
Parameter outsourced
settings Repair by certified
staff
Profile of Workers
 Signaling Engineer Electrical
 Signaling Engineer Information Technology
Organization and Tools
 Works on PSD Control shall be organized by PSD Staff
 Works on Point machines shall be performed by Track Work Staff
 Works on CBTC, UPS and Standard Computer Hardware in OCC shall be outsourced
 The organization must foresee several groups for the disciplines:
 Supervising, Planning, Reporting, Validation and Re-Certification, ATP, ATS, incl. on board ATP
ATO System Engineers
 Special Tools for Fiber Optic Transport layer, Laptops with service tools, tools recommended
/provided by the manufacturer are needed for their works
 The works shall be performed in 2 Shifts
Emergencies:
 A plan shall also be established to call in on short notice to cope with emergencies
 2 shift operation and Specialists must be available 24/7 on call
Maintenance Schedule - DATA Transmission Network
Required Profile of Worker
 Network Installer, Fiber Optics
 IT system specialist
 Administration shall be performed in house
 It is advantageous if the administrations of the DTS and GBit systems of the application layer
as well as the transport layer are being performed in house. Maintenance activities on the
physical layer shall be outsourced.
 The works can be performed in a 1-shift operation
 Tools requirements are Laptop with administration tools to maintain the application layer
and the transport layer (flow) and other tools recommended by the manufacturer.

 Emergencies - An IT Specialist/Administrator must be 24/7 available on call.

Maintenance Schedule -Telephone System
 Electrician
 The activities to maintain the telephone system can be outsourced.
Maintenance activities/schedule Public Address
 Electrician
 All activities to maintain the PA Hardware can be outsourced.
 The works shall be performed in a 2-shift operation.
 Works on cabling and Speakers installed near the track or public areas shall be performed
during the night shift.
 These works are performed in height and require Scissors-Mann-Lift and Ladders.
 Special Tools requirements are Signal Generators, Service tool for Digital Sound Processor,
and other tools recommended by the manufacturer.
Maintenance Schedule Clock System
Required Profile of worker:
 Electrician
 All activities to maintain the clock system can be outsourced. The works shall be performed
in 1 shift.
Maintenance schedule / Administration of Radio System
Required Profile of worker:
 Radio Engineer
 All activities for the Radio Equipment maintenance can be outsourced.
 The works shall be performed in a 2-shift operation.
 Works on Leaky Feeder and Bi Directional Amplifiers installed near the track or in public
areas shall be performed during the night shift.
 The administration / configuration layout of the Radio System shall be performed in house
 Some works are performed in height and require Lifting equipment.
 Special tolls are: Laptop with administration, Analyzers

 Emergencies - A Radio Specialist/Administrator must be 24/7 available on call.

Maintenance Schedule of Disaster Prevention System
 Profile of worker:
 Specialist
 Due to the specific nature of the Sensors the works shall be outsourced.
 The works can be performed in 1 shift.
 Some works are performed in height and require Scissors-Mann-Lift and Ladders.
 The contractor shall provide the special Tools required.
 Emergencies - The operational procedure shall include a fall back procedure in case the
values are not reliable.
Maintenance activities/schedule PIDS
Profile of worker:
 Electrician
 IT Specialist
 All activities to maintain the PIDS can be outsourced.
 The works shall be performed in a 2-shift operation. Works on cabling and displays installed
near the track or public areas shall be performed during the night shift. 1 System Maintainer
shall be available on call 24/7.
 Most works are performed in height and require Scissors-Mann-Lift or Ladders.
 Special Tools are product specific
Maintenance activities/schedule Telecom UPS
Profile of Worker:
 Electrician
 All activities to maintain the UPS for Telecom can be outsourced.
 The works shall be performed in 1 shift.
 No special tools are required
Organization of signal system maintenance
The low voltage electrical systems proposed for the main line, yards and storage facilities shall
consist of 2 main groups of systems, which are different in its operational nature and the related
requirements. To split the disciplines in SIGNALLING and TELECOM is due to the safety requirements
(IEC 62278 – SIL 3 or4) despite using the same technologies such as fiber optics data network SDH
and wireless communication.

Figure 51 – Organization chart of Low Voltage Maintenance
Railway Operation
Signal & telecom division of electric & signal section of head office
Number of staff in the section is 2 persons. Their roles are described below.
Table 62 – Responsibilities Management (Low Voltage Management)

Function Responsibilities Profile
Manager Low Management Low Voltage Maintenance Engineer Degree Electronic (preferably
Voltage Information technology) and/or
Liaise with management
Mechanic
Budget Control
MBA
Head Office
Strategic Planning of Maintenance work
8 Years total professional experience
Responsible for the FRACAS Process (Failure whereof at least 3 years in the
Reporting and Corrective Action System), transportation industry
Team Member FRACAS
Cost Conscious
Obsolescence and Live Cycle Cost
Quality Conscious
Improvements (Performance, Systematic
Failures)
Quality Assurance
Assistant Manager Assistant to Manager Engineer Degree Electronic (preferably
Information technology) and/or
Coordination
Mechanic
Subcontracting
MBA

Maintenance depot of signal & telecom

Number of the section is 19 persons. Their roles are described below.
Table 63 – Responsibilities Management (Signaling and Telecom Team)

Function Responsibilities Profile
Team Leader Management Signaling Maintenance Engineer Degree Electronic
Signaling (preferably Information technology)
Resource Planning, Liaise with Contractors
Spare Parts
in related safety industry
Depot Office
Staff
Safety Conscious
Cost control
Quality Conscious
Planning preventive Maintenance work
Supervise Failure Reporting Signaling
System, Obsolescence
Team Member FRACAS (Failure Reporting
and Corrective Action System)
Responsible for System Assurance Signaling
(RAMS, Configuration Tracing, Safety Case,
Quality etc.)
Team Leader Management Signaling Maintenance Engineer Degree Electronic
Telecommunications (preferably Information technology)
Resource Planning, Liaise with Contractors
Spare Parts
in related safety industry
Depot Office
Staff
Cost Conscious
Cost control
Quality Conscious
Planning preventive Maintenance work
Supervise Failure Reporting Telecom
Systems, Obsolescence
Team Member FRACAS (Failure Reporting
and Corrective Action System)
Responsible for Systems Availability


Table 64 – Organization of activities in House / Outsource for the TELECOM Systems
Table 65 – Organization of activities in House / Outsource for the Signaling Systems

It is recommended to maintain the Management of the maintenance activities In house and
following strict ISO 9001 and ISO 10013 Quality Assurance, IEC 62278 Systems assurance and the
operation of the FRACAS systems and work orders management:
Due to the specialized nature of the systems it is favorable to outsource:
 All Telecom Systems

 CBTC Transmission System

 UPS Power Supply
 Standard PC- based workstations
 All LRU repairs
Contractor’s requirements
Construction
Contractor’s requirements
 It must be emphasized that during the life cycle phases of concept & definition and as well as
design and development the main focus shall be on safety and maintainability.
Design requirements are:
 Consider the maintainability (during train operation only a limited time will be available to
perform maintenance works
 Migration to future technologies must be easy
 The humid climate requires that particular care must be taken for terminating of the cables
 The outdoor housings shall be sufficiently protected for humidity and water.
 Design shall prevent from forming permanent paddles
 Rainwater shall be drained effectively / even on wayside to minimize paddles and humidity in
electrical installation
 Master Clock to synchronize systems to have reliable time stamps
 Architecture and redundancy of the systems, particularly Signaling systems to achieve SIL 3
Safety integration Level and Fiber Optic SDH Communication Network
 Introduction of FRACAS Program and generating work orders (interface also to resources,
personnel and spare parts)
Maintenance Subcontractor
 The contractors must be familiar in depths with the systems and shall have a proven record
of working with the equipment.
 The contractor shall work under the instruction of the MRT Personnel.
 The contractor shall have a certified Quality system in Place (ISO 9000).
Performance indicators (KPIs)
Availability is the main key performance indicator and the demonstration in the reporting system. A
tight management of the work orders is basis for that. Therefore it is assumed that an established
FRACAS (Failure reporting and Corrective Action System) is also handed over to the operator when
starting the commercial operation. This requires that the FRACAS system is operative even before the
subsystems are running. (see also requirement in IEC 62278).
It is vital to achieve less than 30 minutes unavailability in 1000 hrs of operation.
i. Maintenance of depot machinery
1)Approach of depot machinery maintenance
a) Preventive maintenance
Maintenance of Railway system shall basically be carried out by preventive maintenance, in which
regular inspection and periodic exchange of worn parts are done.
To execute preventive maintenance to a machine, the knowledge or data for the machine is
necessary, such as where is the high wear rate parts, where shall be inspected every month etc., but
it is difficult to keep specialists for cranes, turning machines, lifting jacks, under floor lathe, and so
on.

Therefore, maintenance works of Depot machinery for rolling stock are usually outsourced, because
they are many kinds and the volumes are small, and it is not reasonable to be carried out by in-house
workers.
There are two kinds of items, items of which periodic inspection are done by undertaking company
(big and expensive machine such as underfloor lathe, roof cranes, and so on) and those which are
repaired on demand system.
b) Reactive maintenance
When some failure happened or detected in certain machinery, un-scheduled repair/maintenance
shall be carried out (Reactive Maintenance). Most of the machinery in the depot shall be applied this
system.
The failure of a machine is detected by the worker, then he shall inform the planning group of the
problem (inspection staff or overhaul staff).
The works of the machinery maintenance is carried out by the staff of planning group.
2)Contents of inspection and repair

Repairing the most of machinery will be carried out by outsourced company on reactive maintenance
policy.
But the machines described below (important machines) are better to execute periodic inspection to
lower the possibility of failure, when using them.
Table 66 – List of Machines to be Inspected Periodically

Cycle of inspection
No Machine
By in-house staff By outsourced staff
1 Battery charger 6 months 1 year
2 Air compressor system 6 months 1 year
3 Overhead crane 1 year
4 Fork lift 6 months 2 years
5 Lifting jack 6 months 1 year
6 Wheel turning machine (under floor lathe) 1 year 2 years
7 Wheel load measuring system 1 year 2 years
8 Rolling stock management system 2 years
9 Hydraulic press machine 1 year 2 years
10 Bogie washing machine 1 year 2 years
11 Traction motor conveyer system 1 year 2 years
12 Traction motor testing system 1 year 2 years
13 Boring machine 1 year 2 years
14 Air conditioner tester 6 months 1 year
15 Bearing washing machine 1 year 2 years
16 Drive unit test machine 1 year 2 years
17 Axle lathe 1 year 2 years
18 Shunting locomotive 6 months 1 year
19 Automatic car washing machine 6 months 1 year
20 Gantry crane 1 year
21 Inspection car 6 months 1 year
22 Motor car 6 months 1 year

Contents of periodic inspections shall be determined through the discussion with the suppliers in
case of outsourced inspections.
When periodic inspection is carried out by in-house staff, the contents are functions of the machine
which usually applied. There may be a machine which is used rarely in a year at initial stage.
3) Organization of depot machinery maintenance
Basically, repair work of a machine shall be managed by the staff of worker’s group. And inspection
of in-house staff shall be done by the group.
But for the machines listed above, the staff of rolling stock depot (planning group) shall undertake
the management.
Examples are making inspection plan, supervising the inspection schedule and the works and making
a contract with outsourced company, etc.
In this case also, the inspection by in-house staff shall be done by the group which uses the machine.
In the list of the table above, the machines used for track maintenance, maintenance of catenary
system, and that of signaling system may be included. But such machines are treated on the same
system.
4) In-house or outsource decision
Repair works of all machines are to be outsourced. No staff or organization for such repairing work is
prepared.
5) Requirements of the contractor and procedure of outsourcing
a) Requirements of the contractor who undertakes inspection
When periodic inspection is done by an outsourced company, most important requirement is not to
cause failure until next inspection. And if the cycle or contents of inspection for the machine is not
proper, the contractor must propose the better solution for them.
Key performance indicators in this case are;
 Occurrence of failure between inspection cycle
 When no failure happens, proposal for improving inspection cycle and contents is submitted or
not.
b) Requirements of the contractor who undertakes repair work

Maintenance system of many machines are reactive maintenance, and it is repaired when it failed by
outsourced contractor.
In this case, the requirements of the contractor are that the repaired machine does not cause failure
in reasonable years. If the contractor considers that periodic inspection of proper cycle and contents
will reduce occurrence of failure, he shall propose the maintenance system.
Key performance indicators in this case are;
 Occurrence of failure in reasonable year
c) Procedure of outsourcing repair work

When emergency repair of a machine should be done, the machines listed in the table above will be
classified into 3 groups. 1st group is the machine for very special purpose and high technology, which
the manufacturer only may be possible to repair it. Such group is item 6, 8, and 19.

2nd group is the machine for special purpose but common technology, of which repair work will be
possible for other company than its manufacturer. Such group is item 18, 21, and 22.
3rd group is the machine for common use, of which repair work will be possible for many companies.
And there is 4th group of machines which are not listed in the table above. They are more common
use and periodic inspection is neglected.
i) Contract for the machine of 4th group

For the machine of 4th group, selection of undertaking company of the repair work will be taking
estimates for the repair from several companies. Basically, contract for repair work shall be done
with the company with the lowest estimate.
ii) Contract for the machine of 3rd group
For the machine of 3rd group, inspection contract is already made. But taking estimates shall be done
from several companies. And contract for the repair work is better to be done with the company
undertaking the inspection, if there is a little difference in the amount of estimates with the lowest
offer. The inspection contract for the machine of this group will be better to be short period such as
5 years, because many companies can be a candidate.
iii) Contract for the machine of 2nd group
For the machine of 2nd group, estimates shall be taken from companies including the supplier of the
machine and the company undertaking inspection. The inspection contract for the machine of this
group will be some longer period more than 5 years. And repair work of the machine is better to be
done by the company undertaking inspection or supplier.
iv) Contract for the machine of 1st group
For the machine of 1st group, probably contract for inspection work will be made with the supplier. If
there is other company which can supply the machine with similar performance, inspection contract
with the company may be possible. The estimates for the repair work shall be requested for these
companies. And it will be preferable to make the contract for repair work with the supplier.
ii. Maintenance of building (stations, depot and other building)
1) Approach of building maintenance
The procedure of maintenance of building is conducted by the usual inspection and the regular
inspection which is mainly by visual examination as same as civil structure. Proper maintenance is
implemented when serious and critical defects are detected.
Based on the overall assessment, technical maintenance plan are made including repairing,
reinforcement and monitoring.
2) Contents of inspections and repair
a) Contents
Inspection comprises of examinations of possibilities and early detections of such as water seepage
and crack detects and the exact conditions of structures. The inspections are needed to be carried
out by inspectors with essential knowledge of deformation and degradation to prevent incorrect
assessment.
The maintenance procedure is as same as civil structure previously shown. The inspection,
assessment and repair & reinforcement are also same contents of civil structures.
b) Schedule

As basic maintenance management of railway building for Jakarta MRT, Inspection Category &
Requirements is shown in table below. The requirement of usual inspection is carried out less than
three month. The normal in general inspections are undertaken every two years.
The individual inspections are undertaken to investigate the further conditions.
Table 67 – Inspection Category & Requirements– Railway Building

Category Inspection Object Cycle Items Categorization
Maintain Description of
Monthly Less than Close up
Inspection by walk the safety defects and
inspection three months inspection
condition unusual behavior
Detailed visual
Checking the After examination,
First inspection initial construction hammering
conditions and renovation test as
required
Classifying into
Normal 2 years each categories,
Visual
Normal A, B, C and S *)
Detecting examination,
General (Station structural 1 year hammering
inspection wall deformation test as
only) required
Special 20 years
Regular
inspection Estimation
and
Detailed visual
prediction of
examination,
deformation, Subdividing
Individual inspection - detailed
detailed category A *)
inspection as
examination
required
of
performance
Detailed re- Visual
examination examination, Classifying into
Supplementary
of specific - other each categories,
inspection
components inspection as A, B, C and S *)
or features required
*) refer to Table regarding Structure condition category for assessment
The usual inspection is suggested for the railway buildings by in-house engineer. In “Regular
Inspection - normal”, the operating metro is applying the requirement of two years in Japan. For
maintenance of Jakarta MRT, every year’s inspection is suggested in the station structure because of
D-wall construction as permanent structure. Especially, the construction joint shall be inspected
carefully in every annual inspection.
3) Organization of building maintenance
The organization of building maintenance is included in Maintenance of railway civil.
4) In-house or outsource decision


Basically, usual inspection is carried out by in-house engineers as same as civil structure. The list of
inspection category for Railway Building of in-house or outsource is shown in Table 7. The inspection
method regarding individual inspection and supplementary inspection is as same as civil structure.
Table 68 – Inspection Category of In-house or Outsource - Railway Building
Inspection of
Category Inspection Items
in-house / outsourced
Monthly
Inspection by walk Close up inspection in-house
inspection
First inspection
hammering test as required
Visual examination, hammering test
Normal
as required Outsource
General
Special
Regular inspection Detailed visual examination,
(Station
inspection hammering test as required
wall only)
Individual inspection refer to below table of
detailed inspection as required
detail inspection
Visual examination, other
Supplementary inspection method
inspection as required
b) Contractor’s requirements
The Contractor’s requirements are included in Maintenance of railway civil
5) Key performance indicators (KPIs)
For the usual inspection, recording sheet, crack scale and camera are required. The Schmidt Hammer
is required for hammering test.
c. Asset and maintenance policy
The business status of MRT Jakarta may change significantly by whether the asset of facilities of MRT
Jakarta belongs to MRTJ or DKI. Therefore, the cases of the MRT in Thailand and India were
investigated and consequently MRT Jakarta may be considered as shown below.

Table 69 – Asset and Maintenance of Urban MRT

Name of
MRT Thailand
India Indonesia
Item Bangkok MRT
Delhi Metro MRT Jakarta
Blue Line
BOT DMRC MRTJ (Investment by DKI)

Contract
(Concession Contract) (Owner) ( Owner)
MRTA DMRC (All assets) DKI’s Property
(Government) *all Civil Facilities and Track,
*Civil Structure and E&M system
*Track
*Station Facilities
Asset BMCL MRTJ’s Property
(Project Company: Private) *Rolling Stock
*Depot Facilities *Depot Civil including building,
*E&M system E&M facilities and track
*Rolling Stock and
*AFC and PSD
MRTA DMRC MRTJ
Monitoring *All maintenance activities in All maintenance activities in
BMCL’s maintenance section or division of DMRC section or division of MRTJ for
*Basically In-house all assets of DKI and MRTJ
Maintenance, but partially *Basically In-house
Outsourced Maintenance Maintenance, but partially
BMCL India Outsourced Maintenance
Maintenance
By 25 years Contract for Delhi Metro
Operation and Maintenance
*Outsourced Maintenance for
Rolling Stock and E&M system,
and Station facilities
*In-House and Outsourced
Maintenance for Civil Structure
6. Summary of Standard Operating Procedures:
a. Train operations
i.Crew depot staff
1)Normal process
a) Management of driver’s job
When driver’s manager makes work schedule, the manager has to equalize workloads of all drivers
and to consider consistency between their works and rules in company. In order to manage driver’s
working time and driving distance in appropriate way, data of work schedule are inputted into work
management system. Daily job is informed to all drivers in advance.
There are some differences of working time between drivers, and also differences between planned
working hours and actual results of the job. Clerk group records the actual working hours of each
driver. Basically, job assignment is modified cyclically.
b) Training of drivers
Practical training of drivers after obtaining the license is carried out by training group consisting of
one assistant chief and 7 chief trainers on the main line based on training plan. Then a chief trainer
rides on cabin together with a trainee of driver and teaches practical operation by manual mode. This
is because all drivers have to drive with manual mode when ATO fails.

c) Dispatching drivers to train operation

When a driver starts his job, he must show up the dispatching office of crew depot. At the office
assistant chief of crew depot gives the job schedule and additional instructions to the driver.
Figure 52 – Example of Job Schedule
Job No 14 Driver P1X Train A12
Depot Lebak Bulus Bunderan HI

801 train
5:36 5:44
901 train
5:45 5:59
104 train
6:33 6:07
113 train
6:44 7:10
122 train
7:41 7:15
802 train
8:26 8:18
d) Driving works
The driver goes to stabling yard of trains and looks for the train assigned to go to Lebak Bulus station.
Then the driver unlocks the cab door and raises pantograph to supply energy from catenary.
If track route to the station is made and shunting signal is on proceed, he starts the train to the
station.
From the station he drives the train using cab signal system, ATO, TASC and ATP system.
The driver’s job schedule is shown in figure above. After having finished the job, the driver returns to
the crew depot and reports to the assistant chief that his job No 14 (shown in figure above) has been
finished completely.
e) Operation before the beginning of revenue operation
During the midnight (maintenance hours), 3 trains are stabled at Bundaran HI station, at siding track
of Blok M and Lebak Bulus station. The doors of the trains are locked and pantographs are lowered.
A little time before the beginning of service operation, one train is operated with other 3 drivers
from depot. The train stops at these 3 stations and the driver allocated for the job gets off one by
one.
They go to each train. Each driver makes rolling stock ready to drive by making confirmation as
follows: to confirm its power is on, parking brake functioning is confirmed, motor operates normally,
brake functions and equipment of rolling stock operates normally.

f) Operation before end of revenue operation

A little before the end of service operation, 2 trains are sent to Bundaran HI station and Blok M
station. The drivers of these trains lock the doors of the trains and wait for the last train from
Bundaran HI station and by the train they return to the depot. Before one train arrives to Lebak Bulus
station, one train is sent to Lebak Bulus station and stabled there.
These drivers also go to the crew depot, and report to assistant chief that the works has been
completed.
g) Handover with predecessor
When a driver takes over the driver’s job from one’s predecessor, the driver confirms whether
equipment operates normally or not. In addition, after the driver finishes his/her job the driver
confirms equipment operates normally or not. The driver has to bring over a successor. If the driver
finds something wrong, the driver informs the successor of the problem.
2) Emergency Process
a) Malfunction of rolling stock
When driver notices a problem with the train, the driver informs the OCC. The driver also judges
whether to drive or not. The driver continues to drive the train if train operation is possible after
completion of emergency measures. The driver arranges for a quick inspection to be done by depot
expert. However, train operation may be impossible even after emergency measures. In this case, as
instructed by OCC the malfunctioning train is connected with a rescue train which quickly takes the
malfunctioning train into depot.
b) Malfunction of a signal
If driver notices a signal malfunction, the driver asks OCC how to continue. When emergency
measures are done to ensure safety, the driver needs to get permission to start driving and
coordinates with the relevant staff. Finally, the driver starts moving the train again.
c) Malfunction of track facility
If driver notices track facility malfunctions, the driver asks OCC how to proceed. If safety equipment
such as ATP cannot work or driving speed becomes restricted, the driver needs to get permission to
move forward and coordinates with related persons. Then the driver starts moving the train again.
d) Train fire
If driver notices fire occurs in train, the driver informs OCC and continues to drive the train until the
next station. After arrival at station, the driver quickly evacuates passengers to safe place. The
station staff can extinguish the fire if it is small. If electrical equipment is burning, the driver turns off
power and follows procedures to stop the electrical supply.
e) Facility fire
If driver notices fire occurs at facility, the driver quickly takes a train away the facility. Then the driver
informs OCC.
f) Extreme weather
In extreme weather the OCC instructs a driver how to proceed. The driver follows the instructions
such as to decrease speed and possibly operation cancellation. If the driver notices the extreme
weather without instruction from OCC, the driver informs OCC. If extreme weather clears up, the
driver normally drives as commanded by OCC.

g) Accident
If driver notices an accident, the driver informs OCC and arranges to stop neighboring trains as soon
as possible. The driver evacuates passengers and treats them. Whether station staff join those
actions depends on situation.
ii. Signal staff in station
SOP of signal staff in station is as follows. The SOP is prepared after specification of signal facility and
detailed way to use it. Then related staff are trained.
In addition, SOP shown below has possibility to be changed based on specification of signal facility.
Normal jobs of signal staff in Japan’s station are described below.
1) Normal process
a) Management of signal staff’s job
When manager of signal staff makes work schedule, the manager has to equalize workloads of all
signal staff and to consider consistency between their jobs and rules in company. In order to manage
working time in appropriate way, data of work schedule are inputted into work management system.
Daily job is informed to all signal staff in advance.
b) Training of signal staff

Training programs are prepared based on ministerial ordinance and corporate rules. The training is
carried out. Finally the training results are evaluated. The evaluation result is used to confirm
whether signal staff have the necessary knowledge and skills for their jobs.
c) Traffic control
When traffic control is done by station, signal staff at station coordinates with OCC. Then control
mode is changed from OCC control to station control. And traffic control is done by the signal staff at
station. When control mode is changed from station control to OCC control, the signal staff at station
also coordinates with OCC in advance.
2) Emergency Process
a) Loss of control from OCC
Signal staff changes control mode from OCC control to station control. Then the facility at the station
is inspected. Also signal staff confirms traffic control by station is possible. If station control is
possible, traffic control is done by station. If station control is impossible, train operation stops until
traffic control by station is recovered.
b) Signal malfunction (wayside facility)

If wayside signal facility in interlocking station malfunctions, signal staff has to follow a command
from OCC. Based on the command, the signal staff ensures train route and shows hand signal. The
signal staff has to do those measures for all trains going through troubled wayside signal facility.
c) Signal malfunction (cab)

If train whose cab signal malfunctions approaches an interlocking station, signal staff have to follow a
command from OCC. Based on the command, the signal staff ensures train route and shows hand
signal. This measure applies only to the troubled train.
d) Turnout malfunction
If turnout malfunctions, as instructed by OCC, signal staff makes turnout fixed to safe direction as
emergency measure.
e) Accident
If accident happens, signal staff informs OCC. At the same time the signal staff decides whether to
arrange to quickly stop neighboring trains. After that, signal staff works with drivers in order to take a
measure for accident, evacuate passengers and treat them.
b. Operations Control Center

i. OCC staff
SOP of OCC staff is as follows. The SOP is prepared after confirmation of OCC organization, facility
specification and detailed manual. Then related staff are trained.
In addition, SOP shown below has possibility to be changed based on OCC organization, command
system, specification of OCC facility. Normal jobs of OCC staff in Japan’s station are described below.
1) Normal process
a) Management of OCC staff
When manager of OCC staff makes work schedule, the manager has to equalize workloads of all OCC
staff and to consider consistency between their jobs and rules in company. In order to manage
working time in appropriate way, data from the work schedule are input into work management
system. Daily job is informed to all OCC staff in advance.
b) Training of OCC staff

Training program is prepared based on ministerial ordinance and corporate rule. When trainees join
the training program, they start an introductory training for 2 or 3 months. Then the full training is
carried out. Finally training results are evaluated. The evaluation result is used to confirm whether
OCC staff have necessary knowledge and skills for their jobs.
c) Management of train operation, rolling stock, electrical power and facility-1

After OCC staff starts train operation in morning, the OCC staff confirm his jobs to be done on that
day. Also the OCC staff arranges to carry out his/her jobs and conducts the jobs to be finished in the
planned time. In addition, OCC staff sends other sectors a command or signal on train operation.
d) Information management
If there is an information management staff, the staff inputs a message into instruction system.
e) Operation in maintenance hours

In the maintenance hours (around 23:30~5:30), EMU trains are not operated. And 3 staff (operation,
depot, and signal & telecom) will be in the OCC office for the operation of maintenance trains.
At the end of the maintenance hour, an additional 4 staff go to the OCC and catenary is powered.
First train starts from the depot to prepare the starting of service operation.
f) Operation at the beginning of the maintenance hour

After the last train arrives at depot, there will be no EMU train which is operated on the line. OCC
staff for service operation withdraw from office and 3 staff (operation, depot, and signal & telecom)
concerning the operation of maintenance train remain in OCC.
2) Emergency process
a) Train operation adjustment
If train operation diagram is distorted, OCC staff considers change of the diagram. And the OCC staff
inputs the change into train operation system. The OCC staff informs other sectors that the diagram
is changed.
b) Traffic control
If signal system malfunctions and train operation diagram is disrupted, traffic control by the
operation management system may become difficult. In this case, if necessary, OCC staff will
manually carry out the traffic control. If OCC staff encounter difficulties in doing that, the OCC staff
will quickly send a command to change the control mode from OCC control to station control.
c) Rolling stock malfunction-1
When the driver repots a rolling stock malfunction to OCC staff, the OCC staff sends an instruction for
equipment inspection. Also the OCC staff arranges to send maintenance staff. The OCC staff asks the
driver whether train driving is possible due to emergency measure. If train driving is possible, the
OCC staff commands driver to continue to drive.
d) Rolling stock malfunction-2

When driver reports on a malfunction of the train to OCC staff, the OCC staff sends an instruction for
equipment inspection. Also the OCC staff arranges for maintenance staff to attend. If train driving is
impossible after carrying out the emergency measures, the troubled train will connect with a rescue
train. And the OCC staff will instruct that the troubled rolling stock is taken to the depot as soon as
possible.
e) Signal malfunction
When OCC staff is informed that signal system has malfunctioned, the OCC staff commands the
maintenance section to carry out an inspection. If OCC staff concludes that it will takes a long time to
move a train which stops between stations, the OCC staff will arrange to collect the train. In addition,
the OCC staff asks other sectors to make assistance.
f) Malfunction of track facility

When OCC staff is informed that a track facility malfunctions, the OCC staff instructs the
maintenance section to carry out an inspection. If OCC staff concludes that it will takes a long time to

move a train which stops between stations, the OCC staff will arrange to collect the train. In addition,
the OCC staff asks other sectors to make assistance.
g) Train fire
If a driver informs OCC staff that a train is burning, the OCC staff reports it immediately to the fire
department. At the same time the OCC staff instructs the driver to go to next station. After arrival at
station, the OCC staff orders an evacuation of passengers and staff to extinguish the fire. In addition,
the OCC staff asks other sections to make assistance. After confirming the fire is extinguished, the
OCC staff instructs the driver to take the train to depot.
h) Facility fire
If the OCC staff notices that the facility is burning or OCC staff receives information from other staff
or from OCC monitoring system that a facility is on fire. Then the OCC staff orders the train to escape
from the burning place. At the same time the OCC staff informs the fire department. Additionally, the
OCC staff judges whether to arrange to evacuate passengers or not. At that time the OCC staff asks
other sections to provide assistance.
i) Extreme weather
By using observation system and weather information, OCC staff forecasts or observes a level of
extreme weather that is beyond normal level. The OCC staff judges whether train operation is
possible or not, the OCC staff instructs divers to drive slowly or shutdown operations based on
driving conditions and procedures. In addition, if the level of extreme weather goes back to normal,
the OCC staff initiates a facility inspection as well as resuming train operation especially in elevated
section.
j) Accident
When the OCC staff are informed that an accident has happened, the OCC staff informs police and
the fire department. Also the OCC staff requests other sections to make assistance. The OCC staff
orders restorative measures and the evacuation of passengers.
k) Information management
If there are OCC staff in charge of information management, the OCC staff sends necessary
information to users. The users can get the information from commencement of a problem to the
end of measure.
c. Communications:
i. Passenger information systems
In Japan, passenger information systems use data from the OCC operation management system and
automatically indicate departure time and the destination of trains. Therefore, OCC staff hardly
control the information system except in emergency situations. In addition, emergency measures are
described in 11) Information management of OCC in preceding section.
ii. OCC systems

SOP of OCC system is as follows. The SOP is prepared after confirmation of the OCC organization,
facility specifications and detailed manuals are prepared. Then related staff are trained.

In addition, the SOP shown below has the possibility to be changed based on the actual OCC
organization, command system, specification of OCC facility, etc. Normal jobs of OCC staff in Japan’s
station are described below.
1) Normal process
a) Management of train operation, rolling stock, electrical power and facility-1
Before operation in morning, management systems are automatically turned on. And the
management systems begin to operate. OCC staff confirms the management systems are operating
correctly. After the end of train operation at night, the power of the management systems
automatically gets turned off. The OCC staff confirms the management systems are correctly
stopped.
b) Information system
Before operation each morning, the power for the information system gets automatically turned on
and the information system begins to operate. OCC staff confirms the information system is
operating correctly. After end of train operation at night, power of the information system
automatically gets turned off. The OCC staff confirms the information system is correctly stopped.
c) Facility management-2
Before end of operation in night, OCC staff inputs the nighttime maintenance plan in advance.
Management of nighttime maintenance carried out after operations is carried out based on the input
data. Main management tasks are the start of maintenance, end of maintenance and railway track
closing. Finally, the facility gets ready for train operation for the next day (morning).
2) Emergency process
a) Malfunction of management systems
If the management system gets disturbed due to a malfunction of OCC systems, auxiliary system
automatically replaces the troubled system. If the replacement is not automatically done, OCC staff
manually changes from the ‘troubled system’ to the auxiliary system. At the same time, the OCC staff
commands other sections to identify what is the problem with the system. If the management
system is recovered after switching to auxiliary system, the OCC staff continues train operation.
However, even though the auxiliary system is replaced, train operation may be still disturbed. In this
case, the OCC staff stops train operation.
b) Disturbance of power supply to OCC systems (blackout)

If the power supply to OCC systems is cut, OCC staff confirms automatic change to electrical network
of auxiliary system. If automatic change to the auxiliary system cannot occur, OCC staff manually
switches to the auxiliary system. At the same time, the OCC staff instructs other sections to inspect
the electrical network. If the power supply resumes due to change of auxiliary system and then
function of OCC systems is recovered, the OCC staff continues train operation. However, even though
auxiliary system is replaced, there is possibility that train operation is still disturbed. In this case, the
OCC staff stops train operation.
d. Station operations
SOP of station operations is as follows. The SOP is prepared after confirmation of the specifications
of facility installed in the stations and of the contents of the detailed manuals. Then related staff are
trained.

In addition, SOP shown below has may be changed based on the actual station equipment and
specification of OCC facility. Normal jobs of station staff in Japan’s station are described below.
i. Normal process
1) Management of station staff
When the manager of the station staff prepares the work schedule, the manager has to equalize
workloads of all station staff and to consider consistency between their jobs and company rules and
procedures. In order to manage working time in an appropriate way, work schedule data are input
into the work management system. Daily jobs are informed to all station staff in advance.
2) Training of station staff

Training programs are prepared based on regulations and corporate rules. The training is carried out.
Finally the results of the training are evaluated. The evaluation result is used to confirm whether
station staff have necessary knowledge and skills for their jobs or not.
3) Control of station exit

Station staff opens/closes station exits at the scheduled times. The station staff informs his/her
supervisor that the station exits are open or closed. Then the supervisor confirms the station exits
are really open or closed as informed by the station staff.
4) Ticket selling and management of ticket sales

Station staff need to understand how to sell tickets. Also the station staff need to know how
passengers use or refund the tickets. Then the station staff sells the tickets for passengers.
Additionally, the station staff understands how to use machines for ticket selling.
Station staff also counts money of ticket sales in every ticket office. And the station staff manages
data of the ticket sales. The money is kept in particular place. Finally, the money is transferred to
specific place.
5) Jobs at the automatic passenger gate

Station staff need to understand how to handle tickets. Also the station staff needs to know
passengers use or refund tickets. And the station staff confirms passengers get on train with holding
appropriate ticket. Additionally, the station staff understands how to use machines as well as
announces passengers
6) Train monitoring at platform

When train arrives at platform, station staff carries out safety monitoring to ensure train and
passenger safety. This is necessary when train stops and departs.
7) Controlling of signal and turnout

This is described in preceding section of Train operations (Signal staff in station).
ii. Emergency process

1) Facility fire
When station staff receives information from other staff or the monitoring system, the station staff
are informed that facility is burning. Then the station staff informs OCC and fire department as soon
as possible. The station staff evacuates passengers from the area and the station staff extinguishes
the fire if the fire is small.
2) Train fire
OCC informs station staff that a train is on fire. At the same time OCC instructs the station staff to
rescue the train. In this case, the station staff goes to the burning train. Then the station staff
evacuates passengers. The station staff extinguishes the fire if the fire is a small.
3) Human accident
If station staff notices an accident has happened, the station staff informs OCC and calls police and
ambulance. And the station staff goes to the accident site. The station staff recues victims together
with driver.
4) Malfunction of station facility

If station facility malfunctions, station staff informs OCC and asks other sections to carry out
inspection.
5) Extreme weather
When extreme weather takes place, OCC provides station staff with the relevant information about
the extreme weather. Also OCC sends the station staff an instruction regarding train operation. In
this case, the station staff pays special attention to status of station premises. Then the station staff
informs OCC of the station status. However, even though the station staff notices extreme weather
at station, the station staff may not receive any instruction from OCC. In this case, the station staff
informs OCC that there is no information from OCC.
e. Rolling stock depot operations

i. Transition time from maintenance hours to service operation hours
These hours are the shift work hours, and in the shift work hours (about 17:30~8:30), there are no
staff in attendance except for the 3 shift workers.
From around 5:30 the preparation for service operation starts and some trains start from the depot.
Turnouts in the depot are controlled from OCC, and drivers from crew depot drive the trains.
ii. Time from the start of service operation to the peak hour of the morning
In this time, there is no change in rolling stock depot. From 7:00, peak hours start and many trains
are operated on the main line, but in rolling stock depot there is no change in operation until 8:30.
iii. Day work hours

From 9:00, off peak hour starts and 4 trains (14-10=4) are withdrawn from the main line. And
inspections begin at inspection tracks. Then 5 trains (4 trains and one spare train) can be applied to
inspections. 2 teams for routine inspections and one team for monthly inspection begin to work.

This condition continues until 17:00; the beginning of peak hour of the evening. And about 17:30 the
day work staff finish their jobs and the depot is left to 3 shift staff.
iv. After day work hour is finished

Peak hour operation of evening continues until 19:00, but day workers of the depot return to their
homes, and shift workers only stay in the depot. Preparation of maintenance train operation will be
done from 23:00. Number of maintenance trains must be less than 2 trains, because number of
shunting driver is 2.
f. Railway civil infrastructure maintenance (Elevated and underground)

 Inspection planning
The inspection schedule for usual inspection and regular Inspection is established. Additionally, the
staff schedule for usual inspection is attached with the inspection schedule.
 Inspection for usual inspection and regular inspection
The inspection for usual inspection is carried out. The inspection for regular inspection is supervised.
 Evaluation and assessment
The evaluation and assessment based on inspection records are carried out. The process is skipped to
“⓿ Monitoring” when the measurement is not required. In the case of emergency condition, the
repair works shall be carried out immediately.
 Consideration of measurement
The measurement method is considered depending on the evaluation and assessment
 Project proposal for repairing
The project proposal for repairing work is made for placement of order.
 Placement of order
The tender documents for outsource is established. The outsourcing contractor for detail inspection
and repairing works is evaluated. The contract for detail inspection and repairing works is finalized
 Repairing works
The repairing works is supervised.
 Monitoring
The monitoring work is carried out.
g. Track maintenance
Track patrol on the train:
 by inspection staff, one time per day, and board on the drivers section of operating trains,
sensing abnormal sound, and movements including pitching, rolling and yawing;
 watching track irregularity, interference and obstacle
 Recording by vibration oscillograph; vertical vibration, lateral vibration, and riding quality
 Record the abnormal status to the track inventory, and report for on-foot inspection
activities.
 Assuming that the round trip for track patrol shall require a half day including inspection and
reporting, the work load will be 182.5 person-days per year (0.5 x 365, in day time)
On-foot patrol
 by inspection staffs, once a week for main line, and once a month for sidings and other lines

 the inspection must be done by a pair of inspectors, and one must be assigned as observer of
train operation
 checking rail faults, track materials, rail wear etc. as visual inspection
 if necessary, measuring irregularity of gauge and cross level irregularity by portable
instrument
 if possible fixing of loose bolts and pads, which can be done in a few minutes,
 checking tight lock, cohesion and stroke check at tongue rails at turnouts
 the inspection will be done for 7.85 km per day (a quarter of total main track length), and
shall be done weekly, therefore, the work load will be 416 person-days per year (2x4x52
week)
 the inspection for main line will be monthly, and the work load can be estimated 24 person-
days per year
Track measurement of deviation
 by track recording car/geometry car, which will detect active irregularity measured under
loaded track
 by track measurement equipment, which will detect static irregularity measured under
unloaded track
 both will be done on a quarterly basis
 measurement items are; i) irregularity of gauge, ii) cross level irregularity, iii) longitudinal
level irregularity, iv) irregularity of line, v) lateral distortion, and vi) twist fault, track twist,
etc.
for 7.85 km per time (a quarter of total main track length), therefore the work load will be 64
person-days per year (4x4x4 times, in the night time)
h. Power supply maintenance (Power supply, catenary and etc.)

i OCS maintenance
1. Having identified work to be done from Planned Maintenance Program (PMP) or emergency
Reactive Maintenance Plan (RMP), set up safety documentation and suitable communications and
permissions with Electric at OCC before safely moving Hi-rail maintenance vehicles to work site. Set
up work site with standard safety work procedures for application of safety earths for an electric
railway.
2. Carry out planned inspection or maintenance as prescribed in the PMP and fill out inspection or
maintenance sheets
3. At completion of work remove safety earths and return to Electrical Maintenance Depot, close all
work permits, advise Electric at OCC that traction power can be restored, wait for confirmation that
all is clear, then submit inspection or maintenance sheets and copy of safety documentation.
A further OCS SOP needs to be developed with Train Operations to allow Hi-rail maintenance lorries
that do not have ATO capability, to get to an OCS failure during train operating hours while
maintaining turn-back operations at Block M.
The Train Operations proposal to stable 3 trains along the main lines overnight with 1 train at each
terminating station and 1 train at Block M siding will mean that train stabling at these locations will
need to vary to allow OCS to be suitably inspected and maintained. An Operations contingency plan
will also need to be worked through to allow maintenance access for a Hi-rail lorry in the unlikely

scenario that one of these specially stabled trains causes an OCS failure during powering down of the
train.
ii Substations maintenance
1. Having identified work to be done from PMP or RMP, set up safety documentation and suitable
communications and permissions with Electric at OCC to switch out applicable half of the redundant
power system before safely setting up work site with standard safety work procedures for
application of safety earths for a substation.
maintenance sheets
3. At completion of work remove safety earths and reinstate equipment positions, advise Electric at
OCC to switch half circuit back on-line, close all work permits, and confirm correct operation of all
equipment, before heading to Electrical Maintenance Depot, and submitting copies of all
documentation.
iii PDS maintenance
1. Having identified work to be done from PMP or RMP, set up safety documentation, suitable
communications, and permissions with Electric at OCC to switch out applicable half of the PDS
redundant network system before safely setting up work site with standard safety work procedures
for application of safety earths for cables or CBs
maintenance sheets
3. At completion of work remove safety earths and reinstate equipment positions, advise Electric at
OCC to switch half circuit back on-line, close all work permits, and confirm correct operation of all
equipment, before heading to Electrical Maintenance Depot, and submitting copies of all
documentation.
If cables require jointing, place a local shorting earth across the section of cut, making certain the
correct cable is identified before cutting.
iv SCADA maintenance
1. Having identified work to be done from PMP or SCADA self-diagnostic fault report Work Order, set
up suitable communications, and permissions with Facility/Signal & Telecommunication at OCC to
switch out applicable half of the SCADA redundant network
2. Carry out planned inspection or maintenance as prescribed in the PMP or maintenance prescribed
in the Work Order and fill out inspection or maintenance sheets
3. At completion of work, reinstate equipment, advise Facility/Signal & Telecommunication at OCC to
switch half circuit back on-line and confirm correct operation of all equipment
4. Close Work Order, head to Electrical Maintenance Depot, and submit copies of all documentation.
i. Signaling maintenance (Low voltage, communications, etc.)
i. Radio communication
1) Normal process
All equipment is powered up 24/7 whereof some equipment might be in sleep mode (PIDS – displays)
a) Radio communication; OCC to train cab / driver
As soon as the driver has given the train a number the OCC is able to talk to the driver.

