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Page 1
2025
Laporan Keberlanjutan
Sustainability Report
PT Mandiri Tunas Finance
Sustaining Progress,
Empowering the Future
PT Mandiri Tunas Finance Berizin dan Diawasi oleh Otoritas Jasa Keuangan (OJK)
PT Mandiri Tunas Finance is Licensed and Supervised by the Indonesia Financial Service Authority (OJK) mtf.co.id
Page 2
Pendahuluan / Introduction Sustaining Progress, Empowering the Future www.mtf.co.id
Penjelasan Tema
Theme Explanation
Sustaining Progress,
Empowering the Future
Sepanjang tahun 2025, Mandiri Tunas Finance terus memperkuat Throughout 2025, Mandiri Tunas Finance continued to strengthen
kinerja dan ketahanan bisnis melalui pengelolaan operasional yang business performance and resilience through more structured and
semakin terarah dan terukur, penerapan tata kelola yang baik, measurable operational management, the implementation of good
serta kepatuhan yang konsisten terhadap ketentuan regulasi yang corporate governance, and consistent compliance with prevailing
berlaku. Konsistensi tersebut menjadi landasan dalam menjaga regulations. This consistency forms the foundation for maintaining
mutu layanan, meningkatkan efisiensi proses, dan memastikan service quality, improving process efficiency, and ensuring that
kegiatan usaha dijalankan secara bertanggung jawab. Di tengah business activities are conducted responsibly. Amid the dynamics
dinamika industri pembiayaan serta perubahan kebutuhan of the financing industry and changing market needs, adaptive
pasar, upaya adaptasi juga dilakukan secara berkelanjutan agar efforts were carried out continuously to keep the Company
perusahaan tetap relevan, kompetitif, dan mampu menciptakan relevant, competitive, and capable of creating long-term value.
nilai jangka panjang.
Sejalan dengan itu, Perseroan menempatkan pemberdayaan In line with this, the Company places stakeholder empowerment
pemangku kepentingan sebagai bagian penting dari strategi dan as a key element of its strategic growth direction. This is
arah pertumbuhan. Hal ini diwujudkan melalui perluasan akses realized through expanding access to more inclusive financing,
pembiayaan yang lebih inklusif, penguatan layanan pelanggan strengthening equitable customer services, and developing
yang setara, serta pengembangan solusi berbasis digital yang digital solutions that are increasingly accessible. Investments in
semakin mudah dijangkau. Investasi pada peningkatan kapabilitas enhancing employee capabilities, fostering an ethical and inclusive
karyawan, penguatan budaya kerja yang etis dan inklusif, serta work culture, and implementing socially impactful responsibility
pelaksanaan program tanggung jawab sosial yang berdampak programs further demonstrate the Company’s contribution to
bagi masyarakat turut mempertegas kontribusi Perseroan dalam building a more sustainable future. All these initiatives reflect a
membangun masa depan yang lebih berkelanjutan. Seluruh inisiatif commitment to sustaining the progress achieved while enhancing
tersebut mencerminkan komitmen untuk menjaga keberlanjutan readiness to face future challenges and leverage emerging
kemajuan yang telah diraih sekaligus meningkatkan kesiapan opportunities.
menghadapi tantangan dan memanfaatkan peluang ke depan.
PT Mandiri Tunas Finance
Sustainability Report 2025 1
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Pendahuluan / Introduction
Daftar Isi
Table of Contents
Penjelasan Tema Keanggotaan Asosiasi
01 61
Theme Explanation Association Memberships
Daftar Isi Penghargaan dan Sertifikasi
02 62
Table of Contents Awards and Certifications
IKHTISAR KEBERLANJUTAN
Summary of Sustainability Performance 04 Peristiwa Penting
Event Highlights
64
TATA KELOLA KEBERLANJUTAN
68
Kinerja Aspek Ekonomi
06
Economic Performance Sustainability Governance
Kinerja Aspek Lingkungan Struktur Tata Kelola
08 70
Environmental Performance Governance Structure
Kinerja Aspek Sosial Nominasi dan Remunerasi
09 73
Social Performance Nomination and Remuneration
TENTANG LAPORAN KEBERLANJUTAN
About the Sustainability Report 10 Evaluasi Kinerja Badan Tata Kelola
Governing Body Performance Evaluation
77
Prinsip pelaporan Penanggung Jawab Penerapan Keuangan Berkelanjutan
13 78
Reporting Principles Person In Charge Of Sustainable Finance Implementation
Proses Penentuan Topik Material Peran Badan Tata Kelola Tertinggi dalam Pelaporan Keberlanjutan
14 80
Process For Determining Material Topics Role of the Highest Governance Body in Sustainability Reporting
STRATEGI KEBERLANJUTAN
Sustainability Strategy 18 Pengembangan Kompetensi Terkait Keuangan Berkelanjutan
80
Competency Development Related to Sustainable Finance
Prinsip Penerapan Keuangan Berkelanjutan Pengelolaan Risiko Atas Penerapan Keuangan Berkelanjutan
20 83
Principles for the Implementation of Sustainable Finance Risk Management in the Implementation of Sustainable Finance
Visi, Misi, dan Tujuan Penerapan Keuangan Berkelanjutan Benturan Kepentingan
25 84
Vision, Mission, and Objectives of Sustainable Finance Implementation Conflict of Interest
Pilar dan Komitmen Keberlanjutan Mandiri Tunas Finance Komunikasi Masalah Penting, Serta Mekanisme Untuk Mencari Nasihat
25
Mandiri Tunas Finance Sustainability Pillars and Commitments dan Mengemukakan Masalah
85
Penerapan Keuangan Berkelanjutan Communication of Critical Concerns and Mechanisms for Seeking
28 Advice and Raising Concerns
Implementation of Sustainable Finance
Membangun Budaya Keberlanjutan Etika dan Integritas
33 85
Building a Sustainability Culture Ethics and Integrity
LAPORAN DIREKSI Kebijakan Antikorupsi
Board Of Directors’ Report 34 Anti-Corruption Policy
86
PROFIL PERUSAHAAN Perkara Penting
Company Profile 42 Material Legal Cases
91
Informasi Umum Perselisihan Hubungan Industrial
44 91
General Information Industrial Relations Disputes
Profil Singkat Menjalin Hubungan Harmonis dengan Pemangku Kepentingan
46 91
Brief Profile Building Harmonious Relationships With Stakeholders
Visi, Misi, dan Budaya Kerja Tantangan dalam Penerapan Keuangan Berkelanjutan
48 95
Corporate Vision, Mission, and Culture Challenges In Implementing Sustainable Finance
MENGAKSELERASI KEUANGAN BERKELANJUTAN
Wilayah Operasional
Operational Area
50 Accelerating Sustainable Finance 96
Struktur Organisasi Sekilas Ekonomi Global dan Nasional
52 98
Organization Structure Overview of the Global and National Economy
Kegiatan Usaha, Produk, dan Layanan Kondisi Industri Perusahaan Pembiayaan
54 98
Business Activities, Products, and Services Conditions in the Financing Industry
Demografi Karyawan Strategi Usaha
57 99
Employee Demographic Business Strategy
Skala Perusahaan Pencapaian Kinerja Ekonomi
59 100
Company Scale Economic Performance Achievement
Rantai Pasokan dan Pelibatan Pihak Lokal Kinerja Pembiayaan
60 103
Supply Chain and Engagement of Local Parties Financing Performance
2 PT Mandiri Tunas Finance
Laporan Keberlanjutan 2025
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www.mtf.co.id
Kinerja Keuangan Berkelanjutan Kepuasan dan Keterikatan Karyawan
105 144
Sustainable Finance Performance Employee Satisfaction and Engagement
Dukungan Industri Otomotif Kendaraan Listrik Keselamatan dan Kesehatan Kerja
108 145
Support for the Electric Vehicle Automotive Industry Occupational Health and Safety
Pengembangan Teknologi Informasi Keseimbangan Kehidupan Kerja
108 148
Information Technology Development Work–Life Balance
Pengungkapan Kerangka Governansi, Pengelolaan dan Pengendalian MENCIPTAKAN DAMPAK BERKELANJUTAN UNTUK
Aspek Perpajakan
111
MASYARAKAT 150
Disclosure of the Governance, Management, and Control Framework Creating Sustainable Impact For Society
for Taxation Aspects
Komitmen dan Kebijakan Commitment and Policy 152
Bantuan Finansial dari Pemerintah
112 Dampak Operasi Terhadap Masyarakat Sekitar
Financial Assistance from the Government 152
Operational Impact On Surrounding Communities
Program Pensiun Manfaat Pasti dan Program Pensiun Lainnya
112 Inisiatif Kegiatan Sosial Kemasyarakatan
Defined Benefit Pension Program and Other Pension Programs 153
Social And Community Initiatives
Implikasi Finansial Serta Risiko dan Peluang Lain Akibat Dari
Literasi dan Inklusi Keuangan
Perubahan Iklim 153
113 Financial Literacy and Inclusion
