Perubahan Kereta Api Indonesia Menjadi Lebih Rapih dan Modern Oleh Pa Jonan

Summary

Ignasius Jonan’s leadership at PT Kereta Api Indonesia (PT KAI) brought transformative changes to Indonesia's railway system. Appointed in 2009, Jonan tackled deep-rooted issues like overcrowded trains and poor station conditions. His initiatives, including air-conditioning all electric trains and evicting vendors from platforms, improved passenger experience and order. Under his management, PT KAI saw a 40% increase in passengers and a significant rise in profitability. Jonan's practical approach, focus on employee welfare, and commitment to enhancing public services left a lasting impact, paving the way for future improvements in Indonesian transport systems.

Takeaways

• 😀 Ignasius Jonan was appointed as President Director of PT Kereta Api Indonesia (PT KAI) in 2009, despite having no prior experience in the railway sector.
• 😀 His leadership brought significant improvements to the railway system in Indonesia, beginning with small, visible changes like improving station toilet cleanliness.
• 😀 Jonan focused on improving the long-distance train system first before addressing issues with the Jabodetabek electric train system.
• 😀 One of Jonan's first successes was eliminating the dangerous practice of passengers riding on top of trains, including implementing air-conditioned trains to improve comfort.
• 😀 Jonan successfully evicted illegal vendors from train station platforms in 2013, helping restore order and cleanliness at stations.
• 😀 The introduction of a KRL etiquette system in 2013 marked a turning point, fostering better behavior and organization on the trains.
• 😀 Under Jonan's leadership, PT KAI saw a 40% increase in passengers in 2013, reaching 15,000 passengers per month, compared to 9,000 in 2012.
• 😀 PT KAI achieved a profit of Rp560 billion in 2013, a significant turnaround from the previous loss of Rp80 billion in 2008.
• 😀 Jonan was focused on creating long-term, balanced infrastructure development, preferring to prioritize regular train services for all citizens rather than building fast trains concentrated in Java.
• 😀 He did not agree with subsidies for the Jabodetabek KRL system, advocating instead for those funds to be directed toward improving train services outside Java.
• 😀 After leading PT KAI, Jonan was appointed Minister of Transportation and made notable reforms, such as eliminating prospective plane tickets in Indonesia's airports.

Q & A

Who played a crucial role in the cultural transformation of railway transportation in Indonesia, and what was their background?

Mr. Ignasius Jonan played a crucial role in the cultural transformation of railway transportation in Indonesia. Although he had a background in the private sector, specifically as an executive manager at Citibank, his strong management skills allowed him to make significant improvements in the railway system despite having no prior experience in the field.

What was the condition of railway transportation in Indonesia before Mr. Jonan's leadership?

Before Mr. Jonan's leadership, railway transportation in Indonesia, particularly in 2012 and earlier, was poorly organized. Stations and trains were uncomfortable, and there were significant issues with passenger behavior, such as people riding on the roofs of trains.

What was one of the first actions Mr. Jonan took to improve the railway system?

One of Mr. Jonan's first actions was to address the cleanliness of station toilets, believing that small details, like clean toilets, were essential to improving the overall quality of services and setting the tone for larger changes.

How did Mr. Jonan address the issue of passengers riding on the roofs of trains?

Mr. Jonan personally rode the KRL (electric train) from Bogor to Jakarta to experience the conditions firsthand. He realized the heat and discomfort in non-AC trains, which led to the decision to upgrade all electric trains to air-conditioned (AC) trains by August 2012.

What strategy did Mr. Jonan use to improve the situation with traders on the station platforms?

Mr. Jonan took firm action to clear station platforms of traders by offering some educated traders the opportunity to join PT Kereta Api Indonesia. He evicted unauthorized traders, despite resistance, and by 2013, station platforms were cleared of vendors.

What significant cultural change was implemented on the electric trains under Mr. Jonan’s leadership?

In August 2013, Mr. Jonan implemented an etiquette system on the KRL, which helped regulate passenger behavior and eliminated the issue of passengers riding on the roofs of trains.

How did Mr. Jonan’s management approach contribute to PT Kereta Api Indonesia's financial success?

Mr. Jonan's leadership improved PT Kereta Api Indonesia's service quality, which helped increase the number of passengers by 40% in 2013. Additionally, the company went from experiencing a loss of Rp80 billion in 2008 to earning a profit of Rp560 billion in 2013.

What was Mr. Jonan’s stance on the construction of high-speed trains in Indonesia?

Mr. Jonan opposed the construction of high-speed trains, particularly in Java, arguing that the focus should be on improving the regular train infrastructure in other parts of Indonesia, especially outside Java, where development was lagging.

What personal sacrifices did Mr. Jonan make during his tenure as President Director of PT Kereta Api Indonesia?

Mr. Jonan worked seven days a week and often stayed overnight at stations. His commitment to his role was reflected in his personal sacrifices, including his modest salary, which was significantly lower than his previous earnings at Citibank.

What were some of the key achievements of Mr. Jonan when he served as Minister of Transportation?

As Minister of Transportation, one of Mr. Jonan’s key achievements was eliminating prospective plane tickets at airports, which helped improve the transparency and accessibility of air travel. He also worked on improving other aspects of transportation, though he was dismissed before completing many of his planned reforms.