The particular ID for the train shall be used (TETRA)

A manual of standard phrases shall be established and used.
All requests and instructions given by the OCC must be confirmed
All communication on this channel must be recorded.
Only the necessary talking shall find place over this mean of communication.
b) Radio communication; OCC to station manager
The particular ID for the station for operation shall be used (
c) Radio communication; OCC to maintenance personal
Group calls. It is expected that these communications take place predominantly during the night.
The particular ID for the group working wayside shall be used.
A SOP needs to be established so that train can operate when works are being performed in the
tracks during the days
Movement authority to the train shall be given by the maintenance group (via OCC) (Maintenance
equipment).
2) Emergency process, working during the day on wayside
a) Radio Communication; OCC to Ambulance / Police / Fire Brigade
These communications are normally only for emergencies.
The particular ID for the service must be used (
A manual of usage and of standard phrases shall be established and used.
All requests and instructions given must be confirmed mutually
b) Radio Communication; OCC to Maintenance personal
Group calls. It is expected that these communications take place predominantly during the night.
The particular ID for the group working wayside shall be used.
A SOP needs to be established so that train can operate when works are being performed in the
tracks during the days

Movement authority to the train shall be given by the maintenance group (via OCC) (Maintenance
equipment).
c) Malfunction of Train RADIO
Train operation can be continued to the next station/movement authority. Detailed operation shall
be established, taking in account the final installed system.
d) Malfunction of Handheld RADIO
Works on wayside must stop immediately if there is no redundant radio available in the group
ii. Telephone communication
1) Normal process
All equipment is powered up 24/7 and the power supply is backed with UPS and Diesel Generator for
6 hours.
No SOP’s are in use for the use of the Telephone equipment.
2) Emergencies
A detailed list of the various emergencies shall be established and each case shall be detailed to
whom the emergency shall be reported. The list must contain all the possible numbers (even private
numbers; this information shall be privately stored in the OCC COM console)
j. Building maintenance (depot, stations and MRTJ administrative office)

The basic procedure is as the same as “f. Railway civil infrastructure maintenance”.
k. Rolling stock depot facilities maintenance (depot machinery and depot building systems)
Machines of rolling stock depot are maintained by planning group of the depot. Periodic inspection
by depot staff or by contractors will be made on the items listed in Table 5.29. The schedule of
inspections is made by the staff of planning group.
As for the repair works, they will be outsourced on demand bases. If the depot staff recognized a
failure in a machine, he shall inform that to the planning group. The staff of the group (depot
machinery maintenance) manage to make contract with some manufacturer.
7. Commissioning
a. Procedure of commissioning
Commissioning is carried out in parallel with the integrated testing.
Since the job of Integrated Testing and Commissioning cannot be separated and the Work Receiving
Inspection Committee (WRIC) shall be established before the integration Testing and Commissioning,
the role and procedure of Supporting Management Team (SMT) are shown in following table in
conjunction with Contractor's work flow.
Table 70– SMT’s role and procedure for integrated testing and commissioning
Role of Contactor Role of Supporting Management Team (SMT)
・ Procurement to meet the Contract ・ Attendance as the third party of MRTJ
・ Demonstration of a safe-to-operate condition ・Data collection
・ Submission of Commissioning Plan showing ・ Supporting Receiving Inspection Committee
detail acceptable level (WRIC) members

・ Submission of the Integrated Testing and ・ Evaluation of the Integrated Testing and
Commissioning records. Commissioning records
i.
Source: MCS
b. Support to receive certificate

Since the Certificate is issued by MOT (DGR) through DKI, the role and procedure of Supporting
Management Team (SMT) are shown in following table in conjunction with Contractor’s work flow.
Table 71 – SMT’s role and procedure for receiving certificate

Role of Contactor Role of Supporting Management Team (SMT)
・ Procurement to meet the Contract ・ Attendance as the third party of MRTJ for Testing
・ Demonstration by a safe-to-operate condition and Commissioning
・ Submission of Commissioning Plan showing ・ Evaluation of the Integrated Testing and
detail acceptable level Commissioning records
・ Submission of the Integrated Testing and ・ Supporting WRIC to recommend to MOT (DGR)
Commissioning records through DKI to obtain Certification of operation for
publics
・ Supporting to issue the Taking Over Certificate to
Contractor
・ Arrangement and coordination for WRIC
meetings
Source: MCS
c. Trial run
Since the trail ran after commissioning and receiving Certificate will be conducted by the Operator,
the role and procedure of Supporting Management Team (SMT) are shown in following table in
conjunction with Contractor's work flow.
Table 72 – SMT’s role and procedure for trial run

Roll of Contactor Roll of Supporting Management Team(SMT)
・ Attendance on site to solve any problem ・ Attendance as the third party of MRTJ
arising from Trail Run ・ Development of Trial Run Plan
・ In case of finding bug and failure, repair ・ Supporting to organize and coordinate all on site
work is requested. activities for Operator
・ Supporting to procedure validations
・ Supporting the train operation demonstration by
Operator to be carried out throughout the training period
in Operator
・ Confirmation and checking safe operation and reliability
to operate for the public
・ Supporting Trial Run by Operator on temporary basis in
accordance with the Operation Plan for the public.
Source: MCS

5.2.6 Shadow Operator and Outsourcing Maintenance and Other Activities

MCS Report 236 clearly outlined the Consultant’s position on outsourcing maintenance and other
key activities together with the need for support during O&M set up and initial MRT operation
from a world class operator. It is acknowledged that the Operation and Maintenance Consulting
Services contract (OMCS) currently being tendered will provide much needed detailed support to PT
MRTJ but as Mott MacDonald concluded in their transport plan for the Abu Dhabi metro37 , the
engagement of a “shadow operator” from an early stage of the project development tends to be the
key to the success of metro systems. OMCS will provide valuable advice and support but will not be
‘embedded within PT MRTJ’ as part of the management team. A ‘shadow operator’ would involve the
selected ‘partner’ taking up management positions and making decisions within PT MRTJs overall
management and governance structure. Such inclusion would also add to the effectiveness of the
OMCS contract as ‘real operators’ will be directing and assessing their work.
Operational risks are unlikely to be transferrable to the shadow operator. PT MRTJ will have to take
responsibility for the operations and indeed carry the operating permit/license to operate from the
regulator. It will however be able to transfer some risks to the shadow in respect of the performance
of their personnel in respect of delivering specified duties, training, etc.
Many Metro Authorities around the world offer these consultancy services. A selection of possible
candidates would include Transport for London (TfL), Tokyo Metro, MTRC, SMRT, RAPT, SERCO,
Keolis, etc. The Bangkok airport link employed first Deutche Bahn then Hamburg Consult as shadow
O&M operators to ensure successful opening, skills transfer and staff training to operate without
support at the end of the relevant contracts. Other examples of commissioning, outsourcing and
shadow operation are also highlighted in this section, including the Makkah Metro Line example
below.
Table 73 – Shadow Operator Example: ERL Supports Makkah Metro Line
ERL Supports Makkah Metro Line
Express Rail Link Sdn Bhd (ERL) has sent off 31 members of its staff to Saudi Arabia recently to provide
operational support for the Al Mashaaer Al Mugaddassah Metro Line during the Haj season. This is the second
year ERL has extended operational support for the Makkah Metro line, an 18-kilometre railway system,
specially designed to efficiently transport the millions of pilgrims who travel to Makkah each year to perform
the Haj. It connects the holy cities of Makkah, Arafat, Muzdalifah and Mina and has the capacity to carry 72,000
passengers in each direction per hour, therefore allowing the line to transport about 500,000 pilgrims in six to
eight hours.
The staff were deployed in two batches. The first batch were responsible for the recruitment of temporary staff
i.e. interviewing & screening the local residents, provide basic training to selected temporary staff, testing and
commissioning of the system, setting up station operations, conducting trial runs and subsequently begin shift
duty.
The majority in the second batch will immediately go on shift duty as they have had the experience from the
previous year. The positions the staff will be taking up are Assistant Station Masters, Station Masters, Roving
Agents and Operations Training Specialists. Most of them hold senior posts with at least ten years of
experience with the company.
Express Rail Link (ERL) is the operator of KLIA Ekspres and KLIA Transit train services that connect KLIA and the
Kuala Lumpur city center.
Source: https://www.kliaekspres.com/2013/09/erl-supports-makkah-metro-line-second-consecutive-year/
36
MCS Report 2 ‘Ideal State of MRT Jakarta and Strategic Analysis’, August 2014 Executive Summary
37
Abu Dhabi Metro, Surface Transport Master Plan (STMP), Mott MacDonald. Addendum 3 – Transit Corridor Safeguarding
Procurement Strategy for Implementation of Metro System Report No. 243011/F3/C3/010 November 2008

There are a number of different models available but the ‘shadow operator’ would be tasked with
ensuring a successful startup on a contract covering 4-5 years that would involve the following
among other tasks:
i) Recruitment and training of local staff
ii) Skills exchange and capacity building
iii) Train operation planning
iv) Work planning of drivers
v) Work planning of trains
vi) Maintenance planning of rolling stock (inspections and overhauls)
vii) Maintenance planning of infrastructure
viii) To make management plan of training center
ix) To create training curriculum for the various MRT staff positions
x) To provide training
xi) To support MRTJ for Testing & Commissioning
xii) To support MRTJ for receiving its operating certificate from MOT (DGR)
xiii) To support MRTJ for operation and maintenance at opening stage
It is envisaged that only a relatively small team (e.g., 5-7 individuals) would be engaged from
overseas and be placed in key positions within PT MRTJ. These could be duplicate posts where the
purpose would be to coach and mentor the Indonesian counterpart. The 5-7 person ‘shadow
operator’ staff may be supported on a part time basis by other members of the ‘shadow operators’
company to assist with training, workshops and during periods of heavy activity.

Table 74 – MTRC Crossrail Concession

MTRC Crossrail Concession
38UK: Transport for London (TfL) named MTR Corp (Crossrail) Ltd (part of MTRC Hong Kong) as preferred
bidder for the Crossrail operating concession on July 18 [2014]. The £1·4bn contract will run for eight years
from May 2015, with an option for a further two years. TfL will make payments to the concessionaire with a
nominal value of £1·4bn over the initial eight years, subject to bonus and penalty adjustments.
The subsidiary of Hong Kong’s MTR Corp had pre-qualified for the contract in August 2013, alongside Arriva
Crossrail Ltd, National Express Group plc and Keolis/Go Ahead.
Crossrail will run 118 km from Reading and Heathrow in the west, through new 21 km long tunnels under
central London to Shenfield and Abbey Wood in the east, serving 40 stations. There will be around 700
timetabled services/day with a peak timetable frequency of 24 trains/h, totalling 11·4 million train-km/year. TfL
said Crossrail would ‘set the benchmark for passenger experience on European metro services and achieve
internationally recognized high standards of reliability, train frequency and customer service.’
MTR is expected to employ around 1 100 staff, including up to 850 new posts. This will include almost 400
drivers, and more than 50 apprenticeships. It will also support testing and commissioning.
MTR’s LOROL joint venture with Arriva UK Trains currently operates London Overground inner-suburban
services under a concession awarded by TfL. ‘MTR knows London very well’, said Jeremy Long, MTR Corp’s CEO,
European Business. ‘Over the past seven years, we have developed a strong partnership and collaborative
working relationship with TfL and Network Rail through our joint venture operation of London Overground. We
will build on these partnerships to establish Crossrail as a railway that provides operational excellence and the
highest possible level of customer service for London.’
As well as local transport in Hong Kong, MTR operates Beijing Metro Lines 4 and 14, the Daxing Line extension,
Shenzhen Metro Longhua Line and Hangzhou Metro Line 1. In Sweden it holds the Stockholm metro concession
and is to launch an open-access inter-city service between Stockholm and Göteborg next year. In Australia MTR
is lead shareholder in Metro Trains Melbourne and a member of the consortium which is preferred bidder to
operate Sydney’s North West Rail Link automated metro.
‘MTR and TfL are recognized as two of the world’s leading railway operators and we are delighted to have the
opportunity to bring our worldwide capabilities, experience and knowhow to Crossrail, which is truly a 21st
century railway for a 21st century London’, said MTR Corp CEO Jay Walder. ‘Crossrail’s success will be finally
realized through pioneering and sustaining a culture to deliver world-class performance. We will work
passionately, with TfL, to achieve this as we have in Hong Kong and our international operations including the
highly successful London Overground service.’
FLEET & DEPOT OUTSOURCING39
UK: Bombardier Transportation has beaten bids from Hitachi and CAF to be selected for the contract to supply
and maintain trains and a depot for London's Crossrail project, the Department for Transport and Transport for
London announced on January 6.
With a capital value of £1bn, the 32-year contract is to be signed following the 10-day standstill period required
by European procurement rules.
Crossrail Class 345
Bombardier's Derby plant will produce the 65 nine-car 25 kV 50 Hz electric multiple-units, branded Aventra by
Bombardier and allocated Class 345 in the national numbering system. There is an option for a further 18
trainsets.
Crossrail Ltd has previous said that 'a revolutionary new train design is not required', and it is seeking a fleet
'based upon technology already developed by the worldwide rolling stock market for deployment on other
38http://www.railwaygazette.com/news/urban/single-view/view/mtr-selected-to-operate-crossrail-services.html
39 http://www.railwaygazette.com/news/traction-rolling-stock/single-view/view/bombardier-wins-crossrail-train-
contract.html

MTRC Crossrail Concession

railways'.
The high capacity air-conditioned trainsets from Bombardier will be 200 m long and able to carry up to 1 500
passengers, with wide gangways and real-time travel information. There will be 'an emphasis on energy
efficiency and use of intelligent on-train energy management systems', according to DfT. Dr Francis Paonessa,
Managing Director of Bombardier Transportation UK, said winning the contract 'is a resounding endorsement
of our proposed Bombardier Aventra train for Crossrail, which has proudly been designed and developed in the
UK as an iconic and world-technology leading train for London'.
Jobs
The tendering process for the largest single contract within the Crossrail project has been managed by
promoter Crossrail Ltd on behalf of sponsors DfT and TfL. DfT said the 'overarching aim' was 'to obtain the right
train at the best price' and 'it is on this basis that Bombardier has been selected'.
According to DfT the train order will support 760 UK manufacturing jobs plus 80 apprenticeships, and an
estimated 74% of contract spend will remain in the UK economy. Bombardier's target is for at least 25% of the
value of the contract to go to small and medium-sized companies.
The contract includes maintenance of the fleet. Construction of the depot at Old Oak Common will support 244
jobs plus 16 apprenticeships, and once operational it will support 80 train maintenance jobs.
2. Suggested Roles and Activities of the Shadow Operator

Supporting MRTJ’s Directors and Head Office: The shadow operator supports MRTJ Directors and
head office management in the following areas:
 Preparing and maintaining the train operation diagram
 Human resource planning and training
 Procurement of additional rolling stock
Supporting Site Office Management: Support for site office management would include the
following:
 Driver training (start support 1 year before arrival of rolling stock)
 Train operation (start 6 months before installation of OCC equipment)
 Station operation (start 6 months before installation of station equipment)
 Rolling stock maintenance (start 2 months before arrival of rolling stock)
 Electrical maintenance (starting 2 months before installation of power supply)
 Track maintenance (start 2 months before installation of track)
 Civil structure maintenance, etc. (starting 2 months before completion of civil work)
 Supporting activities obtaining certification for operation are as follows:
a. To support establishment of the Work Receiving Inspection Committee (WRIC)
b. Preparation of supporting documents for WRIC
c. Attendance at the integrated Testing and Commissioning
Commissioning Support: The Shadow Operator requests MRTJ to establish the Work Receiving
Inspection Committee (WRIC) as shown in following organization chart 4 months before the
beginning of Commissioning.

Figure 53 – Organization Chart for WRIC
DKI
WRIC (Work Receiving

Inspection Committee)
SMT MRTJ •·MOT( DGR) : 2 persons
• ·DKI: 4 persons
• MRTJ: 6 persons
Contractors CMCS
The Shadow Operator prepares following major services:

 Preparation of work plan of WRIC
 Preparation of Certification Plan showing the process
 Preparation of documents presenting a level of detailed data acceptable to the MOT (DGR)
 The outcomes of the hazard analysis with hazard Log
 Inspection of test results including the Integrated Testing and Commissioning to support
certification activities
 Inspection of commissioning plan before test run etc.
The Work Receiving Inspection Committee carries out following major activities;
 Confirmation of the work results prepared by SMT
 Attendance at the integrated Testing and Commissioning
 Recommendation for the Approval of Certification for Operation issued by MOT (DGR)
3. Tender Processes
The consultant estimates that the tendering process for a shadow operator would take around a year
to complete. A key initial part of the exercise would be the preparation of a basic specification of
what is required and an approach to the market in the form of a short expression of interest (EOI)
announcement to ascertain the market’s appetite for such type of support role in Indonesia.
Once some interest is ascertained and confirmed the normal tendering processes can be
commenced. Clearly safety is a big issue and an important factor in choosing any contractors for both
maintenance and shadow operation. The following section provides some guidelines to MRTJ/DKIJ in
their approach to outsourcing and safety considerations to take into account at each stage.
4. Procurement Systems and Interface with the Safety Management System -Achieving Good
Practice in Contract Management
Good practice in contract management is achieved by knowledge of legislative requirements, sound
planning, cooperation and communication between the parties to the contract. It requires safety and

compliance considerations at all stages of the contracting process from pre-tendering to contract
evaluations.
The following checklist taken from the Australian National Rail Safety Regulator Guideline “Effective
Management and Control Guideline” provides a guide to the safety considerations in contracting for
the use of all parties.
Table 75 – Checklist for Good Practice in Contract Management
Contract Stage Rail Safety Considerations
Procurement stage  Identify the railway operations to be carried out under the contract.
Planning:  Identify which party to the contract will be the rail transport operator for
• Identify railway those railway operations and ensure that the appropriate accreditation or
operations to be exemption is held.
undertaken under  Ensure there are formal links between the safety and contract functions.
contract  Review your SMS against the railway operations to be undertaken. E.g.
• Identify elements o undertake contract specific risk assessments relevant to each contract
relevant to the railway stage;
operations: supply, o identify contract risk controls, including rail safety worker
design, verification, competence, and document who will be responsible for applying and
construction, managing these controls; and
manufacture, install, o consult with persons likely to be affected by the review of the SMS,
erect, repair, their health and safety representatives and the unions which
modification, operation, represent them; rail transport operators with whom you have
decommissioning interfaces; the public (if appropriate).
• Risk management  Check that relevant SMS safety and design, supply, manufacture, verification,
construction, commissioning, modification, operation, repair, maintenance,
and/or decommissioning requirements are included in the contract
documentation
 Consider the contract safety requirements in relation to sub-contracting.
 Consider the contract requirements, such as record keeping and reporting, in
relation to monitoring safety.
 Identify the safety representatives for all stages of contract management and
document their roles and responsibilities.
Consider what tender documentation relating to safety you might require from
prospective contractors.
Approaching the  Ensure tender safety requirements are appropriate to the railway operations
market: and to the type of procurement – simple, panel contract, pre-qualification
• Select method of scheme, involved and/or complex contracts.
procurement of goods  Ensure tender documents specify safety and operational outcomes.
or services  Look at different safety requirements for services tenders versus
• Prepare tender and design/supply/ manufacture tenders.
contract documentation  Check for adequate control of contract compliance and reporting
• Prepare evaluation requirements.
plan  Include specific safety management requirements in contract.
 Consider guidance for evaluating safety criteria.
 Consider weighting safety criteria, and whether there is a “no go” evaluation
decision if safety requirements are not met.
 Consider penalties on contractors for failing to meet safety criteria
Evaluation of  Check that submissions address the safety criteria.
submissions  Identify and obtain any further particulars needed from tenderers regarding
• Supplier selection safety.
• Feedback  Check skills and qualifications of contractor management and safety staff,
including previous clients’ safety references for project and safety managers.
 Check contractor incident history.


 Check contractor procedures for sub-contractor selection.
 Seek demonstrated evidence of contractor’s SMS implementation.
 Apply weighting for safety criteria.
 Give feedback on safety content to unsuccessful tenderers.
Contract award  Establish shared understanding of safety risks and issues.
Stage  Discuss, consult on and agree SMS content.
Contract negotiation  Develop and finalize SMS documentation.
 Schedule contract safety coordination and communications, pre-job meetings,
safety inspection and test/hold points, KPI monitoring.
 Agree and establish a program for education, instruction, supervision and
training in new or contract specific aspects of SMS.
 Discuss and agree specifications for design, supply, manufacture, verification,
construction, modification, operation, repair, maintenance, decommissioning.
 Agree noncompliance procedures.
 Agree on contract risk assessment, register and controls, including rail safety
worker competence.
 Identify persons responsible for these controls and document their
responsibilities.
 Establish clear and formal process for variations and management of change
including sub-contracting.
 Agree performance reporting and incident notification requirements
Responsibilities and  Identify who from the rail transport operator and the contractor is responsible
accountabilities for:
 Supervision of safety aspects of contract
 SMS compliance
 Safety assurance
 Safety representation at project management meetings
 Managing reporting content and format for project management meetings
 Negotiations/Disputes discussions
 Variations
 Approvals – develop a register of approved signatures
 Management of change
 Communications
 Induction
 Training
 Hazard and risk management
 Safety occurrence investigation and reporting
Variations and  Ensure compliance with variation procedure and approvals, including
management of change management of change.
 Ensure use of register of approved persons and signatures for variations and
management of change.
 Identify, communicate and action variations and management of change
impacts – such as interface agreements, programs for fatigue management
and drug and alcohol management, plans for emergency management
 Communicate variations that affect staff, contractors and others
Communications  Make arrangements or prepare communications plan about contract
arrangements to staff contractors and others
Contract management  Staff, contractors, sub-contractors and others.
stage  Progressive for contract stage, site and works.
Induction  Check all contractor and sub-contractor staff meet the required competencies,
health assessments, and other relevant requirements.
Monitoring  Undertake monitoring as agreed, ensuring schedule is met and site visits occur


• Dependent on nature  Document findings from inspections, compliance audits and investigations and
of works, risks, length of provide copies to relevant parties.
contract, number of  Monitor SMS generally, including specific monitoring such as:
sites and sub- o managing sub-contractors.
contractors, o implementation of programs, plans and competencies
consultation and o safety and design management and procedures
reporting requirements o notification of occurrences and incident investigations
o effectiveness of on-site risk controls
o currency and effectiveness of risk register
o management of non-compliance
Auditing  Undertake auditing as agreed, both desk top and site based.
Supervision  Check supervision occurs as required in contract, especially where protection
Dependent on nature of and/ or possessions are in place.
operations, number of  Ensure approvals and permits are properly established and managed in
sub-contractors, levels compliance with supervision requirements and network rules.
of protection under
network rules
Communications  Identify compliance/non-compliance.

 How was non-compliance managed? Was non-compliance reported in a timely
manner?
 What lessons were learned? How can these lessons improve future tendering
and contract management?
 Review occurrences and notifications.
Risk assessment  Review SMS risk register against project/ contract risks, issues, and
• What unanticipated notifications of occurrences.
issues emerged?  Add newly assessed risks and controls to contract risk register.
• Lessons learned for  Add contract management specific risks that affect safety to the risk register.
the future
procurement?

Source: Australian National Rail Safety Regulator Guideline “Effective Management and Control Guideline”
5. Shadow Operator Contract of Shadow Operation Management - Draft Outline Key items: The
contract between PT MRTJ and the selected O&M Co for PT MRTJ to hire O&M Co. to provide set up
assistance and the operation management of the Jakarta MRT phase 1 within the budget of US$/
year (including VAT)
Table 76 – Contract of [Shadow] Operation Management: Draft Outline Key items
Contract of [Shadow] Operation Management: Draft Outline Key items
Both Parties agreed and declared hereto as follows:
Contract agreement
Documents included as part of contract
 Appendix A Technical Proposal
 Appendix B Financial Proposal
 Appendix C Remuneration and Payment Method
Remuneration and Payment method
 Remuneration will not be more than US$ including VAT and any other expense. Payment method is
specified in Appendix C.
Contract Periods
 5 years from 1st October 2015 – 30th September 2020
Service Provided

 The Firm will assist in managing the MRT O&M set up, commissioning, testing and initial opening
together with operation and maintenance management activities in accordance with the technical
proposal in Appendix A. For any change, the O&M Co. will inform in written form to PT MRTJ at least
30 days before change. Unless it is a temporary change due to accident or urgent matter or
maintenances.
Knowledge and Technology Transfer
 Program of training and skills transfer, coaching & mentoring activities
Reporting
Performance Evaluation
 PT MRTJ shall evaluate the performance of operation monthly
Personnel
Liability of O&M Co
Contract Expiration and Contract Renewal
Dispute Settlement
Appendix A: Technical Proposal
Outlines the role of PT MRTJ as Infrastructure and Operations Manager and the scope of the assistance to be
provided by O&M Co.
 Details and Scope of operation management
- Service standards
- Capacity building, training and skills training requirements
- Overseas training
- Safety
- Systems & IT
- Operations & Maintenance
- Fleet
- Depot
 Staff Arrangement
- Shadow operator staffing/duration/posts
- PT MRTJ recruitment and organization development
 Functions and conditions that the Firm must follow
 Liability of The Firm
 Performance Evaluation
- KPIs etc.
 Contract Period
Appendix B Financial Proposal
Appendix C Remuneration
 Remuneration
 Payment Method
For information a sample job description is attached for a Shadow Operator (SERCO) Chief Operating
Officer COO for the Doha Metro
Table 77 – Shadow Operator Operations Director (Doha Metro Example)
OPERATIONS DIRECTOR
Position:
Operations Director
Location:
Doha/Qatar
Organization Unit:
Operations
Personnel Sub Area:
Qatar Rail
Fixed Term Duration:
Two Years
Job description

The purpose of this key position is to support the provision of consultancy services in the role of Shadow
Operator for the client. The role shall provide all necessary advice and prepare all necessary deliverables to
support the Client in developing the operations elements within the scope and requirements for the
Operating and Maintenance ("O&M") Contracts for both Metro and LRT.
Key Responsibilities
Provide operations expertise to complement the Client`s in-house team to achieve set deliverables, ensuring
coordination with functional colleagues to cover task interfaces, as follows:
 Develop an overall Operational Plan for the Doha Metro and Lusail LRT;
 Develop O&M Contracts for the Doha Metro and Lusail LRT;
 Develop O&M rules, handbooks, policies & procedures for the operational phase of the Doha Metro
and Lusail LRT;
 Prepare a number of SOPPs to support the O&M services for the Doha Metro and Lusail LRT,
including:
- Operations (Metro and LRT)
- Operational Contingency
- Performance & KPI
- Revenue Protection
- Timetable
- Service Quality
- Safety Management
- Business Continuity and Emergency
- Customer Service
- Exceptional Events Management
- Fare Collection and Ticketing
- Staffing (including job profiles)
- Training
Source: http://www.serco-me-careers.com/vacancyView.php?requirementId=1920&jId=120
5.2.7 Other Outsourcing Considerations

1. Criteria for Determining Whether to Outsource a Function:
Criteria for determining whether to outsource an activity include the following:
 Is the activity low-skilled or low technology in nature, such as car cleaning and seat
maintenance?
 Is the activity high technology or high-skilled in nature? This could include certain aspects of
rolling stock and systems maintenance.
 Is special equipment required for which the volume of activity may not justify the purchase
cost?
 Can the repair work be done only by the manufacturer because of proprietary technology or
equipment? An example is the inverter component of an EMU traction system.
 Will outsourcing significantly reduce risk – technology change, spare parts supply, labor
protective regulations?
 Will outsourcing reduce cost, on an annual basis or over the life of the activity? In some cases
outsourcing may not appear cost effective in the short term but may reduce cost over the
long term, for example over the life of an EMU (Whole Life Costing).
 Is the activity critical to the safe, cost-effective operation such as car and systems
inspections?
 Are there organizations with the necessary skills, expertise and experience prepared to offer
a cost-effective service?
 Do laws/regulations permit outsourcing the activity?

5.2.8 Safety Management/Regulatory activities

1. Basic SMS Components
The SMS can be broken down into a number of key components as shown in the following Table:
Table 78 – Safety Management System Components
Safety Management System Components
1 Safety Policy, Annual Safety Targets and Associated Safety Initiatives
2 Safety Authorities, Responsibilities and Accountabilities
3 Employee and Representative Involvement
4 Compliance with Applicable Regulations, Rules, Standards and Orders
5 Risk Management Process
6 Risk Control Strategies
7 Accident and Incident Reporting, Investigation, Analysis and Corrective Action
8 Skills, Training and Supervision
9 Safety Performance Data Collection and Analysis
10 Safety Audit and Evaluation
11 Corrective Action, Approval and Monitoring
12 Documentation
Source: Railway Safety Management System Guide 2010 (TP15058E) Transport Canada
Clearly there are overlaps with other systems discussed elsewhere in this report and the detail will be
worked out and implemented by the OCMS consultants and shadow operator if engaged.
The Table below highlights areas common to different systems.
Table 79 – SMS Structure Mapped to PDCA Cycle
PDCA QUALITY MANAGEMENT ENVIRONMENT MANAGEMENT SUGGESTED SMS
Commitment Management Nature and Scope of duty
Customer focus commitment - define holder’s business Safety
Quality Policy program intent Policy
Risk
Planning Aspects
Management identification
PLAN PLAN Impacts
Responsibility Responsibility,
Regulatory issues Risk
authority and Risk Control
Internal performance Management
communications
criteria
Management Safety
Management Program
Review Assurance
Provision of Organizational structure &
resources responsibilities
Responsibility/
Human
Resource Accountability
DO Resources IMPLEMENT
Management - staff, physical & Competence, Training and
Infrastructure
capabilities Fitness
Work
environment
Planning of
product
realization
Customer Operational control Incident and Accident
Product related Communication/reporting Reporting and Learning
CHECK CHECK
realization processes /documentation
Design and Performance Indices
Development
Purchasing
Emergency management
Production and

PDCA QUALITY MANAGEMENT ENVIRONMENT MANAGEMENT SUGGESTED SMS

Service
Provision
Control of
monitoring and Safety Communications and
measuring Information Integrity
devices
Monitoring and
measurement
Measurement Control of non- Problem reports – Monitoring, Auditing,
ACT analysis and conforming REVIEW management review – Corrective Measures and
improvement product Problem solution Annual Reports
Analysis of data
Improvement
Source: HARMONISING SAFETY MANAGEMENT SYSTEMS IN THE EUROPEAN RAILWAY SECTOR E.M.EL KOURSI1, S.MITRA2,
G.BEARFIELD3 Safety Science Monitor Issue 2 Article 1 Volume 11 2007
The Co-regulatory system was initially considered an imposition on the Railway undertaking but in
reality benefits have accrued to both parties as well as giving marked improvements in Railway
safety. Benefits to railway companies from a safety management system include:
 Improved decision making
 Learning about operations
 Improved safety performance
 Customized mitigation strategies
 Possibly exceeding safety standards set by regulation
 Improved public and customer confidence
 Increased competitive advantage
 Demonstrated due diligence
 Potential for reduced regulatory oversight
 Enhanced relationships and collaboration
 Improved economic performance
A strong SMS can lead to economic benefits because safety and economic performance are linked.
There are direct and indirect cost savings when accidents are prevented, because accident clean-up
is costly and shutdowns cause lost revenues. In short, safety is good for business.
2. Relevance of the SMS and Scope Changes During the Lifecycle Stages of the Railway Transport
System
A schematic view of the main lifecycle stages of a Railway Transport System are presented in the
Figure below.

Lifecycle
Figure Stages Stages
54 – Lifecycle of the of
Railway Transport
the Railway System
Transport System
Safety Regulations & laws Pre-operation
Safety approval, system handover and
acceptance
System definition and application
conditions
Operation
Adequate arrangements for identifying the
Effective operating requirements of the equipment,
Scope subsystems and systems it controls.
Risk analysis and system requirements
of the
SMS Maintenance
Adequate arrangements for implementing
planned and preventative maintenance
(including, where appropriate, maintenance
Design, implementation, based on monitoring of equipment condition)
installation and system of its equipment, subsystems and systems
acceptance
Renewal
Adequate arrangements for identifying and
planning renewal work which it has to
undertake for regulatory or business reasons.
The SMS framework focuses primarily on generic management issues. Its actual effectiveness very
much depends on how this framework is applied to the specific business processes related to the
systems, subsystems and equipment the railway undertaking controls. There should be specific
elements of any developed SMS that deal with aspects of each of the following stages of the Railway
Transport System lifecycle:
Pre-operation: Safety approval, system handover and acceptance are therefore crucial interfaces
between the developer and the railway undertaking that need to be managed effectively to ensure
safety. The railway undertakings need to assure themselves that the system development has been
undertaken in a manner that is consistent with the risk tolerability criteria set for this overall Railway
Transport. These assurances will be supported by evidence of application of a robust development
process. This approach implies that the developer should be aware of the risk tolerability criteria. The
railway undertaking must also assure itself that the overall system, within which any procured
element is to be used, remains safe. Ultimately the railway undertaking is responsible for the safety
of the integrated railway environment and should have in place necessary arrangements for
accepting new components. This should ensure that only ‘operationally ready’ equipment, and
subsystems are accepted for operational usage. The acceptance criteria used for such purposes
should comply with the national/provincial requirements, and their integration and commissioning
procedures with the Railway Transportation System should be identified.
Operation: The railway undertaking should have the necessary arrangements for identifying the
operating requirements of the equipment, subsystems and systems it controls. They should include
requirements and constraints for their normal and degraded modes of operation. Generally,
regulations, rulebooks and work procedures provide detailed instructions for performing critical
operations. The organization should specify how these rulebooks are to be developed, how the rules
will be formulated, written and approved; how the use of rules will be monitored and, where
appropriate, how the rules will be enforced or modified and maintained to improve their
performances.

Maintenance: A railway undertaking should have adequate arrangements for implementing planned
and preventative maintenance (including, where appropriate, maintenance based on monitoring of
equipment condition) of its equipment, and subsystems. All such items should be identified,
prioritized in terms of frequency and standard of maintenance, and adequate resources identified to
meet the maintenance schedules. The procedures for removing items from the operation and for
preparing them for maintenance should be identified. Similarly, procedures for commissioning and
accepting repaired items for operational use should be identified.
Renewal: A railway undertaking should have necessary arrangements for identifying and planning
renewal work, which it has to undertake for regulatory or business reasons. For example, for
maintaining performance level a railway undertaking may need to carry out like for like replacement
for time-expired assets, or introduce new technology to improve performance. There should be
procedures for monitoring critical items and preparing plans for their timely replacement.
3. Key Staff Management, Certification, Development and Training Considerations Within the SMS
HR Policies, procedures and training has a key role in the SMS and the commitment to safety.
Competency has to be shown as part of the regulatory process, maintained, developed and
improved.
In reviewing key links with the company’s HR Policies and systems the following list sets out what the
safety management system should include:
 Identification of required position qualifications;

 Identification of required qualification and training of customers, contractors, other railways
and other third parties whose activities may directly affect railway safety
 Periodic reviews of qualification requirements that take into account the results of
proficiency testing, compliance evaluations, risk assessments, accident/incident
investigations and safety data analysis
 Procedures for ensuring that employees have received the necessary training and
certification and that qualifications are kept current
 Procedures for keeping records of training and certification requirements as well as the
status of employees relative to these requirements
 Procedures for compliance and proficiency testing in all disciplines and for record keeping
and follow-up corrective action such as additional training
 Procedures for communicating to employees any changes to safety policies, work
procedures, practices, requirements, rules and standards
 Supervisor job descriptions that identify responsibilities, including coaching and direct field
observation
 Systems for ensuring accountability for these responsibilities
 Adequate resources for supervision
4. Contents of a Railway Undertaking’s (PT MRTJ) Safety Case
To examine what the SMS does it is useful to look at the sort of areas covered in a Safety case
submission. Therefore, a typical proposed structure for a railway undertaking’s Safety Case is set out
in full in Annex IV:D as a useful reference.
5. Safety Culture, Systems and Procedures

MCS Report 2 issued in August 2014 described one of the biggest challenges to be faced by PT MRTJ
was the building of an adequate safety culture within the organization. The main railway company PT
KAI has been struggling with safety for a long time.

Safety Culture Example – DuPont - Embracing Safety as a Core Value 40: DuPont is one of the
companies with a strong safety culture. DuPont believes that all injuries and occupational illnesses
are preventable. At DuPont, the goal for all such incidents is zero. This goal of zero is why DuPont is
committed to promoting on- and off-the-job safety for all employees, not just its own. DuPont is one
of the safest industrial companies in the world. Leveraging its 200-year history of safety knowledge
and experience, DuPont helps leading-edge companies and organizations gain sustainable
improvement in injury performance, insurance and operating costs, security, productivity, product
quality, risk management, public image, and employee morale.
Figure 55 – DuPont Safety Culture Case Study – Integrated Safety Management System
Source: DuPont
Figure 56 – DuPont Safety Culture Case Study – Safety Culture Continuum
Source: DuPont
Safety Culture Checklist: An example Safety Culture Checklist is highlighted below as a reference:
40http://www.policechiefmagazine.org/magazine/index.cfm?fuseaction=display_arch&article_id=737&issue_id=112005

Safety Culture
In simple terms, a company’s safety culture is a reflection of the way people do their jobs - the decisions
they make, the processes they follow, and the way they behave.
Building an effective safety culture is the goal of safety management systems (SMS). In a railway company,
such a culture can reduce public and employee deaths and injuries, as well as the property and
environmental damage railway accidents can cause.
Five key practices for an effective company safety culture are:
1. Leadership and commitment to safety culture

2. Two-way communication
3. Stakeholder / employee / employee representative involvement
4. A learning culture
5. A just culture
Use this checklist to assess your company’s safety culture:
1. Leadership and Commitment to Safety Culture

 Clear leadership and commitment to safety at the executive/senior level, as well as by line
management.
 Safety is a core value at all levels of the company.
 Safety is integrated into all levels of the company through policies, processes, procedures, objectives
and initiatives.
 Executive participation in safety activities, such as health and safety committee meetings, safety
walkabouts and audits.
 Self-evaluation, including benchmarking and lessons learnt, for purposes of continuous improvement
at all levels.
2. Two-Way Communication
 Many ways to promote management–employee communications (e.g., safety meetings, town hall
meetings, safety forums, briefings, mentoring, performance reviews).
 Many ways to raise employee awareness and knowledge of safety (e.g., newsletters, communiqués,
brochures, safety flashes, training).
 Confidential phone line, or other processes, for employees to report incidents and safety issues
without fear of reprisal.
 Safety surveys directed towards employees and health and safety committees.
3. Stakeholder / Employee / Employee Representative Involvement
 Empowered and proactive health and safety committees (e.g., annual action plans for top causes).
 Process to support health and safety committees and make them more effective.
 Involvement in risk assessments.
 Participation in safety site visits, walkabouts, audits, etc.
 Participation in investigations and corrective actions.
 Involvement in developing and implementing safety programs at all levels.
4. A Learning Culture
 Continuous improvement through internal and external reviews.
 Processes for monitoring safety trends (e.g., trend analysis).

 Use of leading indicators (e.g., near-misses, audit results, rule violations, health and safety
effectiveness).
 Systematic risk assessments.
 Systematic corrective actions following accident / incident investigations.
 SMS internal audits.
 Audit and quality assurance of accident / incident investigations, corrective actions, etc.
 Internal processes for sharing safety knowledge and best practices (e.g., website for health and safety
committee minutes and action plans).
5. A Just Culture
 Company policies will encourage and/or recognize employees, and be fair.
 Complete and objective investigations.
 Internal escalation process for unresolved health and safety issues.
 Internal recourse for employees to deal with safety issues (e.g., safety ombudsman).
 Going beyond rule violations when identifying accident / incident causes (e.g., factors such as training,
rest, knowledge, familiarity, supervision, and clarity of work process).
 Non-punitive reporting processes for employees to report incidents, accidents, near-misses and other
safety concerns.
 Straightforward and transparent means to determine whether or not disciplinary action is warranted.
5.3 Organization and HR Activities and Set Up
This Section sets out summary materials on organization and human resource (HR) activities and set-
up, with additional detail on O&M HR components included in the Operation & Maintenance section
of this Report. Furthermore, the MCS Consultant’s international Human Resource expert will be
fielded during the first half of November to review the latest position on HR taking into account
updates from the O&M analysis. Key changes and additional material will be included in due course.
5.3.1 Organizational Set-Up
1. Organization
i. Head Office
The Table below sets out the organization of the Head Office which consists of 2 divisions and 11
sections. The total number of staff required are 60 persons including directors.
Table 80 – Estimated Staffing and Job Descriptions
Division Section No. of Staff Job Description
General Director 1
Vice General Director 1
Directors of each department 2
Administration Marketing 3 Study the demand of transportation
Department Personnel 4 Deployment of staff
Training section 7 Training of staff
Financial affairs 4 Accounting, cash management,
reporting and analysis
Administration 3 General affairs
Railway Train operation section 8 Making train operation plan, demand
Operation study and transportation plan
Department Rolling stock section 7 Management of rolling stock and

maintenance
Facility section 10 Supervision of civil and structures
maintenance (civil structures, stations,
depot)
Electric and signal section 2 Supervision of electric power depot

(Electric power) (substation and catenary)
Electric and signal section 3 Supervision of signal and telecom
(Signal and Telecom) system
Station service section 5 Supervision of stations
Total 60
ii. Employment of Supporting Management

Most of the works in head office shall be executed by in-house staff. A Supporting Management
team (see discussion below) will be on-site for an initial period to manage operations while the MRTJ
staff is trained and acquires experience.
Primary responsibilities of the Supporting Management team are:
 To make train operation plan
 To make working plan of drivers
 To make working plan of trains
 To make maintenance plan of rolling stock (Inspections and overhauls)
 To make maintenance plan of infrastructure
 To make management plan of training
 To do the job of a trainer in training
 To support Testing & Commissioning
 To support obtaining certificates from the regulator (JTC or MOT (DGR))
 To support Operation and Maintenance activities during opening stage
iii. Organization Including Site Offices
The total number of MRTJ staff is 472, as summarized in the following table.
Table 81 – Total Number of MRTJ Staff

Description Number of Staff Number of Staff in BEDR
Head Office (excluding Training 53 40
Center)
Training Center 7 22
Station Normal stations 12 x 10=120 177 305
Large stations 19 x 3=57
Crew Depot (including driver) 67 73
OCC 25 29
Depot Rolling stock 60 88
Track 17 20
Electric Power 27 25
Signal & Telecom. 19 25
Machinery 10 10

Civil structure 10 10
Total 472 647
iv. Draft Organization Chart
The draft organization chart is set out below.

Figure 57 – Organization of MRT

Head Office 60
General Director
Board of Directors
Vice General Director
Marketing 3
Administration Personnel 4 Training 7

Department
Finance 4
Site offices 412
Administration 3
OCC 25
Railway Operation
Department
Train operation
Section 8 Crew Depot 67
Rolling stock section

7 persons Depot 60
Track depot 17
Facility section 10 Civil structure Depot 10
Machinery Depot 10
Electric & Signal Section
Electric power 3 Electric power depot 27
Signal / Telecom 2 Signal / Telecom depot 19
Station service section 5 Large station 57
Normal Station 120
5.3.2 Recruitment and Training
1. Staff Training

Training for newly employed MRTJ staff depends on the professional and regulatory requirements.
The training for license acquisition/accreditation is the most critical requirement for without such
training/certification MRTJ will not be able to operate the system. The MRTJ train operation
organization includes staff to train drivers.
It is suggested that MRTJ make use if possible of the PT. KAI operation center at Bekasi which has
been conducting driver training for the existing urban electric railway. However, the training for MRT
trainee drivers cannot be conducted at the same center because PT. KAI and MRTJ have very
different driving rules and different procedures for managing rolling stock and facilities. The
Consultant suggests three steps as an effective and efficient training process for prospective MRT
train drivers: 1) MRTJ staff shall acquire train driver licenses in the PT. KAI operation center at Bekasi.
2) The MRTJ staff shall acquire knowledge and skills specifically for Jakarta MRT. This training will be
delivered by the Supporting Management team. 3) The MRTJ staff shall prepare for commercial
operation by driving trains during the trial runs before the commencement of commercial operation.
The Supporting Management team will supervise this activity. More details on the three steps are
described in table below.
Table 82 – Driver Training
Trainer
Types of training Contents and purpose
(Necessary time)
Step 1: Training Driver trainees will be divided into two groups depending on At PT. KAI
to obtain the the number of individuals that can be efficiently trained. operation center at
certificate The trainees study basic skill and knowledge of rolling stock, BEKASI
approved by the signaling, electrical, mechanical equipment, operating rules, (6 months)
regulator (JTC or general guidelines of maintenance, etc.
MOT (DGR)) The trainees obtain license after hands-on operation of
rolling stock under the direction of an instructor and
passing final examination at training center.
Step 2: Education Each driver will be educated on track alignment, ATO and ATP Experts of
including system, handling of rolling stock, CBTC signaling system, PSD supporting
employees of at station, train operations in emergency situations, etc. management Team
each section of Each driver will learn the technical elements of the Rolling in each division in
MRTJ to obtain stock during the construction stage from the E & M supplier, MRTJ (5 months)
basic knowledge based on the contract. E&M supplier
of MRT systems All train operation, rolling stock, station service, and facility during On-Site-Job-
employees shall be educated. Training and On-
Site- Testing
(8 months)
Step 3: Training Each driver will monitor each device in driver's cab, open and Experts of
for commercial close doors, activate ATO mode, communicate with the OCC, Supporting
operation during and carry out the trial run based on operation plan for Management Team
trial run commercial operation. (3 months)
Source: MCS
Annex IV:H includes the Consultant’s review of existing driver training and education conducted by
PT. KAI/DGR.
5.3.3 Compensation Structure

1. Compensation Design

After developing the organizational structure and manpower planning according to the business
needs of PT. MRTJ, a system of compensation and benefits for employees is created. The
compensation system is expected to motivate employees and encourage productivity.
The basic principle in creating the compensation system is to consider internal fairness. Internal
fairness means the employee obtains fair compensation value when compared to other employees in
the company. Therefore compensation systems are prepared using 3P principles, namely:
1. Person: appreciate the individual with the basic competencies necessary to support the
completion of the work.
2. Position: appreciate job position (job level and job value)
3. Performance: consider individual performance
In addition to internal fairness, the company should also consider external fairness. The
compensation awarded should consider compensation in the external market and at other
companies. The aim is to enhance the company's competitive advantage in the labor market so as to
obtain the best employees to fill the positions available while considering the financial capability of
the company.
Figure 58 – Compensation Design
Position
Financial External
Ability Market
3P
People
Perfor
mance
2. Levels or bands of compensation system (Job Grading)

The number of job levels or job grades needs to be determined before setting the compensation
value. Therefore it is necessary to study the applicable job grading in other companies, both abroad
and in Indonesia.
Job Grading of World Bank
World Bank uses the symbol alphabet to grade existing positions, ranging from A to J. The World
Bank is an institution that has branches in many countries and has many analysts working
professionally in various fields. In general, the World Bank divides existing positions into three
categories, namely Administrative Jobs (GA - GD), Professional & Technical Jobs (GA - GJ) and
Managerial Jobs (GH - GJ). The figure below shows the World Bank’s job grading chart.

Figure 59 – Grade Level Chart of World Bank
Source: www.worldbank.org
In the administrative job group, the World Bank has four grade levels ranging from grade A to grade
D. This group incorporates positions that serve to support the operations of the bank. Some of these
positions include the Office Assistant, Office Manager, and Executive Assistant.
The Professional & Technical group includes job grades A to J. Positions in this group provide
expertise and technical knowledge needed by the World Bank. These positions require a Masters or
PhD with a minimum of five years’ experience in the relevant field. Positions in this group include
Investment Officer, Operations Officer, Program Manager, Knowledge Management Officer,
Technical Specialist / Sr. Technical Specialist, Economist / Sr. Economist, Financial Specialists, and so
on. These functional positions may have the same grade with other managerial positions.
The third group is Managerial Jobs with grades ranging from H to J. Managers in this group have the
leadership, vision and ability to create a work environment that supports the bank’s staff in order to
achieve the mission of the bank with passion and professionalism. These positions include the Sector
Manager, Sector Director, Country Manager, Country Director, Senior Advisor, Vice Presidents, and
so on.
Job Grading of Indonesian Railway Company
A similar job grading practice is carried out by the Indonesian Railway Company consisting of nine
levels as follows:

Table 83 – Job Grading of Indonesian Railway Company

Level Position
I EVP
II VP/ GM/ SM
III Manager
IV Junior Manager
V Assistant Manager
VI Senior Supervisor
VII Supervisor
VIII Junior Supervisor
IX Officer
Job Grading of PT MRTJ
Based on review of the model at World Bank and the Indonesian Railway Company, PT MRTJ needs
to develop a job grading structure before determining compensation. With reference to the
organizational structure and manpower planning at PT MRTJ, and the results of benchmarking
against other Indonesian companies, the Consultant proposes ten (10) position levels to make it
more flexible in accommodating positions, work experience and career path of employees.
Table 84 – Job Grading of PT MRTJ
Level Position
1A
Director
1B
II A
Deputy Director
II B
III A
Manager
III B
IV A
Assistant Manager
IV B
VA Supervisor / Senior Staff
VB Junior Staff
Employees in the same position, such as Assistant Manager, may be at different levels (IV IV A or B).
This reflects the individual’s length of employment and experience.
3. Compensation Component & Benefit
3.1. Compensation Component in External Market
Benchmarking is also conducted to determine the prevailing practices in other companies, in terms
of the components of employee compensation. Compensation component imposed on a company
varies depending on the needs of each company. But in general compensation consists of a basic
salary plus allowances.
Some components of compensation that are used are:
1. Basic Salary: The amount of base salary based on job level and length of employment.
2. Job Grade Allowance: The amount of job grade allowance is based on job level and type of
work.
3. Wealth Allowance: Included in this component are extra benefits such as the cost of
transportation and communication (e.g., mobile phone).