Financial Implications as well as Other Risks and Opportunities Due to
Climate Change Tanggung Jawab Sosial dan Lingkungan
159
Social and Environmental Responsibility
MENGELOLA DAMPAK LINGKUNGAN UNTUK MASA DEPAN
Managing Environmental Impact for the Future 116 Titik Akses pada Wilayah Rendah Populasi atau Ekonomi Kurang
Menguntungkan 164
Komitmen dan Kebijakan Access Points in Low-Population or Economically Disadvantaged Areas
118
Commitment and Policy
Mekanisme Pengaduan Masyarakat
Biaya Lingkungan Hidup 165
120 Public Complaint Mechanism
Environmental Costs
MENGHADIRKAN PRODUK DAN LAYANAN YANG
Penggunaan Material Ramah Lingkungan
120 BERTANGGUNG JAWAB 166
Use of Environmentally Friendly Materials Delivering Responsible Products and Services
Pengelolaan Energi dan Emisi Komitmen dan Kebijakan
121 168
Energy and Emissions Management Commitment and Policies
Pengelolaan Air Akses Untuk Nasabah Penyandang Disabilitas
126 169
Water Management Access for Customers with Disabilities
Pengelolaan Limbah Domestik Inovasi dan Pengembangan Produk dan Layanan
127 169
Domestic Waste Management Innovation and Development of Products and Services
Pelestarian Lingkungan Dampak dan Kejelasan Informasi Produk dan Layanan
128 171
Environmental Conservation Impact and Clarity of Product and Service Information
Pengaduan Lingkungan Satuan Keamanan yang Terintegrasi dengan Layanan
129 172
Environmental Complaints Integrated Security Services
MEMBERDAYAKAN INSAN, MENUMBUHKAN KAPABILITAS Kebijakan Privasi
MASA DEPAN 130 Privacy Policy
172
Empowering People, Developing Future Capabilities
Penarikan Produk dan Layanan
Komitmen dan Kebijakan 173
132 Product And Service Withdrawals
Commitment and Policies
Pengaduan Terkait Produk dan Layanan
Praktik Ketenagakerjaan 173
133 Complaints Related to Products and Services
Employment Practices
Kepuasan Pelanggan
Kesetaraan dan Non-diskriminasi 175
133 Customer Satisfaction
Equality and Non-Discrimination
Tenaga Kerja Anak dan Kerja Paksa
134
LEMBAR UMPAN BALIK DAN INDEKS 176
Child Labor and Forced Labor
Lembar Umpan Balik 178
Remunerasi dan Kesejahteraan Karyawan
134
Remuneration and Employee Welfare Indeks OJK 180
Tunjangan yang Diberikan Kepada Karyawan Tetap dan Karyawan Kontrak
135 Indeks GRI 183
Benefits Provided to Permanent and Contract Employees
Cuti Melahirkan
136
Maternity Leave
Rekrutmen dan Pergantian Karyawan
137
Recruitment and Employee Turnover
Pelatihan dan Pengembangan Kompetensi
141
Training and Competency Development
Penilaian Karyawan dan Jenjang Karier
143
Employee Performance Assessment and Career Paths
PT Mandiri Tunas Finance
Sustainability Report 2025 3
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Ikhtisar Kinerja Keberlanjutan / Summary of Sustainability Performance
Ikhtisar
Kinerja
Keberlanjutan
Summary of Sustainability
Performance
4 PT Mandiri Tunas Finance
Laporan Keberlanjutan 2025
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Sustaining Progress, Empowering the Future www.mtf.co.id
PT Mandiri Tunas Finance
Sustainability Report 2025 5
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Ikhtisar Kinerja Keberlanjutan / Summary of Sustainability Performance
Kinerja Aspek Ekonomi
Economic Performance [OJK B.1]
2025 2024 2023
Total Pendapatan Total Pendapatan Total Pendapatan
Revenue Revenue Revenue
4.635.522 5.579.315 4.781.968
Laba (Rugi) Bersih Laba (Rugi) Bersih Laba (Rugi) Bersih
Net Profit (Loss) Net Profit (Loss) Net Profit (Loss)
400.015 1.172.082 1.161.101
Jumlah Kontrak Baru Jumlah Kontrak Baru Jumlah Kontrak Baru
New Contract New Contract New Contract
58.295 111.786 121.871
Deskripsi Satuan
2025 2024 2023
Description Unit
Segmen Operasi
Segmen Pembiayaan
Operating Segment 2* 2 3
Financing segment
Pembiayaan Baru Rp Juta
19.303.078 35.089.629 32.697.903
New Financing Rp million
Keterlibatan pihak lokal yang berkaitan dengan proses
bisnis Keuangan Berkelanjutan
% 100 100 100
Involvement of Local Parties in Sustainable Finance
Business Processes.
Pembiayaan Ramah Lingkungan Rp Juta
2.287.642 2.272.460 1.186.400
Green Financing Rp million
17,7
Total pembiayaan
kendaraan listrik (EV)
dan kendaraan listrik hibrida (HEV)
Total financing for
%
electric vehicles (EV) and
2,28
hybrid electric vehicles (HEV)
Porsi pembiayaan EV dan HEV
Rp
terhadap pembiayaan baru
The proportion of EV and HEV
financing to new financing
triliun / trillion Meningkat dari tahun
sebelumnya sebesar 8,8%
Meningkat 0,7% dari Increased by 8.8%
tahun sebelumnya from the previous year
Increased 0.7%
from the previous year.
6 PT Mandiri Tunas Finance
Laporan Keberlanjutan 2025
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Sustaining Progress, Empowering the Future www.mtf.co.id
Kinerja Aspek Ekonomi Terkait Keberlanjutan
Sustainability-Related Economic Performance
Jenis produk yang memenuhi Kriteria Kegiatan
Usaha Berkelanjutan (KKUB)/ produk ramah
lingkungan Unit produk
2** 2 2
Product unit
Types of products that meet the Sustainable Business
Activity Criteria (KKUB) / green products
Nominal produk dan/atau jasa yang memenuhi
Kriteria Kegiatan Usaha Berkelanjutan (KKUB)
Rp Juta
12.923.935 23.667.324 22.586.366
Rp million
Value of Products and/or Services that Meet the
Sustainable Business Activity Criteria (KKUB).
*Retail (pembiayaan kendaraan bagi perorangan) dan Fleet (pembiayaan kendaraan bagi korporasi)
Retail (vehicle financing for individuals) and fleet (vehicle financing for corporations).
** UMKM dan kendaraan listrik
MSME and electric vehicle
PT Mandiri Tunas Finance
Sustainability Report 2025 7
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Ikhtisar Kinerja Keberlanjutan / Summary of Sustainability Performance
Kinerja Aspek Lingkungan
Environmental Performance [OJK B.2]
Deskripsi Satuan
2025 2024 2023
Description Unit
Liter 17.136,03 20.172,47 29.006,69*
Penggunaan BBM
Gasoline Consumption
GJ 586,05 689,90 992,03*
kWh 4.022.249,35 4.174.484,24 3.897.082,43
Penggunaan Listrik
Electricity Consumption
GJ 14.480,10 15.028,14 14.029,5
Liter 10.523,21 13.506,54 15.401,79
Solar Diesel
Diesel Fuel
GJ 1.541,86 1.978,98 2.256,67
Avtur Perjalanan Dinas Pesawat
GJ 47.152 57.804 66.165
Jet Fuel from Business Air Travel
Total Penggunaan Energi
GJ 65.785,01 77.525,02 85.466,20
Total Energy Consumption
Emisi cakupan 1
Ton CO2 69,82 85,28 111,54
Scope 1 Emissions
Emisi cakupan 2
Ton CO2 3.230,96 3.621,53 3.089,40
Scope 2 Emissions
Emisi cakupan 3
Ton CO2 16,49 21,02 22,37
Scope 3 Emissions
Total Emisi
Ton CO2 3.317,27 3.727,83 3.223,31
Total Emissions
Penambahan (Pengurangan) emisi cakupan 1
Ton CO2 (15,46) (26,26) 61,28
Increase (Decrease) in Scope 1 Emissions
Penambahan (Pengurangan) emisi cakupan 2
Ton CO2 (390,57) 532,13 14,93
Increase (Decrease) in Scope 2 Emissions
Penambahan (Pengurangan) emisi cakupan 3
Ton CO2 (4,53) (1,35) 6,09
Increase (Decrease) in Scope 3 Emissions
Total Penggunaan Air
Liter 25.161.237 22.538.491 19.479.418
Total Water Consumption
Total Penggunaan Kertas Rim
19.725 21.763 25.344
Total Paper Consumption Ream
8 PT Mandiri Tunas Finance
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Kinerja Aspek Sosial
Social Performance [OJK B.3]
Deskripsi Satuan
2025 2024 2023
Description Unit
Laki-laki (Orang)
2.160 2.347 2.315
Male (people)
Jumlah Total Pegawai
Total employees
Perempuan (Orang)
982 1.037 1.013
Female (people)
Tingkat Perputaran Karyawan
% 10,25 6,65 7,99
Employee Turnover
Total Jam Pelatihan untuk Karyawan Jam
159.896 141.119 213.888
Total Employee’s Training Hours Hour
Rata-rata Jam Pelatihan Karyawan Jam
50,89 41,70 64,27
Average employee’s training hours Hour
Penyaluran Biaya Pemberdayaan Sosial Kemasyarakatan Rp Juta
124 152 291
Distribution of Community Social Empowerment Funds Rp million
Tingkat Kepuasan Nasabah
Rating 4,76 4,76 4,73
Customer Satisfaction Index
PT Mandiri Tunas Finance
Sustainability Report 2025 9
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Tentang Laporan Keberlanjutan / About the Sustainability Report
Tentang
Laporan
Keberlanjutan
About the
Sustainability Report
Pada tahun 2025, Perseroan
melaksanakan materiality assessment
untuk menentukan kembali topik-
topik material serta mengidentifikasi,
memprioritaskan, dan memetakan
topik-topik Environmental, Social, and
Governance (ESG) yang paling relevan
serta signifikan bagi perusahaan dan
para pemangku kepentingan.