A bonus may also be paid if the company’s performance is above the targets established in the
company plan. This bonus paid per semester or once a year, based on performance evaluation of
each employee.
Indonesian companies are required to provide health care coverage to their employees. PT KAI
provides a health allowance to its employees through a special division under a Vice President of
Health Care. The division operates clinics (small hospitals) for the employees and their families. If
further care is needed outside the clinics, the expenses will be paid the company with certain limits
depending on the job position or level.
3.2. Compensation Component of PT MRTJ
PT MRTJ compensation should include components that are not too burdensome for the initial stages
of the operation. In accordance with the results of the review, the salary components proposed are
as follows:
1. Basic Salary
2. Job Grade Allowance
3. Transportation & Communication Allowance
Performance Incentive will be awarded if the company is able to exceed the targets and based on
employee performance evaluation and will be paid half annually. Health care benefits would be
provided based on current regulatory requirements.
4. Compensation Value
Compensation Value in External Market
One of the aspects that must be considered in the preparation of this compensation system is the
external aspect, which in this case is a common salary scale applicable in other companies. By
knowing the amount of salary available in the market, then a company may seek to provide
appropriate compensation, in order to maintain a reliable employee. Ultimately this effort will lower
the turnover rate of employees in a company.
Compensation values generally applicable in the Indonesian labor market were obtained from a
survey conducted by Kelly Services in 2013. The Engineering & Technical positions are considered
similar to the O&M positions of PT MRTJ.
Figure 60 – Salary in Indonesia – Field Engineering and Technical
Source: Kelly Services, 2013

Other comparative data was obtained from PT KAI.
Table 85 – Compensation for Typical Jobs at PT KAI

(All in Local Currency - IDR - Monthly)
Department Jobs Job Level Indonesian Railway Company
Salary Range - Monthly, salary per
annum is added with one monthly basic
salary (excluded performance bonus) Year
2014
Basic Salary Range Take Home Pay*)
Directors / Executive Level
Head of Operation Area Executive Vice President12.000.000 15.700.000 27.700.000
Corporate Secreatary Vice President 5.500.000 7.150.000 13.950.000
Head of Public Relations Manager 2.900.000 3.800.000 7.400.000
Commercial / Marketing
Ticketing Staf 1.500.000 2.000.000 2.350.000
Customer Service Staf 1.500.000 2.000.000 2.350.000
Operations
Trip Control and Evaluation Vice President 5.500.000 7.150.000 13.950.000
Train Crew Management Vice President 5.500.000 7.150.000 13.950.000
Head of Station Manager 3.000.000 4.000.000 7.600.000
Train Trip Arranger Junior Manager 2.300.000 3.100.000 5.800.000
Train Driver Assistant Staf 1.500.000 2.000.000 4.000.000
Ticket Checking Officer Senior Supervisor 1.500.000 2.000.000 3.500.000
Restaurant's Captain Supervisor 1.500.000 2.000.000 3.100.000
Waiters Staf 1.500.000 2.000.000 2.350.000
Security Staf Staf 1.500.000 2.000.000 3.500.000
Infrastructure
Infrastructure Development Executive Vice President12.000.000 15.700.000 27.700.000
Signaling, Electricity and Telecomunication
Vice President 5.500.000 7.150.000 13.950.000
Track and Bridges Vice President 5.500.000 7.150.000 13.950.000
Technical Engineering Vice President 5.500.000 7.150.000 13.950.000
Track Maintenance Manager 3.000.000 4.000.000 7.600.000
Infrastructure Budgeting' Manager 3.000.000 4.000.000 7.600.000
Rolling Stock (Loco, Wagon, etc)

Locomotif - Tractive Rail Vehicles Executive Vice President12.000.000 15.700.000 27.700.000
Coaches and Wagon Vice President 5.500.000 7.150.000 13.950.000
Technical Engineering of Rolling Stock Vice President 5.500.000 7.150.000 13.950.000
Technical Development Manager 3.000.000 4.000.000 7.600.000
Traction and Rolling Stock Reliability Manager 3.000.000 4.000.000 7.600.000
Traction and Rolling Stock Engineer Manager 3.000.000 4.000.000 7.600.000
Workshop and Repair Center Manager 3.000.000 4.000.000 7.600.000
Welding Technician Staf 1.500.000 2.000.000 4.000.000
Technician Staf 1.500.000 2.000.000 4.000.000
Safety and Security

Special Police On Board Staf 1.500.000 2.000.000 3.500.000
*) Added with incentive for responsibility and transportation
Compensation Value of PT MRTJ

By looking at the market value as well as the ability of the company, PT MRTJ should implement a
competitive compensation structure. Components of compensation (Take Home Pay) are Basic
Salary, Job Grade Allowances and Transportation & Communication Allowance. Basic salary is based
on a combination of position and length of employment at the company while the Job Grade
Allowance is based on job level and type of position. Positions are divided into two groups, namely
the operational divisions (Operations, Maintenance, and Business Development) and supporting
divisions (Administration and Legal). Given the operational division is the core business of PT MRTJ,

then the value of job grade allowance for operational division is 120% higher than job grade
allowance for the supporting division (for positions other than the Director).
Performance Incentive will be paid semi-annually in accordance with the achievement of individual
and corporate performance.
Table 86 – Monthly Compensation Range of PT MRTJ (Administration and Legal Division)
Performance Incentive
Transportation &
Job Grade (exceed requirements)
Level Positions Basic Salary Range Communication Take Home Pay Range Compensation Range
Allowance per annum = 4 x basic
Allowance
salary
0 President Director 25.000.000 30.000.000 20.000.000 7.000.000 52.000.000 57.000.000 8.333.333 10.000.000 60.333.333 67.000.000
IA 17.000.000 19.000.000 12.000.000 5.000.000 34.000.000 36.000.000 5.666.667 6.333.333 39.666.667 42.333.333
Director
IB 14.000.000 16.000.000 12.000.000 5.000.000 31.000.000 33.000.000 4.666.667 5.333.333 35.666.667 38.333.333
II A 11.000.000 12.000.000 6.000.000 3.000.000 20.000.000 21.000.000 3.666.667 4.000.000 23.666.667 25.000.000
Deputy Director
II B 9.500.000 10.500.000 6.000.000 3.000.000 18.500.000 19.500.000 3.166.667 3.500.000 21.666.667 23.000.000
III A 7.500.000 8.500.000 4.000.000 2.000.000 13.500.000 14.500.000 2.500.000 2.833.333 16.000.000 17.333.333
Manager
III B 6.000.000 7.000.000 4.000.000 2.000.000 12.000.000 13.000.000 2.000.000 2.333.333 14.000.000 15.333.333
IV A 5.000.000 6.000.000 3.000.000 1.500.000 9.500.000 10.500.000 1.666.667 2.000.000 11.166.667 12.500.000
Assistant Manager
IV B 3.500.000 4.500.000 3.000.000 1.500.000 8.000.000 9.000.000 1.166.667 1.500.000 9.166.667 10.500.000
VA Supervisor/ Senior Staff 2.500.000 3.500.000 2.000.000 1.000.000 5.500.000 6.500.000 833.333 1.166.667 6.333.333 7.666.667
VB Junior Staff 1.500.000 2.000.000 1.000.000 500.000 3.000.000 3.500.000 500.000 666.667 3.500.000 4.166.667
Note: performance incentive will be paid half annually, but simulated monthly
All in local currency – IDR – monthly
Table 87 – Monthly Compensation Range of PT MRTJ (O&M, Business Development)

Job Grade
Performance Incentive
Allowance Transportation &
(exceed requirements)
Level Positions Basic Salary Range (120% x Communication Take Home Pay Range Compensation Range
per annum = 4 x basic
supporting Allowance
salary
division)
0 President Director 25.000.000 30.000.000 20.000.000 7.000.000 52.000.000 57.000.000 8.333.333 10.000.000 60.333.333 67.000.000
IA 17.000.000 19.000.000 12.000.000 5.000.000 34.000.000 36.000.000 5.666.667 6.333.333 39.666.667 42.333.333
Director
IB 14.000.000 16.000.000 12.000.000 5.000.000 31.000.000 33.000.000 4.666.667 5.333.333 35.666.667 38.333.333
II A 11.000.000 12.000.000 7.200.000 3.000.000 21.200.000 22.200.000 3.666.667 4.000.000 24.866.667 26.200.000
Deputy Director
II B 9.500.000 10.500.000 7.200.000 3.000.000 19.700.000 20.700.000 3.166.667 3.500.000 22.866.667 24.200.000
III A 7.500.000 8.500.000 4.800.000 2.000.000 14.300.000 15.300.000 2.500.000 2.833.333 16.800.000 18.133.333
Manager
III B 6.000.000 7.000.000 4.800.000 2.000.000 12.800.000 13.800.000 2.000.000 2.333.333 14.800.000 16.133.333
IV A 5.000.000 6.000.000 3.600.000 1.500.000 10.100.000 11.100.000 1.666.667 2.000.000 11.766.667 13.100.000
Assistant Manager
IV B 3.500.000 4.500.000 3.600.000 1.500.000 8.600.000 9.600.000 1.166.667 1.500.000 9.766.667 11.100.000
VA Supervisor/ Senior Staff 2.500.000 3.500.000 2.400.000 1.000.000 5.900.000 6.900.000 833.333 1.166.667 6.733.333 8.066.667
VB Junior Staff 1.500.000 2.000.000 1.200.000 500.000 3.200.000 3.700.000 500.000 666.667 3.700.000 4.366.667
Note: performance incentive will be paid half annually, but simulated monthly
all in local currency – IDR - monthly
5. Performance Appraisal
Performance Appraisal, a part of the Performance Management Systems (PMS), is an integrated

process which includes planning, evaluating, coaching, and assessment of employee performance.
The goals of performance appraisal are to measure the organization's performance objectively,
optimize the potential of the employees, and to align employees with the company’s requirements
(Best -Ft) so as to create a conducive climate of industrial relations in the company.
According to Aguinis (2013) in “Performance Management,” an ideal Performance Appraisal Systems
has the following characteristics:

1. Strategic Alignment: individual strategic goals are aligned with task unit and organizational goals
2. Contextual Alignment: The system must be aligned with the organization's culture. In this case
the interpersonal aspect of the system is adapted and tailored to the local culture
3. Comprehensive: performance management system must have the following 4 dimensions
 All employees should be evaluated, including managers
 All job responsibilities should be evaluated (the work and behavior)
 Carried out throughout the period of performance reviews
 Feedback should be given on the positive aspects of performance
4. Practicality: The system applied should be easy to use (user friendly), and should minimize costs
in terms of time, effort, and expense
5. Specific: A good system should be specific, in the sense of providing detailed and concrete
guidance
6. Reliable: Performance standards should be consistent
7. Valid: Performance standards must be accurate (measuring relevant aspects)
8. Fairness: The appraisal system is acceptable and considered fair by all employees
9. Standardized: Performance is evaluated consistently across time
In the process of performance evaluation, the company relies on two main factors as assessment
indicators, namely: Core Competencies & Technical Competencies /Functional Competency.
The result of an employee’s performance appraisal is an assessment of TOTAL SCORE achievement of
aspects of core competencies and technical /functional competency. Competencies are reflected in
the form of Key Performance Indicators (KPIs).
Each aspect of performance and competence has an assigned WEIGHT. A company determines its
own weights of performance, core competencies, and aspects of Technical /Functional Competency
based on an assessment of its requirements (for example: 50:50, 70:30, 60:40, or vice versa)
As an indicator of a quantitative-based formulation on performance achievement, Key Performance
Indicators/KPIs have the advantage of using objective and measurable data.
Benefits of KPIs
 Strategic Benefits
 To assist top management in achieving the strategic goals of the business
 Administrative
 To make administrative decisions related to employees (salary adjustment, promotion,
termination of employment, recognition of employee job performance, identifying poor
performance, and so on)
 Individual Development
 Feedback of employees’ performances (coaching & counseling)
 Career path
 Informational
 First, to help inform employees about what their tasks are and to give them information
about specific areas that may need to be improved.
 Second, to provide information related to the expectations of the organization and the
supervisor and any job aspects that are considered important by the supervisor
 Organizational Development
 Workforce planning (skills, expertise, abilities, employees’ potential, assignment experience,
training, etc.
 Documentation
 Data reference in validating the instrument used in the selection of employees and for
purposes of documenting the administrative decisions

Figure 61 – KPI Formulation
VISION / Direction and

MISSION objectives of the
company
Targets to be achieved by
TARGET the company
How to achieve the vision,
PLAN mission, and goals of the
company
What needs to be done to
ACTION achieve the company s
goals
What size used to measure
KPI the success of the company
(quality, quantity, time, and
cost)
KPI Success Factors (SMART Principles)

1. Specific , where the formulated target leads to a certain criterion
2. Measurable, where the formulated targets must be measurable accomplishments
3. Achievable, where the formulated targets may be achievable though it is not easy to realize
4. Reliable, where the formulated targets are reliable to improve the performance of work units
and companies
5. Time, where the formulated targets have the dimension of time (when the target must be
achieved)
Performance Appraisal Procedure

Performance Assessment System consists of four (4) phases, namely:
5.3.4 Phase1: Planning
5.3.5 Phase 2: Monitoring & Counseling
5.3.6 Phase 3: Measuring Performance
5.3.7 Phase 4: Evaluation of Performance
Phase1: Planning:
 Implementation as a form of coordination between Superiors and Subordinates on Target
Achievement ("Management by Objectives")
 Communication of aspects required performance from Superiors to Subordinates

 Obtain an agreement between Superior and Subordinate on Achievement Targets

 The formulation of development plans among and between Superiors and Subordinates
Phase 2: Monitoring & Counseling:

 Superiors to monitor the extent of achievement made by the Subordinates within period of
Evaluation
 Superiors to identify any obstacles faced by Subordinates in meeting the targets
 HR to seek for opportunities for Superior to provide guidance (coaching) and or counseling
during this period to assist Subordinate in achieving the agreed targets
Phase 3: Measuring Performance:

 Superior to measure total of job achievement resulting from Subordinates
Phase 4: Evaluation of Performance:

 Superior to deliver results of performance appraisals to Subordinates
 Discussion of appraisal results with Subordinates (Subordinates may file an appeal)
 Non-Immediate Superior shall mediate disputes over perceptions of performance that occur
between Superior and Subordinates
 Discussion between Superior and Subordinate on future development and actions to achieve
better performance
Every employee receives an assessment in accordance with the scale of predefined performance
ratios as follows:
Table 88 – Performance Appraisal Scale
Achievement Ratio Scale

< 80% 1 Poor
80 – 99% 2 Moderate
100 – 120% 3 Good
> 120% 4 Excellence
Performance evaluation period is established by the company. Ideally, an evaluation is carried out
twice a year (semi-annually). Semi-annual appraisals may require the support of an integrated IT
system. Management, however, is challenged by the problem of collecting current performance data
in an integrated performance management system.
Assessors
Assessors involved in the process of Performance Assessment can include elements of the
Department of Human Resources as organizer and the employee’s Immediate Superior
 Job Description for the Department of Human Resources:
 Distributing and Collecting Forms of Recapitulation, Monitoring, and KPI Technical Guidance
of the entire Departments
 Compiling and following- up on completed and returned KPIs in collaboration with Technical
Departments on the Requirements of Development Programs, for the Departments to
facilitate as a program organizer
 Verifying KPI scores obtained throughout the Departments
 Fixing incentive bonus of all job holders based on KPI scores

Helping to facilitate Subordinate Coaching and Counseling for any technical problems.
Department of Human Resources will act as the organizer when there is a need for processes
of counseling on non-technical issues (soft skills aspects and personality development of
employee)
 Job Description for Immediate Superior:
 Discuss with Subordinates the agreed KPI targets
 Verify KPI data against Subordinate
 Conduct performance monitoring during the evaluation period
 Motivate Subordinates to meet the targets
 Provide processes of Counseling and Coaching on technical issues
 Job Description of Subordinates:
 Discuss and learn about performance indicators and achievement targets that are not easy to
achieve as basis for KPI agreement between Subordinate and his/her Superior
 Provide data input required to complete the KPI Form
 Discuss with Superior any matters that hinder the achievement of KPI targets agreed at the
beginning, during the assessment period (if any)
In order to apply this competency-based performance appraisal, PT MRTJ must:

 Develop KPIs that cascade from the highest level to the lowest level within the scope of the
agreed work.
 Obtain agreement between superiors and subordinates especially regarding KPIs and
targets, to minimize the occurrence of disputes when the KPIs are implemented.
An in-depth analysis should be conducted to:

 Get a more accurate picture of the main tasks of each position which are analyzed.
 Obtain an overview of the main outputs produced by the job.
 Formulate indicators to evaluate the success of the main outputs on the job.
 Formulate KPI formulas, KPI Scale, KPI Target, Reporting Frequency, as well as the source of data
used for recording the achievement of performance
6. Job Descriptions - MRTJ
Below are factors that affect the human resource planning and the complexities of job description for
each position within the railway industry:
 The type of railway service (the MRT)
 Nature of business process and services provided
 The size of services (the length of total routes, number of stations, number of coaches)
 Terminology on specific industry (railway)
 Technology on train operations
 The application of computer programs on automation systems
 Technology on passenger services, including ticketing and gates.
 The initial quality of equipment, buildings and control networks.
 The competition with or support from other transportations modes.
 The type of management control system
 Regulations related to public utilities’ obligations
 Typical habits of the (passenger) communities
The Job Descriptions will reflect the management level of each position. Job descriptions for the
typical tasks for managerial level will use words such as:

To ensure the effectiveness

To lead
To manage
To coordinate
To decide, etc.
While for the lower positions, words such as the following would be more often used:
To do
To carry out
To evaluate
To prepare
To report
To serve, etc.
Other important individuals who may get involved in company are advisors, external monitors, and
representatives from stakeholders. The job descriptions will use words such as:
To attend the meeting
To evaluate
To provide advice
To prepare special report, etc.
Scope of Tasks
Every job includes: main tasks and additional tasks; routine tasks and temporary tasks; human
interactions through direct contact or through other media; physical work or administrative work.
Format of a Job Description
A written Job Description will include standard contents such as:
 Job Identity (job title, department)
 Essential Tasks
 Responsibilities (administration, financial, supervision)
 Working Relationships (internal and external)
 Qualifications (educations, training, skills, certifications, experiences)
Below are the “generic” job descriptions that will most probably be used in the MRT in Jakarta.
Further detailed preparation of these job descriptions will be made according to the Corporate
Strategic Plan and the Action Plan, the documents that state how management intends to run the
company.
Job Descriptions
1. Chairman / President Director

President Director
 Together with Board of Commissioners and Directors, prepare and approve the corporate
strategic plan and the action plan, short term and long term.
 Lead the implementation of the action plan through the Board Directors.
 Lead the regular Board Meeting.
 Approve any strategic documents from each corporate function (Commerce, Operations, Finance
and HR)
 Evaluate and make decision as strategic problems arise.
 Submit management reports to Board of Commissioners.

2. Operations
Operations Director
 Conduct the implementation of corporate action plan related to the service capacity or number
of coaches to be operated.
 Ensure all facilities support the operation of the coaches, including electricity supply, stations,
crews, security, etc.
 Ensure compliance with all applicable regulations and laws
 Prepare the Operations Department’s budget
 Make plans for all managers in department, specifying exact schedule, passenger capacity, crew
specifications, etc.
 Approve documents to implement decisions and ensure effectiveness.
 Coordinate the operations plans of all corporate functions.
 Make decisions on strategic issues.
Manager of Planning and Train Scheduling

 Prepare and execute the train operations schedule
 Communicate the schedule and schedule revisions to other divisions and departments
 Approve daily reports on train trips, number of passengers, passengers’ movement model, etc.
 Supervise officers in division.
Manager of Operation Control Center (OCC)

(assumes that MRT uses centralized train control)
 Ensure all train movements are controlled according the trip plan.
 Supervise the train operators in the center.
 Make decisions on problems that arise including postpone train starts or emergency action.
 Evaluate train operations including train speed, train delays and cancelled trains.
Train Driver/Operator
 Represent on-board train movement control in coaches.
 Open and close MRT coach doors
 Communicate with OCC in accordance with operating rules and safety rules
Manager of Crew Planning

 Ensure the operations plan is supported by crews including Train Drivers.
 Prepare crew schedules and rotations.
 Ensure availability of backup crews.
 Conduct the routine Health Test procedures for each crew.
 Prepare and make approval on daily reports
Head of Passenger Station

 Ensure the readiness of station as a place for incoming and outgoing passengers in peak hours
and non-peak hours, including the ticket sales counter, automatic ticket vending machine, and all
activities in good manner.
 Makes decisions on any problems that arise including the passenger density problem.
3. Maintenance
Maintenance Director
 Implement corporate action plan related to the maintenance activities.

 Ensure all the assets and facilities support the operations, including rolling stock, electrical,
traction, track, structure, signaling, telecom.
 Ensure the effectiveness and efficiency of procurement processes
 Ensure compliance with all applicable regulations and laws
 Prepare and submit the Maintenance Department’s budget
 Manage all contractors and vendors that are performing repairs and maintenance
 Schedule maintenance activities with the OCC as necessary
 Coordinate maintenance services and activities with other related departments
 Coordinate the maintenance plan to all corporate functions.
 Make decision and approval on strategic issues.
Manager of Rolling Stock Maintenance

 Ensure the readiness of coaches to be operated.
 Conduct regularly scheduled maintenance on coaches.
 Supervise group of technicians on rolling stock repair and maintenance.
 Coordinate with procurement division for spare parts and supplies.
 Update standards for the rolling stock maintenance process
Manager of Electrical Maintenance

 Ensure the reliability of electrical and the back-up facilities to support the train operations and all
stations, workshops and office facilities.
 Conduct regularly scheduled electrical maintenance.
 Supervise group of technician on electrical repair and maintenance.
 Update standards for the electrical maintenance process
Manager of Track Maintenance

 Ensure the good condition of rail track to support the train operations.
 Conduct regularly scheduled track maintenance.
 Supervise group of technicians on track repair and maintenance.
 Coordination with procurement division for spare parts and supplies.
 Update standards for the track maintenance process
Manager of Structures Maintenance

 Ensure the good condition of railway infrastructure
 Conduct regularly scheduled maintenance of railway infrastructure.
 Supervise group of technicians for repair and maintenance of railway infrastructure
 Update standards for the infrastructure maintenance process
Manager of Signaling Maintenance

 Ensure the good condition of signaling to support the train activities
 Conduct regularly scheduled maintenance of railway signaling.
 Supervise group of technicians for repair and maintenance of railway signaling
 Coordination with procurement division for spare parts and supplies.
 Update standards for the signaling maintenance process
Manager of Logistics and Procurement

 Support the operation of all departments through logistics management which provides the
equipment, tools and material, goods and services, available at specified quality and schedule.
 Look for alternative vendors and select the vendors using appropriate purchasing practices
 Ensure the specification of goods and services according to user needs
 Supervise manager in department including Head of Warehouse and Storage.
 Maintain compliance with inventory control procedures and record keeping
 Assist with physical audits of inventory as necessary
4. Business Development and Customer Care
Business Development Director

 Implement corporate action plan related to realization of income through passenger fares and
other income such as advertising sales and space rentals.
 Ensure maintenance of customer satisfaction by understanding passenger service expectations
(surveys), communications and response to service complaints.
 Prepare and submit the Business Development Department’s budget
 Supervise the managers in department including Head of Station.
 Coordinate with other departments in order to fulfill customer requirements.
 Make decision and approve actions on strategic issues.
Sales Manager
 Prepare recommendation of sales planning including variation on ticket prices.
 Supervise operators of sales counters
 Ensure good condition of ticket vending machines.
 Prepare recommendations for non-fare revenue, including advertising inside coaches or at the
stations.
 Communicate plans and coordinate activities with other divisions and departments as necessary.
Product Development Manager

 Conduct periodic studies of customers to create new services including new ridership programs.
 Develop new advertising services and pricing plans.
 Develop station space rental programs.
 Make recommendations on new products.
 If necessary, conduct pilot project in order to support the recommendation of new product.
Customer Service Manager

 Ensure all necessary information is disseminated to passengers and continuously updated.
 Supervise customer service officers in stations.
 Prepare the contents of information passenger information displays in stations and on platforms;
frequently update any other notice boards.
 Ensure all passengers including new passengers can easily access the MRT services.
Information Technology Manager

 Ensure the effectiveness of all IT systems.
 Coordinate with IT vendors to ensure training and coaching of new users.
 Ensure secure back-up of all corporate data.
 Supervise system analyst, programmers and IT related trainers.
 Update management on the progress of IT development and provide recommendations.

5. Administration
Director of Administration
 Implement corporate action plan related to administration.
 Ensure the effectiveness and efficiency of human resource management, finance & accounting,
public & government relations, legal
 Prepare and submit the Administration Department’s budget
 Supervise department managers.
 Support all departments with proper personnel as required.
Finance & Accounting Manager

 Manage the preparation of the company's budget and prepare compilation of budget from all
departments.
 Prepare evaluation of budget versus actual performance and recommend actions as needed.
 Report to management on variances from the established budget, and the reasons for those
variances.
 Forecast income and cash flow positions, related borrowing needs, and available funds for
investment
 Ensure that sufficient funds are available to meet ongoing operational and capital investment
requirements
 Supervise the tax officers
 Supervise finance and accounting staff.
 Prepare analytical reports to identify and evaluate performance issues.
 Ensure the implementation of accounting standard and procedures.
 Supervise accounting officers to prepare the financial reports (weekly, monthly, quarterly,
annually)
 Supervise the process of financial document keeping and verification.
 Lead the physical inventory counts and reconcilations of corporate assets in all departments.
 Engage and manage outside auditors.
Human Resources Manager

 Ensure the implementation of fair recruitment and selection processes to realize manpower
plans.
 Identification training needs in all departments.
 Develop training programs to address identified needs.
 Adopt the best methods for each training and development program.
 Develop and implement recruitment and hiring procedures; update and refine periodically.
 Develop and implement performance appraisal procedures; update and refine periodically.
 Develop and implement compensation structure and promotion procedures; update and refine
periodically.
 Coordinate hiring, training and performance appraisal activities with all managers and
supervisors.
 Evaluate HR programs effectiveness.
 Maintain current and complete relevant data of employees; update as necessary.
 Supervise administration staff in managing data of employees.
 Support all managers and directors with employee data as appropriate.
Public and Government Relations Manager

 Represent company in dealings with the public and government.
 Monitor and disseminate inside company all relevant government regulations.
 Develop PR strategies, campaigns, and initiatives to improve public perception of company.

 Prepare and publish newsletters and other company literature.

 Respond to information queries from media and the general public.
 Write press releases and media kits.
 Develop and maintain corporate image and logos.
 Maintain effective working relationships with local and municipal government officials and media
representatives.
 Formulate policies and procedures related to public information programs.
 Manage organization's reputation with the public in general and clients.
 Develop and launch Internet or intranet web pages.
Legal Manager
 Provide legal protection and risk management advice to management especially on contract
management
 Ensure all legal aspects of transactions and internal documents, including contracts and HR
documents are in good practices.
 Provide legal views on management decisions.
 Continuously monitor compliance with statutory obligations and advise management
accordingly.
 Represent company in any legal matters which could be internally or externally.
Head of Security
 Ensure security procedures are implemented by employees and obeyed by customers or
passengers.
 Supervise all the security officers and field staff.
 Make close coordination with security officers of Police Department.
 Prepare security staff schedule (on-duty, back-up, off-duty).
 Conduct regular drills on emergency preparedness.
 Supervise office of lost and found in each station.
6. Supporting Management
The supporting management team consists of a Team leader, 18 experts, and nine national experts
with training split across Head Office and Site Offices. The number of experts required in each section
and the corresponding tasks and job descriptions are described below.
Supporting Management Team Leader
The Team Leader is responsible for supporting management jobs for 2 years before and after the
start of service operation. The Team Leader coordinates with MRTJ and communicates with experts
assigned and supervises them on all aspects common for the whole activities, including not limited
to:
 Managing experts, the services performed and making working schedule;
 Ensuring the development of strategies and concepts;
 Organizing and implementing the quality management plan
 Planning services
 Project resource control
 Ensuring high quality of professional technical services
Team Leader arranges and ensures reporting to MRTJ in accordance with the schedule, including
preparation of recommendations regarding decisions to be made by MRTJ. The Team Leader chairs

regular progress meetings, prepares minutes of these meetings, and alerts MRTJ of the Supporting
Management team’s recommendations.
Train Operation Section
Two (2) experts are responsible for supporting management jobs for 2 years before and after the
start of service operation. The experts shall prepare reports and Standard Operating Procedures
(SOPs) regarding train operation diagram, education plan and training plan for MRTJ’s staff. The
experts shall prepare reports regarding training of SOPs.
Operation Management Expert-1 is in charge of making train operation diagram and staffing
schedule of MRT system, and educating the Head Office staff in operation management. The Expert
evaluates the head office staff and develops plans to improve their skills. The Expert works mainly at
the Head Office.
Operation Management Expert-2 is in charge of making regulations and operating manuals for the
MRT system, teaching driving skills based on the cab signal system to the Head Office staff, Crew
Depot and OCC staff, and evaluating and improving their skills. The Expert works mainly at Site Office
for training.
At Head Office: The training for Head office Train Operation Section is conducted to acquire skills of
overall job to carry out operation plan, human resource plan, regulations and rules of operation, and
management plan for effective and safe operation.
At Site Office: The training is divided into 3 categories.
A. Training for Managers of driver crew depot: The training is carried out for MRTJ’s staff to
acquire the skills and knowledge necessary for staff management in accordance with railway
regulation and Labor law.
B. Developing driver training programs: The training includes making the curriculum to
effectively train drivers based on training plan of MRT system including PSD. The training
curriculum will be in accordance with railway regulation and the Labor law.
C. Driver training: The training is carried out for MRTJ's drivers to acquire the necessary skills
and knowledge for safe and regular operation of MRT system including PSD in parallel with
the driving operation training by Contractor. The training also includes instruction on the
countermeasure of manual train operation in emergency situations.
At OCC: The training is divided into 3 categories.
A. Training for Managers of OCC staff: The training is carried out for MRTJ’s OCC management
staff to acquire the management skills and knowledge necessary for staff management in
accordance with railway regulation and the Labor law.
B. Developing OCC staff training programs: The training includes making the curriculum
effectively train the OCC staff based on training plan of MRT system including PSD. The
training curriculum will be in accordance with railway regulation and the Labor law.
C. Training Train operation staff, Electrical management staff, Facility management staff and
Rolling stock management staff: The training is carried out for MRTJ’s staff in each section of
Traffic, Rolling Stock, Electric and Facility/Signal & Telecommunication to acquire the
necessary skills to manage operation of the MRT system and for taking emergency operation
countermeasures based on the SOPs of each section. One supporting management expert in
each of the 4 sections above shall deliver this training.
Station Operation Section
Two (2) experts are responsible for supporting management jobs for 1.5 years before and after the
start of commercial operation. The experts shall prepare reports regarding automatic fare collection

system (AFC), staffing schedule, regulations and station operation manuals, operations, signaling skill
for controlling turnout at 3 large stations and countermeasures emergency situations. The experts
shall prepare reports regarding SOPs of educating and supporting.
Station Operation Expert-1 is in charge of studying the AFC system, passenger demand estimates,
station staffing schedule and training MRTJ staff in station operation management. The Expert works
mainly at Head Office.
Station Operation Expert-2 is in charge of making regulations and station operation manuals for the
MRT system, and educating MRTJ station and Head Office staff on station operations including
emergency situation countermeasures. The Experts evaluate the MRTJ staff and develop plans to
improve their skills. The Expert works mainly at Site Office.
At Head Office: The training is carried out for MRTJ’s head office station operation staff to acquire
the skills and knowledge needed for tariff preparation, personnel planning and railway operations
regulations based on government regulations and MRTJ’s operating rules.
At Station Operating Office: The training is divided into 3 categories.
A. Training for Managers of station staff: The training is carried out for MRTJ’s staff to acquire
management skills such as personnel and training management in accordance with Labor law
and for taking countermeasures necessary in emergency situations.
B. Developing station staff training programs: The training is carried out for MRTJ’s staff to
make curriculum plan of the education in accordance with Labor low and MRTJ’s regulation,
and to acquire management skills that is handling of the ticket sold and countermeasure
against objection from passenger.
C. Training Station staff: The training is carried out for MRTJ’s staff to acquire knowledge and
skills of overall station operations and emergency operation based on SOPs including
confirmation of failure of devices such as Turnstile Gates, Ticket Vending Machine, Guidance
Display and Elevator/Escalator.
D. Signaling staff: The training is carried out for MRTJ’s staff to be able to control signal
equipment and turnouts, and to acquire skills and knowledge of emergency operation based
on SOPs for signaling and turnouts.
Rolling Stock Section
Two (2) experts are responsible for supporting management jobs for 1 to 2 years before and after the
start of commercial operation. The experts shall prepare reports regarding SOPs for educating and
supporting MRTJ’s staff including measures to improve failure and exchange rates of components.
Rolling Stock Maintenance Expert-1 is in charge of creating a rolling stock operation schedule,
carrying out training on design of urban transportation rolling stock and making a maintenance
schedule based on the train operation diagram. The plan includes working with the Rolling Stock
Maintenance Expert-2 for Head Office staff to train Head Office staff in overhaul work mainly to
obtain the Certificate from the regulator. The Expert will support the MRTJ maintenance staff during
trial runs and after start of commercial operation. The Expert works mainly at Head Office from 1
year before to 2 years after the starts of service operation.
Rolling Stock Maintenance Expert-2 is in charge of making a staffing schedule for depot
maintenance, preparing a detailed maintenance work schedule (including the overhaul work for
Head Office’s staff), educating depot staff on inspection and maintenance work schedule, and
carrying out technical transfer for depot staff including inspection and overhaul maintenance skills
and knowledge. The Expert will support MRTJ staff in obtaining the Certificate from the regulator.
The Expert works at Head Office from 1 year before the start of commercial operation and at Site
Office to 2 years after the start of commercial operation.

At Head Office: The training and educating provided by supporting management experts to the Head
Office Rolling Stock Maintenance Section is conducted to assist MRTJ’s staff with acquiring the skills
needed for managing the overall maintenance job including failure or exchange of components,
implementing the train operation plan, human resource planning, and operation in accordance with
railway regulation and the Labor law. Additionally, study of preparing a new manufacturing plan will
be expected.
At Site Office: The training is divided into 3 categories.
A. Training for Managers of depot staff: The training is carried out for MRTJ’s staff to acquire
skills and knowledge necessary of staff management in accordance with railway regulation
and the Labor law.
B. Developing depot staff training programs: The training includes making a training curriculum
for the depot staff to carry out their duties effectively based on training plan for
maintenance of MRT system. The education plan will be in accordance with railway
regulation, other applicable regulations and the Labor law.
C. Depot staff training: The training is carried out for MRTJ's depot staff. The staff is divided in
to 2 or 3 groups. The training assists the maintenance staff with acquiring the skills and
knowledge of rolling stock maintenance including daily and monthly maintenance, semi-
general overhaul and general overhaul.
Electric Power Division
One (1) low voltage SCADA expert and two (2) high voltage experts are responsible for supporting
management jobs for 1 year before and 1 year after the start of commercial operation. The experts
shall prepare reports outlining when the experts will train MRTJ’s staff and the contents of the
training. Reports will also show describe the MRTJ staff’s progress in improving their skills and
suggestions for continuing improvement.
Low Voltage SCADA Maintenance Expert-1 is in charge of training for Electrical Engineers –
Application Engineering of SCADA systems, Control of Fire Protection Systems, Maintenance
Management systems, and special tasks. The Expert will participate in meetings for application
improvements and for Corrective Actions (FRACAS – Failure Reporting, Analysis and Corrective
Actions), support in Hardware and Software Up Date Management, preparing a staffing schedule,
and preparing an education plan for Head Office and Site Office staff. The Expert will report on the
MRTJ staff’s progress in improving their skills and suggest areas for further improvement.
High Voltage OCS Maintenance Expert-2 is in charge of training for Electrical Engineers – Application
Engineering of 1500V DC traction systems including Rigid Suspension System, Statutory requirements
of international HV Rules and Regulations, Maintenance Management systems, and special tasks. The
Expert will participate in meetings for application improvements and for Corrective Actions (FRACAS
– Failure Reporting, Analysis and Corrective Actions), support in Hardware and Software Up Date
Management, preparing a staffing schedule, and preparing an education plan for Head Office and
Site Office staff. The Expert will report on the MRTJ staff’s progress in improving their skills and
suggest areas for further improvement.
High Voltage Power Supply Maintenance Expert-3 is in charge of training for Electrical Engineers –
Application Engineering of 150kV bulk supply Substation transformer, switchgear, etc., 20kV Power
Distribution Systems, 20kV AC Diesel Generator emergency supply systems, Statutory requirements
of international HV Rules and Regulations, Maintenance Management systems, Hardware and
Software configuration Update Management, and special tasks. The Expert will participate in
meetings for application improvements and for Corrective Actions (FRACAS – Failure Reporting,
Analysis and Corrective Actions), make staffing schedules, and preparing an education plan for Head

Office and Site Office staff. The Expert will report on the MRTJ staff’s progress in improving their skills
and suggest areas for further improvement.
At Head office: The training is carried out to assist MRTJ’s Head Office Electric Power Section with
acquiring knowledge and skills related to overall electrical works (e.g., preparation of maintenance
plan, facility renewal plan, personnel plan and maintenance regulation).
The Chiefs manage the whole section and department of Electric Power and are accountable for
budget and conformance to Regulations. Their roles are to manage the Technical Maintenance Plan
(TMP), prepare Planned Maintenance Program (PMP) for their disciplines, managing time keeping
and rosters, and managing labor productivity.
At Site office: The training is divided into 3 categories.
A. Training for Managers of electrical maintenance staff: The training is carried out prepare
MRTJ’s managers for management of electrical maintenance.
B. Developing electrical maintenance staff training programs: The training is carried out to
instruct MRTJ’s staff on preparing and managing training plans for electrical maintenance. 27
people are in the section is 27 persons. Their roles are to perform:
 Periodic inspection and preventative maintenance of substation protection and metering
systems, rectifiers, switches and CBs.
 Regular inspection, preventative maintenance and cleaning of PDS and SCADA
C. Training Electrical maintenance staff: The training is carried out for MRTJ’s staff to acquire
overall knowledge and skills of related to electrical maintenance and operation skills during
and after occurrence of incidents and accidents.
Signal and Telecommunication Division
Four (4) experts are required: two (2) Signaling Systems and Hardware Experts and Signaling Experts
and two (2) Communication System Experts (CCTV, PA, DTS and TEL).
One (1) Signaling Systems expert shall be responsible for supporting management jobs for 1 year
before and after the start of commercial operation. One (1) Signaling Hardware expert and two (2)
Communication experts shall be responsible for supporting management jobs for 9 months before
and after the start of commercial operation.
The experts shall prepare reports regarding SOPs for educating and supporting MRTJ’s staff including
procedures to address device failures or exchange of devices.
Signaling System Maintenance Expert-1 is in charge of training for System Engineers – Application
Engineering of Centralized Traffic control, Application Layer (CTC) including Scheduling/Dispatch,
Route Setting/Movement Authority, Interlocking (Conflicting Routes), ATO and ATP and Parameter
Settings, and special tasks. The Expert will participate in meetings for application improvements and
for Corrective Actions (FRACAS – Failure Reporting, Analysis and Corrective Actions) and support in
Hardware and Software Up Date Management. He is responsible in his field for making staffing
schedules and preparing an education plan for Head Office and Site Office staff. The Expert will
report on the MRTJ staff’s progress in improving their skills and suggest areas for further
improvement.
Signaling Hardware Maintenance Expert-2 is in charge of training for Hardware Engineers - Way side
equipment, On Board equipment, Point Machine at turnouts, Balise (transponder for ATP system),
Hardware configuration, Software configuration / Updates, Software configuration / Updates,
Interface to PSD, Train Position, and special tasks. The Expert will participate in meetings for
application improvements and for Corrective Actions (FRACAS – Failure Reporting, Analysis and
Corrective Actions) and support in Hardware and Software Up Date Management. He is responsible

in his field for making staffing schedules and preparing an education plan for Head Office and Site
Office staff. The Expert will report on the MRTJ staff’s progress in improving their skills and suggest
areas for further improvement.
Telecommunication System Maintenance Expert-1 is in charge of training for System Engineers –
CCTV, PA, PIDS, Field Equipment, and Hardware Configuration/Updates. He is responsible in his field
for making staffing schedules and preparing an education plan for Head Office and Site Office staff.
The Expert will report on the MRTJ staff’s progress in improving their skills and suggest areas for
further improvement.
Telecommunication System Maintenance Expert-2 is in charge of training for System Engineer –DTS,
TEL, Master Clock, Hardware configuration, Software configuration/ Updates, Layer 2 configuration,
and special tasks. The Expert will participate in meetings for Corrective Actions and support Up Date
Management. He is responsible in his field for making staffing schedules and preparing an education
plan for Head Office and Site Office staff. The Expert will report on the MRTJ staff’s progress in
improving their skills and suggest areas for further improvement.
At Head office: The training is carried out for MRTJ’s Head Office Signaling and Telecommunication
Division staff to acquire knowledge and skills related to overall signaling and telecommunication
works (e.g., preparation of maintenance plan, facility renewal plan, personnel plan and maintenance
regulation). The Chief manages the whole section and department of Signaling and
Telecommunication and is accountable for budget and conformance to Regulations. His role is to
manage the Technical Maintenance Plan (TMP) and prepare Planned Maintenance Program (PMP)
for their disciplines, manage time keeping and rosters, and manage labor productivity.
At Site Office: The training of Signaling and Telecommunication maintenance is divided into 3
categories.
A. Training for Managers of Signaling and Telecommunication maintenance staff: The training is
carried out for MRTJ’s staff to be able to do management of signaling and
telecommunication maintenance.
B. Trainers of signaling and telecommunication maintenance staff: The training is carried out for
MRTJ’s staff to prepare and manage training plans for signaling and telecommunication
maintenance. Number in the section is 25 persons. Their roles are to perform:
 Periodic inspection and preventative maintenance of the Switch Blades, Rods and Switch
Machines.
 Regular inspection, preventative maintenance and cleaning of PSD and Interface with ATP
C. Signaling and telecommunication maintenance staff: The training is carried out for MRTJ’s
staff to acquire skills of overall works on signaling and communication maintenance and the
operation skills during and after occurrence of incidents and accidents.
Track Works Division in Facility Section
Two (2) experts are responsible for supporting management for 1.5 year before and after the start of
service operation. The experts shall prepare the reports; maintenance schedule and maintenance
plan including outsourced maintenance and Standard of Procedure (SOP) for maintenance regarding
track work of main line and depot line consisting of yard, inspection, emergency, work-shop, etc. and
also education plan and training plan for MRTJ’s staff.
Track Work Expert-1 is in charge of making regulations and manuals of track inspection and
maintenance, and educating the knowledge of proceeding track irregularities, measuring track
default, inspecting track materials, and evaluating the track conditions for Head Office and Site Office
staff.

Track Work Expert-2 is in charge of making staffing schedule, list of assets and way of maintenance
record, track work maintenance schedule including outsourced work (e.g. items, contract process
and documents), and doing technology transfer of track work maintenance including elevated
section, tunnel section, 3 large stations with turnouts for Head Office and Site Office staff.
At Head office: The training and educating by two experts is carried out for MRTJ’s staff to be able to
do overall works of track and turnout in station and depot including outsourced work (e.g. items,
contract process and documents), and for making personnel plan in accordance with Labor law and
maintenance regulation in accordance with governmental provisions or private company provisions
in Track work group of Facility Section of Head Office.
The Chief manages the whole Facility and Department of Track works and is accountable for budget
and conformance to Regulations. Their roles are to manage the Technical Maintenance Plan (TMP)
and prepare Planned Maintenance Program (PMP) for their disciplines, managing time keeping and
rosters, and managing labor productivity.
At Site Office: Track work maintenances of main line and depot line are carried out at site office in
depot. The training and educating are divided into 3 categories of A, B and C. The training of A, B & C
is carried out by two experts.
A. Manager’s training: The training and educating for manager are carried out to obtain the
knowledge how to manage maintenance staff engaging in track work maintenance in main
line and depot line in accordance with regulation and provisions, and also to obtain the
knowledge of outsourced work including contract process and documents.
B. Trainer’s training to train staff of track work maintenance. The training and educating for
trainer are carried out how to prepare training plan and also how to train and educate the
skills including record of train track state in daily and periodic inspection in main line and
depot line to maintenance staff. Number in the section is 24 persons. Their roles are to
perform:
 Track work maintenance for the main line, crossovers and Depot
 Periodic inspection and preventative maintenance of main line, crossovers and depot line.
 Repair and replacement of tack including rail
C. Staff’s training of track work maintenance: The training and education for maintenance staff
are carried out how to acquire the skills of doing overall works on track work maintenance in
main line, crossovers and depot line, and also to obtain skills and know-how of making report
and how to record the result of daily and periodic inspection in track work.
Civil structure Division in Facility Section
Two (2) experts are responsible for supporting management for 1 year before and after the starts of
service operation. The experts shall prepare reports; maintenance schedule and maintenance plan
including outsourced maintenance and Standard of Procedure (SOP) for maintenance regarding civil
structure and Building facilities, and also make the education plan and training plan for MRTJ’s staff.
Civil Structure Maintenance Expert-1 is in charge of making staffing schedule for maintenance, list of
assets and way of maintenance record, civil structure maintenance schedule including outsourced
work (e.g. items, contract process and documents), and doing technology transfer of Civil Structures
maintenance including Tunnel, Viaduct structure, Station, Underground station’s D-wall and Depot
for educating Head Office and Site Office staff.
Building Architect Maintenance Expert-2 is in charge of making staffing schedule, list of assets and
maintenance record, architectural work schedule including outsourced work (e.g. items, contract
process and documents) and building facilities maintenance schedule, and doing technology transfer
of maintenance for educating Head Office and Site Office staff.

At Head office: The training and educating by two experts are carried out for MRTJ’s staff to be able
to do overall works including outsourced work (e.g. items, contract process and documents), and for
making the maintenance Standard of Procedure (SOP), and for making personnel plan in accordance
with Labor law and maintenance regulation in accordance with governmental or private company.
The Chief manages the whole Facility Section and Department of Civil Structure and is accountable
for budget and conformance to Regulations. Their roles are to manage the Technical Maintenance
Plan (TMP) and prepare Planned Maintenance Program (PMP) for their disciplines, managing time
keeping and rosters, and managing labor productivity.
Site Office: Civil Structural and Architectural and Facilities maintenance are curried out at site office
in depot. The training and educating is divided into 3 categories of A, B and C. The training of A, B & C
is carried out by two experts.
A. Manager’s training: The training and educating for manager are carried out to obtain the
knowledge for managing staff of civil structural maintenance, maintenance of architecture in
station and depot, and maintenance of facilities of station & depot, and also to obtain the
knowledge of outsourced work including process and documents.
B. Trainer’s training to train staff of civil structural maintenance: The training carried out for
MRTJ’s staff to be able to prepare and manage training plan for civil structural maintenance,
maintenance of architecture in station and depot, maintenance of facilities of station &
depot.
C. Staff’s training of civil structure, other structure and facilities maintenance: The training is
carried out for MRTJ staff to acquire skills of doing overall works on civil structural
maintenance, maintenance of architecture in station and depot, maintenance of facilities of
station & depot, and to obtain skills and know-how of making report and recording in list of
assets during and after small or large –scale of repair and reinforcement. The means of the
inspection recording for training are described below.
 The observation, crack check and hammering test are carried out as in-house inspection.
The crack scale is used for crack check and Schmidt Hammer is used for hammering test.
The check list for confirmation of each inspection activity is applied. The monitoring map
with description of water leakage condition, crack condition and any defect conditions
and site photos are applied as inspection record.
 The training including observation points, use of crack scale, use of Schmidt hammer and
determination of hammering sound is required. The training of description of monitoring
map and control of record are also required. The site photos are attached with the
monitoring map.
Training Experts (National)
Since total number of MRTJ’s staff is 61 persons for Head Office and 535 persons for Site Office,
Training National Experts Job is very important to be carried out and finished for each section,
division and site office effectively before the start of service operation. The training Experts consist of
one(1) chief manager of training and eight (8) assistant managers for the Train operation, Station
operation, Rolling stock, Track work, Civil structure, Electric power, Signal and Telecommunication.
The following requirements apply to train at each position of each technical expert of each section,
each division and also site office to support the training by the training experts:
 Training Experts are persons in charge of making training schedule of each technical session
under the direction of each technical expert, managing each technical session and
maintaining the high standards of the training. The trainee body may be quite diverse, and
some staff may not speak well English; therefore, the training experts must be sensitive to
the staff's needs.

 Job duties include supervising formulate mission’s statement, establishing performance goals
and objectives for the training and for engineers of each expert, and keeping records and
reporting to MRTJ management. The training experts shall also monitor staff' progress, keep
experts knowledgeable on newest technologies; visit training sessions to evaluate teaching
methods and provide performance standards. They prepare reports on staff attendance and
performance in cooperation with each technical expert.
5.3.8 Plan-Do-Check-Action (PDCA)
The PDCA Cycle:
Figure 62 – PDCA
Source: ‘Using the PDCA cycle in the real world’, Qudos Management Pty. Ltd
The PDCA Cycle is a 4-step methodology for business process improvement. The stages are:
Table 89 – PDCA Cycle
Plan Establish objectives and how they will be achieved

Do Put the plan into effect
Check Verify that the process achieved the desired results
Act Analyze any differences and their causes. Take action to improve things.
PDCA principles should be employed in all PT MRTJ project and business activities including Quality
assurance and quality control activities. For example, PDCA techniques will be applied with regard to
performance against the Customer Charter and the effectiveness of the Customer Action Plans. This
will involve comprehensive training and a program for implementation.
An outline of the PDCA process is provided below, based on a case study at the Miami-Dade Tranist
Metrorail (MDT):41
(1) Plan - Establish the objectives and processes necessary to deliver results in accordance with
the expected output. By making the expected output the focus, it differs from other
techniques in that the completeness and accuracy of the specification is also part of the
improvement;
(2) Do - Implement the new processes. Often on a small scale if possible;
41
A Transit Methodology Using Six Sigma For Heavy Rail Vehicle Maintenance Programs, U.S. Department of
Transportation 2009; Miami-Dade Transit Metrorail Case Study

(3) Check - Measure the new processes and compare the results against the expected results to
ascertain any differences; and
(4) Act - Analyze the differences to determine their cause. Each will be part of either one or
more of the P-D-C-A steps.
The objective of PDCA is to determine where to apply changes to business processes that will result
in improved processes and performance. When a pass through these four steps does not result in the
need to improve, refine the scope to which PDCA is applied until there is a plan that involves
improvement. The case study describes how 102 MDT employees, mostly management, successfully
completed combined training in PDCA and root cause analysis. With this training and used six sigma
as a technique for analysing performance, MDT achieved significant improvement in fleet
performance.
Example of how PDCA cycle is applied and developed.42
Figure 63 – Developing a PDCA Cycle
Source: see footnote
Implementing PDCA at MRTJ:
Steps to implement a PDCA process at MRTJ include:
(1) Establish a schedule for reviewing processes (i.e., quarterly, annually).

(2) Create a procedure for designating employees to execute the PDCA process – this could be
led by HR or Finance but it is often more effective to create ad hoc teams based on the
process to be evaluated.
(3) For a given PDCA cycle, define the “improvement” that is the objective.
(4) Identify required information and its sources:
a. Information would include KPI reports, financial statements and analytical reports,
equipment maintenance logs, minutes of meetings, etc.
b. Sources would include the ERP System if a system has been implemented (see
discussion in section 5.4.1). Otherwise information would be gathered from various
sources depending on the information required.
(5) Complete the PDCA cycle, multiple times if necessary, to determine process changes that are
expected to achieve the desired improvement.
(6) Review performance after implementing the process changes and take action as needed to
better achieve the targeted improvement.
42
Developing a PDCA Cycle to Improve Scheduled Bus Services, Masaru Yajima , Kunihiro Sakamoto, Hisashi
Kubotae Proceedings of the Eastern Asia Society for Transportation Studies, Vol.9, 2013

5.4 Administration Activities

5.4.1 IT and Enterprise Resource Planning Systems
Introduction
This section addresses the design and implementation of an information technology (IT) system for
MRTJ. Specifically the following steps are covered and explained:
 Develop a High Level Business Architecture.
 Develop a High Level System Architecture to support the High Level Business Architecture.
 Obtain a clear understanding of the business processes, functions, and information required
to meet the project’s defined business objectives.
 Define the project scope clearly.
 Gain major stakeholder support and verify senior executives’ buy-in to the project.
 Identify a unifying vision of business objectives and systems.
 Initiate a champion network (people who understand the business vision and support
systems).
 Facilitate crucial informed project start-up decisions.
 Build consensus around project direction with team members.
 Review the organization’s existing processes and align them with the capabilities of the
relevant applications modules and other software.
Critical Success Factors: The critical success factors for this design and implementation process
include as follows:
 Clear and visible sponsorship by senior management
 Clear definition of the business objectives
 Active participation by key management and knowledgeable users and technical
representatives from the areas of the business affected by the project’s objectives
 Access to information related to the existing business processes and systems affected by the
project
2. Enterprise Resource Planning Project Vision
Enterprise Resource Planning (ERP) is a cross-functional enterprise wide system driven by an
integrated suite of software modules that supports the basic internal business processes of the
company. ERP gives a company an integrated real-time view of its core business processes such as
financial state and inventory management, tied together by ERP applications software and a
common database maintained by a database management system. ERP systems track business
resources (such as cash and spare parts) and the status of commitments made by the business, no
matter which department (operations and maintenance, accounting, and so on) has entered the data
into the system. ERP facilitates information flow between all business functions inside the
organization, and manages connections to outside stakeholders.
Alignment of Project Vision with Business Strategy: This section describes how the goals for the
project create business benefits, how they are linked to the corporate strategy, and how success will
be measured. In today’s business climate, the introduction of new enabling technology requires
serious consideration to both the business drivers making the change necessary and the impact. The
project vision should be clear and concise, and aligned with the business strategy of the organization.
Project Phasing: Three phases of the project have been identified: the initial phase, the operational
and the longer term change and growth phase (sustainable phase).

 Initial phase: The phase leading up to commencement of MRT phase 1 operation in 2018. In
this phase MRTJ’s main function is to supervise the construction of the railway (both
infrastructure and operations control) and set up of the necessary operating organization,
staff and system to go live, report to stakeholders and to execute the budgets.
 Operational phase: After operations commence in 2018, the task for MRTJ will be to manage
efficiently the necessary resources to operate safely.
 Sustainability – long term change and growth phase: In order to support the growing and
changing business requirements that are evolving from phase to phase, the solution
proposed has to support this transformation of the main business. For that the ERP system
has to allow for growth and change. The ERP solution will have a core set of functional
modules that will serve the requirements throughout the whole development cycle and with
minimum adaptations to allow additions of new business functions.
ERP System High Level Functions: Leading up to the operational phase, there will be three parts to
the initial stage:
 Definition stage – the core business processes are defined and the ERP solutions to support
them are implemented.
 Building stage – the main business function is project management and asset building. The
task is to define the ERP system to sustain this function.
 Operational stage – the main business function is to provide the resources necessary to run
operations and maintenance. The task is to define the ERP system to sustain this function.
The figure below illustrates the phased development of the ERP system.
Figure 64 – ERP System High Level Functions
DESIGN PHASE BUILDING PHASE OPERATIONAL PHASE
ENTERPRISE
RESOURCE
PLANNING Decision
Support
EFFICIENCY WEB
Financial Project Automatic Fare Mobile
f Management Collection
Human Contract Shifts ,Schedule

Resources Management and Clocking
Train Operations &
Intranet & Maintenance, Engineering
Communications Repairs, Overhaul SAFETY
Document Inventory
Management f
Purchasing
2. Business Modular Architecture43
43 Architecture refers to ‘the design of any system composed of separate components that can be connected together

The proposed business architecture has been designed in a modular way, a module being a group of
functions and processes that are similar and normally performed inside a business department. The
benefit of this approach is better control over the business areas and to group the business skills
required. Another benefit is that the implementation of the enterprise system can be done in stages
by modules or group of modules. This approach will enable MRTJ to have a wider selection from the
solution providers.
Organizations consider the ERP system a vital organizational tool because it integrates the many
organizational systems and enables seamless transactions and production. However, an ERP system
is radically different from traditional systems development. ERP systems can run on a variety of
computer hardware and network configurations, typically employing a database as a repository for
information. Most ERP systems incorporate best practices. This means the software reflects the
vendor's interpretation of the most effective way to perform each business process. Systems vary in
how conveniently the customer can modify these practices. Research suggests that Companies that
implemented industry best practices reduced time–consuming project tasks such as configuration,
documentation, testing, and training and generally reduced risk by some 71% when compared to
other software implementations. The use of best practices eases compliance with requirements such
as International Financial Reporting Standards (IFRS and can also help comply with de facto industry
standards, such as electronic funds transfer. This is because the procedure can be readily codified
within the ERP software, and replicated with confidence across multiple businesses who share that
business requirement.
The modern business system is a tool to increase the organization’s efficiency by measuring and
controlling activities, improving communications and reducing errors. The practices to achieve this
are listed below. They will be taken into consideration in the system design.
 Modularity: Most systems are modular, to permit automating some functions but not others.
Some common modules, such as finance and accounting, are adopted by nearly all users;
others such as human resource management are not. For example, a service company
probably has no need for a manufacturing module. Other companies already have a system
they believe is adequate. Generally speaking, the greater the number of modules selected,
the greater the integration benefits, but also the greater the costs, risks, and changes
involved.
 General ERP list of best business practices:

a. Avoidance of double entry i. Approval flows management
b. Data entry validation j. Financial centric
c. Data interface monitor and control k. Process management
d. Controlled selection lists l. Avoidance of custom development
e. Reduce errors m. Unified technology
f. Data integration n. Definition of system availability
g. Transaction traceability requirements
h. User responsibility o. Back up procedures
ERP system core business modules: The ‘definition’ phase consists of defining the core business
objectives that will support and scale up to the subsequent phases. The ERP system core modules
installed in the commencement phase include:
 Accounting & Finance
a. General ledger
b. Receivables/Payables
c. Payroll
d. Inventory accounting, material stock

e. Reporting
f. Balance sheet
g. Budgeting
h. List of financials best business practices
i. Daily trial balance x. Monthly debt management, aging
ii. Debit and credits accounting buckets
iii. 3 way invoice matching xi. Account validation
iv. 3 Rs in purchase flows : Request, xii. Controlled list of values selection
Receive and Reimburse xiii. Roles & responsibilities at individual
v. Approval hierarchy and thresholds level
vi. Separation of roles and xiv. System access at individual level
responsibility xv. Unique transaction identifier
vii. Budget controls xvi. Transaction identification
viii. Project costing through accounting throughout the whole flow
codes
ix. Early monthly and yearly book
closing
 Human Resources
a. Maintenance of employee records
b. Payroll
c. Skills requirements
d. Employment process
e. Education management
f. Work contract terms administration
g. Schedules & Shifts
h. Time keeping & Clocking
An expanded list of the Accounting & Finance module’s features is included as Annex II:H
3. ERP System Operational Phase Modules
Maintenance, Repair and Overhaul (MRO): The true value of any maintenance information system is
revealed when complex assets – like rolling stock or signaling systems – are down for maintenance.
Fast reliable service depends on having the right parts, the right technicians and the right tools onsite
and ready to go.
Below is an example of an ERP maintenance centric system:

Figure 65 – ERP MRO System
Source: Oracle E Business Suite sales literature
Automated fare collection: An automated fare collection (AFC) system is the collection of largely
electronic components that automate the ticketing system of a public transport network. The AFC
system can be configured to electronically transfer passenger fare revenue receipts to the accounting
module.
Operations control center: Mass transit places special demands on operations control systems.
Passengers expect short headways and interchange times. Railway Operation Systems relieve staff of
many routine tasks. The use of a Train Regulation System enables travelling and stopping times or
speed profiles to be adjusted automatically in order to quickly and efficiently compensate for
deviations from the timetable. An Operation Control Center (OCC) brings together all the systems
associated with train and station operations. The figure below diagrams the functions of an OCC.

Figure 66 – Operations Control Center Functions
4. Business Process – Operational Phase

A high level of operational phase business processes is presented here. Detailed processes are
included as Annex II:C. The ERP system connects all these processes and makes information available
throughout an organization.

Figure 67 – Business Processes (High Level)
5. Enterprise Resource Planning Systems

ERP systems connect several modules as shown in the figure below. Detailed descriptions of each of
the modules are included as Annex II:G.
Table 90 – ERP System Module Types
System Module Symbol Module Type Description
Safety
&
Security
Train Operations and Maintenance system modules
MRO
Maintenance
Repair
Overhaul
Maintenance , Repair and Overhaul System Modules
INV
Inventory
Enterprise Resource Planning System Modules for the
operational phase
CTM
Contracts Enterprise Resource Planning System Modules for the pre-
Management
operational phase

System Module Symbol Module Type Description
FIN
Financial
Management Enterprise Resource Planning System Modules core modules
System Interfaces: Annex II:I a detailed list of the system interfaces. According to the systems
solution selected, the majority of these interfaces are native to the product or can be adapted to fit
MRTJ business with minimal effort. If the solution selected from the market does not provide an
interface it will need to be custom developed for the MRTJ needs. Thus it is essential on the selection
of Systems solution to select the application that includes most of the native interfaces in order to
reduce the amount of custom development.
Departments and Business Function Matrix: In Annex II:D, the Consultant includes a matrix of MRTJ
departments, business functions and ERP system modules. The matrix indicates the ERP module that
supports the business activities of the various MRTJ departments.
6. ERP Implementation Methodology
Methodology: For the success of any ERP solution there has to be an implementation methodology.
Such a methodology will prevent unnecessary risk and allow the control of the project. The figure
below describes one such methodology (Oracle Application Implementation Methodology) that can
be used for any solution and vendor selected. The methodology contains management of time,
education, risk, and change management.
Based on the methodology illustrated implementation would require approximately 12 months.
Figure 68 – ERP Implementation Methodology
Source: Oracle
Sponsorship & Stakeholders

 Key Sponsorship Definitions: A “sponsor” is defined as a senior manager/leader within MRTJ
who has the power, influence and/or authority to monitor that alignment is maintained
between the effort, the expectations of those designing the system and the expectations of
those who will ultimately use and own the system.
The sponsor:
A. Assumes responsibility for the project
B. Mobilizes the resources (of all types) to implement the project

C. Confirms that the project is adopted and accepted by those in the organization who
will ultimately use and own the results.
The success of sponsorship is measured by the coalition it raises throughout the stakeholder
constituencies. A stakeholder is someone who will be affected by the project, has a vested
interest in it, can help, delay or stop the project, can affect (positively or negatively) progress
and/or quality of results. Stakeholders include people internal to the organization and
external (e.g., customers, vendors, shareholders). For a thorough penetration and sustained
momentum across the organization, a comprehensive sponsorship program includes specific
sponsorship roles:
a. Executive Sponsor: A senior executive with overall responsibility for a project, who has
the authority or influence and responsibility to obtain and allocate resources, set
objectives for the project, remove barriers, manage external relationships, provide
policy guidance, and facilitate communications.
b. Functional/Business Sponsor: The functional/business sponsor is usually the senior
manager of an entire business operational unit and is the client of the project. End
users reside in his/her organization and will ultimately be the deciding factor that
determines whether anticipated results are achieved. The functional/business sponsor
leads the change effort in his/her organization, copes with the impact of the change
upon his/her ability to deliver, frees up resources, removes barriers, and facilitates
communication.
Project Team: The lack of human resources with the appropriate skills and responsibility is a risk to
successful implementation of an ERP system. Below is a minimum estimation of the type of resources
required to have a successful ERP design. The resources listed are required at least to review and
approve the business functional flows in the design phase. It is important that all these resources
share a minimum of Project Management knowledge. During the implementation of the ERP solution
they will become the champions to promote the system and to share knowledge with the system
users. It is also important that these resources have continuity throughout the project as a quality
control measure.
Table 91 – Implementation Team Functional Roles
Business Area Type Organization
Financial Functional PT MRTJ DKI
Document Management Functional PT MRTJ DKI
Human Resources Functional PT MRTJ
ERP Implementation Project Management PT MRTJ
IT Infrastructure Technical PT MRTJ
Contract Management Functional PT MRTJ DKI
Maintenance Functional PT MRTJ
Project Management Project Management PT MRTJ DKI
Fare Collection Functional PT MRTJ
Marketing Functional PT MRTJ
Reporting Functional PT MRTJ
Purchasing Functional PT MRTJ
Railway Operations & Engineering Functional PT MRTJ
Project Implementation – Project Team Role: The project team’s specific responsibilities are:
 Focus on the project objectives by using those objectives as the frame of reference for all
decisions

 Identify needed resources: budget, people, equipment, tools

 Be wise stewards of the resources assigned to the project
 Monitor the quality of the work through appropriate standards and procedures
 Build an experienced team
 Communicate the right information at the right level of detail to the right people
 Resolve issues, or if no resolution can be reached, pass to the steering committee
 Alert the steering committee to unacceptable levels of risk
 Balance the needs and interests of the functional areas which the team represents with the
scope of the project and the business objectives
 Recommend changes in organization or scope after building a business case and justifying
them for the success of the project
Suppliers: From the extensive possible solution providers in this market the Consultant is
recommending two of the most reputable. Both have worldwide recognition of proven successful
implementations in the transport industry.
Oracle Applications SAP
Oracle Indonesia Sales PT. SAP Indonesia
Toll-Free No: 0800 1672 253 WTC II, 9th Floor
Toll-Free Fax: 001 803 440 415 Metropolitan Complex
JI. Jend. Sudirman Kav. 29-31
P.T. Oracle Indonesia Jakarta 12920, Indonesia
Sentral Senayan 1, Office Tower Phone: +62 21 3003 2800
9/F, Jl. Asia Afrika, Fax: +62 21 3003 2808
No. 8 Jakarta 10270, Indonesia Email: info.indonesia@sap.com Products and
Services Inquiries
Tel: 62-21-2555 2168 Phone: 00180 365 7000 (within Indonesia)
Fax: 62-21-2555 2008 International Phone: +62 21 3003 2757
Toll Free Number: E-mail: info.indonesia@sap.com
6221 25552100
E-Mail: SALESINQUIRY_ID@ORACLE.COM
7. ERP Performance Measurement

Performance measurement is the process of collecting, analyzing and/or reporting information
regarding the performance of an individual, group, organization, system or component. It can involve
studying processes/strategies within organizations, or studying engineering
processes/parameters/phenomena, to see whether output are in line with what was intended or
should have been achieved.
Key performance indicators (KPI) are a type of performance measurement. An organization may use
KPIs to evaluate its success, or to evaluate the success of a particular activity in which it is engaged.
Sometimes success is defined in terms of making progress toward strategic goals, but often success is
simply the repeated, periodic achievement of some levels of operational goal (e.g. zero defects,
10/10 customer satisfaction, etc.). Accordingly, choosing the right KPIs relies upon a good
understanding of what is important to the organization.
A summary list of the primary operational KPIs is presented in the table below. A more extensive
hierarchy of KPIs for all elements of MRTJ’s business is included as Annex II:E.
Table 92 – Key Performance Indicators
Description KPI target
Headways (Minutes) Peak 5 minutes
Off peak 7- 10 minutes

Congestion ratio 150%

Scheduled trips operated (%) 99% monthly
Scheduled Arrival performance 99% daily
(Delays of not more than 5 minutes of scheduled headways )
Trains available during peak hours 99% monthly
Mean distance between failures (MDBF) (Train breakdown rate >=2.0 million car-km per incident
that cause delays of 5 minutes or more)
MDBF Infrastructure >=1.75 million car-km per incident

(incidents causing delay of 30 minutes or more - signals, track,
electrical power, platform screen doors, other)
Ancillary equipment failures 99.5%
(Ticket machines, flap gates, escalators & lifts, etc.)
Safety: Criminal incidents 1 per million passengers
Safety: Passenger injuries 0.005 per million passengers
8. IT Infrastructure Design
Scope: The IT Infrastructure Design covers the following topics:
 Functional Architecture
 Technical Architecture for 4 locations; MRTJ Office, MRT Stations, Co-location Service
Provider, and Disaster Recovery Center
 Design for MRTJ Office: Data Center and Office Access for selected head office employees
and field employees
 Design for MRT Stations (phase 1 – Lebak Bulus – Bundaran HI, 13 stations)
 Email and Unified Communication System
 Security System
 Office Collaboration and Desktop
Design Consideration: The design process considers the following characteristics:
Table 93 - IT Infrastructure Design Considerations
Characteristic Description
Complexity This characteristic relates to the effect a choice will have on overall
infrastructure complexity.
Cost This value shows the relative cost associated with a particular option. This
takes into account initial and repetitive costs associated with the decision.
Fault Tolerance The Fault Tolerance characteristic indicates the effect the option will have on
the ability of the infrastructure to sustain operation during system failures.
Performance Performance is rated based on the effect the option will have on the
performance of the technology featured in the design.
Scalability This characteristic depicts the effect the option will have on the ability of the
solution to be augmented to achieve higher sustained performance within the
infrastructure.
Availability This indicates the effect of a choice on the ability of a technology and the
related infrastructure to achieve highly available operation.
Compliance This characteristic indicates whether a choice will have an impact on the
ability of a business to demonstrate or achieve compliance with certain
regulatory policies.
Continuity This characteristic relates to the effect a choice will have on the ability of the
business to continue operations during system failures (related to fault
tolerance).
Interoperability This indicates whether a choice will have an impact on the ability of the
technology to interoperate with other technologies within the infrastructure.

Characteristic Description
Risk This characteristic reflects whether the business will experience risk based on
the choice made for a particular option.
Functional Architecture: IT Support Infrastructure is designed to support the ERP System. The
following functions are built to provide support for operating, monitoring, security, and data center:
 Office Automation and Collaboration
 Infrastructure Management
 Hardware Provisioning and Management
Figure 69 – Functional Architecture
Physical Network Location: In the MRTJ Office, the physical network will be divided into:
 MRTJ Main Data Center, contains:
- Core Module, to provide core layer network interconnection
- Internet Connection Module, to provide connection between MRTJ Office and Internet
- Internal Server Module, to provide server farm for internal use, such as ERP Server,
Internal Corporate Portal, Data Storage Server, File and Printer Server, etc.
- WAN Connection Module, to provide connection between Data Center and MRT
Stations as well as Disaster Recovery Center.
 Network Management System Module, to provide network management function for Data
Center and MRTJ Office such as collaboration system (conferencing, IP telephony, PABX
gateway, etc.), Authentication System, Guest Access Management System, WAN
Optimization System, WLAN Management System, Network Access Control, End-Point
Security Management System, Network Performance Management System, etc.
 Office Access Module for MRTJ Staff
MRTJ physical network architecture is divided into three main locations:
I. MRT Stations
II. Disaster Recovery Center
III. Co-location Service Provider, to provide server farm for external use (public services), such as
Web Server and Email Server.

Figure 70 – Physical Network Location
Network Connections: Network connection between sites is listed below:

Table 94 - Network Connections
Site 1 Site 2 Network Type Protocol Band width Network
Hops
Main Data Center MRTJ Office Fiber optic TCP/IP 1 Gbps 1
Main Data Center (Intra Main Data Fiber optic TCP/IP 10 Gbps 0
site) Center (Intra
site)
MRTJ Office (Intra site - MRTJ Office RJ 45 TCP/IP 1 Gbps 0
wired) (Intra site -wired)
MRTJ Office (Intra site - MRTJ Office WiFi TCP/IP 10 Mbps 0
wireless) (Intra site -
wireless)
Main Data Center MRT Station Fiber optic TCP/IP 1 Gbps
Main Data Center Disaster Fiber optic TCP/IP 1 Gbps
Recovery Center
Main Data Center Co-location Internet cloud TCP/IP
Service Provider

Technical Network Architecture: Annex II:J sets out the technical network architecture for the Jakarta
MRT Network including the relevant components and network relationships of the office access
modules, co-location service provider, network management system module and the MRTJ data
center etc.
Server Platform Deployment: For each server, there are two options for server deployment.
 Option 1: Physical Hardware: Using physical hardware can provide greater choices and
flexibility in the type of hardware utilized in the server infrastructure. Both x86 and x64
architectures are available as well as multi-processor support. Physical hardware installations
can potentially handle more clients than a virtualized environment due to the lack of the
overhead introduced by the virtual services.
 Option 2: Virtual Machine: Virtualization introduces flexibility into an environment by
allowing virtual machines to be moved easily between hosts. Services that may not be
compatible with each other can both be run on the same host due to the isolation provided
by the virtual machine. However, virtualization overhead may affect the number of clients
that can be supported by a given virtual machine.
Email and Unified Communication: Email and Unified Messaging System provide the following
functions:
 Email system
 Office Collaboration such as calendaring, task management, mailing list, mail share folder,
etc.
 Unified Communication, interconnection to VoIP and PABX
 Webmail access
 Mobile device access
 Instant Messaging
Security System: MRTJ requires a secure network system. In order to apply this requirement, MRTJ
networking system shall apply countermeasures for the following security threats:
 Spoofing: Spoofing is attempting to gain access to a system by using a false identity.
 Tampering: Tampering is the unauthorized modification of data.
 Repudiation: Repudiation is the ability of users (legitimate or otherwise) to deny that they
performed specific actions or transactions.
 Information Disclosure: Information disclosure is the unwanted exposure of private data.
 Denial of Service: Denial of service is the process of making a system or application
unavailable.
 Elevation of Privilege: Elevation of privilege occurs when a user with limited privileges
assumes the identity of a privileged user to gain privileged access to an application.
Especially for web-portal following security threats shall considered:
 Infection of Virus: Virus attacks website vulnerable to virus to carryout Web Site Forgery or
spread of virus
 SQL Injection: SQL Injection attacks databases used for Websites (e.g. compromising,
falsifying or deleting the information contained in database) to get information in the
database.
Cross-site Scripting: Cross-site scripting attacks Website users with a malicious script executed on
users' browsers by using a vulnerable Website, causing damages such as phishing scam or
information leakage.

Office Desktop: The office desktop for MRTJ personnel should accommodate the following types of
users:
 Office Worker: These users are always connected to the corporate network and expect a rich
client experience44 that can handle the broad range of tasks for which they are responsible.
They use applications such as Microsoft Office and various line-of-business (LOB) applications
that run on the local computer. These users include all main employees of MRTJ who are
work regularly in an MRTJ office.
 Mobile Worker: These types of users are highly mobile due to travel requirements, and
frequently work outside the corporate network. They use a variety of applications that
usually run locally on their mobile computer and, therefore, require a rich computing
experience. These users need to be able to access applications and data offline, but also
carry a higher risk of loss of data if their computer is lost or stolen. These users include
employees who move from location to location throughout the work day (technician, field
engineer, etc.).
 Task Worker: These users perform a narrow set of tasks and use systems that are connected
to the corporate network. Task workers usually do not have a dedicated desktop computer;
instead, they leverage a pool of designated computers to access one or a few applications.
These users include call-center analysts, warehouse workers, and MRT station personnel.
 Contract Worker: These users are vendor or contract staff. Depending on the nature of work
performed, these users may require significant or limited access to the local operating
system.
 Access from Home: This usage scenario is for non-mobile employees who are not able to get
to the office and need access to their personal computer work environment, including
applications and data. The IT department needs to ensure that corporate data remains
protected and that the computing environment remains well controlled.
The Windows Optimized Desktop relies on the following features of Windows 8 Enterprise:
 Folder redirection: Allows users and administrators to redirect the path of a folder to a
centralized server. This feature provides data protection in the event of local system failure.
The data is safe on the central server even if the local computer needs to be completely
replaced. The data can also be backed up as part of routine system administration without
requiring any action on the part of the user.
 Roaming user profiles: Enables the redirection of locally stored data and user profiles to a
remote server.
 Client-side caching: Provides offline file synchronization capabilities to enable consistent
access to local copies of files and data that are usually stored on a remote file server.
 BitLocker Drive Encryption and BitLocker To Go provide data protection for storage devices
such as hard disk drives and USB flash drives. BitLocker To Go gives system administrators
control over how removable storage devices can be used and the strength of protection
required. Administrators can require data protection for writing to any removable storage
device while still allowing unprotected storage devices to be used in a read-only mode.
Through Group Policy, administrators can also require strong passwords or a smart card for
protected removable storage devices or control which devices can be connected to the
computer at all.
44Refers to an enhanced experience in terms of, for example, ease of access and use, informational structure, layout, and
content, real-time data,etc.

 Direct Access enables users to access the corporate network with their PCs any time they
have an Internet connection, without the extra step of initiating a VPN connection.
 BranchCache caches content from remote file and Web servers in the branch location so that
users can more quickly access this information. The cache can be hosted centrally on a server
in the branch location, or can be distributed across user PCs.
 AppLocker is a flexible and easily administered mechanism that enables IT professionals to
specify exactly what is allowed to run on user PCs. With this capability, IT professionals can
realize the improved security, operational, and compliance benefits of application
standardization. AppLocker provides simple, powerful, rule-based structures for specifying
which applications can run, providing IT professionals with the flexibility to allow users to run
the applications, installation programs, and scripts they need to be productive.
 Enterprise Search Scopes provide users with an improved and seamless search experience
across local and networked corporate data directly within Windows Explorer.
 RemoteApp and Desktop Connections allow users from both managed and unmanaged
Windows 8 PCs to easily subscribe to RemoteApp programs, RD Session Host desktops and
RD Virtual Host desktops (VDI). Icons for their applications are displayed in the users start
menu and automatically kept up to date.
The following matrix maps the Windows Optimized Desktop options to specific Microsoft products
and technologies that address the stated types of users:
Figure 71 – Office Desktop
5.4.2 Source: Microsoft

9. IT Risk Management
IT Risk Management includes the processes of conducting risk management planning, identification,
analysis, response planning, monitoring and control. The objectives of Risk Management are to
increase the probability and impact of positive events, and decrease the probability and impact of
negative events.
Identify Risks is the process of determining which risks may affect the project and documenting their
characteristics. Participants in risk identification activities can include the following: project manager,

project team members, risk management team - MCS, customers, subject matter experts,
stakeholders, client experts.
Identify Risks is an iterative process because new risks may evolve or become known as the
project/operations progresses through its life cycle. The frequency of iteration and who participates
in each cycle will vary by situation. The format of the risk statements should be consistent to ensure
the ability to compare the relative effect of one risk event against others on the project. The process
should involve the project team so they can develop and maintain a sense of ownership and
responsibility for the risks and associated risk response actions. Stakeholders outside the project
team may provide additional objective information.
The Consultant’s risk management team and IT experts have produced this initial list of risks in
relationship with the IT implementation and operations. Annex II:F provides a detailed flow diagram
of system module risk types. A summary of system module risk evaluation and avoidance is shown in
the table below.
Table 95 - System Module Risk Evaluation and Avoidance
System module IT System Risk
Module Description Risk type Risk Impact
symbol Avoidance
Train Operations and Life critical Risk of 1. Uninterrupted Power
Safety Maintenance system losing lives Supply
& modules 2. Disk Mirroring
Security
3.Parallel Server
4. Regular Back-ups
MRO
Maintenance , Repair and Operation Operation 1. Uninterrupted Power
Maintenance Overhaul System Modules Critical shutdown Supply
Repair
Overhaul 3.Parallel Server
4. Regular Back-ups
Enterprise Resource Business Business 1. Uninterrupted Power

INV Planning System Modules Critical and Supply
Inventory
for the operational phase operation 4. Regular Back-ups
delays
Enterprise Resource Business MRTJ 4. Regular Back-ups

CTM Planning System Modules Critical Project
Contracts
Management
for the pre-operational loose of
phase control and
delays
Enterprise Resource Business Business 4. Regular Back-ups
FIN
Financial Planning System Modules Critical operation
Management
core modules delays
5.4.3 Ticketing and Revenue Collection

1. Ticketing/Automated Fare Collection (AFC)
The MRTJ a new way to travel with a new way of Payment: The promotion of fare payment by stored
value card (SVC) must be a key part of the promotion and publicity for Jakarta’s MRT system. This
should be an easy to sell concept, since both Transjakarta and KRL-Commuter Rail already offer this
service. In addition, most people are used to the concept of pre-payment from using mobile phones.

To further advance this cause, fares for single trips should be at least 10 percent more expensive.
This is readily justifiable as the cost of fare collection using single trip tickets is considerably higher.
This is not to say that single trip tickets are not required, but their use should be limited to a small
proportion of the total travelling public.
To make the use of stored-value cards even more attractive, the participating banks should be
encouraged to offer Auto-Top-Up for their bank issued stored value cards. The Auto-Top-Up scheme
automatically tops-up the e-purse of an SVC by a predetermined amount when the value of the e-
purse is insufficient to pay the current fare or if the value of the e-purse will be less than the trigger
value after paying the fare. This feature should be a standard part of the MRTJ’s AFC system. If widely
accepted, this feature will reduce the requirements for add value machines and hence the amount of
cash handling.
Should MRTJ decide to offer its own stored value cards, these could be procured, though a tender,
from one of the banks currently issuing such cards. The MRTJ SVCs would have their own graphics
but would be processed by the issuing bank’s central clearinghouse to avoid the need for yet another
clearing system and yet another set of Security Keys.
Provision of other Fare Products: Fare Products, other than SVCs and single trip tickets should be
limited. Concessionary fares, if any, should be offered primarily in the form of personalized stored
value cards. These must show the personal details of the cardholder, including a recent photograph.
Season passes (e.g., weekly or monthly passes), similarly should be loaded only onto personalized
SVCs. However, there is little justification to issue weekly or monthly passes as the SVC offers all the
convenience of season passes, provided the cardholder loads sufficient value up front. Furthermore,
if the holder of a season pass falls sick, part of the fare will be wasted. The same does not happen
with SVC value.
Suggested Single Trip Ticket Features – Alternative 1: Single Trip tickets usable for travel on
Transjakarta, KRL Commuter Rail, and the Jakarta MRT should be introduced as soon as possible.
Paper-based smart tickets would be most suitable for this purpose. The cost of such tickets,
approximately IDR 2,000, could best be absorbed by including a ticket cost component into all single
trip fares. Assuming that the tickets are valid for a maximum of 16 trips over a period of 45 or 60
days, the cost could be IDR 200 per single trip. Any trip purchased after the 10th trip should be
offered at a discount of IDR 100. This would encourage passengers to use the maximum number of
trips allowed. Assuming that the average use is 14 trips, an amount of IDR 400 above the actual cost
would be recovered.
Given that the ISO standard 14443 A or B is adopted for the interoperable ticketing system, such
tickets are readily available and when purchased in bulk by one agency, the Transit Acquirer System
(TAS), an efficient and convenient system would result that benefits both, the public and the
operators. Single trip transaction records would then also be collected by the TAS and processed for
inclusion in the travel databases. In addition, the transaction records would be used to determine the
amount of fare proceeds to be allocated to the TAS for the recovery of the ticket costs.
This concept is totally compatible with the current single trip ticketing implementation of KRL
Commuter Rail and its plans to eliminate the current policy of collecting and returning a deposit for
single trip tickets. It is also in line with Transjakarta’s planned elimination of cash fares. In addition,
this will allow Transjakarta to eventually switch to a distance based fare scheme.
It should be noted that both Dubai and Singapore currently use paper-based smart tickets for single
trips. Dubai imposes a separate charge for the cost of each ticket sold and allows a maximum of 10
trips within a 90 day period. Because of its zonal fare system, a number of trips up to the maximum
allowed can be purchases provided all trips are of the same type, i.e. a given number of zones or the

short-distance fare. In Singapore, each trip is purchased separately or as a pair for a round trip, up to
the maximum of 6 trips allowed within a 30 day period.
Given that the current KRL Commuter single trip ticket is in fact a mini-stored value card containing a
purse value, and given that the Jakarta MRT will have a similar distance-based fare structure, one
could argue that the same concept should be adopted for the interoperable single trip ticket.
However, unless Transjakarta bus stops have exit controls and provisions for topping up, if necessary,
this would not work. The alternative is to allow the purchase of multiple trips of the same value for a
specific operator to facilitate round trip ticketing. Once Transjakarta adopts a closed system with exit
control, then the mini-stored value concept might be a practical alternative.
Data Requirements: As a minimum, the following data will need to be provided for:
Table 96 – Data Requirements
Data Type Description Size
Comments
(bits)
General 47 Size = 2 Pages
Date of issuing Ticket (sale) 13 No of days from start of Year or from 01-01-
2015 ( max 22 Years)
Seller ID 5
Seller Location 6
Ticket Type 4 Adult, Concession
Number of trips purchased 5
Cumulative Value spent 14
(IDR100’s)
Trip Specific 44 Size = 2 Pages
Seller ID 5
Seller Location 6
Equipment ID 9
Date of Purchase 6 Days from Date of Issue
No of Trips bought 5
Value per Trip (IDR100’s) 13
Travel Info 40 Size = 2 Pages
Operator ID 5
Equipment ID 9
Date of Entry 6 Days from Date of Issue
Time of Entry 11
Entry Station 9
Card Log 32 Size = 16*32 bits, i.e. 16 Pages
Operator ID 5
Date of Travel 6 Days from Date of Issue
Time of Exit 11
Trip Value (IDR100’s) 10
Transaction Standard Transaction Record Format
Record only Equipment ID
Time of Exit
Station of Exit
Value of Trip (IDR100’s)
Number of same trips left
unused
Trip Sequence Number
Card Serial Number
Source: The Consultant. Note: Capacity of Mifare Ultralight EV1 = 1024 bits or 256 bytes, i.e. 64 addressable pages

Single Trip Ticketing based on Mobile Phones – Alternative 2: An attractive alternative to the use of
electronic single trip tickets is the use of NFC Tags linked to mobile phones. With this scheme, any
passenger desiring to purchase a single trip ticket can do so by using a specific App on a smartphone
or sending a SMS from a regular mobile phone, indicating the operator, station of entry and station
of exit. The system will generate a secure message enabling the passenger’s NFC Tag to be accepted
at the entry station, provided the phone’s e-payment account has sufficient value for the applicable
fare. The station of entry, when seeing the NFC Tag on one of its gates, will encode the data
necessary onto the NFC Tag to be carried forward to the exit gate at the desired station. It should be
noted that NFC Tags are fully compatible with the read/write devices used on fare gates.
The passenger requesting the ticket will receive a confirmation SMS indicating the following:
Commuter Rail
Gondangdia to
Pasar Minggu
Wed 27-08-2014
Next Train 17:23
Fare IDR 3,500
The confirmation message will only be sent to the passenger’s phone after the station of entry has confirmed
receiving the message. This ensures that the passenger will not attempt to enter the station should the network
encounter delays with its message forwarding. In the rare case of a network failure the purchase will be
canceled after a pre-defined time interval.
Customer Benefits:
 No need for coins or notes
 No need to queue
 Freedom from ticketing machines out of change or out of tickets
 Anyone can use the service via simple SMS commands
 Smart Phone users can purchase with the MTicket App
 One time need to register and obtain a NFC Tag
 Electronic receipt
Public Transport Operator Benefits
 Simple to get up and running
 No need to sell paper or e-tickets
 Operates in parallel with other forms of ticketing
 Cost saving through reduced cash handling and no need for ticket vending machines
 Increased revenue via simple and convenient mobile payments
 NFC Tag readable by standard smart card read/write device
This scheme will be more convenient for all and does not require the purchase, respectively sale of
physical e-tickets other than the onetime acquisition of the NFC Tag. Entry and exit gates at the
transit stations do not require separate devices for processing.

Figure 72 – NFC Tag Examples

NFC Tag with visible features
Mobile Phone with NFC Tag on back

Apart from the convenience to passengers there will also be a reduced need for ticket vending
machines and ticket office activity. Given the high penetration of mobile phones in Indonesia, this
solution appears as an ideal alternative to the use of rather expensive e-tickets, when compared to
the fares payable. Furthermore, such a system can be readily implemented for the currently
operating transit systems, Transjakarta and KRL Commuter Rail.
Key Issues with NFC Tag Ticketing: The major Telco’s have indicated their willingness to use their e-
payment accounts for the purchase of transit tickets. It appears that they are looking for just such
applications, hence it should be a reasonably attractive proposition, as some form of a fee, probably
in the form of a higher that standard charge for the initial SMS request, will be payable to them.
Given, that this scheme will require no manpower effort, it should be very attractive for all parties
concerned.
The Regulations concerning e-payments issued by the National Bank of Indonesia lists three major
Telcos, namely; Telkomsel, XL, and Indosat among authorized companies other than banks to
conduct such e-payment activities. The Telcos have indicated their willingness to work together and
operate a single center to be set up to support this service, possibly jointly with the Transit
Operators. This data center, called Phone Ticketing Center, would also keep track of the single trips
made by the users of the service. Each user being identified by his/her mobile phone number when
registering their e-payment account and have it linked to their NFC Tag.
Basic Ticketing Data to be included in message sent to Transit System Devices: Each code would
include the following data as a minimum:
Table 97 – Minimum Code Data
Item No. of Digits Comments
NFC Tag ID 17
Trip Sequence Number 4
Trip Type 1 Single or Return
Date of Trip Purchase 6
Time of Trip Purchase 4
Transit Operator ID 5
Entry Station 6
Exit Station 6

Item No. of Digits Comments

Transfer Station 6
Number of Passengers 1
Fare Earmarked 5
TOTAL 61
Note that the SMS Code sent to the passenger shown above does not include most of this
data, only enough to serves as a receipt in case of any problems.
Trip Type is provided to potentially offer single and return trips. It can also be used to allow first time
park-and-ride users to enter the designated parking lot. Number of passengers is included to allow a
parent to purchase trips for his/her accompanying children. In this case, the children must pass
through the same entry gate in successive order. Fare earmarked is the normal fare applicable for the
trip and the number of passenger. The account must have at least this amount to purchase the trip.
The actual amount to be deducted will be based on the exit transaction record. Thus, if an early
morning trip on Transjakarta services is started before the 7:00am cutoff time, the fare deducted will
be IDR 2,000, otherwise it will be the earmarked amount of IDR 3,500. Similarly, if a passenger travels
passed the purchased destination station and exits at a station with a higher fare, the higher fare will
be deducted. However, if a passenger exits at a station with a lower fare, the fare originally
purchased will be deducted unless the AFC system is in Service Disruption mode, in which case the
applicable fare will be deducted. This approach follows the standard business rules for single trips.
Since the NFC Tag has a unique ID, there is no need to encrypt the data, provided a secure
transmission protocol is being used and transit operator staff do not have access to such data.
However, to provide added security it is recommended that some form of encryption should be used.
Basic Message Processing: Every message issued will need to be distributed to the respective entry
station for verification and tagging (indicating that it has been used). As indicated above, the server
system that issues the confirmation receipt to the passenger will have already send the complete
message to the station server at the entry station. Each station server will, in turn, distribute the
message to each entry gate which maintain a list of the active (unused) NFC Tags. Upon presenting
the NFC Tag to an entry gate, the gate will check its list and if the code is active, the gate will open for
entry and allow as many passengers as indicted through the gate. At the same it will transfer the
basic data to the NFC Tag, set the code status to ‘entered’, and send a corresponding entry
performed message to the other entry gates in the station via the station server. The data carried
forward will serve to perform the standard entry/exit check when reaching the exit station.
At the entry station, the code, once processed can simply be deleted from the list to keep the list
short and hence more efficient. Thus, if a passenger attempts a pass-back entry, it will be denied as
the NFC Tag ID will no longer be present in the list and the information on the tag shows ‘entered’.
At the exit station, the standard exit process will apply provided the fare indicated is sufficient and
the entry/exit flag is set correctly. The gate will then generate a standard exit transaction record and
set the flag to exit. This will again serve to prevent any pass-back from being possible. If the fare
should be insufficient, exit shall still be allowed with the transaction record indicating the amount of
the shortfall. In the rare circumstances where the e-payment account does not have sufficient money
to cover the difference, the account shall be allowed to go negative, with the difference being
recovered from any subsequent topping up. Alternatively, exit could be denied and the passenger
could be directed to the station control booth to pay for the difference. However, the first option is
preferred as the likely losses would tend to be minimal, if any.
Any gate accepting a NFC Tag will generate the normal transaction record with the tag ID plus the
sequence number as the identification code together with the standard information for such records.
Features of Alternative Scheme: If the scheme is implemented as described above, the purchase of
the single trip fare will be more or less station to station specific, except for flat fare systems, where

processing at entry only takes place (currently the practice for Transjakarta trips). In fact, it will allow
travel from the selected entry station to any exit station with the same or lower fare as purchased, as
is currently the practice for most single trip tickets. As suggested, it can even allow travel to a station
with a higher fare, accepting the risk that the account may not have enough value to cover the extra
fare. Alternatively, the scheme could disallow exit to any passenger from traveling to a higher fare
exit station and force the passenger to pay for an exit ticket as is normally the practice with more
conventional single trip ticketing schemes.
Given the convenience of being able to purchase the ticket just before using it, there is little reason
that any passenger would buy such a ticket and then not use it at the station for which it was
purchased. Thus, the option of allowing its use anywhere in the system is probably of little value, but
would add a significant additional data flow and storage in the list of active NFC Tags.
Since the proposed scheme would actually determine the applicable fare at exit, and make the final
deduction only after the trip has been completed, a fare adjustment could automatically take place
in the unlikely event of a service disruption. However, under normal operating conditions, a fare
adjustment would not be made if the passengers decide to exit at a station with a lower fare than the
one purchased.
Application to Transjakarta Services: Currently, Transjakarta offers a lower (concessional) fare during
the early morning period from 5:00am to 7:00am. To facilitate this feature, any ticket purchased and
used to enter prior to the cut off time, i.e. 7:00am would automatically benefit from the early
morning off peak fare.
Benefits of Proposed Scheme: The following benefits are achievable:
 Elimination of need for single trip e-tickets,
 Elimination of Ticket Offices and associated cash handling, except to handle problem cases,
 No Need for Ticket Vending Machines and their associated Change Giving and Cash Handling
requirements,
 Reduction or elimination of Queues at ticket vending areas, and
 Ability for passengers to buy their ticket ‘on the go’.
The service could further provide an indication of the next service for the selected trip. This could be
based on the time table in the case of the Commuter Rail or the expected arrival time of the next bus
for Transjakarta, assuming that the location of their buses will eventually be monitored via GPS.
Provided a reasonable arrangement can be negotiated with the Telcos, the scheme would appear to
be very cost effective. The major costs include the software upgrade for the read/ write devises and
the NFC Tag Service Centre where the requests are processed and sent to the respective passengers
and stations.
Basic Requirements for Scheme to be simple to use: All stations and services must be easily
identifiable, preferably with a Numeric Code such as already in use by Transjakarta. Both, the MRT
and Commuter Rail will need to adopt a similar scheme for easy typing of the request. Ideally, the
numbering system can be such that common errors can be detected and corrected by the server.
Since location information is available for the requesting phone, this may be used to verify the
nearest entry station for the respective service.
Possible Option: It may be desirable to offer the option to purchase a return trip valid for the same
day only. This is the most common alternative for passengers travelling occasionally and would
certainly add further convenience. In this case, the exit gate, upon detecting the return trip code,
would automatically distribute the Tag ID and necessary information to all entry gates at the station
after setting the trip type of the message to single trip.