In 2025, the Company conducted a materiality
assessment to reassess material topics and to identify,
prioritize, and map the most relevant and significant
Environmental,Social, and Governance (ESG) topics
for both the Company and its stakeholders.
10 PT Mandiri Tunas Finance
2025 Laporan Keberlanjutan
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Sustaining Progress, Empowering the Future www.mtf.co.id
PT Mandiri Tunas Finance
Sustainability Report 2025 11
Page 13
Tentang Laporan Keberlanjutan / About the Sustainability Report
Keberlanjutan menjadi bagian penting dalam memastikan Sustainability has become an essential element in ensuring
ketahanan dan pertumbuhan usaha PT Mandiri Tunas the resilience and business growth of PT Mandiri Tunas
Finance di tengah dinamika industri pembiayaan. Finance amid the dynamics of the financing industry. As a
Sebagai bentuk komitmen terhadap pengelolaan usaha manifestation of its commitment to responsible business
yang bertanggung jawab, Perseroan menyusun Laporan management, the Company prepares a Sustainability
Keberlanjutan yang memuat pendekatan, kebijakan, Report outlining its approaches, policies, and performance
serta kinerja dalam mengelola aspek ekonomi, sosial, in managing economic, social, and environmental aspects.
dan lingkungan. Laporan ini disajikan sebagai sarana This report is presented as a means of transparency and
transparansi dan akuntabilitas kepada para pemangku accountability to stakeholders.
kepentingan.
Laporan Keberlanjutan ini merupakan bagian integral This Sustainability Report becomes part of the Company’s
dari Laporan Tahunan Perseroan sekaligus disusun untuk Annual Report and is prepared to comply with Financial
memenuhi ketentuan Peraturan Otoritas Jasa Keuangan Services Authority Regulation No. 51/POJK.03/2017
Nomor 51/POJK.03/2017 tentang Penerapan Keuangan concerning the Implementation of Sustainable Finance,
Berkelanjutan, yang mengatur kewajiban lembaga jasa which governs the obligation of financial services institutions
keuangan dalam melaporkan pelaksanaan keuangan to report on sustainable finance implementation. In
berkelanjutan. Selain pemenuhan ketentuan peraturan, addition to meeting regulatory requirements, the Company
Perseroan juga menyusun laporan ini berdasarkan Standar has prepared this report in accordance with the Global
Global Reporting Initiative (GRI) 2021 dan berupaya Reporting Initiative (GRI) 2021 Standards and seeks to
mengadopsi pendekatan International Financial Reporting adopt the approach of the International Financial Reporting
Standards (IFRS) S1 dan S2. Standards (IFRS) S1 and S2.
• Peraturan Otoritas Jasa Keuangan (POJK) No. 51/ POJK.03/2017 tentang Penerapan Keuangan
Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik
Financial Services Authority Regulation (POJK) No. 51/POJK.03/2017 concerning the Implementation of
Sustainable Finance for Financial Services Institutions, Issuers, and Public Companies
• Surat Edaran Otoritas Jasa Keuangan (SEOJK) No.16/SEOJK.04/2021 tentang Bentuk dan Isi Laporan
Standar dan Acuan Tahunan Emiten atau Perusahaan Publik
Standard and References Financial Services Authority Circular Letter (SEOJK) No. 16/SEOJK.04/2021 concerning the Form and
Content of Annual Reports of Issuers or Public Companies
• Global Reporting Initiative (GRI) 2021 (In Accordance)
Global Reporting Initiative (GRI) 2021 (In Accordance)
• International Financial Reporting Standards (IFRS) S1 dan S2
International Financial Reporting Standards (IFRS) S1 and S2
• 1 Januari – 31 Desember 2025
1 January – 31 December 2025
Periode dan Siklus Pelaporan • Diterbitkan setiap tahun
Reporting Period and Cycle [GRI 2-3] Published annually
• Laporan sebelumnya diterbitkan pada April 2025
The previous report was published in April 2025
Informasi dan data kinerja keuangan, sosial, dan lingkungan mencakup PT Mandiri Tunas Finance di kantor
Cakupan dan Batasan Laporan
pusat dan seluruh kantor cabang.
Scope and Boundaries of the Report
Information and data on financial, social, governance, and environmental performance cover PT Mandiri
[GRI 2-2]
Tunas Finance at the head office and all branch offices.
Perubahan Terkait Laporan Terdapat perubahan topik material berdasarkan materiality assessment yang dilakukan tahun 2025.
Report-Related Changes [GRI 3-1] There were changes to the material topics based on the materiality assessment conducted in 2025.
Terdapat pernyataan kembali untuk konsumsi listrik, intensitas energi, emisi yang dihasilkan, intensitas emisi,
Pernyataan Kembali serta penggunaan air tahun 2023 dan 2024, serta data perpajakan tahun 2023.
Restatement [GRI 2-4] There are restatements for electricity consumption, energy intensity, emissions generated, emission
intensity, as well as water consumption for 2023 and 2024, as well as tax data for 2023.
Perseroan belum melakukan penjaminan terhadap laporan ini, namun kami menjamin keabsahan dan
Verifikasi Pihak Eksternal kebenaran seluruh pengungkapan informasi dalam laporan ini.
External Verification [OJK G.1][GRI 2-5] The Company has not obtained external assurance for this report; however, we affirm the validity and
accuracy of all information disclosed herein.
12 PT Mandiri Tunas Finance
Laporan Keberlanjutan 2025
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Sustaining Progress, Empowering the Future www.mtf.co.id
Tanggapan Terhadap Umpan Balik
Laporan Tahun Sebelumnya Tidak terdapat tanggapan dari umpan balik pada laporan sebelumnya.
Response to Feedback on the Previous There were no responses or feedback received regarding the previous report.
Year’s Report [OJK G.3]
Divisi Corporate Secretary
Corporate Secretary Division
PT Mandiri Tunas Finance
Aksesibilitas dan Umpan Balik Graha Mandiri Lt. 3A
Accessibility and Feedback [GRI 2-3] Jl. Imam Bonjol No. 61
Jakarta 10310
T : +62 21 2305608
F : +62 21 2305618
Prinsip Pelaporan
Reporting Principles
Dalam penyusunan Laporan Keberlanjutan, Perseroan In preparing the Sustainability Report, the Company refers
merujuk pada delapan prinsip pelaporan yang ditentukan to the eight reporting principles set out in the GRI 2021
oleh Standar GRI 2021 sebagai berikut: Standards as follows:
1. Akurasi: perusahaan melaporkan informasi yang benar 1. Accuracy: The Company reports information that
dan cukup terperinci agar dapat dilakukan penilaian is correct and sufficiently detailed to enable an
dampak organisasi. assessment of the organization’s impacts.
2. Keseimbangan: perusahaan melaporkan informasi 2. Balance: The Company presents information in a
dengan cara netral dan menyediakan gambaran neutral manner and provides a balanced view of both
yang seimbang tentang dampak negatif dan positif negative and positive impacts.
organisasi.
3. Kejelasan: Perusahaan menyajikan informasi dengan 3. Clarity: The Company presents information in a way
cara yang dapat diakses dan dapat dipahami. that is accessible and understandable.
4. Keterbandingan: Perusahaan memilih, menyusun, dan 4. Comparability: The Company selects, compiles, and
melaporkan informasi secara konsisten agar mereka reports information consistently to enable analysis of
dapat melakukan analisis mengenai perubahan dalam changes in the organization’s impacts over time and
dampak organisasi seiring waktu dan analisis dampak in relation to other organizations.
ini yang berkaitan dengan dampak organisasi lain.
5. Kelengkapan: Perusahaan menyediakan informasi 5. Completeness: The Company provides sufficient
yang memadai agar penilaian dampak organisasi information to allow assessment of its impacts during
dapat dilakukan selama periode pelaporan. the reporting period.
6. Konteks keberlanjutan: Perusahaan melaporkan 6. Sustainability Context: The Company reports
informasi tentang dampak mereka dalam konteks information about its impacts within the broader
yang lebih luas dari pembangunan berkelanjutan. context of sustainable development.
7. Ketepatan waktu: Perusahaan melaporkan informasi 7. Timeliness: The Company reports information on a
secara rutin dan menyediakan informasi tersebut regular basis and makes it available in a timely manner
secara tepat waktu bagi pengguna informasi untuk to support decision-making.
mengambil keputusan.
8. Keterverifikasian: Perusahaan mengumpulkan, 8. Verifiability: The Company collects, records, compiles,
mencatat, menyusun, dan menganalisis informasi and analyzes information in a way that allows it to be
dengan cara sedemikian rupa sehingga informasi examined to determine its quality.
tersebut dapat diteliti untuk menentukan kualitasnya.