No need for Ticket Vending Machines or multiple Ticket Offices: Given the proposed Mobile Phone
based NFC Tag single trip tickets, all ticketing transactions will become self-service type, with
passengers either using the bank issued stored value card or pre-purchasing a single trip ticket
though their mobile phone either via an SMS or a Ticketing App for smart phones.
Hence, only self-service add value machines (AVM) will be required to support ticketing, apart from
the ticket office needed to handle problem tickets. AVMs can be much simpler and would simply add
the value of each inserted banknote to the SV purse, without the need for any selections to be made
other than to indicate the end of the transaction and to request a receipt, if desired. Such machines
might accept the current notes from IDR 2,000 to IDR 100,000, but not the IDR 1,000 notes which are
scheduled to be withdrawn at some stage. To further reduce the traffic at ticket offices, such
machines could also be designed to dispense anonymous stored value cards. Given, that stored value
cards are bank issued, the participating banks may wish to allow the use of their debit cards for
topping up. Such machines, built in Indonesia already exist as prototypes and are used at least by one
card-issuing bank, BCA.
Possibility of Issuing Tourist Passes: Tourist passes may be one fare product that deserves
consideration for issuing. Passes may be sold for 1, 2, and 3 days validity over a 10 day period from
the day of purchase. Each day purchased will commence upon the first use of the pass during a new
operating day and will offer unlimited travel within the MRT system and possibly on other public
transport services, provided other operators are interested in participating in such a product. Tourist
passes will typically be encoded on paper-based, disposable tickets with an attractive graphic design
that can serve as a souvenir.
The pricing of tourist passes may equal the value of six trips of average distance plus the cost of the
paper ticket. This pricing would be too high for regular users but may be attractive for tourists who
do not wish to purchase a stored-value card or single trips. However, it should be noted that the
current trend to expand the NFC payment technology internationally, supported by American
Express, Visa and MasterCard, may eventually require that foreign phones with such payment
features should be accepted in place of tourist passes.
The Case against Weekly or Monthly Travel Passes: As indicated above the provision of weekly or
monthly travel passes is not recommended. Such passes tend to only favor the wealthier portion of
the travelling population, namely those who can readily afford to pay a substantial amount of money
upfront and hence are least likely in need of lower fares. In addition, such passes are prone to
misuse, since the number of daily trips is usually not limited. Thus, family members and friends might
borrow such passes for free travel.
Types of Fare Gates: It is generally recognized that Flap Gates, rather than Turnstiles are the desired
gates for entry and exit control to and from the paid area of urban rail systems. Flap gates, either
with retractable flaps or with flap doors, have a much higher throughput capacity and are more
convenient for passengers as no effort is required to operate the gate (see Figure below). The
difference between retractable gates and those with doors is primarily in the better control of
tailgating achieved by retractable flaps. This is because flap doors cannot be closed for safety reasons
until the passenger has passed the position of the flap door, by which time a tailgating passenger will
have entered the safety area. Also, in the case of reversible gates, retractable flaps provide a more
uniform appearance. Reversible gates should be a standard feature for most gates to accommodate
the different directional flows during peak periods and hence minimize the total number of gates
required.

Figure 73 – Flap Gates
The standard operating practice for retractable flap gates should be continuously open mode as long
as a valid ticket is present. Either an invalid ticket or a one-second absence of a valid ticket should
initiate the closing of the flaps.
In addition, there is a need for at least one wide gate per gate array to accommodate people in
wheelchairs, people with baby strollers, and people, including maintenance staff, carrying large
objects. Such gates are typically operated in both directions, with the first passenger arriving having
the priority and hence temporarily blocking the opposite direction.
Business Rules for the MRTJ AFC System: Business rules constitute an essential component for the
successful implementation and operation of the electronic ticketing system. These are required to
produce the software for the system as well as to train the staff in the handling of problem
situations. The following Business rules will be required as a minimum:
1. Integrated Single Trip Tickets (BR01) √
2. Exit Tickets (BR02) √
3. Stored Value Card Usage (BR03) √
4. Personalized Staff and Concession Cards (BR04) √
5. Replacement of Faulty Cards and Tickets (BR05) √
6. Toddler and Child Travel (BR06) √
7. Card Refunds (BR07) √
8. Maximum Fare Cap (BR08) √
9. Temporary Cards (BR09) √
10. Day Passes for Tourists (BR10) √
11. Park and Ride (BR11) √
12. Auto-Top-Up (BR12) √
13. Mobile Phone based Single Trip Tickets (BR13) √
The business rules shown above are prepared as separate documents and included as Annex II:B.
These will be required by the AFC contractor to ensure that the system performs according to the
rules. Equally important, the business rules must be included with the training material for station
staff.

Toddler and Child Travel: A policy on toddler and child travel is required for any transit service with
fare gates. For the Jakarta MRT, it is proposed that Toddler and Children below 6 years of age be
allowed to travel free, provided they travel with a fare paying passenger. To ensure the safety of such
children when entering and exiting through fare gates, it will be necessary to issue those that are
taller than the gate sensors (typically 90cm) with a card to activate the gate. Alternatively, free travel
could be limited to those below 90 cm in height. The problem with this approach, which has been
used by other systems in the past, is that children tend to grow faster and earlier as the country
progresses and hence, fare paying will apply at an earlier age. Thus, an age-based policy is the most
appropriate policy in the long run.
Staff Travel and Staff Passes: It is customary for urban rail systems to provide free travel to their off-
duty staff. In addition on-duty staff needing to travel are normally expected to enter and exit the
paid area in the normal way using their personalized staff card. However, certain maintenance staff
may need to enter or exit at the same station and without respecting the normal times allowed in
the system. Thus, such staff’s cards are encoded to allow relaxed checking for such conditions.
Replacement of Faulty Cards: The replacement of cards is normally required when a card fails to
operate properly or not at all. The process is naturally different for anonymous cards and for
personalized cards. In the latter case, there are two types, graphically and electronically personalized
cards. Graphically personalized cards can only be replaced by the Card Personalization Facility and
will normally require 5 working days. In the meantime, patrons with such cards shall be issued a
temporary anonymous card. Co-branded/dual interface cards issued by banks will need to be
replaced by the respective issuing bank. Holders of such cards shall also be issued with a temporary
anonymous card.
The top priority of the card replacement policy should be to keep the patron travelling with the least
amount of inconvenience. Hence, the process needs to provide a replacement card on the spot,
whenever possible. The replacement card must include sufficient value to keep the customer going
with the provision to credit any differences to his/her new card via the Action List process. This credit
should be available no later than 5 days, following the replacement.
In the first instance, upon being presented with a faulty card, the Customer Service Agent (CSA) must
inspect the card for any obvious mistreatment such as a badly bent, folded, or torn card. Such cards
shall not be replaced free of charge, instead the cardholder shall be liable to pay the standard card
fee to have the card replaced and the amount of value added as desired. Any remaining SV value
from the damaged card shall be transferred to the new card using the Action List process.
For faulty cards in reasonable condition, the CSA will process the card on the TOM for analysis. If the
card can be analyzed, a decision to replace the card and its current value will be made by the CSA,
otherwise the card will be replaced with a minimum value, with the remaining value from the faulty
card being transferred via the Action list process.
Entry / Exit Sequence Checking: Any closed rail system, i.e. stations with a paid area and a free area,
must have provisions to ensure that entry and exit ticket processing are done in proper sequence.
This is to ensure that fares are properly deducted from the fare media. This control is especially
important with the use of flap gates, either the retractable or the flap door type, as both will allow a
certain amount of tailgating, unlike the much slower turnstiles. Modern systems will typically use flap
gates which have a much higher throughput and are more comfortable for passengers.
Checking for the proper entry / exit sequence is one of the first steps when processing tickets of any
type, followed by other basic checks, such as the action list check, and verifying the minimum
required purse value for stored value cards.
Time in System Checks: Closed rail systems will typically also perform a ‘time-in-system’ check to
ensure that passengers do not use the system for joy riding while paying a minimal fare. Thus, for

every origin to destination pair, there is maximum time allowed, after which passengers will be
denied exit unless a service disruption has occurred. In the latter case the check will normally be
temporarily suspended.
Passengers having exceeded their allowed time in the system will normally be charged a surcharge to
enable them to exit from the paid area. Typically, the time allowed would be set at 20 minutes above
the scheduled travel time. This assumes, of course, that the scheduled headway is no worse than 15
minutes at any time during the operating day.
Service Disruptions: In case of a service disruption, it is common practice to not charge any fares and
return any value already deducted. Thus, in cases where passengers are stranded at their station of
entry, the time in system check would typically be disabled and patrons would be allowed to exit
without any deductions. In the case where passengers are left short of their desired station of exit,
the value deducted should be set to zero as a gesture of appreciation for their understanding.
In cases where emergency evacuation is required and exit gates are open and not processing cards
and tickets, provisions must be made to handle the resulting entry/exit flag mismatches over the
next few days. One way, if a large number of passengers are affected, is to temporarily suspend the
entry/exit checks at the affected stations.
Hence, it is essential that these various procedures are incorporated into the AFC system and the
station staff trained in the application of these procedures.
Maximum Fare Cap: The stored value card should provide for a maximum fare cap that can be
implemented, if desired, for selected or all cards of a specific type, i.e. adult, concession, staff. The
fare cap typically applies for a specific period, i.e. a day, a week, or a month. In some areas, for
example Dubai, a daily cap is used to ensure that local regular public transport users do not pay more
than tourists using a tourist pass. In other areas, the scheme is used to ensure that qualified, low
income workers do not need to pay more than a fixed amount per week for their transport costs. The
Maximum Fare Cap feature should be part of the system being acquired.
Need for time specific Fare Tables: To ensure that the MRT system will eventually have the flexibility
to charge different fares for peak and off-peak, the AFC system should have provisions to hold 2 Fare
Tables for each Ticket Type (i.e. Adults, various Concessions, others). The tables shall be applicable
interchangeably during up to 5 time periods per day and each day of the week. In this way, any
period on critical days, usually working days, can have different fares. In practice, systems using this
feature may typically use discounted fares during certain, but not all off-peak periods
Park and Ride: Park and Ride facilities can form an important feature of any urban rail system,
especially in an urban area where car usage is prevalent, such as Jakarta. For such facilities to
become popular, it will be essential to ensure priority for users of the MRT system. This can readily
be achieved by requiring a Stored Value card, possibly with a Park and Ride product encoded, for
entry and exit to the car park. In addition, exit charges should be linked to the actual usage of the
MRT system. Thus, when exiting the parking area, the exit gate shall check the transaction log on the
stored value card to ensure that a rail trip was made prior to exiting the car park. Parking charges
shall be set to be attractive for rail users and rather pricy for other users.
To make park and ride facilities accessible to a first time user, those without a stored value card
would need to obtain a special parking single trip ticket that will allow entry to the car park and the
MRT. They would then need to obtain their single trip for the return just before the start of their
MRT trip to allow the system to estimate the correct parking duration and the corresponding parking
charge. Such a ticket would be treated similar to a feeder bus single trip through ticket.
Cash Handling: In the past, cash handling used to be an important aspect of the fare collection
system, after all, fare revenue constitutes the major source of income for any rail system. However,

with the adoption of the interoperable, bank-issued Stored Value Cards and the use of mobile phone
based Single Trip Tickets the Jakarta MRT will see much less cash collected. Hence, this document
describes the cash handling requirements for the Jakarta MRT, given the absence of any Ticket
Vending Machines that collect money and give change, and the proposed operation of the Add Value
Machines for stored value cards by the participating banks. Cash is basically collected at two sources,
at Ticket Offices (TO) and by self-service Add Value Machines (AVM). The TOs are equipped with
Ticket Office Machines (TOM). These machines and their operation are quite different. In addition,
there is potential fare revenue from auto-top-up transactions via the respective financial institutions.
Cash at Ticket Offices - Here, cash reconciliation and safe keeping is required on a shift basis. Hence,
every customer service assistant (CSA) will need to log into the TOM and have his/her own cash
drawer if multiple staff are on duty at the same time. Upon completing their shift, they will need to
count their cash and reconcile their takings and initial change-giving money with the end-of shift
summary produced by the TOM. Normally, the standard change giving float will be stored separately
from the collected revenue which will be readied for banking. A safe will be required for this purpose
in the station control room, which may be the same as the ticket office or may be a separate room
within the station. The cash ready for banking is normally collected together with the AVM cash
collection. Please refer to the separate Paper on Cash Handling Requirements, dated September
2014.
AVM Collection – It will always be necessary to collect and replace the bank note vault with an empty
one. Locked note vaults will then be transported to the central sorting and counting center for
sorting, counting, and reconciliation with the records from the corresponding AVM. The properly
bundled notes will ultimately be banked in.
Depending on the availability of such services, cash handling may best be outsourced, especially for
the initial, relatively small MRT system. In any case, given that the money will initially accrue to the
card issuing banks, the banks should be responsible to arrange the cash collection and cash handling
through one of them that operates such facilities.
AFC Maintenance: Given an AFC system based on electronic ticketing with ‘Tag and Go’ (Touch and
Go) ticket processing, maintenance will be required largely for the electronics, the mechanical parts
of the flap gates, and the ticket dispensing devices. This would be particularly so, provided all
card/ticket processing units are of the touch (place on top) type and do not include card insertion of
any type. Typically, ticket office machines will have a read/write device that the card or ticket is
placed onto for processing. Self-service AVMs should use a similar device for patrons to place their
cards without requiring any insertion or capturing.
The only other mechanism experiencing occasional problems will be the note accepting units of
AVMs. Here again, replacing a faulty unit with a spare one is the normal practice. In addition, station
staff must be trained to handle a potential note jam, which can be cleared on the spot.
In today’s environment, faulty electronic devices are typically replaced with spare units and sent for
analysis and repair to a specialized work shop. Thus, the MRT operator would not require staff with
such expertise.
A similar regime applies for the repair of electric motors used to operate the flaps of entry and exit
gates.
The number of AFC maintenance staff and their duty roster will depend on the amount of equipment
installed as well as the type of equipment, especially reversible gates. It is fairly normal practice that
repairs to a faulty gate would not be made during peak periods, to avoid causing additional
congestion. Similarly, any maintenance functions required for AVMs will normally be made only
during off-peak periods, unless access to the machines is provided from the back, out of sight of the

passengers. It has been estimated that the trained AFC maintenance staff should include 6 staff and 2
supervisors.
Given the appropriate design, at least one spare gate should be available based on maximum
projected peak flows. In addition, sufficient reversible gates should be provided to allow switching a
gate to cater for the critical peak flow.
Thus, most of the AFC maintenance work required during weekdays will take place either, after the
morning peak and before the evening peak, or after the evening peak. Hence, the weekday duty
period for such staff may be between 9:30am and 4:30pm, and between 7:00pm and 11:00pm. On
weekends, fewer restrictions apply. A reduced staff contingent may be required between 8:00am
and 10:00pm on Saturdays and Sundays. Thus, two full time staff will be required for every position,
not accounting for annual leave and sick leave.
Station Staff Duties: In addition to operating the ticket office machines, some station staff must also
be trained in the operation of the station server, specifically to switch reversible gates from entry to
exit and vice versa and to open the gates in case of an emergency evacuation. In addition, staff
should also be familiar with service disruption procedures, although the activation of specific
routines such the temporary suspension of entry/exit checks may best be controlled from the central
operations control office via the central computer.
Station staff involved with the AFC system must also be trained to add new paper rolls to the TOM
and AVM. The staff should also be trained to clear an occasional bank note jam in the AVMs although
such jams are rather infrequent with today’s modern equipment. This will greatly reduce the need
for AFC maintenance staff to make frequent visits to stations.
Provision for AFC Equipment Room: There is a need for the provision of an AFC equipment room at a
centrally located station, for example at Bendungan Hilir, to service Phases 1 and 2 of the MRTJ. This
will facilitate the movement of maintenance staff and spare equipment by train to any station in
need of service. The room should be equipped with one or two terminals connected to the AFC
system for equipment monitoring. All equipment fault messages should automatically be displayed at
these terminals. The terminals should allow the designated staff controlled access to remotely
diagnose any problems reported. In addition, access should also be provided to the maintenance
management system for logging of faults and servicing actions.
The equipment room will also serve to hold spare parts and as the base for the AFC maintenance
staff. If MRTJ is to operate a mini AFC testing system, which is recommended, this should also be
located in this space. Such systems are typically used to test and evaluate changes and updates to
the system, including the introduction of new fare tables and new fare products, if any.
Provisions for NFC technology - Use of mobile phones in place of smart cards: Throughout the world,
the use of NFC technology is becoming increasingly popular to eventually complement stored value
cards with mobile phone based payments, especially by tourists. This allows patrons with an account
linked to their credit card and their mobile phone equipped with an NFC Tag to use any participating
transit system. An Alliance to sponsor and standardize this concept is still in its beginning stage and
includes the major credit card companies as well as technology companies. Thus, it will be prudent to
make provisions for this technology when the time comes. Hence, read/write devises procured for
the AFC system must be fully capable of communicating with NFC Tags in various forms when the
time comes.
2. Main AFC Features
Introduction: This section attempts to clarify and provide further details for certain features of the
AFC system that may have been identified differently in the Basic Design for the Jakarta MRT. These

components include the Central Computer as well as the Station Servers and their basic functionality
as described in the Multi-Tier system diagram below.
Figure 74 - Automated Fare Collection (AFC) System Tiers
Tier 5
Central Central
Clearinghouse 1 Clearinghouse N
Tier 4 Transit Acquiring System
Tier 3 MRT Operator Rail Operator N Bus Operator 1 Bus Operator N

Central System Central System Central System Central System
Tier 2 Station Station Station Station Bus Deport Bus Deport Bus Deport Bus Deport
Server 1 1 Server Server Server Computer Computer Computer Computer
Tier 1 Entry/Exit Gates, TVMs, TOMs Bus Validators
Tier 0 Stored Value Cards, Single Trip Tickets, Tourist Passes
In addition, some comments are provided on the suitability or otherwise of the basic software for the
AFC system, given the fact that today’s computer hardware has a very limited life span and requires
frequent upgrading.
Finally, a recommendation is offered for acquiring a mini AFC testing system. Such systems are
typically used to test changes and updates to the AFC system prior to its installation in the life
system.
Central Computer (Tier 3) rather than Line Controller: The Basic Design Document provides for a Line
Controller for each MRT Line rather than a Central Computer System (CCS). Such Line controllers are
not used in today’s modern AFC system as the CCS typically can assume this role for any number of
MRT Lines included in the AFC system. Specifically, the CCS performs the following functions as a
minimum:
1. Maintenance and Updating of Device Inventory (includes any equipment that contains a
read/write device)
2. Maintenance, Updating and Distribution of Operating Parameters and Fare Tables
3. Maintenance and Updating of Staff lists with specific device access control rights
4. Provision of system clock and monitoring of device clock discrepancies
5. Receiving and Distributing of Action Lists
6. Preparations of Action List inputs in case of service disruptions
7. Maintaining the status of each registered device
8. Receiving of incident reports on device malfunctioning and other incidents
9. Receiving and verifying of transaction records from Station Servers
10. Preparation of transaction records for uploading to Transit Acquirer System (TAS) and
reconciliation with TAS
11. Preparation of Traffic and Incident Reports

12. Monitoring of Station and System Traffic volumes

13. Provision of virtual station servers in case of failure of server at station level
14. Activation and monitoring of various service limitation procedures (i.e. service
disruptions, suspension and re-activation of various checks)
The CCS typically consists of several computers, each with a specific functionality, such as data
communication, data storage, and processing. A number of terminals will typically be needed to
facilitate the various activities required. Different staff may each have limited access to certain
critical data or functions, such as preparing and downloading of Fare Tables, invoking the suspension
of various checks, or changing the direction of reversible gates.
Station Servers at Tier 2: Station servers are typically required at each station to control and monitor
the unmanned station equipment such as gates and AVMs. All equipment, other than TOMs, is
placed in and out of service from the station server, unless it is out of service and its functions have
been taken over by a virtual server located in the CCS. The following functions are normally required
at the station server as a minimum:
1. Synchronize the clocks of all station equipment with the Master Clock at the CCS
2. Place station equipment in and out of service
3. Reverse direction of reversible fare gates
4. Receive and display equipment status and fault reports
5. Receive Action Lists from CCS and distribute to each equipment requiring the list
6. Receive transaction records from each equipment
7. Verify completeness of transaction records and upload to CCS
8. Monitor and report the station passenger entry and exit flows on a 5-minutes basis
9. Provide safety button to place all entry and exit gates in Emergency (open) Mode
10. Provide controls to activate / deactivate ‘time-in system’ and ‘entry/exit’ checks
The station server would normally have at least one terminal. Authorized users (station staff) will
need to log in with their user Id (or swipe their staff card) and password to perform any actions on
the server. Independent of the station server, each station must have a physical button to place all
entry/exit gates into Emergency Open Mode to ensure its functioning even if the station server is out
of service.
All station equipment must be connected to the station server and the wide area network via a local
area network. To ensure a high degree of security, the local area network should not be of the Wifi
type.
Equipment with Read/ Write devices at Tier 1: All station AFC equipment shall have its access
controlled and shall be accessed only by authorized staff who must present their valid staff card. In
cases where the equipment is no longer functioning and cannot check the validity of staff cards, a
special key shall be available to open the equipment. However, the use of this key, when the
equipment is operating shall trigger an alarm sound and an alarm message at the station server and
the CCS.
Any equipment containing money, such as AVMs, shall have their vaults automatically locked when
the equipment is opened for servicing. The physical keys required to open banknote and coin vaults
shall be available only in the designated cash handling center.
Software for AFC System: All software used for the AFC System shall be based on Open Architecture
and shall be high level software to ensure maximum portability when hardware upgrades become
necessary. Similarly, operating systems used for all equipment shall be widely accepted and of
proven stability to ensure minimal disruption due to upgrading, if needed.

Early Adoption of Business Rules: Business Rules form an essential part of the Requirements
description for the AFC system. Thus, it is essential that the business rules listed included in Annex
II:B are approved at an early stage, preferably prior to the actual tendering process. Business rules
are particularly important for the software design of the Ticket Office Machines as most of the
problem handling must take place there. However, other, higher level systems are also affected by
the rules as the inquiry on such cases must naturally involve the basic databases for stored value
cards and other fare products.
Need for Transit Acquiring System: Given the multiple issuers of stored value cards and the operation
of outsourced feeder bus services, it is essential that the proposed Transit Acquiring System (TAS) be
implemented under the jurisdiction of the proposed Jakarta Transit Commission (JTC). This system
will also hold the much needed travel data base and should also be used by Transjakarta and the KRL
Commuter Rail.
Responsibilities of Station Operations Staff:
 Assist passengers:
- Boarding and getting off trains
- As platform screen doors (PSD) are provided, together with CCTV checking the platform
conditions, station staff at the platform level can be excluded. A person is needed to
check the CCTV images to monitor whether any assistance is needed (e.g. a disabled
passenger) or an incident needs to be addressed (e.g. commotion amongst passengers on
the platform).
- Security
- General assistance
 Train operations:
- In the three (3) large stations turnouts are constructed for train operation. The turnouts
are normally controlled from the OCC. There is a control system (room) in the stations for
the turnouts. When the OCC is not able to control the turnouts, station staff operate them
using the station system.
 Emergency management:
- Evacuation of stations
- When a fire, interruption of power supply or other event occurs that requires evacuation
of a station, station staff will guide passengers to evacuate the station to a safety zone in
accordance with MRTJ Safety Policies and Evacuation Policies.
- Evacuation from a train between stations
- When a train fails between stations and the evacuation of passengers becomes necessary,
the train crew shall guide passengers to the safety zone, in accordance with MRTJ Safety
Policies and Evacuation Policies.
- Compliance with international standard
- The Consultant recommends that MRTJ base its evacuation policies and procedures on
standards developed by the National Fire Protection Association (NFPA) known as NFPA
130.45 NFPA 130 is used by metros and rail transit providers throughout the world. The
table below summarizes NFPA 130 highlighting items of importance for MRTJ:
Table 98 – NFPA 130 Summary
Item Summary
NFPA 130 standard
Fire Safety of The goal of this standard shall be to provide an environment for occupants of fixed guideway
Systems and passenger rail system elements that is safe from fire and similar emergencies to a
45National Fire Protection Association, 1 Batterymarch Park, Quincy, MA USA 02169-7471; NFPA 130 Standard for Fixed
Guideway Transit and Passenger Rail Systems, 1st Edition 1983, current edition 2014

Item Summary
practical extent based on the following measures:
(1) Protect occupants not intimate with the initial fire development
(2) Maximize the survivability of occupants intimate with the
initial fire development
Stations The primary purpose of a station shall be for the use of the passengers who normally
stay in a station structure for a period of time no longer than that necessary to wait
for and enter a departing passenger-carrying vehicle or to exit the station after arriving on an
incoming passenger-carrying vehicle.
Where contiguous commercial occupancies share common space with the station, or where
the station is integrated into a building the occupancy of which is neither for fixed guide-way
transit nor for passenger rail, special considerations beyond this standard shall be necessary.
A station shall also be for the use of employees whose work assignments require their
presence in the station structures.
Stair and Escalator Enclosure. Stairs and escalators used by passengers shall not be required
to be enclosed.
All insulated conductors and cables shall be listed for wet locations.
All wires and cables used shall be listed as being resistant to the spread of fire and shall have
reduced smoke emissions.
Emergency power shall be provided for enclosed stations. The following systems shall be
connected to the emergency power system:
(1) Emergency lighting
(2) Protective signaling systems
(3) Emergency communication system
(4) Fire command center
For a station, the design of the means of egress shall be based on an emergency condition
requiring evacuation of the train(s) and station occupants to a point of safety.
Unenclosed stairs and escalators shall be permitted to be counted as contributing to the
means of egress capacity in stations.
At least two means of egress remote from each other shall be provided from each station
platform. Means of egress from separate platforms shall be permitted to converge.
Gate-type fare collection equipment shall have a capacity of 50 ppm for egress calculations.
Electronically operated fare collection equipment in the required means of egress shall be
designed to release, permitting unimpeded travel in the direction of egress upon
the following conditions:
(1) Power failure or ground fault condition
(2) Activation of the station fire alarm signal
(3) Manual activation from a switch in a constantly attended location in the station or
operations control center.
COMMENTS: The Management Consultants have not performed a thorough check on the
compliance with with the basic safety requirements as stipulated by the NFPA 130 Standard.
Based on the review of the drawings for Lebak Bulus Station, an elevated station, the basic
requirements appear to be met. See Annex IV I Additional Safety Issues for additional
comments on the overhead sections.However, the design of Underground stations is typically
more critical for such conditions.
Tracks The system shall incorporate a walk surface or other approved means for passengers to
evacuate a train at any point along the track so that they can proceed to the nearest station or
other point of safety.
System egress points shall be illuminated.
Walking surfaces shall have a uniform, slip-resistant design.
Doors Doors in the means of egress, except cross passageway doors, shall open in the direction of
exit travel and shall comply with the following:
(1) Open fully when a force not exceeding 220 N (50 lb) is
applied to the latch side of the door
(2) Be adequate to withstand positive and negative pressures

Item Summary
caused by passing trains and tunnel ventilation system
Emergency The authority that is responsible for the safe and efficient operation of a fixed guideway
Procedures transit or passenger rail system shall anticipate and plan for emergencies that could involve
the system.
Operational procedures for the management of emergency situations shall be predefined for
situations within the fixed guideway transit or passenger rail system.
Passengers shall be advised and informed during an emergency, to discourage panic or stress
during adverse circumstances.
Personnel whose duties take them onto the operational system shall be trained for emergency
response and shall be kept current through periodic drills and review courses.
Source: NFPA 130 (2010 Edition) summarized by the Consultant
5.5 Other Activities

5.5.1 Tariff, Ridership and Marketing
1. MRT Suggested Fares Structure
Tariff – fare bases: There are several ways of designing ticket prices in public transportation.
1. Distance Tariff: The basic and most frequently used way is a distance tariff system, where the
price for a trip depends on the length of a trip. The system is mostly considered as fair. If we
want to calculate the price for the trip we need to have the distance between each pair of
stations.
2. Unit Tariff (Flat fee): Another possibility is the unit tariff. This is the simplest tariff system,
because in this case all trips cost the same price and are independent of their length. The
unit tariff is frequently used in city public transport, but it is not very suitable for regional
public transportation, especially for large regions. In this system a short trip between two
neighboring stations leads to the same ticket price as a long trip through the whole system.
Transjakarta follows the unit tariff system with a 3,500 IDR ticket price for the whole system.
3. Zone Tariff: Between the unit tariff and the distance tariff there is a zone tariff system. When
we want to establish a zone tariff, the whole area has to be divided up into smaller sub-
regions (the tariff zones). The price for a trip in a zone tariff system depends only on the
starting and the ending zone of the trip. In the zone tariff system there are two possibilities
of tariff. If the price is given arbitrarily for each pair of zones, we call the system a zone tariff
with arbitrary prices (used in the Slovenian republic. N of Los Angeles & Saarbrucken,
Germany). The price for each pair of zones is usually given in the form of a matrix. The
second more popular variant, (found in Germany & Switzerland), is the counting zone tariff
system. The prices in this system are dependent on the starting and ending zone of the trip,
but trips passing the same number of zones must have the same price. This is popular due to
its transparency.
Figure 75 – Example Zone Tariff Matrices
Zone Tariff Matrix Counting Zone Tariff System Table

The MRT system at this stage is too small to justify this zonal type of system but it could be an option
if Jakarta embraced an integrated transport system with integrated tickets covering various modes.
Table 99 – Pros & Cons of Unit and Distance Based Fares
Fare Structure Advantages Disadvantages
Flat fee (unit)  Favorable to those who travel  Inequitable distribution of the costs of
further – the poor transportation among users
 Predictability of transportation  Mismatch between operating costs &
costs revenue bases
 Simple to understand  Low tariff yield -can be expensive as low
 Simple to administer (ticketing) flat rate generally needs considerable
 Better for tight networks with subsidy
short distances  Expensive option for networks with long
routes
Distance based  Equitable distribution of  Disproportionally affects the poorest,
transportation costs because they travel further
 Matches revenue & cost drivers 
 High tariff yield
 Easy to implement for rail lines
Jakarta Experience:
 Bus & Transjakarta – flat rate system
 Commuter Rail previously flat rate but recently introduced km based pricing
 The scheme covers a number of stations at a set fare and effectively station zones
Best practice lessons:
 MRT is part of a developing network and a distance based scheme would make most sense
from the operators point of view
 It would not make sense to offer phase 2 to phase 1 riders at the same flat fare
 Whatever system is used the company needs to present a simple concise tariff to the
customers
 Clear message is needed : Fare from A to B is x
Willingness to Pay Survey: The Consultant developed an online Willingness to Pay Survey in Bahasa
Indonesia to collect opinions from Jakarta citizens on the MRT fare they would be willing to pay and
other aspects of the MRT service. The survey was conducted from late June 2014 to August 31, 2014.
1,196 people participated in the survey. In response to the question regarding fare, 77% of the
responses stated a willingness to pay a fare between IDR 5,100 and IDR 15,000 (see the Figure
below).

Figure 76 – Willingness to Pay Survey Results
Annex IV:H contains full details of the Willingness to Pay Survey.

Recommended Tariff Structure for MRTJ: The Consultant has recommended an average fare level of
IDR 8,500 per trip, based on the expectation of the level of transport prices in Jakarta by 2018 as well
as the results of the willingness to pay survey. As described in the JMEC report, the average trip
distance on the MRT is estimated to be 7.5 km per journey. The following is a suggested method of
applying the tariff in terms of a distance based formula and discounts for children and students.
The current tariff for the Bangkok Metro indicates a basic “boarding fare” of 16 Baht and incremental
increases based on the number of stations travelled at a rate of 2 Baht/station for adults with
discounts to the boarding fare of between 13% and 50% for students and children/elderly,
respectively. While the Consultant considers that the 16 Baht is too high to apply directly to MRTJ,
the incremental per station surcharge has been incorporated in the suggested MRTJ fare strategy.
Applying the current exchange rate of 1Baht = $0.03125 the charge per station would be $0.06 or IDR
736. This would be applied for 6 stations, as this approximates the average trip distance of 7.5 km. As
there are currently no concession fares in Jakarta for children or students, it is recommended to limit
the suggested discount for these groups to 20% of the adult fare. Based on research into Singapore
MRT ridership, the mix of passengers includes approximately 80% adults and the remaining 20%
consisting of children, students and senior citizens. It is likely that the MRTJ will have a similar
ridership mix.
Based on these criteria, the following is the suggested fare structure of the MRT:
Table 100 – Suggested MRT Tariff (IDR)
Boarding Per Station Number of Total Ticket Weighted
charge Charge Stations Price Ticket Price
Adult (80%) 4,300 736 6 8,716 6,973
Child/student (20%) 3,440 736 6 7,855 1,571
Weighted average ticket 8,544
price
2. Tariff Elasticity
The Consultant has determined that the fare level of IDR 8,500 would support the “most likely”
ridership scenario of 130,000 passengers/day. Furthermore, each of the three traffic scenarios
incorporated the assumption of an average tariff of IDR 8,500 per journey; the differences in these

scenarios are essentially the extent to which TDM is aggressively implemented by DKIJ. If, however,
this tariff is adjusted, there will likely be impacts on ridership, based on research of MRT systems in
the region.
Ridership elasticity with tariff level: Elasticity of demand is defined as: “the percentage change in
ridership for each one percent change in tariff”. This elasticity is usually a negative number –
ridership will fall with an increase in tariff, and vice – versa. Jakarta’s MRT elasticity of demand has
been evaluated during 3 previous studies: SAPROF, North/South Extension and JMEC with the
following results: SAPROF -0.456; North/South extension -0.5657; JMEC -0.9148.
International literature research shows range of elasticity for urban transport systems between -0.18
and -0.41 and in 2009 a study in Bangkok revealed an elasticity of -0.40, and in Taipei -0.39. The
following table summarizes this range of elasticity:
Table 101 – Ridership Elasticity for MRT Systems
Location / System Elasticity Location Elasticity
Bangkok -0.40 Jakarta – JMEC -0.91
New York Transit -0.25 Jakarta – North / South -0.57
TRL Study (UK) Metro Rail -0.30 SAPROF -0.46
Taipei MRT -0.39 Average of Actual -0.34
Experience
Source: Compiled by the Consultant
As can be seen from the table, demand elasticity from previous studies of Jakarta MRT is significantly
greater than international experience. Our recommendation is to set the Jakarta MRT demand
elasticity to approximate international and regional experience. The Consultant suggests an elasticity
of -0.35 to be applied. This means that for every 1% change in tariff, ridership will change by 0.35%.
3. MRT Tariff and Impact of Elasticity of Demand
The Consultant has assumed that the implied tariff level for our traffic forecasts is IDR 8,500 as of
2018. This was calculated based on examination of tariffs of other transport modes by 2018. Beyond
2018 the Consultant has incorporated provision to increase the tariff on an annual basis at the
following rates:
Table 102 – MRT Tariff Levels 2018 – 2038
Tariff Increase Percentage Period
4% 2018 – 2025
3% 2026 – 2030
2% 2031 – 2035
1% 2036 – 2038
Source: The Consultant’s estimates.
Applying the elasticity of demand the impact on ridership and revenue of different fare levels can be
compared. For example, the fare of IDR 8,500 is compared with IDR 5,000, IDR 10,000 and IDR 15,000
in the following table:
Table 103 – Impact of Elasticity on Base Year Ridership
Tariff Base Year Ridership Total Revenue (IDR billions)
IDR 8,500 130,000 507.58
IDR 5,000 148,735 375.69
IDR 10,000 121,971 549.44
IDR 15,000 95,206 625.50

It can be seen that total revenue is maximized with the highest fare level of IDR 15,000, even after
considering the corresponding reduction in passengers. However, this is not considered to be a
reasonable option as the fare of IDR 8,500 has been shown to be consistent with other transport
tariffs in Jakarta and results of the willingness to pay survey indicated the majority of respondents
would be willing to pay for a ticket in this price range.
4. Marketing and Advertising.
If MRTJ wants people to use its services and take advantages of benefits such as SMART cards, senior
and student discounts or free days, or if MRTJ wants current and potential customers to be aware of
new services, MRTJ must do what any business does: market and advertise. An important question
for the Board is what the goal is for marketing and advertising impact and whether current
expenditures support a marketing and advertising program that will achieve that goal.
Creating a compelling narrative that provides a coherent overarching theme to MRTJ’s efforts can
enhance the effectiveness of marketing expenditures. Put another way, the stronger the branding,
the more focused the message and the more effective the marketing. MRTJ should also determine
how best to capitalize on assets already at hand in its marketing efforts. These assets include the
employees of MRTJ; they already serve as ambassadors and advocates for MRTJ and public transit,
but the question should be asked whether they could do more. The Board may want to consider
what employment policies might reinforce employees who become part of the marketing effort. The
Board may also want to more formally consider what other outreach efforts – such as the
Ambassador Program or Blue Santa – might reinforce MRTJ’s marketing of itself to the community.
However, marketing is more than advertising and promotion. It involves, as the word itself implies,
cultivating proactively the development of new customers.
There are several questions the Board might consider in setting direction in this regard. Has MRTJ
identified all target markets and, if not, which ones are missing? For example, is MRTJ doing
everything it reasonably can to build ridership among the young, the elderly, Downtown, CBD,
Government and social service agencies, schools, management districts and others? If not, what
more could be done? What special arrangements with particular groups, organizations or categories
of individuals could generate more riders? Could such efforts include subscription agreements?
Early Promotion: The advertising effort should commence long before the actual opening and should
attempt to build up an expectation for a new, exciting and reliable service, free of traffic congestion
and other potential problems. Its convenience and ease of access (such as escalators) should also be
highlighted.
Marketing Ploys: Free fares as part of promotional efforts – during trial running prior to the official
opening to inaugurate a new service, for example, or to celebrate a milestone or completion of a
major project – can be an effective tool to highlight public transit services and reinforce current
riders while also encouraging new ones. In addition, targeted fare reductions – such as a lower off-
peak or weekend fares – may also be beneficial for retaining current riders while inducing new
customers to try out the system.
Case Study Examples: For the Metro Green Line Opening (T Minneapolis)46 all metro transit services
were free when the Green Line opened on June 14th and l also free on June 15th. A grand opening
celebration took place at the Union Depot in St. Paul on June 14th. Promotional free tickets to
housing areas, factories and office complexes along the route.
Other initiatives can include the following:
 Free Wednesday every last week of the month
46
http://www.myfoxtwincities.com/story/25720629/metro-green-line-ready-for-june-14th-opening

 Free travel at early times

 Free tickets for a month to new residents to an area to encourage them to use the MRT
 Discounted season tickets:
- First Transpeninine Express for trains arriving in Manchester before 7:30
- Tilbury and Southend Railway for arrivals before 7:00a.m.
- Inter-Peak/Peak Fare Differentials Common
- Often associated with economic and distributional efficiency rather than peak demand
management
- Singapore’s MRT offers free travel before the a.m. Peak (up to 7:45am) to central area
stations to reduce the peak demand– with marginal effects.
 Experience with “early bird” fares/free travel
- In London studies concluded that:
 WINTER DARK MORNING EFFECT - The study found that seasonal factors could affect
behavior, with passengers less willing to travel earlier in the dark winter months
 MEDIUM TERM GROWTH EFFECTS - It found that there would be time lag effects
whereby time was needed for passengers to adjust their travel behavior after any fare
changes were made.
- ‘Early Bird’ is a free multi-trip ticket valid before 7:00a.m. Aimed to shift peak travel times,
the following are results found in Melbourne, Australia:
Table 104 – Case Study Example: Early Bird Program Results (Melbourne, Australia)
Early Bird Program Results
Trial Implementation on 2 out of 15 lines in Oct 2007
• Full roll out in March 2008
• Key Features:
- Multi-trip pack of 10 tickets
- Requires validation – CBD stations have exit barriers and can check for pre-7:00a.m. exits
- Station staff told to permit late exits due to late services
- Only rail elements of trip
• Program has cost $6M p.a. on mainly lost fares
• It took a few months to implement with no new systems or technologies
Early Bird Program User Behavior
• Some 23% had shifted trips from the peak to pre-peak times.
• Average time shift was 42 minutes – range 5- 120 minutes.
• Longer distance passengers (25%, using zone 1-2 tickets) made a time shift - more than shorter distance
passenger (14%, zone 1 only tickets).
• 77% had not shifted their time of travel including:
- 67% had always travelled at this time
- 10% were new travelers (growing market)
Source: Intercept surveys of early bird ticket users Gaymer, S. (2008). Early Bird Initiative – Evaluation Assessment.
Melbourne, Australia, Department of Transport, Victoria. Currie G (2010) ‘An Effective and Quick Solution to Rail
Overcrowding: Melbourne Free "Early Bird" Ticket Experience’ Transportation Research Record No 2146 pp 35-42
Based on this experience in Australia, it can be concluded that the requirements for the Early Bird
Program include:
 Pre-peak rail services with capacity
 Rail commuters willing to retime trips
 Ticketing systems to manage Early Bird
 Regulatory/ economic structures to realize the benefits

Furthermore, the following two figures outline best practice examples of a transit incentives program
initiated by King County Metro in Seattle; and several techniques for promoting MRT services to
existing and potential customers:
Figure 77 – Transit Incentive Program Case Study Example
KING COUNTY METRO (SEATTLE AREA USA) TRANSIT INCENTIVES PROGRAMS TRANSIT
INCENTIVES PROGRAM
The Transit Incentives Program offers tickets for eight free rides on King County Metro Transit. King County
residents receive an order form when they renew their vehicle tabs. The program began with June, 2012
renewals.
Each household in King County that registers at least one vehicle per year during the two-year life of the
program is eligible for this offer.
These tickets put the entire Metro bus system to work for the customer. Choose from more than 200 routes,
thousands of bus stops, 130 park-and-ride lots and garages, and 13 transit centers—all designed to make public
transportation accessible and convenient to use.
‘When you ride Metro, you help reduce congestion and pollution, and improve the quality of life for everyone
in our community. You may also be surprised by how much money you can save when you ride the bus and
leave your car at home!’
Please Note: Tickets will expire approximately 90 to 120 days from when you receive them, so we encourage
you to start putting them to use as soon as possible.
CONGESTION REDUCTION CHARGE
The congestion reduction charge is an annual $20 fee that King County residents pay when they renew a
vehicle registration. It will be collected for two years, from June 1, 2012 through May 2014.
The charge helps fund Metro Transit, enabling Metro to maintain the current overall level of bus service and
helping reduce traffic congestion.
The King County Council approved the charge because the poor economy has caused a shortfall in Metro’s
income, and deep service cuts would have been necessary without additional funding. Like other transit
agencies, Metro depends on revenue from sales tax for a large percentage of its operating funds.
When the Council approved the charge, it also directed Metro to continue making the transit system more
efficient and productive. Following the Council’s directive, Metro is revising bus service and exploring
alternative services, and eliminated the Ride Free Area in downtown Seattle on Sept. 29, 2012. Metro has
taken many other actions to cut costs and increase revenue.
Source: King County Metro
Figure 78 – Promotion of Public Transport Case Study Example
PROMOTION OF PUBLIC TRANSPORT TO COMPANIES/OFFICES & FACTORIES ALONG THE

ROUTE
It's always worth reminding customers that, if they take the MRT, they could spend the time doing other things,
like reading or relaxing.
An important strategy is to get companies, offices and factories to promote the MRT for you.
Provide information on Public Transport for sites that inform workers of journeys to and from the premises
Make information on local bus and train services easily accessible by placing timetables and route maps on
notice boards and by including bus and rail links in 'how to find us' information in company brochures and
websites.
Encourage Companies to consider transport links when choosing venues for meetings and conferences. Make

everyone's lives simpler by choosing venues that are well served by trains and buses and circulate clear details
of nearby transport links to everyone who will be coming. Give directions to the venue from the bus stop/train
station for walkers (and cyclists) in times and distances.
Promoting and publicizing Public Transport use is important.
If people have the information they need about public transport to hand, choosing to go by bus or train is made
that much easier.
Promote travel information services
Develop a journey planning tool /app that can be downloaded or even incorporated onto a page of a
company’s website.
Incentives and improvements that encourage Public Transport use:
 Improving bus stops, waiting areas and walking routes can make working along the MRT route more
attractive and encourages public transport use. Providing or subsidizing bus and rail passes can make
good business sense.
 Improving routes and facilities for Public Transport users
 Consider physical works to alter routes and to relocate stops so that people can wait indoors for
buses.
 Consider providing shuttle buses to stations, other sites or key destinations.
 Improve walking routes between your site and bus stops or train stations.
Provide incentives that encourage Public Transport use
Suggest companies subsidize employees' commuter travel by public transport.
Encourage companies to provide loans (possibly interest-free) to purchase travel season tickets. Provision of
public transport tickets for Business Travel
Pre-purchase public transport tickets and make them available to staff for business travel to common
destinations.
Source: King Country Metro
5. Travel Information and Training

Travel Information: The dramatic increase in the range of available communication tools including
mobile apps presents MRTJ with a great opportunity to make its services more convenient for
potential customers. The Board would do well to confirm that MRTJ is doing all that it reasonably can
when it comes to providing online, mobile and real-time information.
Work on website improvements and development of MRTJ T.R.I.P. should continue. In addition, the
Board should determine how far and how fast the company should move on mobile ticketing. One
challenge, however, will be to strike the right balance between best feasible and best available
technology. Given the rapidity with which social networking tools and electronic communications in
general are evolving, the Board should do its best to give guidance on how advanced it wants MRTJ’s
technology to be. The “cutting edge versus bleeding edge” formulation has become shopworn from
overuse, but the caution it raises is still valid. In addition, despite the ubiquity of mobile devices and
electronic communications, there is still a significant portion of MRTJ’s current and potential
customer base that is not tech savvy and that cannot be left behind in the rush towards new
technologies, whether for fare collection or system communications.
Travel Training: Both those using a transit system and those who might be candidates to use it
usually encounter barriers to use or entry of some degree. Route schedules and maps might be
difficult to understand. Ticket vending machines may not be intuitively obvious or obvious even after
some study. The simple protocols of getting on and off an MRT train or how to pay the fare - or even
how much the fare might be – can be a source of confusion and a deterrent to public transit use.
MRTJ needs to make sure it is doing everything it reasonably can to provide current users the travel

training they need and to give potential users the information that makes them comfortable giving
public transit a try. If the Board determines that MRTJ is finding it difficult to provide simple, readily
intelligible information, this process may need to be taken further, to an examination of why the
manner in which the MRT operates in a way that is hard to explain to the current or candidate
customer.
5.5.2 Customer Service and Communications

1. Customer Service Overview - Nova and Comet Customer Service Case Studies
The following describes a NOVA Customer Service Case Study which introduced the definition and
benefits of customer service as follows:
In defining customer service, metros must think beyond just the basic provision of
transportation to customers and consider the entire customer experience, from learning
about the service and getting to/from stations to buying tickets and getting information
about their travel. Customer service is really an overall approach to operating and
managing the metro, and that approach must take the customer point of view. Worldwide
standards like the European Norm 13816 or ISO 9001 may be useful in understanding
customer service, setting goals, and measuring performance.
The benefits of providing good customer service are also important considerations,
especially considering that the benefits positively interact with each other to create a
“virtuous circle” of positive effects. For example, good customer service tends to increase
both customer and employee satisfaction, and higher employee satisfaction itself will likely
further increase customer satisfaction. Ultimately, metros can receive better support for
funding (both renewals and investments) and improved reputation and respect.
The NOVA report also notes the importance of Customer Service Staff, as they are one of the primary
ways in which metros deliver customer service, and clearly the most costly aspect of providing
customer service. In addition to front-line customer facing staff – such as those in ticket offices, at
gate lines, and on platforms – it is important to remember that other staff working in the metro, such
as cleaners or security guards, also may interact with customers, and these ad-hoc interactions can
majorly impact customer service and satisfaction.
In terms of the level of staffing here are six primary factors that affect station staffing levels in
metros:
 Passenger demand – more passengers generally need more staff, with consideration for flow
and types of customers (e.g. commuters vs. tourists)
 Station design – the number of entrances and gate lines and the station configuration
 Technology – increasing use of automation can reduce the need for staff, or change staff
roles
 Financials – funding and wage levels affects staffing, and given the other high fixed costs of
metros and high profile of staff they may be more subject to changes in tough financial times
 Regulations – union rules and agreements and laws/codes (e.g. underground stations must
be staffed at all times in UK)
 Ticketing and revenue protection – the type and complexity of tickets and fare control
Based on these factors, and an analysis of metro station staffing levels, four models were identified
in the case study, as illustrated below.