PT Mandiri Tunas Finance
Sustainability Report 2025 13
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Tentang Laporan Keberlanjutan / About the Sustainability Report
Proses Penentuan Topik Material
Process For Determining Material Topics [GRI 3-1]
Perseroan menerapkan proses penentuan topik The Company implements a systematic and continuous
material secara sistematis dan berkesinambungan process to determine material topics, ensuring that the
untuk memastikan bahwa isu-isu keberlanjutan yang sustainability issues disclosed in the Sustainability Report
diungkapkan dalam Laporan Keberlanjutan mencerminkan reflect the most significant impacts of its business activities.
dampak paling signifikan dari kegiatan usaha Perseroan. This process is designed to identify, assess, and prioritize
Proses ini dirancang untuk mengidentifikasi, menilai, dan economic, social, and environmental impacts, both actual
memprioritaskan dampak ekonomi, sosial, dan lingkungan and potential, by considering the organizational context
yang timbul, baik yang bersifat aktual maupun potensial, and stakeholder expectations.
dengan mempertimbangkan konteks organisasi dan
ekspektasi pemangku kepentingan.
Pada tahun 2025, Perseroan melaksanakan materiality In 2025, the Company conducted a materiality assessment
assessment untuk menentukan kembali topik-topik to reassess material topics and to identify, prioritize, and
material serta mengidentifikasi, memprioritaskan, dan map the most relevant and significant Environmental,
memetakan topik-topik Environmental, Social, and Social, and Governance (ESG) topics for both the Company
Governance (ESG) yang paling relevan serta signifikan bagi and its stakeholders. Through this materiality assessment,
perusahaan dan para pemangku kepentingan. Melalui the Company is able to focus on ESG issues with the
materiality assessment, Perseroan dapat memfokuskan greatest impact, allocate resources more effectively to
perhatian pada isu ESG yang memiliki dampak paling the most critical areas, and set appropriate sustainability
besar, mengalokasikan sumber daya secara lebih efektif strategy priorities.
ke area yang paling krusial, serta menetapkan prioritas
strategi keberlanjutan secara tepat.
Pendekatan ini juga mendukung pemenuhan terhadap This approach also supports compliance with various
berbagai standar pelaporan internasional, seperti Global international reporting standards, such as the Global
Reporting Initiative (GRI), International Sustainability Reporting Initiative (GRI), the International Sustainability
Standards Board (ISSB), Corporate Sustainability Reporting Standards Board (ISSB), the Corporate Sustainability
Directive (CSRD), dan Sustainability Accounting Standards Reporting Directive (CSRD), and the Sustainability
Board (SASB), sehingga pengungkapan keberlanjutan Accounting Standards Board (SASB), thereby enhancing
dapat semakin berkualitas dan relevan dengan kebutuhan the quality and relevance of sustainability disclosures in
industri. line with industry needs.
Pelaksanaan materiality assessment dilakukan pada tahun The materiality assessment was conducted in 2025 as part
2025 sebagai bagian dari persiapan penyusunan strategi of the preparation for the next sustainability strategy and
keberlanjutan dan pelaporan periode berikutnya. Dalam reporting cycle. During the survey process, respondents
proses survei, para responden diasumsikan memberikan were assumed to provide assessments based on conditions,
penilaian dengan merujuk pada kondisi, pengalaman, serta experiences, and dynamics occurring throughout 2025,
dinamika yang terjadi sepanjang tahun 2025, sehingga ensuring that the results reflect the Company’s actual
hasil yang diperoleh tetap mencerminkan konteks aktual operational and business environment context. To enrich
operasional dan lingkungan bisnis perusahaan. Untuk perspectives and enhance objectivity, the Company also
memperkaya perspektif serta meningkatkan objektivitas conducted benchmarking against peer companies within
penilaian, Perseroan juga melakukan benchmarking the same industry to ensure that identified topics remain
terhadap sejumlah perusahaan pada industri sejenis guna aligned with best practices and sustainability trends in the
memastikan bahwa topik yang diidentifikasi tetap selaras financing sector.
dengan praktik terbaik dan tren keberlanjutan di sektor
pembiayaan.
Dalam pelaksanaannya, penentuan topik material In its implementation, the determination of material
menggunakan kerangka double materiality yang topics applies a double materiality framework, which
mempertimbangkan dua perspektif utama. Perspektif considers two primary perspectives. The first perspective
pertama menilai sejauh mana aktivitas perusahaan assesses the extent to which the Company’s activities
memberikan dampak, baik positif maupun negatif, create positive or negative impacts on the environment,
terhadap lingkungan, masyarakat, pekerja, konsumen, society, workers, consumers, and the economy. The
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dan ekonomi. Perspektif kedua mengevaluasi bagaimana second perspective evaluates how ESG issues may affect
isu ESG berpotensi memengaruhi kinerja keuangan the Company’s financial performance, including revenues,
perusahaan, termasuk pendapatan, biaya, risiko, aset, costs, risks, assets, liabilities, and overall corporate
kewajiban, serta nilai perusahaan secara keseluruhan. value. This approach ensures that prioritized topics truly
Pendekatan ini membantu memastikan bahwa topik represent the most relevant sustainability issues from both
yang diprioritaskan benar-benar merepresentasikan isu impact and business resilience standpoints.
keberlanjutan yang paling relevan, baik dari sisi dampak
maupun ketahanan bisnis.
Proses penentuan dilakukan melalui beberapa tahapan The determination process is carried out through several
yang terstruktur. Tahap awal dimulai dengan identifikasi structured stages. The initial stage involves identifying a
daftar topik material ESG yang mengacu pada berbagai list of ESG material topics based on applicable standards
standar dan praktik terbaik yang berlaku. Selanjutnya, and best practices. Next, internal perceptions are gathered
persepsi internal dikumpulkan untuk menilai besaran to assess the magnitude of impacts as well as potential
dampak serta potensi risiko dan peluang finansial dari financial risks and opportunities for each topic. The results
masing-masing topik. Hasil penilaian tersebut kemudian are then combined into a materiality matrix to determine
dikombinasikan dalam materiality matrix guna menentukan the priority level of each issue.
tingkat prioritas setiap isu.
Tahapan berikutnya mencakup penetapan topik Subsequent stages include establishing priority material
material prioritas yang akan menjadi fokus pengelolaan topics that will become the focus of the Company’s
perusahaan, dilanjutkan dengan validasi oleh manajemen management efforts, followed by validation by
untuk memastikan relevansinya dengan arah strategis management to ensure alignment with the Company’s
perusahaan. Topik yang telah disepakati kemudian strategic direction. Agreed topics are then mapped to
dipetakan dengan inisiatif konkret agar implementasinya concrete initiatives to enable measurable implementation.
dapat berjalan secara terukur. Kemudian, hasil materiality Finally, the results of the materiality assessment are
assessment diintegrasikan ke dalam laporan keberlanjutan integrated into the Sustainability Report and the
serta rencana strategis perusahaan, sehingga mampu Company’s strategic plans to support long-term decision-
mendukung pengambilan keputusan jangka panjang. making.
Proses untuk Menentukan Topik Material
Process for Determining Material Topics
Menyusun daftar awal topik ESG yang relevan bagi perusahaan. (mengacu pada standar
Identifikasi Daftar Topik Material ESG GRI, POJK, IFRS, SASB, dll)
Identification of ESG Material Topic List Developing an initial list of ESG topics relevant to the Company (referring to GRI, POJK,
IFRS, SASB standards, etc.)
Mengumpulkan persepsi internal tentang seberapa besar impact dan financial risk/
Survei Internal opportunity dari masing-masing topik
Internal Survey Collecting internal perceptions regarding the magnitude of impact and financial risk/
opportunity of each topic
Penyusunan Materiality Matrix Menggabungkan skor Impact dan Financial untuk menentukan prioritas topik
Preparation of Materiality Matrix Combining impact and financial scores to determine topic priorities
Penentuan Topik Material Prioritas Menentukan topik ESG yang akan menjadi fokus Perusahaan
Determination of Priority Material Topics Identifying ESG topics that will become the Company’s focus
Validasi Manajemen Memastikan hasil materialitas disetujui dan relevan dengan strategi perusahaan
Management Validation Ensuring that the materiality results are approved and aligned with the Company’s strategy
Mapping Inisiatif Topik Material Menghubungkan topik material dengan inisiatif konkret perusahaan
Mapping of Material Topic Initiatives Linking material topics to the Company’s concrete initiatives
Integrasi ke SR dan RAKB
Menggunakan hasil materialitas untuk pelaporan dan rencana strategis
Integration into the Sustainability
Utilizing materiality results for reporting and strategic planning
Report (SR) and RAKB
PT Mandiri Tunas Finance
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Tentang Laporan Keberlanjutan / About the Sustainability Report
Berdasarkan hasil materiality assessment tahun 2025, Based on the results of the 2025 materiality assessment,
Perseroan menetapkan dan memprioritaskan topik- the Company has identified and prioritized the ESG topics
topik ESG yang paling relevan dan signifikan. Topik- that are most relevant and significant. These material
topik material tersebut menjadi fokus pengelolaan dan topics serve as the focus of the Company’s management
pengungkapan Perseroan dalam Laporan Keberlanjutan and disclosure in the 2025 Sustainability Report, as
2025, sebagaimana disajikan pada tabel berikut: presented in the following table:
Daftar Topik Material
List of Material Topics [GRI 3-2]
Batasan Topik
Topic Boundary
Topik Material Mengapa Topik Ini Material Nomor Pengungkapan
No. Di Dalam Di Luar
Material Topics Why This Topic Is Material Disclosure Number
Perusahaan Perusahaan
Within the Outside the
Company Company
Menjaga kerahasiaan dan integritas data
pelanggan serta perusahaan menjadi krusial
untuk mempertahankan kepercayaan pemangku
kepentingan dan memitigasi risiko operasional
Keamanan Data GRI 418: Privasi Pelanggan
1. maupun hukum.
Data Security GRI 418: Customer Privacy
Maintaining the confidentiality and integrity
of customer and corporate data is crucial to
preserving stakeholder trust and mitigating
operational as well as legal risks.
Menjaga kerahasiaan dan integritas data
pelanggan serta perusahaan menjadi krusial
• GRI 2: Pengungkapan
Tata Kelola Perusahaan untuk mempertahankan kepercayaan pemangku
Umum;
yang Baik kepentingan dan memitigasi risiko operasional
2. GRI 2: General Disclosures -
Good Corporate maupun hukum.
• GRI 205: Anti Korupsi
Governance Ensure that the Company’s business operations are
GRI 205: Anti-Corruption
conducted in accordance with Good Corporate
Governance principles.
Perlindungan informasi pribadi nasabah berperan
penting dalam menjaga kepercayaan dan
Privasi Nasabah memenuhi ketentuan perlindungan data. GRI 418: Privasi Pelanggan
3. -
Customer Privacy The protection of customers’ personal information GRI 418: Customer Privacy
plays an important role in maintaining trust and
complying with data protection regulations.
Mendukung transisi menuju ekonomi berkelanjutan
Pembiayaan Hijau sekaligus membuka peluang pertumbuhan
Berkelanjutan portofolio pembiayaan yang bertanggung jawab.
4. - -
Green and Sustainable Supporting the transition toward a sustainable
Financing economy while creating opportunities for
responsible financing portfolio growth.
Pengembangan kompetensi dan kesejahteraan • GRI 401: Ketenagakerjaan;
Pengembangan dan karyawan berkontribusi pada produktivitas, retensi, GRI 401: Employment
Kesejahteraan Karyawan serta daya saing perusahaan. • GRI 404: Pelatihan dan
5. -
Employee Development Employee competency development and well- Pendidikan
and Wellbeing being contribute to productivity, retention, and the GRI 404: Training and
Company’s competitiveness. Education
Efisiensi penggunaan sumber daya membantu
Efisiensi Lingkungan menekan dampak lingkungan sekaligus
Operasional meningkatkan efisiensi biaya operasional. GRI 302: Energi
6. -
Operational Environmental Efficient use of resources helps reduce GRI 302: Energy
Efficiency environmental impact while also improving
operational cost efficiency.
Memperluas akses layanan pembiayaan mendukung
inklusi keuangan dan memperkuat basis pelanggan.
Akses dan Keterjangkauan
7. Expanding access to financing services supports -
Access & Affordability
financial inclusion and strengthens the customer
base.
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Batasan Topik
Topic Boundary
Topik Material Mengapa Topik Ini Material Nomor Pengungkapan
No. Di Dalam Di Luar
Material Topics Why This Topic Is Material Disclosure Number
Perusahaan Perusahaan
Within the Outside the
Company Company
Pengelolaan insiden kritis penting untuk menjaga
Manajemen Risiko Insiden kelangsungan operasional dan meminimalkan
Kritis dampak terhadap bisnis.
8. - -
Critical Incident Risk Effective management of critical incidents is
Management essential to maintain operational continuity and
minimize potential impacts on the business.
• GRI 405: Keberagaman dan
Lingkungan kerja yang inklusif meningkatkan Kesetaraan Kesempatan;
Keterlibatan, Keragaman,
keterlibatan karyawan dan mendorong inovasi GRI 405: Diversity and
dan Inklusi Karyawan
9. organisasi. Equal Opportunity -
Employee Engagement,
An inclusive work environment enhances employee • GRI 406: Non-diskriminasi
Diversity and Inclusion
engagement and fosters organizational innovation. GRI 406: Non-
Discrimination
Pengelolaan pengadaan yang efisien membantu
mengoptimalkan biaya dan mendorong praktik
Efisiensi Pengadaan GRI 204: Praktik Pengadaan
rantai pasok yang bertanggung jawab.
10. Materials Sourcing and GRI 204: Procurement
Efficient procurement management helps optimize
Efficiency Practices
costs and promote responsible supply chain
practices.
Keterlibatan dengan masyarakat memperkuat
hubungan sosial dan menciptakan dampak positif
Keterlibatan Masyarakat yang berkelanjutan. GRI 413: Masyarakat Lokal
11. -
Community Engagement Community engagement strengthens social GRI 413: Local Communities
relationships and creates sustainable positive
impact.
Pengelolaan emisi mendukung kontribusi
perusahaan terhadap mitigasi perubahan iklim serta
Emisi Gas Rumah Kaca ekspektasi regulator dan investor.
12. GRI 305: Emisi -
GHG Emissions Emissions management supports the Company’s
contribution to climate change mitigation and
meets the expectations of regulators and investors.
Selanjutnya, Perseroan menguraikan pengelolaan Furthermore, the Company elaborates on the management
atas masing-masing topik material tersebut, termasuk of each material topic, including the management
pendekatan manajemen, kebijakan, serta inisiatif yang approach, policies, and initiatives implemented to address
dijalankan untuk mengelola dampak, risiko, dan peluang relevant impacts, risks, and opportunities. Going forward,
yang relevan. Ke depan, Perseroan akan meninjau the Company will periodically review the relevance of
kembali relevansi topik material secara berkala dengan its material topics by considering business dynamics,
mempertimbangkan dinamika bisnis, perubahan regulasi, regulatory changes, and stakeholder feedback, to ensure
serta masukan pemangku kepentingan, agar strategi that its sustainability strategy and disclosures remain
dan pengungkapan keberlanjutan tetap selaras dengan aligned with evolving needs and expectations.
kebutuhan dan ekspektasi yang berkembang.
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Strategi Keberlanjutan / Sustainability Strategy
Strategi
Keberlanjutan
[OJK A.1][GRI 2-23][GRI 2-24]
Sustainability Strategy
Dalam mendorong implementasi
aspek ESG, Perseroan memiliki visi
“Leading in Sustainable Finance
Company in Indonesia”. Visi tersebut
didukung oleh tiga pilar utama yakni
Sustainable Financing, Sustainable
Operation, dan Sustainability Beyond
Financing.
In promoting the implementation of ESG aspects,
the Company upholds the vision of becoming a
“Leading Sustainable Finance Company in Indonesia”.
This vision is supported by three main pillars, namely
Sustainable Financing, Sustainable Operations, and
Sustainability Beyond Financing.
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2025 Sustainability Report 19
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Strategi Keberlanjutan / Sustainability Strategy
Keberlanjutan merupakan konsep yang menekankan Sustainability is a concept that emphasizes the importance
pentingnya menjalankan usaha keberlanjutan dengan of conducting business in a sustainable manner by taking
memperhatikan dampak aktivitas bisnis dan operasional into account the impact of corporate business and
perusahaan terhadap lingkungan dan masyarakat. operational activities on the environment and society.
Sebagai bagian dari strategi pengembangan usaha jangka As part of its long-term business development strategy,
panjang, Mandiri Tunas Finance mengarahkan penerapan Mandiri Tunas Finance directs the implementation of
keberlanjutan melalui pendekatan Environmental, Social, sustainability through an Environmental, Social, and
and Governance (ESG). Governance (ESG) approach.
Pendekatan ini diwujudkan dalam langkah strategis pada This approach is realized through strategic initiatives,
penguatan tata kelola melalui penyusunan kerangka including strengthening governance through the
kerja (framework), peta jalan (roadmap), pembentukan development of a framework and roadmap, establishing
struktur organisasi ESG yang lebih terintegrasi, hingga a more integrated ESG organizational structure, and
pengembangan produk dan layanan pembiayaan developing financing products and services categorized
yang dikategorikan sebagai Kategori Kegiatan Usaha under the Sustainable Business Activity Category (KKUB).
Berkelanjutan (KKUB). Hal ini merupakan bentuk komitmen This reflects Mandiri Tunas Finance’s commitment to
bagi Mandiri Tunas Finance untuk mengintegrasikan integrating ESG aspects into all business strategies and
aspek ESG ke dalam seluruh strategi bisnis dan kegiatan operational activities.
operasional.