Figure 79 – Customer Service Staffing Levels
Source NOVA and Comet The following codes are used for various MRTs, describing their best practices: Ban – BVG Berlin,
Bag – Beijing, HK – MTRC, Hong Kong, Ln – LUL, London, MC – STC, Mexico City, Mad – Metro de Madrid, Madrid, Mw –
Mom, Moscow, NY – NYCT, New York, Pm – RATP Metro, Paris, PR – RATP RER, Paris, SC – Metro de Santiago, She –
Shanghai, SP – MSP, São Paulo, BA – Buenos Aires Monrovia’s, BSc – Barcelona TMB, Be – Bangkok BMCL, Dh – Delhi Metro
Rail Corporation, Lb. – Lisbon Metropolitan de, MI – Milan ATM, Mt – Montréal STM, NC – Newcastle Nexus, Nap – Naples
Metro Napoli, RJ – Metro Rio, Sag – Singapore SMRT, See – Sydney City Rail, Top – Taipei TRTC, To – Toronto TTC
Outsourcing of Customer Service Staff: Approximately half of responding Nova and Comet metros
use some sort of outsourcing for some portion of their core customer service functions. The most
common is station customer service, followed by call centers. In addition, more metros outsource
other functions, like cleaning and security, and it is important to realize that these staff are still the
“face of the metro” to customers. Some metros find outsourcing to be a useful practice in reducing
costs and/or delivering quality, while others are hesitant to consider outsourcing. The opportunities
and risks associated with outsourcing for metros are summarized below.
Figure 80 – Opportunities and Risks Associated with Outsourcing
Source: NOVA Customer Service Case Study
Based on metro experiences, outsourcing can be an effective strategy to meet the needs of
increasing demand and rising customer expectations within cost constraints, particularly for simple,
non-technical tasks – even those with significant customer interaction. The most important lesson to
be learned is that clearly defining the requirements and then writing them into contracts are critical
to ensuring benefits and mitigating risks. To support this, metros must monitor these requirements
carefully and maintain open communications with contractors.
Customer Interfaces: Another area of focus in the study are the key customer interfaces in metros –
information, customer input (including multiple methods of feedback), and ticketing (with a focus on
ticket machines).

Table 105 – Customer Interfaces NOVA Case Study
Information Without a doubt, information is a key driver of customer satisfaction. Three main types of
information relate to station services, travel directions (especially journey planners), and train
services, and these apply in terms of both advanced and real-time information. For all types of
information, there are a wide variety of channels available to metros, ranging from more
traditional ones like public address (PA) system announcements and printed signs in stations to
newer, more advanced technologies involving smart mobile devices and social networks like
Twitter.
Customer Complaints should be seen as customer feedback and solicited through many different
Input channels. Feedback offers customers the opportunity to tell metros about problems and to
generally be heard, which is perhaps even more important in a metro than in other businesses
given the large, impersonal scale of operations. Feedback is useful for metros as well, as they
can learn about problems, fix problems that customers encounter, and directly increase
customer satisfaction (sometimes just by acknowledging feedback). Best practice in handling
feedback is to consolidate it into a single central responsible department; Customer
Relationship Management (CRM) systems can assist in this management of feedback and lead
to other benefits (e.g. marketing opportunities). Another channel for customer feedback is the
call center; despite the rise of electronic communications, call centers are still an important
customer interface, partially due to the concurrent rise in mobile phone usage.
Ticketing With the introduction of bank-issued contactless stored-value cards as the main form of
ticketing and mobile phone based single trip tickets for occasional travelers, the traditional
ticket office has become a relic of the past. Today’s modern Metro systems primary customer
interface is the station control booth, located at the fare gate arrays, primarily handling
customers with problem tickets. Gone are the days of passengers queuing at ticket offices to
purchase a single trip ticket or add value to their stored value card. Remaining are only Add
Value Machines with the simple function of adding the value of any banknote inserted to the e-
purse of the card. Even this function can be replaced for passengers looking for maximum
convenience with the Auto-top-up facility offered by most modern Metro systems. It is
therefore even more important that any problem tickets are promptly and competently
handled with the basic motto that keeping our passengers moving is the top priority for the
staff of the MRTJ.
Source: NOVA Customer Service Case Study
This NOVA Customer Service Case Study provides a wealth of good practices, both from other
customer-focused industries and peer metros, which cover a wide range of customer service areas
and offers metros a way to develop and inform overall customer service strategy as well as a large
source of new ideas for initiatives (including the table of selected good practices in Annex IV:A).
Recent research on ways of communicating with MRT passengers by CoMET was posted on the
CoMET web site is summarized in the following diagram. Passenger communications have undergone
a revolution in the last decade, with more channels allowing passengers and the metro to pass
information to one another and amongst themselves as illustrated in the figure below. A CoMET
2013 case study explored the rapidly changing face of metro-passenger communications, and
highlighted how technological developments are altering the nature of the relationship between
metros and their passengers.

Figure 81 – Ways of communicating with MRT passengers by CoMET
Source: http://cometandnova.org/news/ Research: Communicating with Passengers Posted on July 4, 2014 by cometnova
The study identified successful methods for delivering non-travel information, increasing passenger
engagement and identifying opportunities for the future. Selected good practices were identified
based on the best examples within CoMET of:
 influencing passenger behavior (including the use of the British Government’s MINDSPACE
principles)
 creating website journey planners and
 responding to comments and questions on social media.
The work demonstrated how best practice metros are taking advantage of burgeoning opportunities
to open up their operations and organizations, communicating with passengers more widely and
building better relationships than ever before.
2. Customer Service and Research
MCS Report 2 covered the topic of customer service and customer charters in some depth and the
reporting to customers and stakeholders through the use of a Passenger Charter mechanism with
targets and scorecards. In Report 3 the focus is more on the customer service aspects that MRTJ will
have to employ and in particular the need for constant research to ensure citizen’s and MRT users’
expectations are met.
In addition, some form of regular passenger surveys will play an important part in monitoring the
performance of the MRT in respect of contractual obligations set up between PT MRTJ and DKIJ in
the Public Service Contract (PSC).
To illustrate this three best practice case study examples are outlined including:
 Customer Service Strategy of Hong Kong MRTC
 Customer Care Approach at Delhi Metro
 Customer Service Approach in Madrid

The following Figure outlines the approach to customer service taken by MTRC in Hong Kong. MTRC
emphasized the importance of the Customer Service Index which is compared year on year and
monitored for improvement/problems to be solved.
Figure 82 – Case Study Example: Customer Service Strategy of Hong Kong MRTC
Customer Service Strategy of Hong Kong MRTC
The stated strategy of MRTC is ‘To research continuously our customers’ needs and provide superior standard
of service’. The Customer Service Strategy is composed of four main areas of research:
1. Volume 2. Techniques
A total of 35-40 research projects were The following techniques were used to undertake this
carried out annually with approximately research:
100,000 general public being interviewed or  Observation / Enumeration
observed  Personal Face-to-Face Interviews
 Intercept interview within the System
 Door-to-door household interview
 Personal in-depth interview
 Telephone Interviews
 Focus Group Discussion
3. Coverage 4. Surveys
 Customer Service The following are the types of surveys undertaken by MRTC:
 Passenger Profiles  Customer Service Surveys
 Market Share  Passenger Profile Surveys
 Benchmarking  Market Share Surveys
 System Performance  System Performance Surveys
 Competitors Status  Competitors’ Status Surveys
 Fares  Fares Surveys
Source: Customer Service Research MTRC Transport Planning Department
In addition MTRC set out the research required to determine the Customer Satisfaction Index (CSI).
The objectives of CSI research include the following:
 To determine the Service Quality Index (SQI) and Fare Index (FI)
 To monitor the performance of different service areas and service attributes
 To identify areas for improvement
The CSI includes the top 39 important service attributes which provide a comprehensive coverage of
various aspects under 12 different service areas for the CSI components, and was conducted through
interviews of outgoing passengers randomly selected inside the paid area of 15 major MTR stations
on weekdays. The results are highlighted in the Figure below.

Figure 83 – Customer Satisfaction Index – Quad Map Analysis Results
Source: Customer Service Research MTRC Transport Planning Department
To summarize the customer care approach of handling complaints and suggestions, the Delhi Metro
example in the Figure below provides a useful case study example.
Figure 84 – Case Study Example: Delhi Metro Customer Care Study
Handling of Customer Complaints and Suggestions
1. In DMRC, complaints and suggestions can be made by customers in a number of ways:
a. Through Complaint/suggestion books provided at the Customer Care Centers (CCC) in the stations
b. Through e mails sent via the DMRC web site “delhimetrorail.com”
c. Through 24x7 Customer Helpline-via Telephone
2. Processing complaints/suggestions received
a. The on duty SC is required to attend the customer at CCC so that the grievance can be addressed on
the spot.
b. On duty CCC staff should put his remarks after the lodging of complaint.
c. On Duty SC should also put his comments on the complaint what action he took to resolve the issue.
d. Station Manager must speak to the complainant on same day or very next day in person or on
telephone number provided in the complaint.
e. All complaints/ Suggestions of the station shall be forwarded to concerned Area Manager /Line
Manager for further action/disposal on next day.
f. All complaints /suggestions received from all the sources are further looked into by the central
Public Complaint department.
g. Public Complaint Department sends the referrals to the concerned departments for their
comments.
h. On receipt of the feedback from the relevant departments a final reply is sent/communicated to
complainant

Handling of Customer Complaints and Suggestions

3. Performance of Customer Service at DMRC:
Year No. Of Complaints/Lac commuters
2002 3.5
2006 3.2
2007 2.4
2008 2.1
2009 2.6
2010 3.3
2011 2.3
2012 1.8
2013 1.5
(Lac = one hundred thousand)
Source: http://www.delhimetrorail.com/metro-citizen-forum.aspx
Finally, the following Figure outlines a case study of the customer service approach in Madrid.
Figure 85 – Case Study Example: Customer Service Approach in Madrid
Customer Service – Madrid Case Study
The Company’s interest in and firm commitment to quality service encourages Metro year by year to improve
aspects such the service provided to clients so that, in 2011, the Interactive Customer Service Centre dealt
with 174,945 contacts.
Located at Alto del Arenal, this Centre directly and in person handles enquiries for information, year-round
from 06:00 to 01:30 hours, not just connected with the Company’s service but any other socio-cultural aspect
of Madrid city and Community and even about items left in the network by clients.
This service has been provided since 2002 and has been certified pursuant to Standard 13816 since 2003.
During the last year, user evaluation amounted to 8.77 out of 10, seen in the high figures (more than 93%) of
users willing to reuse the service, and that the attention received was good or very good.
Service level exceeded 9.4 points measured using the Mystery Shopper procedure.
For their part, the four Customer Service Centers dealt in person with a total of 1,029,349 enquiries, 12%
more than in 2010. These Centers attend in person every day from 07:00 to 22:00h at Airport T1 T2 T3
stations, Airport T4 station, Avenida de América and Nuevos Ministerios.
Service level, measured using the Mystery Shopper procedure, exceeded 9.2 points.
Evaluation (survey) by clients using this service was 8.65 points, meaning that close to 95% of those surveyed
considered it Good or Very Good.
A new Customer Service Centre was inaugurated at Plaza de Castilla station in December, incorporating an
interactive consultation space.
In 2001, 11,903 claims were received, a little more than 18 claims per million trips (18.75), considerably fewer
than the 21 received in 2010, an important achievement when it is remembered that there were two events
external to Metro during this year, the closure of Sol station in August and the discount on the special season
ticket fare for World Youth Day.
 Improving routes and facilities for Public Transport users
 Consider physical works to alter routes and to relocate stops so that people can wait indoors for
buses.
 Consider providing shuttle buses to stations, other sites or key destinations.
 Improve walking routes between your site and bus stops or train stations.
 Provide incentives that encourage Public Transport use
 Suggest companies subsidize employees' commuter travel by public transport.
 Encourage companies to provide loans (possibly interest-free) to purchase travel season tickets.
Provision of public transport tickets for Business Travel

Customer Service – Madrid Case Study

 Pre-purchase public transport tickets and make them available to staff for business travel to common
destinations.
3. System Byelaws/Regulations
MRTJ will have to set up a series of byelaws or regulations governing passenger use of the system.
This will include for example conduct of passengers, fares and ticketing, lost property, access to MRT
property, prohibited articles and animals, what constitutes an offence, enforcement and penalties.
Annex IV B provides a customer communications – bye laws specimen as an Example.
4. Personal Safety Information
Finally, an example of personal safety information is shown in the figure below.
Figure 86 – Personal Safety Information – Example Brochure
Source: http://media.metro.net/riding_metro/security/brochure_safety_personalsafety.pdf
5.6 Road Map / Key Milestones

Full details on the implementation roadmap can be found in Report 4: MRTJ Implementation
Roadmap submitted in September, 2014. This contains comprehensive details on the project road
map, methodology, work breakdown structure, project scope baseline (detailed tables), project
schedule baseline, critical paths (detailed tables), milestone schedule breakdown and project
performance measurement. A short summary is given below.
The MRTJ Implementation Roadmap sets the timeline for the establishment and development of
MRTJ's objectives, tasks and activities leading to the first day of fully operational train service. The
timeline includes key events, milestones, performance targets, key performance indicators, in
relation to MRTJ's rail business, integration and TOD activities, regulatory compliance and

governance, financial issues, non-rail income including property development and value capture. The
implementation roadmap baseline is setting the framework for the project monitoring and control
for the Project Coordination Unit (PCU). The PCU will be in charge of it and officially define/approve
the Project Baseline.
A milestone is a significant point or event in the project – for the purpose of the MRTJ project
milestones can be identified based on contract information or major deliverables that the Consultant
has selected as an essential minimum that are part of the project critical path. Table 19 below
summarizes the milestone schedule. Report 4 provides further information and the detailed critical
path schedule.
Table 106 – Summary of the Milestone Schedule
ID¹ WBS Code² Milestone Name Duration Start Date Finish Date Resource
184 1.1.4.2 Project Charter sign off 1 month 01-Oct-14 30-Oct-14 DKI
188 1.1.4.4 Approval of MRTJ Baseline 1 month 02-Feb-15 03-Mar-15 DKI
Plan
190 1.1.4.6 PCU Go Live 1 month 04-Jun-15 03-Jul-15 DKI
171 1.1.2.2 Full land acquisition achieved 1 month 11-Aug-15 09-Sep-15 DKI
210 1.1.5.3.1.1 Create Steering Committee SC 18 months 20-Nov-15 25-May-17 DKI
220 1.1.5.3.1.5.1.1.4 Final Regulation JTC 18 months 20-Nov-15 25-May-17 DKI
226 1.1.5.3.1.5.2.1.4 Final Regulation MRT 18 months 20-Nov-15 25-May-17 DKI
Regulator
232 1.1.5.3.1.5.3.1.4 Final Regulation financial 18 months 20-Nov-15 25-May-17 DKI
support
238 1.1.5.3.1.5.4.1.4 Final Regulation non- 18 months 20-Nov-15 25-May-17 DKI
competition
245 1.1.5.3.2.6 Sign off of Public Service 1 month 31-May-18 29-Jun-18 DKI
Agreement
257 1.1.5.3.3.3 Permits & Safety Standards 1 month 31-May-18 29-Jun-18 DKI
legalized
113 1.1.1.6.2 MRTJ Construction finalized 1 month 02-Jul-18 31-Jul-18 MRTJ
311 1.1.6.7 PT MRTJ fully operational 6 months 01-Aug-18 31-Jan-19 MRTJ
142 1.1.1.7.2.2 All System Test 3 months 01-Nov-18 31-Jan-19 MRTJ
143 1.1.1.7.2.3 Certification 3 months 01-Feb-19 03-May-19 MRTJ
156 1.1.1.8.2 Trial Running 3 months 06-May-19 05-Aug-19 MRTJ
157 1.1.1.8.3 MRTJ Go live 1 month 06-Aug-19 04-Sep-19 MRTJ
¹MRTJ Implementation Roadmap ID number. ²Work Breakdown Structure (WBS) number as set out in Report 4 for
subdividing project deliverables Source: The Consultant

6. PT MRTJ Non Railway Business Activities and Set Up

Matters and Set-up
6.1 Non-Fare Box Business

Based on research of Osterwalder47 a Business Model is a mechanism for the organization to create
and capture value. The Business Model consists of nine building blocks shown in the following figure:
customer segment, value proposition, channel, customer relations, revenue stream, key resources,
key activities, key partnership and cost structure.
Figure 87 – Non Fare Box Business Model Building Blocks
KEY ACTIVITIES
K
KEY PARTNERS CUSTOMER CUSTOMER
KEY ACTIVITIES VALUE
RELATION SEGMENT
Property Developer Revenue PROPOSITION
Network Retailer
Agencies: Property Strategies Strategic Location
& Advertising Database
To Lease High Return Value
Property agent available space Walk in Advertiser
Integrated Facilities customer
Telecommunication To Manage
provider Ridership
Cost Structure Revenue Stream

 Employee  Sales of advertising space and digital advertising
 Maintenance (administration and properties)  Leasing space to retailer/kiosks
 Equipment investments  Profit sharing from cooperation with mobile phone
 Building construction development providers
 Profit sharing from internet providers
Source: adopted from Business Model Generation (2012) by Alexander Osterwalder and Yves Pigneur
Based on above matrix, the segmented customers including entrepreneur/retailer, advertiser and
MRT riders, produce the company’s revenue stream. For each segmented customer, non-fare
businesses reflect the value proposition that affects the success of each customer’s business at the
location within MRTJ property.
The entrepreneur/retailer and advertiser have different characteristics and interests compared with
MRT riders. Entrepreneurs/retailers usually see stations and trains as business opportunities while
from the riders’ perspective, stations and trains are the means to getting them to their destination as
conveniently as possible. Therefore it is necessary to develop targeted approach strategies to each of
these customers, by understanding the primary motivation of each.
47
Business Model Generation (2012) by Alexander Osterwalder and Yves Pigneur

Based on this business model there are two key resource/infrastructure features that will be
addressed. First, for entrepreneur/retailer and advertiser an unbundling and multi-sided business
model is recommended. The unbundling model is an integrated model combining infrastructure
management, product innovation and customer relations. The multi-sided model is used where one
customer segment is addressing multi proportion value. Second, for ridership it is suggested to use a
premium and conventional business model.
Table 107 – Business Models
Customer
Value Proposition Business Model Key Partners
Segment
Strategic place for business
Competitive space pricing for property Property agent and or in house
leasing Unbundling
Entrepreneur
Strategic place for advertising /multi-sided In house
/ Retailer
Integrated technology in digital advertising In house
Internet Access (including digital
Internet provider
entertainment)
Competitive space pricing for advertising Advertising agency and or In
Strategic place for advertising house
Integrated technology in digital advertising Unbundling In house
Advertiser
Interconnected to neighborhood building /multi-sided Cooperation with building and
and shopping center shopping center management /
in house
Interconnected to neighborhood building Building and shopping center
Premium
and shopping center in some stations management
Mobile phone network Cooperation with mobile phone
Premium
provider
Ridership
Internet Access Bundling with
Internet provider
the ticket
Facilities (parking lot and daily needs store) Cooperation with parking
Conventional
management/tenant
Source: The Consultant, October 2014
From the matrix above it is obvious that premium and conventional business models more directly
support MRT operations as the space rental and advertising are part of the MRT business.
Advertising is a creative industry requiring special expertise. Although revenue from space rental and
advertising is revenue accruing directly to MRTJ, the government will benefit from the advertising
tax. The consequences of these recommendations include the need to recruit specialized expertise
(space rental/property and advertising experts) to MRTJ staff at an attractive and competitive salary
package.
6.2 Advertising and Space Rental Business Activities and Set-up
6.2.1 Key Business Principles
Implementation of the key business principles at MRTJ will require an expert with strong credentials.
Several factors need to be considered as follows:
 Understand the needs and expectations of customers and the market in providing product
and service. Customers’ perceptions about a company and/or its products are key aspects
of business success. Attitudes are shaped by experience with the product, the opinions of
friends, direct dealings with the company, advertising and other representations of the
company.
 Establish and manage sustainable profit growth of non-fare box business

 Minimize risks
 Several key points to minimize risks of MRT especially in non-fare box business are set out
below:
A. Safe, clean, convenient, comfortable and high quality services: Provide customers
with a safe, clean and convenient, comfortable and high quality service in MRT
stations’ area are important factors to minimize risks. By designing a retail “lounge”
concept at MRT stations, passenger can be provided with improved conditions and
amenities.
B. Attractiveness of location: The rental space within MRT stations is expected to
increase the attractiveness of the facility. With the variety of tenants of retail space,
MRT stations may offer various facilities such as convenient shopping, dining/hangout
choices, as well as treats for affluent professionals, residents and visitors in the area.
C. Passenger Movement Analysis: Use of computer modeling to predict the movement
of people and identify likelihood of congestion, overcrowding or inefficient station lay
out design. Through these models it can be predicted how people will move to the
MRT station and to identify which shop people are more likely to walk past, then use
this information to improve circulation to create increased opportunities for
commercial success (without creating excessive inconvenience to the passenger).
D. Marketing information: Develop well-established marketing information of MRT to
provide passengers’ convenient access to the MRT services and promotions.
E. Facilitation of pedestrian access for convenience and safety to MRT: Improved
sidewalk and pedestrian access to MRT stations can often be achieved for low cost but
very high benefit. For example, improving side walk access can have a substantial
impact on MRT patronage
 Maximize connectivity to facilitate modal transfer
 Intensifying land use at MRT Station: MRT, through cooperation with DKIJ and private
developers, can increase the accessibility of properties around stations and lay the
foundation for greater intensification of land use around the MRT system with enhanced
economic and land use benefit. Action which could support densification includes increases
in the allowable density of development and reducing car parking requirements for new
buildings. Property taxes can be used to capture some of the increase in property values
that result from the increased accessibility due to the MRT and raise additional funds to
support increase MRT use.
 Good stewardship of public assets and funds through accountability & transparency:
Good stewardship of public assets and funds is an obligation for non-fare business to
uphold. It is conducted through managing, maintaining and operating the public assets in a
responsible manner, responding to the public interest in terms of availability and pricing.
Good stewardship of funds means an obligation also for non-fare business to use funds in
effective, efficient and transparent manner.
 Minimize financial burden on public: Non fare business has the important role to support
the operation of the MRT, as reliance on ticket receipts alone cannot be expected to cover
all operational and capital costs. This is an industry – wide characteristic as MRT systems
typically must set the fare to be affordable by the majority on the city’s commuters and
receive substantial subsidies from public bodies.

6.2.2 Relation between MRTJ, DKIJ and JTC and Its Role Distinction
DKI Jakarta is responsible for arrangement of public services including transportation. Its role in this
context often includes provision of infrastructure and oversight the operation of these public
services. In supporting its obligation, DKI Jakarta government, through Perda No.3/2008 has
established MRTJ with the role of overseeing the construction followed by operating the MRT.
There will also be income that accrues to DKIJ that will come from various TDM measures, such as
increasing taxes on parking, Electronic Road Pricing income, increased fuel levies, higher vehicle
registration fees and a special tax on the increasing of land values. Income from these sources is
recommended by the Consultant to go to a special transport improvement fund for Jakarta, rather
than to general revenues.
In the previous chapter it was recommended that a Jakarta Transit Commission (JTC) be established
as an institution that will play in strategic role in coordinating transport in Jakarta. This institution will
be responsible for managing and distribution of funds of the Transport Development Fund. Below is
a matrix showing the roles of each organization involved with the MRT.
Table 108 – Business Models Roles and Responsibilities of Organizations involved with the MRT
Characteristic DKI Jakarta MRT Jakarta JTC
Service Provide infrastructure, access, Construction of infrastructure, Advocacy in strategic issues
subsidy, maintain public manage operation related to transportation
benefit, policy making including influence policy using
of revenue from the
transportation sector
Post Construction Money, maintain public Maintain MRT’s infrastructure, Advocacy in strategic issues
Phase benefit, policy making manage the operation of MRT related to transportation
including influence policies
using of revenue from the
transportation sector
Role Government Private Sector Government Think Tank in
transportation area
Tenants of rental property at MRTJ stations should pay a monthly service charge/ maintenance fee to
Property/ Station Management/ MRTJ, for use and maintenance of the common areas of the
stations.
The following figure shows the relationship between the property management department of MRTJ
and its clients, MRTJ and DKIJ. The dividend from MRTJ to DKIJ is in the form of increased taxes from
advertising on MRTJ property as well as reduced need for subsidy on account of increased ridership
resulting from the provision of attractive shops and kiosks and improved accessibility to MRT stations
from the neighborhood.

Figure 88 – Interaction of MRTJ Stations Property Management, MRTJ and DKIJ
6.2.3 Non Fare Box Revenue

The main source of revenue for public transport organizations usually comes from three sources:
revenue from ticket fares (fare box collection), revenue from subsidies and non fare box revenue.
The important source of non fare box revenue is from advertising. There is potential for
advantageous display of advertising within stations, access corridors, on the train (both exterior and
interior), on tickets and passes; all these could be used to display advertisements, generating great
interest from advertisers and substantial revenue. Another source of non fare box revenue is from
rental space within MRT Stations. Other income not linked directly with ticket sales is that from
Traffic Demand Management (TDM) measures, TDM revenues include Electronic Road Pricing,
parking charges, vehicle ownership tax increase, special fuel levy and property tax levy, etc. This
income from TDM would accrue to DKIJ but would benefit the MRT as it would reduce the general
subsidy requirements from government.
1. Potential Income Non Fare Box Revenue: Advertising and Rental Space
The potential Non Fare Box Revenue from advertising and rental space in stations was examined
based on an evaluation of detailed drawings of each station and the space available on board MRTJ
trains. Advertising in stations included the area on the side of staircases and escalators, pillars and
on fare gates, digital advertising with “iview”, “iplasma”, “ibillboards” located at strategic points
within stations as well as conventional advertising on-board trains and train vinyl wrappings and also
supporting network (telecommunication, internet and cable television). The following table
summarizes the total potential income from non – fare box revenue.
Table 109 – Potential Income from Non Fare Box Revenue
Total Income
Sources %
(IDR Billions)
Advertising 88.7 88.88%
Station Retail & Space Rental 11.1 11.12%
TOTAL 99.8 100.00%
In some countries Station Retail is the biggest contributor to total non-fare commercial revenue.
Retail revenue covers between 0.4% (Madrid) and 15% (Hong Kong) of operating costs. To increase
revenue and improve customer satisfaction, MRTJ should strive to improve stations by attracting
value-added (convenience) services.

The Product advertising business is unique because it is not like common advertising. The space
available for advertising is spread out in 13 stations from Lebak Bulus to Bundaran HI which will be
passed by 130,000 passengers per day (rising to 170,000 after ten years). It could have strong
potential and strategic place for advertising and doing business. As MRT stations will be strategically
located near to businesses, education and entertainment venues the accessibility afforded by the
MRT will prove to be a lucrative area for advertisers and shop owners. Advertising will be offered
not only in the station area, but also could be expanded to the corridor connected to the stations and
inside wagon of the train.
Advertising rental rates at MRT Station will be competitive compared to the market rate. The
different rental rates at stations are determined by several factors such as location, estimation of
riders at the station per day, facilities, size and contract period. The range of the price will be in the
range as described in the table below:

(JICA Loan IP-536)
Jakarta MRT System Project
Management Consulting Service for
Table 110 – Detailed Potential Income from Non Fare Box Revenue
PADECO Co., Ltd. & Partners
ADVERTISING REVENUE STATION RETAIL & SPACE RENTAL
DIGITAL ADVERTISING RENTABLE AREA (M2) RENTAL RATE

ADVERTISING AT STATIONS
NO MRTJ STATION
FLR
TYPE OF # SPOT/ # SPOT/
Ad Space NUMBER REVENUE/ YEAR GFA SGFA Per M2/ Mth Per Year
Rental Value/ Year ADV DAY YEAR
(m2 )
1 Lebak Bulus 1,693.60 Rp 1,081,789,699 EL 49.00 29.40 Rp 342,000 Rp 120,657,600
2 Fatmawati 2,461.17 Rp 1,796,656,091 EL 35.00 21.00 Rp 342,000 Rp 86,184,000
iview 52 Rp 7,884,000,000
3 Cipete Raya 1,775.56 Rp 1,296,160,123 EL 49.00 29.40 Rp 199,500 Rp 70,383,600
4 Haji Nawi 1,973.41 Rp 1,440,588,944 EL 50.00 30.00 Rp 199,500 Rp 71,820,000
5 Blok A 1,960.59 Rp 1,431,229,541 EL 50.00 30.00 Rp 199,500 Rp 71,820,000
6 Blok M 2,723.37 Rp 2,236,570,289 EL 100.00 60.00 Rp 285,000 Rp 205,200,000
7 Sisingamangaraja 1,885.22 Rp 1,548,236,789 iplasma 120 2.16 788.40 Rp 13,402,800,000 EL 52.00 31.20 Rp 270,750 Rp 101,368,800
8 Senayan 1,768.55 Rp 1,613,802,972 UG 41.00 24.60 Rp 495,000 Rp 146,124,000
9 Istora 3,441.17 Rp 3,140,071,698 UG 21.00 12.60 Rp 550,000 Rp 83,160,000
10 Bendungan Hilir 1,936.84 Rp 1,767,369,115 UG 44.00 26.40 Rp 357,000 Rp 113,097,600
11 Setia Budi 2,348.24 Rp 2,142,772,296 UG 41.00 24.60 Rp 357,000 Rp 105,386,400
ibillboard 17 Rp 23,652,000,000
12 Dukuh Atas 2,015.17 Rp 1,838,843,936 UG 157.00 94.20 Rp 516,775 Rp 584,162,460
Bunderan HI 3,574.93 Rp 3,262,119,563
13 Ext Concourse UG 2,800.00 1,470.00 Rp 516,775 Rp 9,115,911,000
In Station - 44.00 26.40 Rp 738,250 Rp 233,877,600
TOTAL 29,557.84 Rp 24,596,211,056.50 Rp 44,938,800,000.00 3,533.00 1,909.80 Rp 11,109,153,060
TRAIN ADVERTISING
NO TYPE OF ADV SPACE (M2)
REVENUE/ YEAR
1 In T rain Panel
2 Window Stickers
2.620,80 Rp 19,131,840,000.00
3 T rain Hangers
4 T rain Concept
Detailed Business Design Report

TOTAL REVENUE
ADVERTISING Rp 88,666,851,056.50
At Station Rp 24,596,211,056.50
Digital Rp 44,938,800,000.00
November 2014
At T rain Rp 19,131,840,000.00
Page 314 of 355
STATION RETAIL & SPACE RENTAL
Report 3
GRAND TOTAL Rp 88,666,851,056.50
6.2.4 Organization & Operation

In order to most effectively manage the non – fare box matters within MRTJ, a separate organization
within MRTJ is needed as these functions differ from the “core business” of operating and managing
the MRT. As it is likely that the MRT lines will be expanded in the future to the north, and possible
the East/West line, it will be of greater importance to develop a separate non – fare box business
unit within MRT to maximize this future income.
Construction of the MRT line is planned to be extended in phase two so it will be important for MRTJ
to have a strong business development capability to actively promote non-fare business through
exploring all opportunities, along the existing Phase 1 line as well as for future extensions as they
become reality. In addition it will be important for MRTJ to have a customer relations department to
handle customer complaints and to develop a positive public image of the company from the
perspective of users and the general public.
The suggested organization structure of the management of non – fare box revenue and customer
relations is shown in the following figure.
Figure 89 – Organization Structure
NON FARE BOX

Division Head/Director
Finance & Business

Property
Adm Development
Property Relation &

Marketing
Management Finance Handling
Finance GA
Advertising Retail Space
Promotion
The primary tasks of each of the departments shown in the diagram are outlined in the following
table.

Table 111 – Organization Tasks

Department Function/ Tasks/ Responsibilities
 Provide analysis and propose overall non-fare business financial planning
Finance & Administration  Provide financial and administration support including legal (contract to third
parties)
 Provide quality assurance of service
Business Development
 Assessment of future business opportunities
Property Management  Manage station property
Marketing, Promotion and  Provide marketing and promotion management of property and advertising
Production of Service  Provide customer occupancy and facilities implementation of advertising and
property
Customer Relation &  Provide information to customer and wider community
Handling Complaint  Provide management of complaint handling from customer/wider community
6.3 Transit Oriented Development (TOD) – Overview and Mechanisms

6.3.1 Definition and Key Characteristics of TOD
Transit Oriented Development (TOD) incorporates high density mixed use development that is
concentrated within walking distance of public transport nodes and interchanges, especially those
serving key activity centers. TOD includes specific characteristics that encourage public transport use
such as transport modal interchanges (buses, MRT, public minibuses and light rail). Park-and-ride
facilities, however, would conflict with TOD schemes, as they would involve extensive parking areas
and arterial routes with heavy traffic, which would be counter to the notion of livable environments
that are a strong element of TOD. They are considered to be an important form of sustainable
development that reduces the use of private motor vehicles and enhances the use of valuable land
for livable environments. TOD has increasingly been seen as the antidote to sprawling metropolitan
areas and the associated problems of traffic congestion and air pollution.
There are many definitions of TOD but perhaps the most succinct are the following:
Transit Oriented Development is moderate to higher density development, located within an easy walk
of a major transit stop, generally with a mix of residential, employment and shopping opportunities
designed for pedestrians without excluding the auto. TOD can be new construction or redevelopment
of one or more buildings whose design and orientation facilitate transit use.
(State of California, Statewide TOD Study 2003)
Transit-oriented development…generally describes a development in an existing or planned transit

community that adds to the walkable, vibrant, mixed-use environment and is oriented towards
frequent, high quality transit service that connects the community to the rest of the region.
(Transit Oriented Denver: Transit Oriented Development Strategic Plan 2014)
The development of land around major urban railway stations or transport interchanges offers the
prospect for ‘urban consolidation’. Thus, TOD planning policies promote development within existing
urban areas ('brown field sites') rather than on out-of-town 'green field sites', thereby limiting urban
sprawl. Urban consolidation also supports increases in development density, which would result in
more efficient use of services (principally transportation and utility provision) and lead to the
reduction of overall strategic environmental impacts. This is a very important issue for rapidly
sprawling cities such as Jakarta, where substantial population increases would also help to support
metropolitan railway passenger growth.

A TOD urban planning approach can be driven by market-led demand for increased densities; by
policies that focus on reducing sprawl; or, by promoting more environmentally friendly development.
This approach has also been termed ‘New Urbanism’. The New Urbanism Organization
(www.newurbanism.org) has stated that:
“A new train network is the most effective way to curb sprawl, and goes hand in hand with
smart growth, creating liveable communities, economic sustainability, environmental
protection, human rights and sustainable community design. When planned together with
compact walkable forms of development, trains solve many serious problems facing society.”
In the case of the MRT Jakarta project, TOD would be a particularly suitable and sustainable
development approach. It would focus on the creation of high density and compact communities
close to or around the major station locations. The key features of TOD are typically the following:
 The station itself would be served by high frequency and fast railway services, as well as
public transport interchange facilities, preferably operating on a 24-hour basis. Public
transport interchange facilities (bus and light rail/tram connector links) would provide an
additional level of inter-connectedness for local feeder access;
 High density and compact development would be a predominant feature and would be
built around major railway stations. The principle of clustering facilities and development
around transport nodes would help to support property premiums and would include a
mixture of uses and activities (incorporating offices, retail, residential and leisure
provision);
 TOD areas would typically extend for between 400m and 800m from the station. This is
considered to be a suitable distance for a ten-minute walk to a station, with an emphasis on
ease of access for pedestrians and also cyclists. A maximum 800m radius allows for a 500
acre (2km2 or 200hectares) area for TOD;
 There should be an integrated design directed towards creating a sense of place for the
area. Jakarta would very much benefit from attractive and distinctive development areas or
urban quarters. This would be underpinned by a land use zoning and urban design code or
guidelines. Typically, a TOD scheme would be based on a gridiron layout with perimeter
block development and a fine-grained street network. There should be traffic calming
measures within a TOD area with an emphasis on cycling and pedestrian friendly measures;
and,
 There would be managed and restricted parking facilities available. The close proximity of a
rail station would mean that most people living in a TOD would commute by train. Thus, car
parking spaces are typically reduced in order to encourage public transport usage.
However, the car parking aspect of TOD is subject to much debate in the USA, for example,
with some developers believing that schemes could benefit from reduced car parking
standards (encouraging a reliance on public transport) and some believing that a more
relaxed approach and fewer restrictions would be more beneficial as a property marketing
tool.
6.3.2 Strategic Planning Benefits of TOD

There are a number of strategic benefits for TOD, especially in a city of Jakarta’s size, such as:
 Access to good quality railway services would lessen dependence on cars. In Jakarta’s case,
this would clearly help to alleviate the serious and increasing problem of traffic congestion,
as well as to reduce the levels of air pollution;

 The TOD approach focuses on key railway routes and enables corridor-oriented
development to provide more cost-effective infrastructure and utility provision. This,
together with higher density development, would reduce urban servicing costs;
 There is an improved quality of urban life for residents and commuters, with easier access
to facilities and greater convenience. This emphasis on greater liveability includes
improvements such as better mobility, healthier environmental conditions and a greater
range of facilities and choice;
 TOD can bring significant local economic development benefits, for example by stimulating
urban regeneration and revitalization in adjacent or nearby areas;
 The increased density of development also supports a greater variety of commercial,
recreational and social activities in conjunction with better land use efficiency. However, in
the case of Jakarta higher population densities may exacerbate current environmental
conditions, especially if it leads to increases in central Jakarta population levels that would
draw on already scarce water resources that could worsen land subsidence. Thus, TOD
schemes in the city should be directed towards more efficient use of land rather than to
increasing population levels in central and northern areas of Jakarta;
 A reduction in the proportion of household income spent on transport costs and mobility
with consequent equity benefits for lower income families. Time savings for commuters will
also lead to greater overall economic productivity; and,
 There is increased revenue for transport operators, both from the growth in passenger
traffic and also through revenue generation from property development for railway
companies. This can be reinvested into railway and facility improvement. This factor was
supported by the JMEC report in January 2011 (Engineering Consulting Services for Jakarta
MRT System Project (Basic Engineering Design Report)) and is explored in more detail
below in Sections 3 and 4.
6.3.3 Perceived Barriers to TOD Financing

In the USA, in particular, TOD schemes provide little advantage when it comes to obtaining loan
financing, which are governed by basic property market considerations. Thus, whilst proximity to key
transport facilities, community support, good accessibility and public infrastructure investment (in
access and utilities) would all be plus factors, it would appear that large joint development projects
in the USA are more difficult to obtain funding for than neighborhood-scale TOD. This is especially
the case where public sector partners are involved in joint venture schemes, as government agencies
are not considered to be as driven by the profit motive.
Other perceived barriers, as reported by research in the USA, include the higher costs and risks of
high-density development, especially in deprived areas. Local political or community opposition to
potential TOD projects can also be a dampener for financing. Car parking has also been a stumbling
block with debates between restricted parking provision, as part of a more attractive and liveable
environment, and those advocating park-and-ride concepts to meet demand and to expand market
demand. In addition, mixed-use developments can sometimes pose security and marketing issues for
TOD-type schemes, especially for vertical mixing, which in turn can also create issues for obtaining
financing. One criticism of TOD planning has been that it can increase the costs of affordable housing
in adjoining areas, thereby pushing low-income families further away from jobs and transport
provision. This could lead to imbalances in the housing market and should be considered in the
planning of TOD areas and impacts on accommodation supply.

6.3.4 Goals for TOD in Jakarta

The following could be suitable goals for TOD and the MRT in the Jakarta context:
 To provide the means to fulfill a vision for Jakarta as a more liveable city;
 To increase ridership and farebox revenues for the MRT system in Jakarta;
 To improve environmental conditions in Jakarta, especially by reducing private car use and
air pollution; and,
 To offer the potential for providing funding and non-farebox revenues for future
investment into the MRT network and system in Jakarta.
6.3.5 International Best Practice

TOD examples from Singapore, Hong Kong, Osaka and Tokyo in Japan and Denver in the USA are
included in Annex III:A for information. The analysis of Best Practice concludes that there is strong
experiential evidence that the following key implementation factors are critical to the success of
TOD, namely:
 Strong Political Leadership: Cohesive and strong political leadership is vital to TOD
implementation and a key foundation for obtaining financing (from both public and private
sector), building coalitions, promoting joint venture approaches to development, and to
resolving any disputes. This needs to include shared visions for TOD. Experience in the USA
demonstrates that this is one of the most important factors for successful implementation
of TOD. Singapore has also shown that this is a vital element from the strategic planning
stage through to implementation;
 Good Public and Private Sector Project Integration: Good project coordination between
implementing agencies, especially through successful PPPs, as well as an inclusive approach
to affected communities. This includes sound relationships between public agencies and
private sector developers and should be manifested in PPP schemes and//or joint venture
approaches to development. MTRCL in Hong Kong have embodied this approach very
effectively. In the USA, including Denver, the need to ensure that community interests are
part of the planning for TOD is considered essential;
 Long-Term Planning for TOD: A long-term approach is needed (preferably up to 20 years)
to include planning early for public sector investment into infrastructure as a catalyst for
private sector investment. This has been a critical element of both Singapore’s and
Denver’s approach to TOD implementation;
 Good Multi-modal Transport Linkages: Strong transport connections between strategic
urban centers and sub-centers (that incorporate TOD) with high capacity and high
frequency train service provision. This would include the need for inter-modal
connectedness, with many studies (especially in the USA) concluding that the addition of
rapid bus links with a high frequency rail networks are critical to TOD success;
 Strong Planning Controls and Enforcement: Strict planning controls that support compact
high-density development around station locations and avoid similar schemes further away
from a transport node. Development controls need to be backed by effective enforcement.
Thus, in Singapore both transport and land use policies are rigorously enforced in order to
ensure that proposed distinctive TOD schemes are implemented around key transit nodes.
The proposed mix of land uses needs to fit with the environmental context, the envisaged
population and household character and the property market demand. However, there also
has to be some degree of flexibility in design controls for developers. There could also be a

system of rewards for developers during project design, such as increasing density
envelopes for providing certain facilities or open space requirements, for example, or by
reviewing land use zoning allocations in the light of changing market conditions;
 Designing for Liveability and Distinctiveness: There must be an emphasis on ‘sense of
place’ and liveability within TOD schemes, be this in terms of design quality, easy
accessibility or healthier environments. Place-making that strives for a quality of life needs
to be part of compact and high-density development. The concept of development close to
a transport node has often been seen to be at odds with quality design and liveable places.
Thus, for example, there should be good quality attractive pedestrian linkages between
station exits/entrances and key elements of the TOD. In the case of Jakarta, as with
Singapore, this would need sheltered and/or air-conditioned broad pedestrian routes with
shops and facilities integrated into it. Japan has provided some good examples of distinct
and imaginatively-designed development around stations;
 Meeting Property Needs: A clear understanding of property market fundamentals with
TOD schemes satisfying local demand for facilities and accommodation. In the case of
Jakarta this is most likely to respond to schemes that relate to ease of access around the
city, such as proximity to MRT stations, as an antidote to the prospect of gridlock or wasting
time in traffic jams. Distinctive high quality mixed use development would also play a role
in meeting demand for TOD accommodation; and,
 High Quality Management and Maintenance: TOD schemes when completed must be part
of a comprehensive system of management and maintenance. This must include a long
term, affordable and fair charging basis for management of the constituent parts of the
completed developments. A solid framework for the long-term maintenance of the
development will help to sustain property values.
6.3.6 Potential Mechanisms for TOD Development

Introduction
This section covers land use planning mechanisms, collaborative approaches to implementation,
financing mechanisms, land use zoning and design guidance and post-development management
frameworks. Getting these elements right within the context of Jakarta’s property and planning
context can be critical foundations for the success of TOD. In considering them there is also a need to
understand what entities or agencies might be involved during implementation of MRTJ and TOD,
with the principal ones being the following:
 National or State Government: The GOI is providing 50.8%, of the MRTJ construction costs
(for the North-South Line);
 Provincial Government: DKIJ, as the provincial government, is also providing 42.6% of the
MRTJ construction costs (for the North-South Line). DKIJ would also provide the planning
and land use framework;
 Transit Agency: MRTJ would be the agency in charge of building and operating the MRT
system. It is also providing 6.6% of the MRT North-South Line construction costs;
 Metropolitan Scale Transport Agencies: Although not yet established this could either be a
Jabodetabek Transit Authority (JTA) or a Jakarta Transit Commission (JTC), which would
combine the roles of strategic urban and transport planning, undertake transport
integration, regulation, management and control; and,

 Local Government: Local authority jurisdiction would be at the kabupatan (district) and
kecamatan (neighborhood) level for the planning and environmental aspects of the MRTJ
route construction.
Land Use Planning Mechanisms
This section covers some possibilities for land use planning approaches for the effective
implementation of TOD. Their adoption would most likely require the need for new local statutes
covering development regulations and amendments for area specific changes to planning and zoning
requirements.
Specially Designated Planning Areas:
Special Improvement Districts: The designation of special improvement or planning districts can
support TOD if underpinned by public sector investment, tax increment financing and sales tax
sharing, for example. These provide localized benefits for a specific or designated area, typically
determined by an elected local authority. Thus, in the USA there are generally two categories of
improvement districts, districts created under state statutes and those created through a city
charter. Statutory districts include Business Improvement Districts (BID), General Improvement
Districts (GID) and Special Improvement Districts (SID). Each of these district types provide for a
localized benefit and payment mechanism, but have different inherent purposes. BID, for example,
are geared towards economic development activities as they affect only non-residential property and
funds can be spent on marketing for the district as well as infrastructure financing. GIDs and SIDs are
typically focused on installing, operating and maintaining public infrastructure. Typically, GIDs raise
revenue by taxation and SIDs raise revenue through property assessments/valuations.
Thus, in New York the NoMa Business Improvement District (served by Metrorail’s Red Line at New
York Avenue Station) was set up in 2007 to levy financing from commercial, hotel and apartment
properties for community and environmental enhancements. This would include cleaning,
maintenance and safety enhancements, marketing, community development programs and public
events. The intent of setting up a NoMa BID was part of an urban environmental improvement and
upgrading program. Establishing improvement districts requires a healthy property market and local
statutes. It also needs a consensus amongst local area participants and some sponsorship from major
property owners.
Charter districts in the USA relate to Local Improvement Districts (LIDs) and Local Maintenance
Districts (LMDs). Charter districts would raise revenue for management and maintenance works in an
area. The revenues to be levied would be determined through property assessments with paying
owners receiving beneficial value from the work undertaken. There is a symbiotic relationship
between LIDs and LMDs. LIDs are used to pay for the installation of public improvements and LMDs
are used to maintain the improvements or provide services over time. Typically, the decision to use
either a statutory or a charter district is based on the funds involved and the number of property
owners. Larger areas and greater funding requirements result in a district being formed as a
statutory district rather than through charter. Districts are structured so each property is paying its
proportionate share of the improvements based on benefit received. However, the greatest
challenge with LIDs lies in convincing multiple property owners that it is in their own best interests to
approve payment for area-wide improvements. One approach is to tie the city authority’s
investments to a commitment by the property owners to organize and pay for their fair share of the
operations and maintenance costs.
Potential Jakarta TOD Application: Whether kabupatan or kecamatan areas in Jakarta are ready for
the designation of special renewal, development or improvement districts to support TOD around
MRTJ stations, with the consequence of residents and businesses willing and able to contribute to
infrastructure and environmental improvements is a debatable issue. The argument for their

creation would rest in convincing local residents and businesses that contributions would result in
increased value and benefits.
Air Rights or Bonus Development Rights:
Air rights are planning and development rights related to notional space above a property or
proposed development. Railway use has been an early adopter of air rights in so far as platforms
were built over railway uses, such as stations or freight depots, and development built above it. An
early example of this was New York’s Grand Central Terminal when development built above the
railway earned substantial revenue for the Hudson River Railroad. This practice has continued in New
York with the sale of air rights for the New York Jets to construct the West Side Stadium over and
across West Side Yard near Penn Station as part of the Hudson Yards Redevelopment Project. Other
examples simply use a podium construction over railway facilities as a base for development above.
In the case of the San Diego Trolley train station of Broadway and Kettner Transfer Station, air rights
were granted, as part of a public-private sector partnership (between the transit agency, the city
development authority and the private developer), when the landowner and developer donated the
land to the transit agency for the station and built the connecting access routes and the station itself.
In exchange development rights were granted above the station itself for the 34-storey American
Plaza Tower, a 272-room hotel, restaurants, retail and a museum. In this case the transit agency also
contributed US$1.2million towards the station construction costs.
Another example in New York is a cost-shedding approach to air rights devised by the New York
Transportation Authority. The Density Bonus Program was started in the 1980s for the granting of air
rights development (‘a density bonus provision’) above a station. This was done in exchange for a
developer building and paying for underground passageway connections and enhancements
(including air circulation and lighting) to Metro stations, especially in midtown Manhattan. This has
also included aesthetic and design improvements to station entranceways and public realm areas
and could often amount to a 20% density bonus, which would represent a substantial development
windfall in central New York.
In the White Flint part of Maryland a Density Incentive Zoning Program was designated for a
commercial and residential zoning area in which developers could provide social or publicly
beneficial facilities (schools, libraries, parkland, public car parking or extra social housing) for
additional development rights. This can also include extra density provision in exchange for
streetscape improvements or dedicating rights-of-way for public access, as well as for development
proximity to transport facilities, green building features and high quality design.
Transfer of Development Rights:
Transferable Development Rights (TDR) is a means of land use control to complement zoning and
strategic planning for more effective urban growth management and land conservation. The basis for
it is founded in land use zoning and height restrictions. It is often used in the USA as a creative form
of development control, which offers landowners financial incentives or bonuses for the
conservation and maintenance of environmental, heritage or agricultural features of their land. TDR
is based on the concept that with land ownership comes the right of land use or development.
In some cases these land-based development rights can be used, unused, transferred or sold by the
owner of a parcel. Developers can purchase the development rights of certain properties within a
designated "sending district" and transfer the rights to another "receiving district" to increase the
density of their new development. Receiving districts are generally areas more suited for higher
density developments and sending districts are areas with environmental, heritage or agricultural
values that the city or town wish to preserve. In the case of TOD schemes, for example, station areas
could be designated as ‘receiving areas’ for additional development rights with adjoining heritage or
leisure areas being ‘sending areas’.