Prinsip Penerapan Keuangan Berkelanjutan
Principles For The Implementation of Sustainable Finance
Dalam menerapkan keuangan berkelanjutan melalui In implementing sustainable finance through the ESG
pendekatan ESG, Perseroan mengacu pada delapan approach, the Company refers to the eight Sustainable
Prinsip Keuangan Berkelanjutan sesuai pasal 2 Peraturan Finance Principles in accordance with Article 2 of Financial
Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 Services Authority Regulation No. 51/POJK.03/2017
tentang Penerapan Keuangan Berkelanjutan bagi concerning the Implementation of Sustainable Finance
Lembaga Jasa Keuangan, Emiten dan Perusahaan Publik. for Financial Services Institutions, Issuers, and Public
Adapun kedelapan prinsip keuangan berkelanjutan yang Companies. The eight sustainable finance principles
dikembangkan Perseroan adalah sebagai berikut: adopted by the Company are as follows:
8 Prinsip Keuangan Berkelanjutan / 8 Sustainable Finance Principles
Prinsip Pengelolaan Risiko
Prinsip Investasi Prinsip Strategi & Praktik
Sosial & Lingkungan Hidup
Bertanggung Jawab Bisnis Berkelanjutan Prinsip Tata Kelola
Principles of Social &
Principles of Responsible Principles of Sustainable Governance Principles
Environmental Risk
Investment Business Strategies & Practices Management
Prinsip Komunikasi Prinsip Pengembangan Prinsip Koordinasi
yang Informatif Prinsip Inklusif Sektor Unggulan Prioritas & Kolaborasi
Principle of Informative Inclusive Principle Principles of Priority Leading Principles of Coordination
Communication Sector Development & Collaboration
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01 Prinsip Investasi Bertanggung Jawab
Principles of Responsible Investment
Investasi bertanggung jawab (responsible investment) adalah Responsible investment is an investment approach that
pendekatan investasi yang mempertimbangkan faktor considers economic, social, environmental, and governance
ekonomi, sosial, lingkungan hidup, dan tata kelola dalam factors in investment decision-making. Through this approach,
keputusan investasi. Dengan demikian Lembaga Keuangan Financial Institutions are able to manage risks more effectively
dapat mengelola risiko secara lebih baik dan menghasilkan and generate sustainable long-term returns. This principle
keuntungan jangka panjang yang berkelanjutan. Prinsip ini applies to both the mobilization and allocation of funds by
berlaku untuk penghimpunan dan penyaluran dana yang considering the enhancement of economic benefits, social
mempertimbangkan peningkatan keuntungan ekonomi, welfare, environmental quality, and the strengthening of
kesejahteraan sosial, kualitas lingkungan hidup, dan governance as the ultimate objectives.
penegakan tata kelola sebagai tujuan akhir.
Penerapan MTF / MTF Implementation
Perseroan menerapkan prinsip investasi bertanggung The Company implements the principle of responsible
jawab dengan mengintegrasikan pertimbangan ekonomi, investment by integrating economic, social, environmental,
sosial, lingkungan hidup, dan tata kelola dalam penyaluran and governance considerations into its financing activities.
pembiayaan. Implementasi prinsip ini diwujudkan melalui The implementation of this principle is reflected through
pembiayaan kendaraan bermotor dan pembiayaan multiguna vehicle financing and multipurpose financing for MSMEs to
bagi UMKM untuk mendukung pertumbuhan ekonomi dan support economic growth and social welfare, as well as the
kesejahteraan sosial, serta pengembangan pembiayaan development of electric vehicle (EV) financing as part of its
kendaraan listrik (Electric Vehicle/EV) sebagai bagian dari long-term commitment to environmental sustainability. To
komitmen jangka panjang terhadap keberlanjutan lingkungan. support the quality of its financing portfolio, the Company
Dalam mendukung kualitas portofolio pembiayaan, Perseroan is equipped with risk assessment and mapping tools that
dilengkapi dengan perangkat penilaian dan pemetaan risiko consider potential environmental and social risk impacts in the
yang mempertimbangkan potensi dampak risiko lingkungan management of assets and liabilities, ensuring that business
dan sosial dalam pengelolaan aset dan kewajiban, sehingga processes are conducted in a prudent and sustainable manner.
proses bisnis dijalankan secara pruden dan berkelanjutan.
02 Prinsip Strategi dan Praktik Bisnis Berkelanjutan
Principles of Sustainable Business Strategy & Practices
Lembaga Keuangan menekankan pencapaian tujuan jangka Financial Institutions emphasize the achievement of long-
panjang dan penetapan strategi jangka pendek yang term objectives and the formulation of short-term strategies
merupakan bagian dari upaya pencapaian tujuan jangka as part of the effort to achieve those long-term goals. The
panjang. Strategi dan praktik bisnis dimaksud meliputi visi, business strategies and practices referred to include the
misi, struktur organisasi, rencana strategis, standar prosedur vision, mission, organizational structure, strategic plans,
operasional, program kerja sampai pada penetapan faktor standard operating procedures, work programs, as well
risiko dalam penghimpunan atau penyaluran dana. as the determination of risk factors in the mobilization and
allocation of funds.
Penerapan MTF / MTF Implementation
Perseroan telah merumuskan dan menerapkan strategi The Company has formulated and implemented a five-year
berkelanjutan untuk periode lima tahun (2023–2027) yang sustainability strategy (2023–2027) that is integrated with
terintegrasi dengan strategi bisnis perusahaan. Strategi its corporate business strategy. The strategy encompasses
tersebut mencakup visi, misi, rencana strategis, struktur the vision, mission, strategic plans, organizational structure,
organisasi, prosedur operasional, serta pengelolaan risiko, operational procedures, and risk management, and is
dan diimplementasikan secara bertahap dalam jangka implemented gradually across the short, medium, and long
pendek, menengah, dan panjang. term.
Dalam implementasinya, Perseroan berfokus pada tiga pilar In its implementation, the Company focuses on three main
strategi utama, yaitu pengembangan segmen bisnis captive strategic pillars: the development of the captive business
yang berasal dari Bank Mandiri, penguatan segmen bisnis segment originating from Bank Mandiri, strengthening the
dealer dan partner, serta optimalisasi pemanfaatan data dealer and partner business segments, and optimizing the
untuk menciptakan nilai tambah bagi pelanggan. Pendekatan use of data to create added value for customers. This phased
bertahap ini memungkinkan Perseroan membangun fondasi approach enables the Company to build a strong business
bisnis yang kuat, meningkatkan daya saing, serta menjaga foundation, enhance competitiveness, and sustain growth
pertumbuhan yang berkelanjutan dengan tetap memperhatikan while maintaining the quality of its financing portfolio.
kualitas pembiayaan.
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Strategi Keberlanjutan / Sustainability Strategy
03 Prinsip Pengelolaan Risiko Sosial dan Lingkungan Hidup
Principles of Social & Environmental Risk Management
Setiap Lembaga Keuangan harus memiliki prinsip kehati- Every Financial Institution must apply the principle of
hatian dalam mengukur risiko sosial dan lingkungan hidup prudence in assessing social and environmental risks arising
dari aktivitas penghimpunan dan penyaluran dana. Aktivitas from its fund mobilization and allocation activities. Such
tersebut termasuk identifikasi, pengukuran, pengendalian, activities include identification, measurement, control, and
dan pemantauan. Risiko sosial dan lingkungan hidup dalam monitoring. Social and environmental risks in the activities
aktivitas Lembaga Keuangan mencakup dampak sosial dan of Financial Institutions include potential negative social and
lingkungan hidup yang bersifat negatif dari proyek atau environmental impacts resulting from the projects or activities
kegiatan yang dibiayai. being financed.
Penerapan MTF / MTF Implementation
Perseroan menerapkan prinsip kehati-hatian dalam The Company applies the principle of prudence in managing
mengelola risiko sosial dan lingkungan hidup yang timbul social and environmental risks arising from its financing
dari aktivitas pembiayaan. Risiko tersebut terutama berkaitan activities. These risks primarily relate to non-compliance with
dengan ketidakpatuhan terhadap peraturan lingkungan dan environmental and social regulations, which may potentially
sosial yang berpotensi memengaruhi keberlanjutan proyek affect the sustainability of projects and the debtor’s ability
serta kemampuan debitur dalam memenuhi kewajiban to fulfil repayment obligations. As a mitigation measure, the
pembayaran. Sebagai langkah mitigasi, Perseroan melakukan Company conducts feasibility assessments of prospective
penilaian kelayakan calon debitur berdasarkan prinsip 5C debtors based on the 5C principles (Character, Capital,
(Character, Capital, Collateral, Capacity, dan Condition of Collateral, Capacity, and Condition of Economy), taking into
Economy) dengan mempertimbangkan keberlanjutan usaha account the sustainability of the financed business, in order
yang dibiayai, guna menjaga kualitas portofolio pembiayaan to maintain the quality of its financing portfolio and minimize
dan meminimalkan risiko jangka panjang. long-term risks.
04 Prinsip Tata Kelola
Principle of Good Corporate Governance
Penegakan tata kelola bagi Lembaga Keuangan diterapkan The implementation of governance within Financial
melalui manajemen dan operasi bisnis yang mencakup, Institutions is carried out through business management and
antara lain transparansi, akuntabel, bertanggung jawab, operations that encompass, among others, transparency,
independen, setara, dan wajar. accountability, responsibility, independence, fairness, and
equality.