TDR Credit Banks have often been used in the USA to store purchased development rights if there is
not yet a receiving area for development that has been identified. This approach is adopted when
the sale time for the sending area does not match that of development in the receiving area. It’s also
useful in communities that have the opportunity to purchase the rights from an area of high
conservation interest but do not have a development that can receive higher density at the time.
TDR credit banks should be operated by a third party agency that has powers to negotiate the sale of
development rights, such as a non-profit organization or an agency operating within the community.
By way of example, in a dense downtown area each building may have the right to thirty-five stories
of airspace. The owners of an old building of only three stories high could make substantial money by
selling their building and allowing a thirty-five story skyscraper to be built in its place. To avoid the
loss of historically interesting buildings, the government may instead choose to permit developers to
purchase the unused transferable air rights of nearby land. In this case, a high-rise scheme developer
may purchase the unused 32 stories of air rights from the owners of the historic building, allowing
them to build a skyscraper to a total height of 35 + 32 = 67 stories. This would allow the historic
building owners to make almost as much money, if not more, without demolishing their heritage
structure.
Subsurface or Subterranean Development:
Montreal is one of the best examples of extensive interconnected and underground complexes in the
world with some 32kms of tunnels (many aligned with retail units) with 200 entrance points that
connect shopping centers, apartment blocks, hotels, office floor space, major leisure/entertainment
facilities, convention/exhibition facilities and universities. The underground pedestrian network links
seven Metro stations, two major bus terminals and two commuter rail stations within an area of
12km2 in Downtown Montreal. It’s estimated that during winter roughly 500,000 use this every day
and the Underground City, as it is known, is even considered to be a visitor attraction in its own right.
Locals view it as an extensive underground commercial network linking major transport nodes that
shields people from extreme weather conditions.
An underground shopping center, the Place Ville-Marie, built in 1962 beneath Montreal’s first
modern high rise building was the start of this subterranean city. The opening of the Montreal Metro
in 1966 was then the prime influence for the early expansion of the network. It came with the
Montreal Urban Community Transit Commission’s policy of allowing air rights development above
Metro stations. The Underground City grew substantially during the 1980s and 1990’s with the
development of shopping centers linked to Metro stations (such as the Cours Mont-Royal and Centre
Eaton) and also major commercial property such as the Montreal World Trade Centre, which led to a
rapid expansion in the underground network. Most of the major retail and commercial developments
are clustered around the Downtown Metro stations such as Peel, Bonaventure and McGill. Some
sections of the network have been distinctively designed for ease of orientation.

Figure 90 – Underground floors of Eaton Centre in Montreal’s ‘Underground City’ area
Subterranean Legislation in Indonesia: Subterranean development directly linked to an MRT station

would provide more scope for retail floor space to offer direct revenue for MRTJ. The commercial
viability of subterranean development will depend on how much public sector investment is needed
to pump prime the scheme and whether government agencies need to help with land acquisition. In
Indonesia the use of underground space (ruang dalam bumi - RDB) is guided by the Ministry of Public
Works’ Guidelines for Underground Space Utilization (Regulation Number 02/PRT/M/2014 - February
2014). It differentiates between shallow and deep underground levels with shallow (up to 30m). For
associated work, private sector development requires permission under Articles 11 and 12 of the
regulations from the relevant agencies for which a submitted RDB Utilization Plan of the works to be
undertaken is required.
Of more specific relevance to Jakarta is the Regulation of the Provincial Governor of Jakarta Special
Capital Region (No.167, 2012) on Underground Space. This regulation states that underground space
use would be determined by the content of DKIJ’s Regional Spatial Layout Plan and more detailed
local level plans. However, whilst these regulations also differentiate between shallow and deep
underground levels, the actual limit of shallow underground space is up to 10m and not 30m, as
defined in the Ministry of Public Works’ regulations. This would mean that some of the MRT stations,
namely Dukuh Atas and Bundaran HI, would fall into the definition of ‘deep’ underground levels.
The MRT system is mentioned in the regulations and they specify that allowable activities in shallow
underground space include “access to the MRT station, the road infrastructure network systems,
network system utilities, office area, parking facilities, trade and services, supporting the activities of
the foundation building on it and building on it”. For the deep underground space allowable
activities would be the MRT system, road infrastructure network and utility network systems, and
building foundations. What appears to be excluded in both cases, and would therefore require
special consent, would be underground retail space that may not be directly related to the MRT
station activities, for example an underground shopping mall. For this underground space permits
are required from the local government authority.
Collaborative Approaches to Project Implementation
Public-Private Partnerships:
A Public Private Partnership (PPP) is a business collaboration, which is funded and operated through
a partnership of government, or a public sector authority, and one or more private sector companies.
PPP involves a contractual agreement between a public sector authority and a private sector entity,
in which the private party provides project assistance and assumes substantial financial, technical
and operational risk during the project. There are many types of PPP operation, and sectors within

which it is often utilized, including: power generation and distribution; water supply and sanitation;
refuse collection and disposal; the construction of pipelines, hospitals, school buildings and teaching
facilities, sports stadiums and the development of land in general; the construction and management
of roads and public transport services; and, the operation and management of air traffic control
systems, prisons, billing and other information technology systems.
Infrastructure-related PPPs are more likely to require arrangements and contracts that would
guarantee and secure cash flows. Thus, a typical example of this PPP would be a hospital building
financed and constructed by a private developer and then leased to the hospital authority. The
private developer would then act as the landlord, providing maintenance services.
The most important PPP variations can be summarized as follows:
 Design Build (DB): In this approach the private sector designs and builds infrastructure to
meet public sector performance specifications, often for a fixed price, so the risk of cost
overruns is transferred to the private sector. However, many would argue that this would
not fall within the PPP spectrum;
 Design Build Operate (DBO): This often relates to a contractual relationship between a
public sector body and a private sector contractor for the design, construction, operation
and maintenance of a public facility. The construction of the facility is financed by the
public sector, but responsibility for the operation of it rests with the private sector for a
defined period of time. Ownership of the facility remains with the public sector
throughout;
 Design Build Finance (DBF): This option applies to the contractual relationship between a
public sector body and a private sector contractor for the design, construction and
financing of a contract, but with no operational or maintenance responsibility. This type of
contract would relate to an extension of the Design and Build contract to include financing
by the private sector;
 Design Build Operate Finance (DBOF): This approach would be relevant to a contractual
relationship between a public sector body and a private sector contractor for the design,
construction, operation and financing of a public facility. The private sector contractor
would be responsible for designing, building, operating and financing the facility and would
recover its costs principally with payments from the public sector (with the potential for
third-party revenues where applicable). At the end of the contract term, ownership of the
facility would be transferred back to the public sector;
 Build Own Operate (BOO): In this situation, the private sector contractor would finance,
build, own and operate a facility or service in perpetuity. The public sector requirements
and constraints for the building or development would be stated in the original agreement
and through on-going regulatory authority;
 Build Own Operate Transfer (BOOT): In this option the private sector entity would receive
a franchise to finance, design, build and operate a facility (and to charge user fees) for a
specified period, after which time ownership is transferred back to the public sector;
 Buy Build Operate (BBO): This example would relate to the transfer of a public asset to a
private or quasi-public entity usually under contract so that the assets could be upgraded
and operated for a specified period of time. Public control would be exercised through
contractual terms at the time of transfer;
 Operational License: In this case a private operator would receive a license or rights to
operate a public service, usually for a specified term. This is often used for IT projects; and,

 Operation and Maintenance (O&M): In the context of PPPs, this would relate to an
operational and maintenance/service contract involving some level of risk transfer to the
private sector, typically for a term of at least five years.
This report focuses on the possibilities for using PPP operation for the development of large sites,
especially where they could be inter-connected with MRT stations in Jakarta, and particularly as a
mechanism for pursuing TOD. Typically, PPP operation in terms of land development often manifests
itself in the government or public sector authority contributing land to a PPP whilst the private sector
is responsible for the development finance, development expertise and project risk. In the case of
mixed-use development for a large area of land, for example, a PPP may adopt different models (as
specified above) for different facilities to be constructed. Thus, for example, the construction of a
new railway station on a development site could involve the first seven options of the above (DB,
DBO, DBF, DBOF, DBOF, BOO, BOOT or BBO) depending on what the railway station owner’s
objectives are. Alternatively, a PPP for part of a development site owned by a public authority that
wishes to dispose of land, say for high density residential uses, but have some control over
development, could do so under a BBO.
Indonesia PPP Experience: In Indonesia the Coordinating Ministry for Economic Affairs is charged
with bringing together overlapping activities, such as for infrastructure projects, whilst the Ministry
of National Development Planning and the National Development Planning Agency (BAPPENAS) is
responsible for general development matters and planning policies. Despite this there has been a
lack of integration and capacity constraints for the implementation of PPP infrastructure investment,
which has typically resulted in under spent budgets. The GOI has tried to address this problem by
creating inter-ministerial agencies, such as the National Committee for the Acceleration of
Infrastructure Provision (KKPPI). However, this agency’s insufficient powers to shape policy and make
decisions, as well as its lack of independence from line ministries, has served to dilute its
effectiveness (Ref: Tackling the Infrastructure Challenge in Indonesia. OECD Economics Department
WP No.809. Prepared by Mauro Pisu (2010)). A Public Private Partnership Center Unit and a Project
Development Facility have since been set up within KKPPI and BAPPENAS respectively.
BAPPENAS compiled a document (PPP in Infrastructure’s Laws and Regulations: 1. Regulations in
General). This document incorporated all the PPP legal and regulatory requirements in Indonesia,
essentially for the provision of infrastructure and associated services, such as for utilities (water
supply, waste water treatment, electricity provision, telecommunications, irrigation), oil and gas
infrastructure, transportation (including for railway networks and stations) and roads. The PPPs
would comprise ‘business entities’ that would be limited liability companies, BUMN (state-owned
enterprises) or BUMD (regionally-owned enterprises and cooperatives, as would be the case for
MRTJ). In this respect the development of real estate or large mixed-use sites would not apply to the
adoption of a PPP approach in Indonesia, although it may apply for the development of part of that
site, for example, if a public sector facility (such as a railway station) were to be provided.
One problem for private sector investment as part of PPPs has been the inability of Indonesian
commercial banks to provide long-term loans, as most of their deposits have short-term maturity.
Added to this is their inexperience in assessing the creditworthiness of infrastructure projects, for
example. To this end the GOI in cooperation with the Asian Development Bank (ADB), the
International Finance Corporation (IFC) and the German Development Cooperation Agency (GiZ)
have set up PT Indonesia Infrastructure Finance (IIF) with initial equity capital, to operate on a
commercial basis in order to channel domestic private finance towards infrastructure projects.
Indonesia has a weak system of regulatory authority for infrastructure projects, which also deters
private sector investment. For example, there is no independent regulatory authority for railway
transport, which differs from most OECD countries where regulatory authorities are independent
from government.

The Five-Year National Development Plan (2010-2014) has emphasized the importance of PPPs in
implementing the necessary national infrastructure projects (as set out in the ‘PPP Book’). To this
end it intends to strengthen the legal basis for PPP operation, provide GOI support through the state
budget and to streamline the PPP process. The provision of land is, of course, one of the key public
sector contributions to PPP project implementation. However, under Government Regulation No.6 of
2006, which covers the use of state and regional assets’ management (subsequently amended by GR
No.38 of 2008) land may only be leased for a maximum of 30 years, with a renewable period (up to a
maximum of two 30-year renewals) of a further 60 years. In the case of a major development
project, such as for TOD around a MRT station, this initial period would most likely to be too short for
development of any quality. Most property developers would require a minimum of 60 years and an
optimum period of around 100 years. Whilst the renewals option for further 30-year terms may
provide some comfort for developers, it still leaves a degree of uncertainty that may hamper initial
investment for high quality development.
Joint Venture/Development Agreements:
Joint Venture: A joint venture (JV) is a business agreement in which parties agree to develop, for a
finite time, a new entity or assets by contributing equity. They exercise control over the enterprise,
or company, and consequently share revenues, expenses and assets. There are variations of this such
as JV limited by guarantee or JV limited by guarantee with partners holding shares. In a JV, both
parties provide equal investment into the project in terms of money, assets, time and effort in order
to build on the original concept. Some companies use JVs as a means of diversifying their activities.
Since the cost of starting new projects is generally high, a JV allows both parties to share the burden
of the project, as well as the resulting profits.
A JV is set up for the completion of a specific project, such as when it is referred to more correctly as
a consortium (e.g.: for the building of the Channel Tunnel between the UK and France) or for a
continuing business relationship. The consortium JV (also known as a cooperative agreement) is
formed where one party seeks technical expertise, such as for the development of land in its
ownership. The JV is dissolved when that goal is reached.
With its formation the JV becomes a new entity, which is separate from the original companies of its
founding members. The JV can issue contracts in its own name and acquire rights (such as the right
to buy new companies). It has a separate liability from that of its founders, except for invested
capital, and it can sue (and be sued) in courts in defense of or in the pursuit of its stated objectives.
In the case of the development of land, a JV could be formed for the specific purpose of site
development in which both (or more) parties take an equal share in expending time, money and
effort in the development of a large area of land or a number of sites, as well as share in the
revenues, expenses and profits. In the case of public land, for example adjoining a railway station,
then this could be contributed to the JV and form part of its assets. The public agency contributing
the land would then have to participate in the running and decision-making of the JV.
Development Agreements: A Development Agreement or Joint Development Agreement (JDA) is
typically entered into between a public authority and a private developer for a specific site
development and does not involve the public sector entity being part of a JV profit share. It would
form part of a legal contract and may require the public sector agency granting certain concessions
to restrictions (such as relaxing planning consent requirements or land use zoning) in exchange for
specific actions or requirements to be fulfilled by the property developer.
Typically private sector developers would prefer to proceed with site development without public
sector involvement, as it is often seen as a complicating factor, lengthening project time and costs,
and resulting in more intensive management needs. The exception to this rule would be where the
public sector entity brings an economic advantage to the partnership or joint venture approach. Help

with land assembly or providing land with long lease conditions (or better as fee-simple or freehold)
is probably the most common positive action. Providing infrastructure assistance (road
improvements or pedestrian accessibility enhancements) would be another.
Potential for MRTJ: In the case of a TOD scheme associated with the MRT system in Jakarta, for
example, a JV would involve a property developer/s for a site/s in conjunction with a public entity,
such as MRTJ or indeed DKIJ. It is understood that in order for MRTJ to be authorized (by DKIJ) to
develop property around, above or below MRT stations, legal ratification is required (through a
PERGUB or SKGUB) for this to be possible (Ref: Internal Note on MCS Legal Opinion – June 2014). In
the event that land is acquired, or available for use, by MRTJ (perhaps through provision by DKIJ)
then this would be part of MRTJ assets, although it is also understood that land acquired by state
authorities cannot be used as capital investment (according to current Indonesian legislation) and
that it is not transferable, for example to a JV (Ref: Law UU No.1 2004, Article 45, concerning state
assets). This therefore nullifies the potential, according to current Indonesian legislation, for MRTJ (or
DKIJ) offering land as part of a JV for property development so as to secure shared ownership with a
private sector developer or indeed equal shares with more than one developer. Further legal
clarification may be needed as to whether MRTJ are proscribed (as a BUMD) from participating in a
JV on this basis.
If a JV arrangement were not possible with MRTJ’s involvement, then an alternative could be a
Development Agreement (JDA) between MRTJ and a developer submitting a winning bid for the
acquisition and development of a site. The JDA could include matters, such as above station air
rights/bonus development rights concessions; ground lease arrangements (and potential extensions
to the lease tenure); station interface and ease of access issues; building design, form and massing;
as well as other initiatives that promote the development of the land around or above a station itself
to the mutual benefit of both public and private sector interests that are part of the JDA. It is
currently understood that MRTJ have mandated the Governor of Jakarta to draft a decree that would
enable MRTJ to undertake joint development efforts (with the private sector) and to allow the
company to capture commercial value in order to fund transit railway operations and investment.
However, it is not understood what form these joint development efforts could take.
Special Purpose Vehicles:
A Special Purpose Vehicle (SPV), as is commonly termed in Europe, is a legal entity (usually a limited
company or, sometimes, a limited partnership) created to fulfill a narrow, specific or temporary
objective. Companies often use SPVs in order to isolate themselves from financial risk. Thus, a
company will transfer assets to the SPV for management, or use it to finance a project in order to
achieve a specific set of goals without putting the entire firm at risk. In addition, SPVs are commonly
used to own a single asset with associated permits and contractual rights (such as an apartment
building or particular facility), in order to enable easier transfer of that asset. SPVs are often an
integral part of PPPs or JVs, which rely on a project finance type structure.
An SPV may be owned by one or more entities, and certain jurisdictions may require ownership by
certain parties in specific percentages. Often it is important that the SPV is not owned by the entity
on whose behalf the SPV is being set up (i.e.: by the sponsor). There are a number of reasons for
setting up an SPV but those for which major site development may be applicable are as follows:
 Risk Sharing: Companies may use SPVs to legally isolate a high-risk project or asset from
the parent company and to allow other investors to take a share of the risk, such as in a JV
company;
 Asset Transfer: Many permits required to operate certain assets (such as power plants) are
either non-transferable or difficult to transfer. By having the SPV own the asset and all the

permits, it can be sold as a self-contained package, rather than attempting to assign

numerous permits;
 Regulatory Reasons: The SPV can sometimes be set up to circumvent regulatory
restrictions, such as regulations relating to the ownership of specific assets, for example for
land ownership, and their transfer; and,
 Property Investing: Some countries have different tax rates for capital gains and benefits
from property sales. For tax reasons, allowing properties to be owned by separate
companies can be beneficial. These companies can then be sold and bought instead of the
actual properties, effectively converting property sale gains into capital gains for tax
purposes. Thus, a real estate investment trust could be a tax designation for a corporate
entity investing in real estate for the purpose of reducing or eliminating corporate tax.
An SPV must have a promoter(s) or sponsor(s). Usually, a sponsoring corporation hives off assets or
activities from the rest of the company into the SPV. This isolation of assets is important for
providing comfort to investors. The assets or activities are distanced from the parent company. Thus,
the performance of the new entity will not be affected by the financial performance of the sponsor
or parent company. What is important is the degree of separation between the sponsoring company
and the SPV. In the absence of an adequate separation between the two, the latter will not be an
SPV but a subsidiary company.
In the case of a TOD area, for example, SPVs could be established to develop, build, maintain and
operate individual components or sites of that area for a particular development period. Thus, a TOD
JV could own a number of sites, which are then individually developed by SPVs, often for specific
reasons or purposes, such as for leisure, residential or commercial uses. In cases where the
government or public authority has invested in the project, it is often (but not always) allocated an
equity share in the SPV. A site development SPV or consortium could, for example, comprise the
developer, project contractor, maintenance company and bank lender(s). It is the SPV that signs the
contract with the JV owners and with subcontractors to build the development and then perhaps to
maintain it. In larger and more complex developments a maintenance and management company is
set up as a separate entity from the SPV. In this case, a completed development would then be
handed over from the SPV to the management company in order to keep the construction and
management functions clearly separate.
Financing Mechanisms
The numerous financing means adopted throughout the world for MRT systems are typically broken
down into ‘farebox’ and ‘non-farebox’ revenue. The former relates to revenue generated by MRT
ticket sales and the latter to additional non-ticketing revenue. In the case of non-farebox revenue,
this could apply to fees for advertising on station property, or indeed to rentals for shops or car
parking charges on the transit agency land adjoining a station. This would be revenue levied by an
MRT agency, which could be directly used to fund the operation of the railway network.
Revenue collection for MRT project funding can be generated by a government agency, for example,
such as exists with traffic congestion pricing, or car parking fees, some of which may be recycled into
the funding or operation of an MRT system. Singapore’s Electronic Road Pricing (ERP) system, which
is applicable to central areas, is collected by central government and partly recycled into public
transport funding. In the case of London, the Congestion Charge Zone is used to generate revenue
from private vehicles that enter a centrally designated area. This is levied by Transport for London
(TfL) and the agency is legally obliged to reinvest all surpluses from the Congestion Charge into
London’s public transport system, so there is more of a direct linkage in that case. TfL have used the
income generated by the Congestion Charge to raise bonds (repayable at 5% over 30 years) in order
to fund transport infrastructure projects, including for the London Underground system.

Debt Swap Programs: Debt Swap Programs may be especially appropriate for Indonesia where its
national foreign debt, for example, could be exchanged at a discount for local development or
investment projects, which are seen to be of significant environmental benefit. These initiatives
assist developing and poor countries to repay their debts or financial obligations by developing
projects or programs that would support global environmental sustainability. Thus, the creditor
country offers to swap some of the national debt it holds in return for local projects in the debtor
country, which would provide substantial benefits for the environment, health, education and/or
poverty alleviation. TOD schemes and support of the Jakarta MRT system could be a candidate for
this. The cost of implementing these projects would be deducted from the national debt.
Governments usually make bilateral agreements for debt swaps.
Debt swaps are signed according to the Paris Club Proceedings with two types adopted: debt swap
for development; and, debt swap for investment. Each involves a separate mechanism, with debt
swap for development being the most applicable to financing environmental projects. The process
for debt swaps typically follows these steps:
1) The GOI as debtor government would choose development projects from its General Budget.
In cooperation with related ministries, the GOI would submit a brief description for each
project for creditor countries;
2) A creditor country would then study the projects and choose those that would be
appropriate to swap the debt;
3) Both parties would then sign an agreement to swap the debt at a discount (normally up to
50% of the original debt);
4) GOI would then finance the approved project/s and submit financial reports to the creditor
country; and,
5) The creditor country then exchanges the agreed debt after ensuring that the appropriate
investment has been made.
Value Capture Mechanisms
Jakarta’s property market is currently buoyant and the construction of an MRT system for the city
would support property market values, especially within the vicinity of proposed stations. Worldwide
experience from MRT project implementation indicates that property values close to MRT stations
do increase in value, sometimes substantially, and this effect naturally diminishes as one moves away
from station locations. The prospects for ‘value capture’ as a financing mechanism, which would be
directly relevant to MRT project infrastructure, are covered below. It should also be remembered
that property values are likely to increase along the MRT route not only because of proximity to
proposed MRT stations but also if attractively designed and liveable TOD areas are planned for.
There are a number of value capture mechanisms that have been used to help support MRT project
investment with those described below being the most typical.
Tax Increment Financing (TIF): TIF is a means of ‘property value capture’, which establishes
incremental taxes that are created when a vacant site or property benefits from public sector
infrastructure investment, for example. The resulting increase in property values generates an
incremental amount of revenue that can be used to fund MRT investment. Thus, a metropolitan
authority would ‘capture’ land value by applying a property tax on increased land values that would
accrue from the development of a MRT system, especially around station areas.
This could be applied at the more local level such as for an urban renewal or TOD area, for example,
around station locations. Urban Renewal TIFs have been adopted in Denver for infill areas including
for some TOD sites, which fall within run-down areas covered by local statute blight conditions, as
defined by the Denver Urban Renewal Authority. Thus, a station area’s financing plan could
determine how to best fund and finance infrastructure improvements seen to be of benefit to all of
the area’s properties. A TOD may have identified investments that are needed to facilitate

development and may require a range of funding sources. The cost of these investments should be
equitably allocated to the benefiting parties, both public and private sectors. Financing plans for
different station areas need to consider the following characteristics: those areas with one
predominant landowner and a master developer; areas that would qualify for urban renewal that
could use TIF; and, areas with sufficient development value or anticipated increase that would
support a value capture financing district.
Initial property market assessments undertaken by MCS property consultants estimated that,
following completion of Stage 1 of the MRT North-South Line, property values within 500metres of
an MRT station were likely to increase by around 10% with an estimated increase of IDR111.2billion
(US$9million) in annual office rental payments. If one adopted a value capture levy of 30% (as transit
authorities in Australia often do) on land value increases related to MRT station locations then this
could, for example, generate IDR33billion (US$3million), which could be used to contribute to MRTJ
funding costs.
Area-wide TIFs: At a more extensive level, area-wide TIFs have been used in Dallas following a
change in Texas statutes. This would apply where a number of potential TOD schemes would be
located along an MRT system alignment. In Dallas a multi-station TIF district was implemented in
2009 along the Dallas Area Rapid Transit (DART) light rail corridor in cooperation with several
overlapping jurisdictions and covered 1,170acres in four sub-districts. It was set up to contribute to
TOD infrastructure and environmental improvements (subject-related rather than project specific)
but not to funding a new transit line. The purpose of the TOD TIF districts would be to encourage
high density, mixed use and pedestrian improvements to stations areas along the existing DART line.
It was anticipated to generate US$185million in tax increment during a 30-year period of which 70%
was directed to TOD TIF districts during 2009-2011. Specific legislation for this approach would need
to allow flexibility in defining specific TOD schemes and their requirements, which may need public
sector investment to stimulate development interest and could be based on TOD-specific criteria
rather than on urban renewal area blight criteria. This TIF version was based on tax increments on
existing properties. Developers were required to implement the public infrastructure improvements
and were then reimbursed from TIF revenues as property values increased and when tax increment
levies became available. This ‘pay-as-you-go’ approach clearly limits the financial risk for the city.
However, declines in property market values could lead to TOD infrastructure projects being delayed.
There is also scope for cross-subsidies from one strong property market area to another weaker one.
Generally, TIFs were seen as one financial mechanism and not the sole funding source for TOD public
infrastructure projects.
Clearly, TIF and other ‘value capture’ mechanisms are applicable where the property market is
buoyant, as is currently the case in Jakarta. Given this, there are possibilities for ‘value capture’ or
the implementation of special levies in order to help fund the continued construction of future MRT
phases and/or to fund operational revenue gaps. They are implemented at the local level and set up
through local statutes. TIFs are typically established for a set period of between 15-30 years. Site
specific or area-wide TIFs can be used as pay-as-you-go improvements or, if the revenue stream is
expected to be consistent over time, then financing of future MRT lines could be secured by floating
bonds based on the anticipated property tax revenues that would arise from a new MRT line.
One issue that may be pertinent to Jakarta is the application of a TIF or another value capture
mechanism where there may be a lack of transparent property rights registration. Without
straightforward and efficient regulations and procedures, the application of a property-wide value
capture financing scheme would be difficult. In Jakarta’s case it may be easier to implement value
capture for new development schemes as opposed to all properties within a specific area.
Developer Impact Fees or Funding Agreements: Development impact fees are charges levied on new
development that relate to the need to increase public infrastructure provision or services as a

consequence of the existence of that proposed scheme. This often relates to transport infrastructure
and would operate through a one-time fee as a contribution towards capital costs rather than for any
operation or maintenance. In the UK a system of ‘planning gain’ has been used from the granting of
planning consent for which a consequent increase in land value may be used as a basis for making a
contribution towards directly related infrastructure or community facility costs. In the UK this is
implemented through Section 106 of the 1990 Town and Country Planning Act and has often been
used to fund community or social facilities. However, planning gain has been criticized for being
time-consuming to negotiate, arbitrary and in some cases even unlawful in its application.
In 2010 the UK Government adopted the Community Infrastructure Levy (CIL) under the 2008 Town
and Country Planning Act. This allows for a levy to be charged by local authorities on new
development, specifically related to infrastructure projects, and is normally based on a definitive
charging schedule. In London a broader-based application has been adopted across the entire city in
order to help fund the Crossrail project. In the USA ‘development impact fees’ must be based on a
reasonable relationship between the new development paying the fee, the need for the fee and the
use of fee revenue. In Boston a development fee is instituted for any large housing or commercial
development that requires a zoning change and this has been incorporated into the city’s zoning
code.
Property Acquisition Incentives
Clearly, compulsory acquisition of land is something that should be avoided, almost at all costs,
during MRT implementation both for program delay and cost reasons. Incentives for the acquisition
of land required for the project are a much better alternative and some typical examples are
commonly used. Thus, Capital Gains Tax reduction or even exemption could be applied for those that
cooperate during project implementation or provide land, for example. In Japan, there are
reductions in Capital Gains taxation, or special tax treatment is applied where land owners agree to
sell sites to a project rather than resisting or having to go through a compulsory acquisition process.
Similarly, favorable treatment could also apply for cooperation in building access rights, where a
direct link is provided from a station through a building to ground level and would be deemed to be
favorable to an MRT station project. For a new development project the granting of air rights could
also be applicable for cooperation on a TOD scheme. Alternatively, favorable land swap deals could
be utilized where a site may be needed for the construction of an MRT route and station.
Land Banking for TOD
Land assembly and acquisition can present major challenges for TOD schemes as well as for MRT
infrastructure, as in the Jakarta context where there is scarcity of land with consequent land value
implications. This is especially so at the current time when the property sector is buoyant,
particularly along the North-South Line route. Even with weaker property markets land acquisition
can be problematic because of the difficulty of getting short-term financing and uncertainty about
when long-term project funding will be secured. Because transit stations are planned and built over
many years, land and property values can begin to rise even before the new station opens. Thus, in
order to maintain financial controls over transit and TOD project costs agencies can assemble land
through land banking in order to offset infrastructure costs and maintain project programming.
Traditional land banks are typically set up by local agencies or public authorities in order to acquire
vacant, underused, or otherwise distressed properties during times of weak property demand in
order to stabilize or regenerate poor neighborhoods. Land banking for TOD schemes is more rare and
unlikely to be feasible in a real estate market with high land values or growing demand because of
the high costs of holding land that could be developed without the necessity of government
intervention.

To use land banking to encourage TOD, or be a catalyst for developer interest, a land bank could
acquire sites in an area that is not yet ready for development, either because it is a weaker real
estate market, or because the MRT line has not yet been constructed or even planned. The land bank
would then hold the land until appropriate development is possible. In this scenario, land bank
authorities would acquire properties before land prices increase and retain the property to be
developed as affordable or mixed-income housing when a transit service begins or when market
demand increases. In many cases, a land banking authority would “write down” the value of the land
when transferring it to a developer, meaning that the land bank sells the land to the developer at a
reduced price or transfers the land at no cost. This method helps keep projects financially feasible by
allowing the developer to avoid increases in land value, if the project is of communal or social
benefit.
Another approach would probably apply to stronger real estate markets. A land bank would acquire
land at current market values. As it would be too expensive to hold as vacant while putting together
a TOD project, the land would be leased (probably temporarily) in order to ensure that there is a cash
flow from rents, which would help to offset high maintenance or retention costs until such time as it
is ready to be developed. A land bank could also help to fund infrastructure to support TOD in the
right market conditions where there is sufficient strength in the property market to capture increases
in property value that could contribute to the costs of MRT works, for example. Thus, land could be
acquired for road access or pedestrian accessibility improvements. This, of course, would require an
element of property speculation that may be outside a public authority’s remit. In the Jakarta
context it may be viable in so far as the property market is expected to continue rising, especially in
central areas. Land acquisition through land banks is important, not only to generate value to fund
MRT infrastructure costs, but also to avoid programming delays from negotiations or compulsory
acquisition.
In order to maintain a land bank for a TOD or MRT project the following principles of operation:
 Maintain a funding source that is comparatively large and flexible, especially in a strong
property market;
 Take a strategic approach to acquisition and transfer of land;
 Adopt a flexible approach to property acquisition and be prepared to move quickly;
 Government agencies need to tolerate a higher level of risk for property acquisition;
 Do not rely on a land bank obtaining sufficient interest payments or realizing a profit, so find
other income sources; and,
 Maintain privacy during property transactions. In some cases agencies are appointed to run
the land banks and to acquire properties.
6.3.7 Land Use Zoning and Urban Design Guidance

The proposed land use and design frameworks set out below are outlined as a possible means of
land use planning, development control and design guidance for TOD areas along the MRT Jakarta
Stage 1 corridor area from Lebak Bulus to Bundaran HI. The approach is presented in two options.
The first option could be the combination of a Strategic Planning Corridor Framework with a specific
TOD area Land Use Zoning Plan/Design Guidance would provide a less prescriptive approach for
planning and design controls and place-making. A second option could be a Strategic Planning
Corridor Framework in conjunction with much more rigorous Form Based Codes (FBC) for each TOD
area. The different planning and design control mechanisms are described below.
Strategic Planning Corridor Framework
This would apply along the North-South Line corridor perhaps at a width of 1km or 1.5kms in order to
encompass TOD areas around stations. This width would incorporate the TOD areas of 10-minute
walking distances from stations. The Strategic Planning Corridor Framework would show broad-brush

land use zoning, with an indication of what the character of each TOD or station area would be. For
example, should a TOD be primarily commercial with some residential or should there be an
emphasis on a mix of land uses for a more self-contained community? An indication of what sort of
place the TOD would be, city center node or semi-suburban center, needs to be determined as part
of the framework as a guide for subsequent individual TOD Land Use Zoning plans. This plan would
establish the basic distinction between one TOD or station area and another.
TOD Land Use Zoning Plans
These plans would be prepared for each TOD and should show predominant land use zoning (whilst
allowing for some mix of uses), key facilities, the main open spaces and pedestrian/vehicular/cycling
routes, areas of parkland and leisure provision. The Land Use Zoning Plan would specify building
heights, plot ratio for each site area, floor space totals, as well as car parking requirements. This plan
would include ‘overlay zones’ relating to each particular TOD area that might be additional to
standard DKIJ land use zoning already in place. The Land Use Zoning plans for each TOD could also
adopt an ‘incentive zoning’ approach in order to meet certain development goals for the area with
rewards based on air rights or bonus development rights. Indications of these rights would be set out
together with the sort of provision that they would qualify for. Thus, it would specify what bonus
development rights would be granted for community or social facility provision, parkland, or the
implementation of key routes to an MRT station, for example. This could perhaps be set out in a
schedule for transparency.
These plans also need to outline what public sector infrastructure commitments are proposed (be it
from DKIJ or MRTJ) for the area. This could, for example, be in the form of public transport facility
and service provision, pedestrian access improvements, road realignments or upgrading and
parkland or open space. These investment commitments should be directed towards improving
accessibility, promoting sense of place for the TOD area, and as support for private sector
investment.
TOD Area Design Guidance
This would be an urban design guidance document, which would provide an indication of what sort
of place should be created for a specific TOD area. It would supplement the TOD Land Use Zoning
Plan and would show where the key open spaces and network of routes should be and what form
and character they should take. It would provide guidance on built form, massing, and building detail
and the relationship between buildings, spaces and the proposed activities. The TOD Area Design
Guidance would provide an indicative preference for place making in the TOD area, whereas the
Land Use Zoning would be more prescriptive. The two could be produced as complementary
documents.
Form Based Codes (FBC)
FBC would provide a more prescriptive approach to development control than would Design
Guidance and would be more site-specific than Land Use Zoning Plans. FBC would regulate
development to achieve a specific urban character, especially to create a desired public realm,
principally by controlling physical form with less emphasis on land use through zoning. There would
be a stress on variety of activities and liveable spaces. It would be regulatory and not advisory (like
Design Guidance). FBC for each TOD area would address the relationship between building facades
and the public realm, the form and mass of buildings in relation to one another, and the scale and
types of streets and blocks. The regulations and standards in FBC are focused on a plan that
designates the appropriate form and scale (and therefore, character) of development rather than
only distinctions in land-use types.
FBC typically include a regulating plan for an area specifying different building form standards for
various sites or parts of the area. Other associated documents would specify the form of required

elements in the public realm, such as: pavements, pedestrian, cycling and vehicular routes; car
parking; landscape design and tree planting; and, signage/street furniture. There would also be
building form standards to control building alignment, setbacks, form and massing, building height,
architectural detailing and frontage treatment. There could also be engineering controls covering
utility provision, drainage and road design as well as environmental requirements for water and
energy recycling. The FBC could take different forms of regulation and control for different TOD
areas, as influenced by the particular urban context.
6.4 MRTJ Strategic Development Approach for TOD
6.4.1 Jakarta Planning and Property Overview
National Economic Master Plan
Indonesia’s national economic master plan (MP3EI) was adopted in December 2012 and issued by
the Coordinating Minister for Economic Affairs (EJUIN) as chairman of the National Committee for
the Acceleration of the Provision of Infrastructure. MP3EI is a significant step in Indonesia’s
expansion of economic development in order to support its transformation towards the goal of
developed country status by 2025. MP3EI identified necessary investment of IDR4.012trillion
(US$400billion) of infrastructure investment, including for railways. GOI would contribute some 10%
of this investment whilst state-owned enterprises (BUMN/BUMD) and the private sector through
public-private sector partnerships were expected to provide the outstanding 90% (or US$360billion)
of the investment needs. This sets the foundation for MRTJ as a BUMD (established through DKIJ
legislation Perda 3/2008 and Perda 4/2008) to pursue the development of the MRT system in
Jakarta.
MCS Report 2 recommends that in order to support MRT infrastructure development, the following
actions need to be undertaken as pre-requisites:
 Establishing the JTC in order to provide a clear framework for the review, approval and
competitive tendering of MRT-related property development opportunities and to minimize
the financial support for MRT rail operations; and,
 Setting up an independent MRT regulator, within the JTC, to monitor and enforce MRT
operator compliance under the network operations agreement.
MP3EI provided the basis for a national framework for major infrastructure investment and for the
need for substantial private sector investment, especially through public-private sector partnership
approaches.
National Railway Master Plan (IndII)
An AusAid funded report entitled ‘Future of Indonesian Railways: An Interface Report Towards The
National Railway Master Plan (Indonesia Infrastructure Initiative – IndII’ was prepared in August
2010. This document states the need for a National Railway Master Plan (NRMP) that would assist
the MOT and DGR in its planning and would support economic growth in Indonesia until 2030. This
followed the passing of Law 23/2007, and associated government regulations, which set the
foundations for the preparation of railway master plans every 20 years and their review every five
years. The NRMP is a formal government document, which outlined a strategy for the revitalization
of the national railways, including for the Jabodetabek region (Greater Jakarta area: comprising
Jakarta, Bogor, Depok, Tangerang and Bekasi).
The economic development context for work on the NRMP was the National Medium Term
Development Plan (RPJM) for 2010-2014. By 2025, the railways in Indonesia were envisaged to take
much of the economic pressure off the highways. The improvement and development of the railway
network was envisaged to have a significant impact on spatial planning at the national, regional and

local scale, including for the Jabodetabek region. Proposals have been set out for the short term
(2014), medium term (2015-2020) and long term (2021-2030). Some short-term ‘quick win’ projects
were identified, such as for the Jabodetabek railway and a Soekarno-Hatta Airport railway link.
The NRMP outlined the need to build urban rail systems for populations of three million or more.
This would also support the potential for development around main railway stations in the major
urban areas. The NRMP also emphasized the importance of integration between the urban railway
networks and inter‐city trains, which would spur the need for high-density development in major
cities. Thus, major railway stations would play an important role in attracting significant urban
development opportunities.
Jabodetabek Region
The population of the metropolitan region of Jabodetabek has increased from nearly 8.5million in
1971 to 28million in 2010. The DKI Jakarta area comprises just over 10% of the Jabodetabek area
with a population of 9.6million. Jabodetabek accommodates roughly 10% of the national population
and generates an estimated 30% of GDP. It has the fourth highest population of the world’s
metropolitan areas. Most of the region’s population growth has been in the outer urban edges rather
than in the DKI Jakarta area, which raises the issue of ever increasing commuting distances/times and
continuing urban sprawl. Notwithstanding this, densities have also increased throughout the central
part of the city.
A Jabodetabek Transportation Master Plan was prepared in 2007. In 2012 a Jabodetabek Master Plan
for Establishing a Metropolitan Priority Area for Investment and Industry was prepared which set out
a framework for the necessary infrastructure improvements (by 2020) to support population growth
and to fulfill a vision for the area by 2030. As part of this, it was proposed to implement 18 ‘fast
track’ projects including the Jakarta MRT North-South and East-West lines, the Jabodetabek Railways
Capacity Enhancement Project (Phase 1) and the railway link to Soekarno-Hatta International Airport.
It was expected that these projects would help to increase the proportion of passenger movement
by railway and bus from 28% in 2010 to 45% in 2020. In tandem with this change, future strategic
urban planning would focus on ‘multi-core urban development’ with ‘new towns’ or ‘sub-centers’ in
Bogor, Depok, Bekasi, South Tangerang and Tangerang, and would also support the notion of high-
density TOD areas within the Jakarta area.
DKI Jakarta City Planning Regulations
DKIJ’s Special Capital Province Regional Regulations divide the central area into a number of
‘administrations’. As far as the MRT’s Stage 1 North-South Line is concerned, this would be included
in two administrations. Thus, the Central Jakarta Administration (with Tanah Abang sub-district
would include Bundaran HI, Bendungan Hilir, Istora and Senayan stations). The South Jakarta
Administration would include the following sub-districts and stations: Kebayoran Baru (with
Sisingamangaraja, Blok M, Blok A, Haji Nawi and Cipete stations); Cilandak (with Lebak Bulus and
Fatmawati stations); and, Setiabudi (with Dukuh Atas station). For all of these areas the Regional
Regulations have set out the need for environmental improvements to the commercial areas, as well
as the upgrading of pedestrian infrastructure and parking areas near MRT stations. The TOD concept
is referred to in the Regional Regulations in that they would be integrated parts of the city with a mix
of activities that would serve as a link between local areas. TOD would be applicable in most of the
above sub-districts with the MRT station locations seen as prime opportunities, with their form being
guided by land use zoning and urban design guidelines.
In 2012 DKIJ produced a City Master Plan (Rencana Tata Ruang Wilayah – RTRW) that looked forward
to 2030. This set out the spatial strategy for Jakarta and took into account the planning for the two
MRT lines. DKIJ also produced a draft Detailed Spatial Plan and Zoning Regulations for Jakarta
(Rencana Detail Tata Ruang & Peraturan Zonas – RDTR) in November 2013, which also adopts the

same timeframe to 2030 and takes its lead from the RTRW. Urban development in Jakarta during the
last 20 years has typically been concentrated along the main road frontages, especially for
commercial and high-density residential development. Outside of the CBD area, Kemayoran, Kelapa
Gading and Mega Kuningan have attracted much of this new commercial and high value residential
development.
Figure 91 – Distribution of Newly Identified Buildings in Jakarta
Source: JMEC 2011
Indonesian Planning and Property Overview

Population Growth Consequences: Jakarta’s population is growing at a rate of 2.6% per annum.
Roughly 40% of the urban area, especially in the northern coastal area, is below sea level. The city is
therefore prone to serious flooding not only from coastal tidal flows but also from water draining
through the city from the hills to the south. The ‘Jakarta City Report (Information Related to Climate
Change in Jakarta City)’ was prepared for a series of World Bank climate change workshops on
‘Vulnerability Assessment and Urban Development Planning for Asian Coastal Cities’ in Thailand in
August 2010. The following key conclusions were that:
 There is strong and sustained growth in Jakarta’s population and its economy. This has
resulted in a dramatic increase in the city’s urbanized area;
 Jakarta’s rapid urban growth has resulted in large‐scale infrastructure problems; and,
 The city is now highly vulnerable to the impacts of climate change, principally to the risks of
flooding, which regularly results in high human and economic costs for the city.