Penerapan MTF / MTF Implementation
Sebagai bagian dari Mandiri Group, Perseroan berkomitmen As part of the Mandiri Group, the Company is committed
menerapkan prinsip Tata Kelola Perusahaan yang Baik (Good to consistently implementing Good Corporate Governance
Corporate Governance/GCG) secara konsisten dalam seluruh (GCG) principles across all business activities. The
aktivitas usaha. Penerapan GCG dipandang sebagai fondasi implementation of GCG is regarded as a fundamental
utama dalam mendukung pencapaian visi dan misi Perseroan foundation in supporting the sustainable achievement of the
secara berkelanjutan. Perseroan secara berkelanjutan Company’s vision and mission. The Company continuously
memperkuat struktur, kebijakan, dan proses tata kelola di strengthens its governance structure, policies, and
seluruh tingkatan organisasi guna memastikan transparansi, processes at all organizational levels to ensure transparency,
akuntabilitas, dan perlindungan terhadap kepentingan accountability, and the protection of the interests of
pemegang saham serta pemangku kepentingan lainnya. shareholders and other stakeholders.
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05 Prinsip Komunikasi yang Informatif
Principle of Informative Communication
Every Financial Institution must prepare and provide
Setiap Lembaga Keuangan harus menyiapkan dan
menyediakan laporan yang informatif mencakup strategi, tata informative reports covering the company’s/institution’s
kelola, kinerja, dan prospek perusahaan/lembaga. Laporan strategy, governance, performance, and prospects. The
harus mudah dipahami, dapat dipertanggungjawabkan reports must be clear, understandable, accountable, and
dan disampaikan melalui media komunikasi yang efektif, delivered through effective communication channels that are
dan dapat dijangkau oleh seluruh pemangku kepentingan. accessible to all stakeholders. The mandatory reports to be
Pelaporan yang wajib disusun oleh Lembaga Keuangan prepared by Financial Institutions are the Sustainable Finance
adalah RAKB dan Laporan Keberlanjutan. Action Plan (RAKB) and the Sustainability Report.
Penerapan MTF / MTF Implementation
Perseroan menyampaikan dan mempublikasikan informasi The Company discloses and publishes information related
terkait kinerja dan kewajiban keuangan berkelanjutan secara to its performance and sustainable finance obligations on a
rutin, non-rutin, dan insidental melalui saluran komunikasi regular, non-regular, and incidental basis through its official
resmi Perseroan, termasuk website Perseroan serta pelaporan communication channels, including the Company’s website
kepada regulator. Pelaporan tersebut mencakup penyusunan and regulatory reporting. Such disclosures include the
dan penyampaian Rencana Aksi Keuangan Berkelanjutan preparation and submission of the Sustainable Finance Action
(RAKB) dan Laporan Keberlanjutan sebagai bentuk komitmen Plan (RAKB) and the Sustainability Report as a manifestation of
Perseroan terhadap transparansi, akuntabilitas, dan the Company’s commitment to transparency, accountability,
keterbukaan informasi bagi pemangku kepentingan. and information disclosure to stakeholders.
06 Prinsip Inklusif
Principle of Inclusivity
Setiap Lembaga Keuangan harus berupaya untuk menjamin Every Financial Institution must strive to ensure the availability
ketersediaan dan keterjangkauan produk dan/atau jasa and affordability of its products and/or services so that they
sehingga dapat diakses oleh seluruh lapisan masyarakat can be accessed by all segments of society, including those
termasuk yang belum memiliki akses terhadap produk dan/ who do not yet have access to banking products and/or
atau jasa perbankan. Jenis produk dan/atau jasa Lembaga services. The types of products and/or services offered by
Keuangan yang ditawarkan diharapkan mencakup seluruh Financial Institutions are expected to cover all sectors of the
sektor ekonomi sesuai dengan kebutuhan masyarakat dan economy in accordance with public needs and Government
kebijakan Pemerintah. policies.
Penerapan MTF / MTF Implementation
Perseroan berkomitmen menyediakan produk pembiayaan The Company is committed to providing financing products
yang dapat diakses oleh berbagai lapisan masyarakat. that are accessible to various segments of society. In addition
Selain pembiayaan kendaraan bermotor dan alat berat, to vehicle and heavy equipment financing, the Company also
Perseroan juga menyediakan pembiayaan multiguna yang offers multipurpose financing that can be utilized for various
dapat dimanfaatkan untuk berbagai kebutuhan konsumsi household and business needs. To expand access to financial
rumah tangga dan usaha. Untuk memperluas akses layanan services, the Company develops its distribution network
keuangan, Perseroan mengembangkan jaringan distribusi through branch offices located across various regions of
melalui kantor cabang yang tersebar di berbagai wilayah Indonesia, enabling its financing services to reach the public
Indonesia, sehingga layanan pembiayaan dapat menjangkau more broadly and inclusively.
masyarakat secara lebih luas dan inklusif.
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Strategi Keberlanjutan / Sustainability Strategy
07 Prinsip Pengembangan Sektor Unggulan Prioritas
Principles of Priority Sector Development
Dalam menetapkan prioritas sektor, setiap Lembaga In determining sector priorities, every Financial Institution
Keuangan harus mempertimbangkan sektor-sektor must consider priority leading sectors as established by
unggulan prioritas yang telah ditetapkan oleh Pemerintah the Government through the National Medium-Term
melalui Rencana Pembangunan Jangka Menengah dan Development Plan (RPJMN) and the National Long-Term
Jangka Panjang (RPJMN dan RPJP). Hal ini dilakukan Development Plan (RPJP). This is intended to support the
untuk mendukung pencapaian tujuan pembangunan achievement of sustainable development goals, including
berkelanjutan, termasuk penanganan perubahan iklim. efforts to address climate change.
Penerapan MTF / MTF Implementation
Perseroan menetapkan sektor unggulan prioritas dalam The Company has identified priority sectors for financing
penyaluran pembiayaan guna mendukung kebijakan distribution to support national development policies
pembangunan nasional dan tujuan pembangunan and sustainable development goals. These priority
berkelanjutan. Sektor prioritas tersebut meliputi sectors include working capital financing for micro-scale
pembiayaan modal kerja untuk usaha berskala mikro businesses through multipurpose financing, as well as
melalui pembiayaan multiguna, serta pembiayaan moda financing for environmentally friendly road transportation
transportasi jalan ramah lingkungan seperti kendaraan modes such as electric vehicles. The determination of
listrik. Penetapan sektor prioritas ini bertujuan untuk these priority sectors aims to balance business growth
menyeimbangkan pertumbuhan bisnis dengan kontribusi with contributions to climate change mitigation and the
terhadap mitigasi perubahan iklim dan peningkatan improvement of community welfare.
kesejahteraan masyarakat.
08 Prinsip Koordinasi & Kolaborasi
Principles of Coordination & Collaboration
Dalam rangka menyelaraskan strategi/kebijakan, peluang In order to align strategies/policies, business opportunities,
bisnis, dan inovasi produk dengan kepentingan nasional, and product innovation with national interests, Financial
Lembaga Keuangan berpartisipasi aktif dalam forum/ Institutions actively participate in forums, activities,
kegiatan/kerja sama terkait keuangan berkelanjutan, baik and collaborations related to sustainable finance at the
dalam tingkat regional/nasional/lokal. regional, national, and local levels.
Penerapan MTF / MTF Implementation
Perseroan secara aktif melakukan koordinasi dan kolaborasi The Company actively engages in coordination and
dengan induk perusahaan, regulator, asosiasi industri, collaboration with its parent company, regulators, industry
serta mitra bisnis dalam rangka menyelaraskan strategi dan associations, and business partners in order to align its
pengembangan keuangan berkelanjutan. Implementasi strategy and sustainable finance development initiatives.
kolaborasi tersebut dilakukan melalui partisipasi Such collaboration is implemented through participation
dalam forum dan kegiatan sosialisasi, penyampaian in forums and outreach activities, the periodic submission
laporan keuangan berkelanjutan secara berkala, serta of sustainable finance reports, and the development of
pengembangan kerja sama pembiayaan pada sektor- financing partnerships in priority sectors.
sektor prioritas. Dalam pelaksanaannya, Perseroan In practice, the Company establishes cooperation with
menjalin kerja sama dengan berbagai mitra strategis, various strategic partners, including Brand Holders
termasuk Agen Pemegang Merek (APM) dan dealer (APM) and affiliated dealers, particularly in supporting
rekanan, khususnya dalam mendukung pengembangan the development of environmentally friendly vehicle
pembiayaan kendaraan ramah lingkungan, sebagai financing, as part of its efforts to promote business growth
bagian dari upaya mendorong pertumbuhan bisnis yang in line with sustainability principles.
selaras dengan prinsip keberlanjutan.
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Visi, Misi, dan Tujuan Penerapan Keuangan
Berkelanjutan
Vision, Mission, and Objectives of Sustainable Finance Implementation
Dalam mendorong implementasi aspek ESG, Perseroan In promoting the implementation of ESG aspects, the
memiliki visi “Leading in Sustainable Finance Company Company upholds the vision of becoming a “Leading
in Indonesia”, yang mencerminkan komitmen Perseroan Sustainable Finance Company in Indonesia,” which
untuk mengambil peran kepemimpinan dalam penerapan reflects its commitment to taking a leadership role in the
keuangan berkelanjutan di industri pembiayaan nasional. implementation of sustainable finance within the national
Visi tersebut didukung oleh tiga pilar utama yang selaras financing industry. This vision is supported by three main
dengan Peraturan Otoritas Jasa Keuangan Nomor pillars aligned with Financial Services Authority Regulation
51/2017 dan MSMPG Bank Mandiri dengan fokus pada No. 51/2017 and Bank Mandiri’s MSMPG, focusing on
integrasi prinsip-prinsip ESG ke dalam seluruh aspek the integration of ESG principles into all aspects of the
operasional dan bisnis perusahaan. Ketiga pilar tersebut Company’s operations and business activities. The three
yakni Sustainable Financing, Sustainable Operation, dan pillars are Sustainable Financing, Sustainable Operations,
Sustainability Beyond Financing. and Sustainability Beyond Financing.