Traffic congestion is an evident critical problem facing Jakarta. In the last decade there have been
incremental attempts to relieve these traffic problems such as through the construction of new roads
or the Transjakarta Busway link. Notwithstanding this, the growth in the number of vehicles in
Jakarta has outpaced the development of new roads. Total gridlock in the city is projected to occur as
early as 2016 under DKIJ’s transportation ‘Business As Usual’ scenario.
The demand for piped water provision has meant that major developments, as well as small
residential communities, have had to drill more and more wells to access groundwater. This water
extraction is causing areas of central Jakarta to sink rapidly, particularly in the northern part. Along
with rising sea levels, land subsidence is one of the greatest challenges facing the city.
The provision of housing for Jakarta’s poor and lower‐middle classes is unable to meet demand. With
the consistent in‐migration of people into the city, estimated to be 250,000 per year, housing is in
constant demand with land costs escalating. Furthermore, the increase in the country’s middle class
that has come with the expansion of economic growth during the last ten years, especially in the
tertiary sector, has led to an explosive need for urban property.
Indonesia Property Watch Director Ali Tranghanda believes that the continuing development of
infrastructure throughout the country, especially through MP3EI, will support inward investment and
would also increase the purchasing power of local residents. This is likely to be evident in the next
five years and should help to increase land values particularly for residential and commercial
property. Currently, in Jakarta there is strong demand amongst the middle and lower classes for
apartments for sale (rusunami) and for rent (rusunawa). Indonesia is regarded as one of the most
attractive real estate investment prospects in South East Asia.
Property Market Sector: During 2014 the property sector in Jakarta has continued to be one of the
most buoyant in Asia (Ref: Jakarta Property Market Research and Forecast Reports (Q2, 2014).
Prepared by Colliers International Indonesia). The construction of apartment projects has
experienced particularly strong growth, especially in South Jakarta, although this has slowed down in
the run-up to the presidential election as a wait-and-see sentiment took hold. Following the
inauguration of the new president, demand for apartment units is expected to increase again from
both the domestic and expatriate sector. Take-up rates currently average at roughly 85% in Jakarta
although the CBD area experiences a higher rate with 95% and the South Jakarta area at around 90%.
However, government restrictions on speculative buying have helped to dampen demand for
apartment units.
Offices have also started to show strong growth in 2014 following a gloomy period last year. CBD
occupancy rates currently stand at 96.5%. This high rate is also reflected in outer CBD areas, as well
as for strata-title office supply. The actual supply of new high-grade offices in the CBD has been slow
since 2012, although current construction is expected to result in a significant increase of new floor
space by 2018. This will include the completion of five office towers in the CBD during in 2017, just
before the anticipated opening of Stage 1 of the North-South Line. Thus, supply of floor space is
expected to pick up to meet strong demand. Now that a new president has been elected, business
sentiment is anticipated to rise and demand for office space to increase. Infrastructure
improvements, such as the development of the MRT system is expected to further increase demand
and, in the case of office rentals, will flatten out rates between the CBD and other parts of central
Jakarta.
Retail floor space has not been significantly added to in the Jakarta area and this is expected to
change with growing demand. This has been reflected in the growth of demand for higher value
shopping centers this year. From 2015 to 2017 Jakarta is due to accommodate an additional
500,000m2 of new shopping centers. Five of the anticipated 13 shopping centers due to open
between 2014 and 2017 will be in the south and central part of Jakarta with another two in the
north.

6.4.2 MRT Station Area Descriptions

The Stage 1 of the MRT system would cover roughly two-thirds of the North-South Line distance
from Lebak Bulus in the south to Bundaran Hotel Indonesia (15.7kms of the 23.8kms). It would follow
a series of existing urban arterial roads, most with broad corridor widths, such as Jalan TB
Simatupang, Jalan Fatmawati/Panglima Polim, Jalan Sisingamangaraja, Jalan Jenderal Sudirman and
Jalan MH Thamrin. The MRT route from Blok M to Kampung Bandan would also follow the
TransJakarta Busway Corridor 1 route from Blok M to Jakarta Kota, which currently carries the
highest busway passenger volume of all the corridor routes. This busway route is likely to be
discontinued once the North-South Line has been opened.
There would be thirteen stations: Lebak Bulus, Fatmawati, Cipete, Haji Nawi, Blok A, Blok M,
Sisingamangaraja, Senayan, Istora, Bendungan Hilir, Setiabudi, Dukuh Atas and Bundaran HI. The first
seven stations would be elevated and the last six underground. Distances between ground level and
rail level for the stations are as follows: Lebak Bulus (+11.5m), Fatmawati (+23.30m), Cipete
(+12.80m), Haji Nawi (+12.55m), Blok A (+12.55m), Blok M (+12.90m), Sisingamangaraja (+12.55m),
Senayan (-1.13m), Istora (-2.50m), Bendungan Hilir (-8.80m), Setiabudi (-6.13m), Dukuh Atas (-18.10)
and Bundaran HI (-12.80). Thus, the line will go underground before Senayan station and then enter
into Jalan Jenderal Sudirman, with the route following the center line of that road and Jalan MH
Thamrin. From Senayan to Setiabudi the underground section will be constructed as cut-and-cover
and from Setiabudi to Bundaran HI it will be tunneled. The BED report estimated that land
acquisition for Stage 1 from Lebak Bulus to Dukuh Atas stations would require an area of 11,228m2,
which would affect 64 buildings and 85 households (as of 2011).
The proposed stations and their development context are described below with the locations shown
in the Figures below.
Figure 92 – Proposed Phase 1 MRT Alignment and Stations
Source: JMEC 2011

Figure 93 – Proposed network for the Jakarta MRT System

Lebak Bulus Station Area: A new bus terminal (designed to accommodate a throughput of 17,000
buses) will be provided above a train and maintenance depot area with direct access to the proposed
Lebak Bulus MRT station concourse. The depot will adjoin the southern edge of the MRT station, with
the latter to be constructed above Lebak Bulus Raya (comprising two carriageways in each direction)
Part of the proposed depot site has been cleared and shortly the Lebak Bulus Stadium, the home of
Persija football club, will be demolished. To the southwest is vacant land with prospects for high-
density mixed-use development. A Carrefour supermarket exists to the north of the proposed MRT
station. The Poins Square Mall and apartment block would adjoin to the east and forms a tall
landmark development on the corner of Lebak Bulus Raya and the Jalan TB Simatupang section of
the Jakarta Outer Ring Road. A school (SMK Grafika) adjoins the western edge of the depot site.
MRTJ have proposed a park-and-ride area where the Lebak Bulus Stadium now exists.
Figure 94 – Overview of the Proposed Lebak Bulus MRT Station and Depot
Source: JMEC 2011
Fatmawati Station Area: This station would be sited at a key gateway from south Jakarta and prior to
the MRT line crossing TB Simatupang. Fatmawati MRT station is expected to be one of the highest
passenger number boarding and alighting points for the Stage 1 North-South Line. A park-and-ride
facility and bus terminal has therefore been proposed for 600 spaces. A second floor level is
proposed as a circulation area with some retail floor space. The station itself will be built over the
access ramp of Jalan TB Simatupang. The MRT line would then cross this main road in elevated form
and follow Jalan Fatmawati northwards.
Figure 95 – Image of the Proposed Fatmawati Park-and-Ride Facility
Source: JMEC 2011

The area immediately around the proposed station is characterized by mix of facilities, namely a
hospital, church, school, car showrooms, high-rise residential apartments and commercial floor
space, with new development currently under construction. Further along Jalan TB Simatupang to
the east is Cilandak Town Square shopping center.
Cipete Station Area: This proposed MRT station would be located above Jalan Fatmawati (two
carriageways in each direction with a median strip) as the road rises up a slight incline and close to
this road’s junction with Cipete Raya. Jalan Fatmawati is one of the most congested streets in
Jakarta. There is a need to widen Jalan Fatmawati to 22m in order to accommodate this station, as
well as the next two MRT stations (Haji Nawi and Blok A) and elevated structures. However, the JMEC
report also concluded that this would probably not be sufficient to get road access to the stations
because of the difficulties in accommodating stopping and passenger drop-off, especially during peak
hour periods. Consequently, additional 10m-wide zones have been planned in order to be able to
incorporate service roads alongside these three MRT stations.
Figure 96 – Image of a Service Road Alongside an MRT station on Jalan Fatmawati
Source: JMEC 2011
The area surrounding the proposed Cipete elevated station is characterized by a comparatively low-
density and low-grade mix of commercial uses (mostly retail). Lotte Mart supermarket appears to be
the largest retail facility in the immediate vicinity of the proposed station but also appears rundown.
Residential accommodation seems to comprise a small proportion of floor space along Jalan
Fatmawati’s frontage.
Haji Nawi Station Area: Haji Nawi MRT station would also be elevated above Jalan Fatmawati, which
continues in dual carriageway form (with a narrow median strip). This area differs from Cipete in that
there are more government facilities close to the proposed station (with Ministry of Education and
Ministry of Religion offices, as well as a school and small hospital). There are also private schools and
a mixture of shops (including a furniture center and the ITC shopping center to the station to the
east). The character of road frontage properties is similar to that around Cipete MRT station, with
run-down, low-rise and poorly maintained premises.
Blok A Station Area: The environmental character and poor quality of development around Blok A
station would offer the prospect of wholesale redevelopment in the area and the possibility for
creating TOD with greatly improved environmental conditions and sense of place. However, further
away from the proposed station location the environmental quality improves with a more leafy semi-
suburban character.
Blok M Station Area: The elevated MRT station is to be located at the northern end of Jalan Panglima
Polim in the Blok M area, which is one of the most established and largest commercial centers in
central Jakarta. There are medium-rise commercial buildings, many of which are in poor condition.

On the eastern edge of the station would be the small garden area of Taman Martha Tiahahu. After
the junction with Jalan Melawai Raya, Jalan Panglima Polim widens to a dual four-lane carriageway,
just before reaching the southern end of the proposed station. Just north of the station location the
road widens significantly into Jalan Sisingamangaraja where Transjakarta Busway has its own
dedicated lane.
Blok M bus terminal is one of the most important transport interchanges in the city. However, the
distance between Blok M bus terminal, located to the east on Jalan Sultan Iskandarsyah, and the
station would be roughly 500m. Consequently, it has been proposed that a covered pedestrian deck
with a travelator facility be provided to connect these two transport nodes via Blok M Square. Blok M
could be one of the busiest MRT stations on the Stage 1 North-South Line, partly because of the bus
terminal and also because of the potential development and renewal opportunities in the area.
Figure 97 – Image of Pedestrian Deck Access (to left) from Blok M MRT Station
Source: JMEC 2011
The Blok M area is the first major commercial center as one moves northwards from Lebak Bulus
towards the CBD. The area is characterized by a mix of private and government office floor space,
two government high schools, some open space and extensive shopping facilities. The area has a
much higher density of commercial development than exist for stations to the south. The area has
some of the longest established shopping centers in Jakarta, including Blok M Square, Melawai Plaza
and Pasaraya Grande. Blok M Plaza would adjoin the MRT station. There are a number of hotels in
the area, again mostly long established. To Blok M Bu
Sisingamangaraja Station Area: This MRT station will be built in elevated form above Jalan
Sisingamangaraja, a four-lane dual carriageway with Transjakarta Busway lanes (from the Jalan
Trunojoyo junction). The vicinity of the proposed MRT station is characterized by low-density good
quality housing set amongst a leafy environment with schools, some government offices and Al Zahra
University (that would adjoin the MRT station) fronting the attractive tree-lined Jalan
Sisingamangaraja.
Senayan Station Area: The MRT line would cross underneath the Senayan Roundabout and the
landmark Youngman statue. Senayan MRT station would be sited roughly where the existing Tran
Jakarta Busway station is on Jalan Jenderal Sudirman (dual four-lane carriageway plus Transjakarta
Busway lanes and additional three-lane access roads on either side). Both Senayan and Istora MRT
stations would be constructed in cut-and-cover.
Jalan Jenderal Sudirman provides a separation between two different character areas on either side
of the proposed MRT station. Thus, on the northwestern side of the road are offices (Panini Bank
Centre and AXA Centre) and shopping centers (Senayan Trade Centre, Ratu Plaza, Lotte Mart, Plaza
Senayan and FX). The Ministry of Education and Culture is sited between FX and Ratu Plaza. To the

southeast of the road are also some office towers (Summitmas 1 and 2, Menara Sudirman and Plaza
ABDA) with the Ministry for State Apparatus and Reform near Senayan Roundabout. To the east of
the Ministry premises is a large vacant site, mostly owned by the developer Sinta Agung Podomoro,
which would form the southeastern edge of the MRT station.
Istora Station Area: Istora MRT Station will be located below Jalan Jenderal Sudirman, roughly where
the Transjakarta Busway station is, and just before the Semanggi interchange with the Jenderal Gatot
Subroto toll road. To the northwest of the station is the Hotel Sultan (formerly Hilton) site and
Senayan Golf Driving Range, beyond which is the Gelora Bung Karno Stadium (capacity 88,000) and
Senayan leisure and sports park. To the southeast is the Sudirman CBD area, Pacific Place (and the
Ritz Carlton Hotel) and the future Oil City development area. Immediately adjacent to the station on
the Jalan Jenderal Sudirman frontage is the Indonesian Stock Exchange (to the south), a site for a
Ministry of Finance tower and the Jakarta Central Police Headquarters (to the north).
Another Transjakarta Busway route currently operates along Jalan Gatot Subroto (Corridor 9), some
500m away from the proposed MRT station. The BED report recommended a strong interconnection
between this Transjakarta Busway stop and Istora MRT station in order to improve ridership, and
proposed a circular shuttle bus system to link these stops with the Sudirman CBD area.
Bendungan Hilir Station Area: This station would be located in the CBD area just before the elevated
crossing of Jalan Prof.Dr.Satrio above Jalan Jenderal Sudirman. The southern end of the MRT station
would be defined a crossing of a canal (Kali Krukut). Immediately adjacent to the station on the
northwestern side would be a number of office towers (such as Wisma Sudirman and Intiland
Tower), which form a typical frontage for the tree-lined Sudirman (with minimal retail/restaurant
content). The Bendungan Hilir Market is to the west and across the canal. Le Meridien Hotel lies to
the north of the station and on the other side of the Prof.Dr.Satrio crossing. Just to the southeast of
the proposed station is a parkland area, which forms a frontage space for the visually distinctive
Sampoerna Strategic Square Tower.
Setiabudi Station Area: Setiabudi MRT station would be sited between two existing Transjakarta
Busway stops within the CBD area. Office towers continue to be predominant in the area close to the
station, such as Chase Plaza, Mid Plaza 1 and Indofood Tower. Three hotels are located in the vicinity:
Grand Sahid Jaya and Sahid Sudirman Residence; InterContinental Jakarta Mid Plaza; and, the Four
Seasons Hotel and Residences. There are some upmarket apartment blocks, such as Da Vinci Tower
on Jalan Jenderal Sudirman with others set well behind the main road frontage such as The Peak
Sudirman apartments and Pavilion Apartments. However, the predominant building use in the area is
high-grade offices. To the west of the Jalan Jenderal Sudirman office tower frontage are sites that are
vacant or being developed.
On the northeastern edge of the station is a large area of open space, including a body of water,
which extends eastwards in front of the Four Seasons Residences. It is understood that this land is
owned by a subsidiary of the Salim Group. Adjoining this is a strip of vacant land, just to the north of
Four Seasons Residences, which is owned by PT Alas Kusuma and is outlined for office development.
A reservoir (Waduk Setiabudi Barat) lies just to the north of this area and collects rainwater run-off.
Dukuh Atas Station Area: Dukuh Atas MRT station is to be constructed below a strip of open space
between Jalan MH Thamrin and the Jalan Tanjung Karang access road. The surrounding area
comprises low to medium quality commercial floor space (retail, office and restaurants). The Jalan
Blora area is particularly rundown with potential for redevelopment, depending on the possibilities
for land and property acquisition. In addition, there is land further westwards towards Tanah Abang,
which could be developed for high-density and medium to high quality accommodation that would
match that in the CBD area. The best quality floor space is just to the north of the proposed Dukuh
Atas MRT station with The City Tower and UOB Plaza. There will be a train turn-back facility between
Dukuh Atas and Bundaran HI stations.

Figure 98 – Proposed Circular Concourse Area for Dukuh Atas MRT Station
Source: JMEC 2011
Bundaran Hotel Indonesia Station Area: Bundaran HI MRT station will be a Stage 1 North-South Line
terminal station with a requirement for a passenger transfer to Transjakarta Busway stops for the
northbound Corridor 1. The station will be sited between the Hyatt Regency Hotel and the Pullman
Hotel and underneath Jalan MH Thamrin, which has five carriageways in each direction and two
Transjakarta Busway lanes.
Bundaran HI represents the iconic focal point and center of Jakarta. It is surrounded by some the
largest and most luxurious shopping centers in the city, such as Grand Indonesia Shopping Town and
Plaza Indonesia/Plaza EX, as well as top hotels (Grand Hyatt, Hotel Indonesia Kempinski, Pullman
Jakarta and the Mandarin Oriental Jakarta). The former British Embassy site on Bundaran HI has been
sold to MRTJ for the development of their new offices. To the south west of Grand Indonesia
Shopping Town and BCA Tower, and west of UOB Plaza, is a major area of vacant and partly occupied
land. UOB apparently wish to develop part of this site area. There has also been some new hotel
development on Jalan Telung Betung at the junction with Jalan MH Thamrin.
6.4.3 MRTJ Strategic Development Approach for TOD

MRTJ Strategic Development Approach: MRTJ have opted to rely on private sector developers to
undertake the TOD related to the MRT station areas. Thus, MRTJ would not participate in PPP or JV
collaborative approaches in property development, partly because of the risks involved for a BUMD
and partly because of the restrictions in offering government land as part of any development
partnership. The notion of land banking has also been discounted as impractical in the current
buoyant property conditions. The MRTJ Business Development Team has undertaken numerous
discussions with developers and key property owners along the route. Current offers for connections
to MRT stations have been covered in Section 5.4 (Potential TOD Functions and Differentiation).
Consequently, MRTJ are pursuing an urban planning, development control and design guidance
function for MRT stations and TOD areas. This is probably the best role for the organization to
undertake. The approach taken has been to initially establish a land use and car parking zoning basis
(determined to a large extent by DKIJ detailed spatial regulations) for the MRT route corridor and to
set out design guidance material for the TOD areas, which will guide developers as to what is
needed. In so doing, MRTJ have opted to avoid the more prescriptive FBC (as described in Section
4.5) and to provide a looser control approach through guidance material. The danger is of course
that developers would not create the places envisaged in the TOD areas when following ‘guidance’. It
is therefore recommended that urban design guidance material for individual TOD areas be clear as
to what is needed in terms of places, spaces and built form. Thus, guidance material should outline
the ‘must do’ requirements, and what is preferred in terms of ‘should do’ in order to obtain planning
consent. TOD guidance also needs to define how individual TOD areas would be different, each with
a distinctive sense of place, and to avoid the replication of sterile urban environments.

Value Capture: MRTJ are exploring prospects for value capture in TOD areas arising from property
value increases in relation to MRT station proximity. The typical options used worldwide are
described in Section 4.4 under the ‘Value Capture Mechanisms’. This MCS study has undertaken a
rough calculation of value capture of property increases in areas close to MRT stations that was
estimated to generate roughly US$3million per annum from commercial properties within TOD
areas. The problem with this, as with expanding value capture to all property owners within a TOD
area, is that money collected (in line with existing means of public taxation) would most likely be
levied by GOI and/or DKIJ and may not be reinvested directly into MRT operation and development.
On the other hand, development impact fees may offer a better way forward in that MRTJ could
collect one-off fees for new development within TOD areas and this could be directed into a special
transport fund (in conjunction with revenue from car parking fees, electronic road pricing and other
private vehicle) for the improvement of public transport services.
Bonus Development Rights: In terms of TOD areas MRTJ are looking to utilize air bonus development
rights in order to ensure that public spaces, exits and entrances to MRT stations and other design
contributions are implemented. This should be done as part of a planning and urban design
framework document that is specific to each TOD area. This needs to provide requirements and
preferences (as mentioned above) for built form, height and massing; façade treatment and any
architectural detailing; landscape treatment of pedestrian routes, pavements and open spaces; the
relationship between open spaces and buildings and the envisaged activities there; and, character
areas and gateway treatment. These planning and urban design preferences (‘should dos’, as
opposed to ‘must dos’ which would be obligatory) would then be linked to incentives through a
schedule of bonus development rights. This may vary from one TOD area to another but,
nevertheless, there should be a strong connection between what is sought in planning and design
terms in one area and the incentives for it, which is then finalized through negotiations with the
developer.
It is also recommended that TOD areas be designated as Special Improvement Districts (SID), most
likely through local statute. Each property owner within a SID would make an annual management
and maintenance fee contribution to a specially established SID company, which would be charged
with the management and upkeep of that area. This is explained in more detail in Section 6.5 below.
MRTJ Design Guidelines: The MRTJ Business Development Team has undertaken a significant amount
of work during the last five years on planning and design guidance for the MRT corridor. Urban
Design Guidelines (UDG) for Stage 1 of the Jakarta MRT Corridor (Panduan Rancang Kota:
Pengembangan Koridor MRT Jakarta Tahap 1 - Draft Laporan Final 2012) have been prepared by PT
Lapi ITB for DKIJ’s Spatial Agency, under supervision of the MRTJ Business Development Team. This
material has been submitted as supplementary information for the MRTJ’s draft legislative decree
(Panduan Rancang Kota (PRK) MRT No. 182 / 2012 or Urban Design Guidelines MRT No. 182 / 2012)
for planning and design controls over the MRT corridor area, which is due for adoption at the end of
this year.
The UDG document provides a comprehensive planning and design framework for development
along the Stage 1 section of the North-South Line and covers the overall concept for TOD along the
railway corridor. It takes its lead from DKIJ’s Jakarta City Master Plan (RTRW - 2012) and the draft
Detailed Spatial Plan and Zoning Regulations for Jakarta (RDTR - 2013), which look forward to 2030.
The overall approach of the UDG has been to concentrate high-density mixed-use TOD around
stations, subject to variations and the character of the surrounding area. An inner core radius of
350m and an outer area radius of 750m have been adopted for this, roughly approximating a
notional 10-minute walking distance. The inner core would accommodate higher density and more
landmark development that would reduce in scale and size as one moved outwards to the edge of
the TOD area.

Strategic Urban Form Along MRT Line: Five character zones have been identified for each of the
thirteen MRT stations. Thus, these are ‘Gateway’ (Lebak Bulus and Fatmawati); ‘Southern
Downtown’ (Cipete, Haji Nawi and Blok A); ‘Garden City’ (Blok M and Sisingamangaraja); ‘CBD2’ or
outer CBD (Senayan, Istora and Bendungan Hilir); and, ‘CBD1’ or inner CBD (Setiabudi, Dukuh Atas
and Bundaran HI).
The UDG initially sets out a transport framework for each TOD area around the station. This covers
roads, public transport provision and an approach for proposed car parking restrictions. The two
‘CBD’ character zones have adopted the strictest parking zones along the entire corridor, which
would apply to building block areas that are mostly within a 350-metre radius of the MRT station. No
standards for parking provision have yet been defined. For the two ‘Garden City’ and three ‘Southern
Downtown’ station areas the car parking designations in the inner core areas would be set as ‘strict
parking zones’. The two Gateway stations of Lebak Bulus and Fatmawati have adopted less strict
parking requirements, given that both Fatmawati and Lebak Bulus have been identified as stations
with park-and-ride facilities.
Land use plans have also been prepared, as part of the UDG, for each of the station areas. In
addition, the potential additional development area that could be generated as a result of the MRT
North-South Line stations has been broadly assessed. This has been calculated by reviewing the
maximum allowable development (derived from DKIJ land use zoning regulations) within a TOD area.
Existing development and planning consents granted between December 2010 and June 2012 have
been deducted from the permissible floor space totals. This leaves the outstanding floor space that
could be filled following the opening of the Stage 1 MRT North-South Line. This amount has been
subdivided between residential and ‘general’ development (essentially commercial – offices, retail,
hotels). From the UDG assessment it has been calculated that there is scope for an extra 5.4million
m2 of residential units and 4.6million m2 of commercial floor space.
The inference is of course that the MRT route would function in stimulating these remaining
development totals, which may of course be the case. However, this is also dependent on a
continuing healthy property sentiment into the medium and long term. Whilst the link between the
MRT line and the consequent stimulation of development has always been difficult to pin down, it is
of course very likely that new development will be attracted to MRT station areas after completion of
the Stage 1 line. The additional development totals provided by MRTJ could also be significantly
underestimated in the years to come. This would certainly be the case if DKIJ reviewed the land use
zoning regulations upwards, especially if road capacity increased.
The UDG development vision also outlines a case that areas far beyond the MRT stations could have
new development stimulated as a result, and that this would lead to an intensification of built form
not only along main road frontages, but also further back from the road. Thus, there could be more
extensive high-density block development and the establishment of urban quarters, as is already
happening in the EpiCentrum area between Jalan Rasuna Said and Jalan Kasablanka. This would lead
to increased densities and the development of distinct quarters or areas in the city, hopefully in
conjunction with a greater sense of place. It is acknowledged that the MRT lines and TOD would help
to create this. This would progressively lead to a transformation in Jakarta’s urban form, currently
characterized by sprawl, to more high density and more self-contained quarters. The UDG has also
suggested that this would be framed in terms of Transit Oriented Redevelopment (TOR) with the
MRT stimulating urban renewal in the Menteng and Kebayoran Baru areas, for example. This move
towards more self-contained urban areas within Jakarta has been underway for a few years, partly as
a result of the serious traffic congestion, and is likely to continue apace with the development of the
MRT network.
The UDG has outlined some concept plans for urban corridors, outside of the immediate MRT or TOD
areas, that could emerge from the MRT construction. These are: along Jalan Rasuna Said corridor; an

area of land stretching from Bendungan Hilir station between Jalan KH Mas Mansyur and Jalan
Bendungan Hilir/Kali Krukut to Karet station on the Western Railway; the Satrio corridor (along Jalan
Prof.Dr.Satrio) that stretches from Jalan Rasuna Said to the Bendungan Hilir MRT station; the Kota
Karet and Semanggi area; Sudirman CBD and the Hotel Sultan site; and, the Blok M area. All of these
areas would be developed at much greater densities with more self-contained urban quarters.
MRTJ Planning and Design Guidance for TOD: The UDG document has taken a broad character zone
scope in terms of built form and development densities. Thus, the CBD 1 and 2 areas would
accommodate high-rise buildings of between 150-215m high or roughly 40-60 stories, which would
peak in the core areas around MRT stations. In the Garden City station inner core areas development
could be up to 150m high, although it is likely that this would only really apply to the Blok M area and
not to Sisingamangaraja. Elsewhere, around these two Garden City stations, new development would
maintain its existing suburban townscape with low-rise development, principally for residential
accommodation. The Southern Downtown zone, that includes the three stations on Jalan
Fatmawati/Jalan Panglima Polim, would include similar opportunities for high-density and high-rise
development within the station TOD core areas. For the two Gateway zone stations there would be a
mix of medium and high-rise development up to a height of 110m, or 30 stories.
Concept plans have also been included in the UDG with comparisons between existing situations and
post-MRT development scenarios for some of the main MRT stations. The document also includes
general guidance for the planning of development blocks in TOD areas with a focus on the adoption
of perimeter block building form, as well as acceptable typologies for built form and frontage design.
There is also some overall guidance on the requirements for hard and soft landscape design for
typical pedestrian routes, the width and treatment of pavement areas along roads, car parking layout
and design, as well as general accessibility and route permeability considerations. All MRT stations
will have at least four sets of exits/entrances to public areas, two at either end of a rectangular
station configuration. Each of these four exits will aim to have integrated access points at both
ground level pavement areas and to buildings at first floor level (for elevated stations) and via
basement levels (for underground stations). This would of course be subject to building owners’
consent.
Guidance is also set out for public spaces and routes from MRT station exits/entrances. The intention
is to improve the provision of open space and accessibility to MRT stations through bonus
development rights incentives to developers. This would include internal space within building
envelopes. Where waterways are nearby then these have been highlighted for improvement as
routes with public open space. Key pedestrian linkages are also recommended from MRT station
exits/entrances to the main activity areas/buildings visually communicated through ‘gateway areas’.
The proposed routes would be between existing building blocks or be newly designed through areas
of vacant or available land, which in turn would form frameworks for future development or
redevelopment potential. The UDG provides numerous images of ideas or examples for places.
6.4.4 Potential TOD Functions and Differentiation

There is a need to differentiate between one TOD area and another for the MRTJ route for a number
of reasons, as follows:
 To make a clear distinction in terms of local economic functions from one TOD to another in
order to avoid the possibility of urban duplication;
 To provide a foundation for creating a create a sense place; and,
 To ensure that a TOD scheme relates to its environmental and urban context.
With this in mind, the following potential development roles, as described below, are proposed for
each station TOD area.

Lebak Bulus Station TOD: The function of this area would be guided by its MRT terminal station role,
the bus interchange and a proposed park-and-ride area to be sited in the Lebak Bulus stadium area,
just to the east of the MRT station. This represents a change from the BED report and would reduce
the size of the railway maintenance depot area. Associated commercial and mixed-use development
should build on Lebak Bulus’ key transport role in this first instance. Subsequently, TOD could
develop thereafter into a more extensive mixed-use quarter with available land southwest of the
proposed MRT station with potential for high-density mixed-use development. Initially, retail and
offices could be provided on a podium structure above the proposed train/maintenance depot and
bus station, as well as over the park-and-ride area. There would need to be a network of pedestrian
links that would connect existing and new development together within an attractive and easily
accessible public realm setting, probably via the shopping mall on the podium structure with strong
elevated pedestrian links across Jalan Lebak Bulus Raya to the Carrefour retail site to the north of the
station.
Fatmawati Station TOD: The MRT station would be sited at a key gateway location from south Jakarta
that, together with the proposed park-and-ride facility, sets the tone for Fatmawati station’s transit
role. This would be a catalyst for new commercial floor space, especially retail and food, around the
station. However, it is likely that the number of planned spaces (600) for the park-and-ride would be
too low and should be greatly expanded perhaps as a major multi-story car parking facility and
shopping center above with the elevated MRT station incorporated into it. The mixed-use character
of the area has already been established (existing car showrooms, hospital and apartments) and this
is likely to be expanded, preferably with an increase in residential content.
Cipete Station TOD: The run-down and low-density character of the area is encompassed in the one
to four stories of poorly built premises along the Jalan Fatmawati dual carriageway. The requirement
to provide 10m-wide zones on either side of the main road for station access, and thus the need to
acquire properties for that area, opens up the potential for redevelopment around Cipete MRT
station. This could form a comprehensive high-density mixed-use development, perhaps as a
secondary district center. The scheme could incorporate the elevated station structure as a link
across the road with development blocks on either side of Jalan Fatmawati. MRTJ have already
looked at the possibility for early development of nearby sites. Residential accommodation of
medium quality could also be provided above a shopping center. Retail development should benefit
not only from the MRT station but also from the junction of Jalan Fatmawati and Jalan Cipete Raya to
the north. This would raise the issue of sufficient car parking for this TOD center, as it would
represent a significant activity node in an otherwise poorly developed and congested area.
Haji Nawi Station TOD: A similar situation arises for the Haji Nawi area, as for Cipete, where a
combination of low density and poor value property, as well as the need for access roads alongside
the station, presents a major redevelopment opportunity. The district-wide character of this
commercial and government office area has already been established. Surrounding sites with
potential for redevelopment could capitalize on the need for high-density mid-income apartments as
part of a secondary district center, except with more of a government office function than for Cipete.
Blok A Station TOD: The environmental character and poor quality of development that would
enclose the Blok A elevated station offers the prospect of wholesale redevelopment in the area and
the possibility for creating TOD with greatly improved environmental conditions and a sense of place
for that part of Jalan Panglima Polim/Fatmawati. TOD around the station would most likely have a
secondary district center function. High-density residential accommodation should be part of it,
especially close to the station, and would provide more housing market diversity that does not seem
to exist in the surrounding semi-suburban area.
Blok M Station TOD: There is an extensive area of vacant sites and old buildings in the area with the
potential for substantial phased redevelopment. This should be undertaken as part of a long-term

urban renewal plan for the Blok M area, stimulated by the proposed MRT station. There is also scope
to include significant high-density mid to high-quality residential accommodation as part of the
redevelopment mix. The TOD function should focus on a major commercial node outside the city
center with a substantial increase in residential accommodation close to the station itself.
Consideration should be given to relocating Blok M bus terminal close to or adjoining the proposed
MRT station as part of a major commercial development center. The phased redevelopment of this
area should also incorporate a strong public realm network, perhaps with landscaped boulevards and
pocket parks/open space. It should be designed as a new urban area within a gridiron layout.
Sisingamangaraja Station Linkages: The environmental context of Sisingamangaraja is very different
from the busy commercial atmosphere of the Blok M area. Much of the land is in private ownership
and is semi-suburban in character. The emphasis of improvements associated with the MRT station
should be on direct pedestrian connections, rather than any potential for TOD. These should focus on
links to the PT Telkom offices, Al Zahra University, the distinctive Al Zahra mosque and across Jalan
Sisingamangaraja. The provision of retail and eating facilities should be at the convenience level and
should be part of the elevated station area.
Senayan Station TOD: The proposed MRT station would have the prospect of supporting a major
commercial area on the edge of the CBD. To the north west of Jalan Jenderal Sudirman it is envisaged
that there would be retail passageways crossing underneath the main road to Plaza Senayan via Ratu
Plaza and perhaps even a more extensive connection via Panin Bank Centre, Senayan Trade Centre
and under Jalan Asia Afrika to Senayan City. It is understood that Ratu Plaza has had discussions with
DKIJ on possible pedestrian links but there has been no agreement to date. A covered travelator link
at ground level could follow the northwestern edge of Jalan Jenderal Sudirman northwards from the
MRT station via the Ministry of Education and Culture to the FX shopping center.
On the southeastern side of the proposed station there is vacant land that could accommodate
major mixed-use development. This could extend up to Jalan Senopati Raya and Senopati Dua. It is
understood that most of this site is owned by developer Sinta Agung Podomoro. Any prospective
development could include a major retail component and high-rise residential towers above with
leisure facilities forming part of parkland areas with the opportunity to create a major integrated
area of activity near the MRT station. There also needs to be strong pedestrian connections from the
station to offices blocks (Summitmas 1 and 2, Menara Sudirman and Plaza ABDA), probably at grade
and preferably via enclosed travelator links.
Istora Station TOD: A major broad pedestrian connection is likely to be needed northwestwards into
the Senayan leisure complex and to Gelora Bung Karno Stadium to accommodate the likely match-
day crowds. There should also be a link to the Hotel Sultan site. The vacant site to the southeast of
the MRT station is proposed for a major Ministry of Finance tower that should ideally incorporate a
key underground pedestrian link from the station to Pacific Place. The same should also be provided
underneath the existing Indonesian Stock Exchange buildings that would also frame a gateway
entrance from Jalan Jenderal Sudirman (with the Ministry of Finance tower) into Sudirman CBD. The
Ritz Carlton Hotel and Pacific Place have expressed a desire to have a direct connection from Istora
MRT station. The landlord of the Sudirman CBD has also supported the content of the MRTJ urban
design guidelines.
Bendungan Hilir Station TOD: The site adjoining the southern edge of the proposed MRT station is a
parkland area that forms part of the Sampoerna Strategic Square Tower development and should
accommodate a direct surface connection from the MRT station. Sampoerna Strategic Square Tower
has expressed interest in establishing a connection to the MRT station, although the form it would
take has not yet been agreed. To the west (and across Jalan Jenderal Sudirman) is a potential
development site that could be a major retail and restaurant focus. This would make up for the lack
of this type of provision in the face of predominant office towers. Underground links (with retail)

would be needed below Jalan Jenderal Sudirman to Intiland Tower, Wisma Sudirman and Wisma
Benhil/Bendungan Hilir Market.
Setiabudi Station TOD: This CBD station area will be subject to significant development intensification
behind the western Jalan Jenderal Sudirman office tower frontage in the short to medium term.
Construction is already in progress behind the Toyota Astra Motors building and it is understood that
other sites in this area (mostly used for car parking) will be developed. Good pedestrian links are
needed from the MRT station to this area. On the northeastern edge of the station is a large area of
tree-covered open space, including a large pond, which extends eastwards in front of the Four
Seasons Residences. This area could be developed for a major mixed-use quarter that should
incorporate much of the existing open space and trees as an integrated parkland resource. This
development area would provide a new character for the area and should be linked not only to the
Setiabudi MRT station but also to the redevelopment opportunities in the Dukuh Atas area,
environmental improvements along the Ciliwung River and to the Western Railway Line’s Sudirman
station. A reservoir lies just to the north of this area that acts as a water run-off collection point. This
facility is an eyesore and the water needs to be urgently treated, as it blights surrounding
development.
Dukuh Atas TOD: Dukuh Atas MRT station has the potential for a major CBD TOD node, preferably
including a significant amount of residential floor space as part of a new mixed-use urban area. The
residential component would help to differentiate Dukuh Atas from the character around Bundaran
HI. The MRT station would also provide an excellent opportunity for inter-modal connections,
principally between the MRT and PTKAI’s Western Railway Line Sudirman station (between
Manggarai and Tanah Abang). There is also a proposed route for the Green Line Monorail along the
Ciliwung River.
The JBIC study team produced a report in June 2008 (Basic Study on Vitalizing Railway Stations),
which outlined proposals for the Dukuh Atas station area (see Figure below). A basic plan with
proposed transport interconnections for the Dukuh Atas MRT station area was also submitted as part
of JMEC’s BED report in 2011. The MRT station has been designed with a large circular concourse in
order to be able to accommodate underground access corridors in any direction. The BED report
recommended a pedestrian bridge crossing, initially alongside the western part of Jalan MH Thamrin
and then across Jalan Sudirman.
Figure 99 – JBIC Proposals for the Dukuh Atas Area

Source: JBIC Study 2008
The Dukuh Atas area should incorporate retail floor space as part of the underground
interconnections between stations (that would extend from its central MRT circular concourse) and
adjoining development blocks on either side of Jalan Jenderal Sudirman. This underground network
should incorporate sunken landscape gardens/plazas (especially at intersections) and air/light wells
to bring natural light into sections of the routes. If the underground network could provide a light
and spacious environment with retail and entertainment facilities then it may also help to attract
people onto the transport system.
Figure 100 – Outlined Development and Transport Connections for Dukuh Atas Area
Source: JMEC 2011
The planning and urban design for Dukuh Atas TOD also needs to take into account proposals for the
Setiabudi and Bundaran HI station areas and be integrated into one CBD corridor of redevelopment
and environmental improvement.
Bundaran Hotel Indonesia TOD: There are good prospects for a major underground retail
development node beneath the Bundaran HI roundabout, perhaps as an extensive area of floor
space occupying one or two levels with broad retail linkages radiating out to surrounding
development such as the Kempinski Hotel, Hyatt Hotel and EX Mall, Pullman Hotel (formerly Nikko
Hotel), Deutsche Bank Tower, Mandarin Hotel and even further extensions to Grand Indonesia
Shopping Town. This could form part of an ‘Underground City’ network (see Section 4.2 and the
example of Montreal). A number of properties close to the proposed MRT station at Bundaran HI
have expressed interest in establishing connections. These would include from Grand Indonesia
Shopping Town via its main concourse, the Grand Hyatt Hotel via their basement, the Pullman Hotel
and from UOB Plaza/Thamrin Nine (which would also connect with Dukuh Atas MRT station).
Generally, these underground links would be for daytime use only and would therefore be closed
during night time.
There is also a large partly occupied site to the southwest of Kempinski Hotel and west of UOB
Tower, which could be used for a major mixed-use development to include a strong component of

residential apartments. Residential units are in short supply in the Bundaran HI area except where
they are part of hotel ‘residence’ provision.
Table 112 – Summary of MRT Station Type Information and Potential TOD Functions
MRT Station Characteristic Floor Area Potential TOD Function
No
(JMEC description) (m2)
1 Lebak Bulus Terminal station with 7,642 Major mixed-use district center with
(elevated) bus terminal and depot park-and-ride.
2 Fatmawati (elevated) Signature station with 7,062 Main park-and-ride facility with
park-and-ride facility additional shopping function.
3 Cipete (elevated) Typical station 6,296 Mixed-use secondary district center.
4 Haji Nawi (elevated) Typical station 5,746 Mixed-use secondary district center.
5 Blok A (elevated) Typical station 5,746 Mixed-use secondary district center.
6 Blok M (elevated) Signature station with 8,185 Mixed-use urban primary center and
bus terminal transport node.
7 Sisingamangaraja Typical station 5,611 Key pedestrian linkages to
(elevated) surrounding uses.
8 Senayan Typical station. 7,911 Major city center mixed-use
(underground/cut- Development center development opportunity. Key
and-cover) pedestrian linkages.
9 Istora Typical station. 9,618 Major city center mixed-use
(underground/cut- Adjoining CBD development opportunity. Key
and-cover) pedestrian linkages.
10 Bendungan Hilir Typical station 7,384 City center mixed-use development
(underground) opportunity. Key pedestrian
linkages.
11 Setiabudi Typical station 7,805 City center mixed-use development
(underground) opportunity. Key pedestrian
linkages.
12 Dukuh Atas Future development 9,862 Major new CBD center and
(underground) transport node with key pedestrian
linkages.
13 Bundaran HI City center 9,568 ’Underground City’ retail center
(underground) with radiating pedestrian links
Source: JMEC 2011 and added to with TOD function information
6.4.5 Conclusions and Recommendations

The location of TOD close to or around Jakarta’s proposed MRT stations (Section 5.2) can play a
significant role in alleviating some of the problems that are affecting the city (Section 5.1). The
improvement of railway services, especially with the advent of high-frequency trains along MRT lines
would underline the importance of TOD and high-density development around major MRT stations.
Improved rail links and TOD locations, especially if themed and differentiated in function, should be
planned in conjunction with each other. TOD would help to meet the high demand for residential
accommodation in Jakarta; to contribute to relieving traffic congestion and the likelihood of gridlock;
and, to reducing urban sprawl and the pressure on urban fringe agricultural land.
MRTJ’s UDG approach and content is thorough, comprehensive and rational. It forms a solid basis for
the more detailed planning and design of individual TOD areas close to MRT stations and along the
MRT North-South Line corridor. The UDG document has rightly taken a broader scope for potential
development of TOD, in so far as the MRT line could signal the beginning of a transformation in the
built form of Jakarta from extensive sprawl to a more cohesive series of high-density neighborhoods
and quarters. Whilst this presents an attractive vision for Jakarta it is probable that it would only be

fully supported by a more extensive network of MRT lines and stations, as well as the assumption
that population increase and demand for property will continue to grow.
The next stage for MRTJ, in so far as planning for TOD is concerned, is to provide specific planning
and urban design guidance for each station area. This should include the need to differentiate one
area from another. This would be achieved through meeting property market expectations and
underpinning a sense of place for each TOD through a solid foundation of design guidance for
developers to follow. There would also need to be a clear link between what is desired for place-
making and the bonus development rights that would be offered, or indeed any other incentives
such as tax-friendly policies.
NB: The following additional TOD analysis will be available for the Final Report:
JAKARTA MRT PHASE 1 NORTH-SOUTH ROUTE
MRT Route Description

Description of route alignment and station locations.
Jakarta Planning and Property Overview
Jakarta metropolitan planning context, development/property trends and strategic environmental
issues.
Land Ownership and Development Issues
 General and site specific considerations
 Use of available mapping and land ownership information
 Outline of key issues, constraints and opportunities, related to: land ownership; squatter
settlements; drainage/utilities; development and implementation approaches; access, traffic
congestion and public transport linkage; air rights and subterranean development; and, potential
environmental and social impact issues.
Strategic Approach to TOD for Jakarta MRT Station Development
 Outline overall strategy and approach for MRT TOD to include basic principles covered in Section 2
above.
 Support of TOD for the primary MRT business operation and for ancillary transport services.
 Proposed development and financing mechanisms or options.
Conclusions and Recommendations
POTENTIAL JAKARTA MRT TOD PROJECT MODELS
Potential Pilot Project Models for Transit-Oriented Development

 Outline of typical TOD models for specific station locations, which address key issues or needs.
 Issues related to subterranean development, above ground high-density development and
improved pedestrian linkages to existing development.
Project Model 1
 Station location and surroundings.
 Key considerations for ownership, access, development.
 Description of outline model, land valuation issues and development approach.
 Potential broad environmental and social impacts.
 Benefits and disadvantages (investment opportunities, financial benefits, social impacts and
environmental issues).
Project Model 2
 Station location and surroundings.
 Key considerations for ownership, access, development.
 Description of outline model, land valuation issues and development approach.
 Potential broad environmental and social impacts.
 Benefits and disadvantages (investment opportunities, financial benefits, social impacts and
environmental issues).
Recommendations for Planning and Design Guidance

 Strategic planning and zoning guidance for MRT corridor.

 Land use and urban design guidelines for each TOD?
 Form-based design codes for each TOD?
 Environmental and social impact considerations.
Conclusions and Recommendations

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REPUBLICOFINDONESI

MANAGEMENT CONSULTI CES FOR

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Figure 50 – Example of Job Schedule .................................................................................................. 197

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Table 101 – MRT Tariff Levels 2018 – 2038......................................................................................... 294

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OCC Operations Control Center

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 The Role of DKIJ- Activities & Responsibilities

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Proposed Organization of PAT and PCU

Leader Deputy Leader

Leader/ Leader/ Leader/Construction

Secretary Secretary Secretary

PCU Positions (Addition to PAT)

Source: The Consultant

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 Transport Policy, Legal and Regulatory Matters:

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Jakarta Transport Improvement Fund

Income from TDM Instruments

Distributions to Transport Improvement Projects

Source: The Consultant

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Subsidy Components – Most Likely Case (DKIJ & MRTJ)

Subsidy Components – Pessimistic Case (DKIJ & MRTJ)

Source: The Consultant

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PT MRTJ Railway Business Activities and Set Up

Technical Activities and Set Up:

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Train Operating Parameters

4. Necessary facilities for safe operation

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8. Standard Operating Procedures (SOPs)

Rolling Stock Maintenance at the Depot

Lebak Bulus Depot

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Frequency of Rolling Stock Cleaning

4) Risk in the depot plan

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Inspection Frequency Remarks

Maintenance of power supply (OCS, substation, PDS and SCADA)

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Maintenance of telecom and signaling systems

Source: The Consultant

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