Melalui visi dan pilar-pilar tersebut, Perseroan menegaskan Through this vision and its supporting pillars, the Company
bahwa aktivitas bisnis dan operasional tidak hanya berfokus affirms that its business and operational activities are not
pada pencapaian pertumbuhan ekonomi berkelanjutan, solely focused on achieving sustainable economic growth,
tetapi juga memiliki peran dalam menjaga kelestarian but also on preserving the environment and enhancing social
lingkungan dan meningkatkan kesejahteraan masyarakat. welfare. Accordingly, Mandiri Tunas Finance’s sustainability
Dengan demikian, visi keberlanjutan Mandiri Tunas Finance vision serves as a strategic foundation for every business
menjadi landasan strategis dalam setiap keputusan bisnis decision and ensures that all business activities contribute
perusahaan dan memastikan bahwa semua aktivitas bisnis positively to environmental and social aspects.
berkontribusi positif bagi lingkungan dan sosial.
Pilar dan Komitmen Keberlanjutan
Mandiri Tunas Finance
Mandiri Tunas Finance Sustainability Pillars and Commitments
PILAR ASPEK INISIATIF
PILLAR ASPECT INITIATIVE
Melakukan identifikasi dan penilaian pada aktivitas
penyaluran pembiayaan terhadap aspek-aspek lingkungan
dan sosial seperti:
• Perlindungan hak asasi manusia
Aspek Manajemen Risiko • Penerapan praktik ketenagakerjaan yang adil dan layak
Melakukan identifikasi dan penilaian • Keselamatan dan kesehatan karyawan
terhadap dampak lingkungan dan sosial yang • Perlindungan terhadap nasabah
dihasilkan melalui proses Environmental & • Parameter spesifik lainnya sesuai dengan sektor atau usaha
Social Due Dilligence (ESDD). yang dibiayai.
Risk Management Aspect Conducting identification and assessment of financing
Pilar 1 Conducting identification and assessment of distribution activities in relation to environmental and social
Sustainable Financing: Leading in environmental and social impacts through the aspects, such as:
Sustainable Financing Environmental & Social Due Diligence (ESDD) • Protection of human rights
Fokus dalam menjalankan aktivitas process. • Implementation of fair and decent labor practices
bisnis sebagai perusahaan pembiayaan • Employee health and safety
yang berkelanjutan dengan komitmen • Customer protection
“Leading in Sustainable Financing”. • Other specific parameters in accordance with the sector or
Pillar 1 business being financed.
Sustainable Financing: Leading in
Sustainable Financing
Focus on conducting business activities Aspek Pengembangan Bisnis
as a sustainable financing company, Fokus pengembangan bisnis pembiayaan berkelanjutan pada:
Memanfaatkan potensi pengembangan bisnis
with the commitment of “Leading in The focus of sustainable financing business development
pembiayaan berkelanjutan dengan mengacu
Sustainable Financing.” includes
pada KKUB (Kategori Kegiatan Usaha
• Pembiayaan kendaraan ramah lingkungan: pembiayaan
Berkelanjutan) dan/atau klasifikasi taksonomi
untuk kendaraan yang mendukung mobilitas rendah emisi,
keberlanjutan yang relevan.
seperti kendaraan listrik atau kendaraan berteknologi
Business Development Aspect
low emission, sesuai ketentuan dan kriteria yang berlaku.
Leveraging the potential for sustainable
Environmentally friendly vehicle financing: financing
financing business development by
for vehicles that support low-emission mobility, such as
referring to the Sustainable Business
electric vehicles or vehicles with low-emission technology,
Activities Category (KKUB) and/or relevant
in accordance with applicable regulations and criteria.
sustainability taxonomy classifications.
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Strategi Keberlanjutan / Sustainability Strategy
PILAR ASPEK INISIATIF
PILLAR ASPECT INITIATIVE
• Pembiayaan UMKM: pembiayaan untuk memperluas
akses kepemilikan kendaraan niaga dan/atau permodalan
bagi UMKM, guna mendukung pertumbuhan usaha yang
inklusif dan berkelanjutan.
MSME Financing: financing to expand access to ownership
of commercial vehicles and/or capital for MSMEs, in order
to support inclusive and sustainable business growth.
Aspek Awareness
Berkomitmen untuk menumbuhkan kesadaran
di seluruh pemangku kepentingan termasuk
karyawan, konsumen, dan pihak ketiga
mengenai pentingnya aksi mitigasi dan
adaptasi terkait dampak lingkungan dan
sosial dari aktivitas ramah lingkungan. Program internalisasi budaya ramah lingkungan
Awareness Aspect Internal Program for the Institutionalization of an
Committed to fostering awareness among Environmentally Friendly Culture
all stakeholders, including employees,
customers, and third parties, regarding the
importance of mitigation and adaptation
actions related to the environmental and
social impacts of environmentally friendly
activities.
• Memiliki Business Continuity Management (BCM) yang
Aspek Mitigasi Risiko Operasional atas
rutin menyusun strategi Business Continuity Plan.
Perubahan Iklim
Having a Business Continuity Management (BCM) function
Proaktif melakukan identifikasi dan mitigasi
that regularly develops and updates Business Continuity
operasional yang muncul akibat perubahan
Plan (BCP) strategies.
iklim.
• Memiliki data center di dua lokasi berbeda sebagai upaya
Operational Risk Mitigation Aspect
mengurangi risiko dan sebagai manajemen risiko atas
Related to Climate Change
kehilangan data yang diakibatkan perubahan iklim.
Proactively conducting identification and
Having data centers in two different locations as an effort
Pilar 2 mitigation of operational risks arising from
to reduce risk and as part of risk management against data
Sustainable Operation: Contribute to climate change.
loss caused by climate change.
Reduce Emissions in Operation
Mendukung pencapaian komitmen Aspek Operasional Ramah Lingkungan • Mengkonversi beberapa kendaraan operasional berbahan
“Contribute to Reduce Emissions Berkomitmen menjalankan operasional ramah bakar bensin menjadi kendaraan berbasis listrik.
in Operation” untuk menjalankan lingkungan dengan tujuan menurunkan emisi Converting several gasoline-powered operational vehicles
operasional yang tidak hanya efisien dan karbon terutama pada Scope 1 dan Scope 2 into electric vehicles
inovatif tetapi juga bertanggung jawab Environmentally Friendly Operational • Melakukan kampanye penghematan listrik kantor seperti
terhadap lingkungan dan sosial. Aspect mematikan lampu pada jam istirahat dan mencabut kabel-
Pillar 2 Committed to conducting environmentally kabel alat elektronik.
Sustainable Operation: Contribute to friendly operations with the objective of Conducting office electricity-saving campaigns, such
Reduce Emissions in Operation reducing carbon emissions, particularly in as turning off lights during break times and unplugging
Supporting the achievement of the Scope 1 and Scope 2. electronic
commitment to “Contribute to Reduce
• Mengimplementasikan kebijakan yang menghargai
Emissions in Operation” by carrying out
keberagaman karyawan secara setara di seluruh proses
operations that are not only efficient and
rekrutmen, pelatihan, promosi, dan kegiatan kepegawaian
innovative, but also environmentally and
lainnya.
socially responsible.
Implementing policies that value employee diversity
Aspek Pengelolaan SDM yang Memperluas equally across all recruitment, training, promotion, and
Keberagaman dan Kesetaraan other employment processes.
Berkomitmen untuk menciptakan lingkungan • Menjamin pemenuhan setiap hak pegawai sesuai dengan
kerja yang inklusif dan setara. peraturan perundang-undangan termasuk hak atas jaminan
Human Capital Management Aspect to sosial, kesehatan, dan kecelakaan kerja.
Promote Diversity and Equality Ensure the fulfillment of every employee’s rights in
Committed to creating an inclusive and accordance with prevailing laws and regulations, including
equitable work environment. the right to social security, healthcare, and workplace
accident insurance.
• Melakukan penilaian berbasis performa dan
memprioritaskan umpan-balik dari karyawan.
Conduct performance-based evaluations and prioritize
feedback from employees.
Aspek Keamanan Teknologi dan
• Memperkuat infrastruktur keamanan Teknologi Informasi
Perlindungan Data Debitur
secara berkelanjutan.
Berkomitmen untuk melindungi data debitur
Continuously strengthen Information Technology security
dan memastikan sistem teknologi yang
infrastructure.
digunakan selalu andal dan aman.
• Membangun IT Security Awareness ke seluruh karyawan
Technology Security and Debtor Data
melalui publikasi poster atau sosialisasi.
Protection Aspect
Build IT Security Awareness among all employees through
Committed to protecting debtor data and
poster publications or awareness sessions.
ensuring that the technology systems used
are always reliable and secure.
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PILAR ASPEK INISIATIF
PILLAR ASPECT INITIATIVE
• Implementasi Undang-undang Perlindungan Data Pribadi
dan penerapan kebijakan keamanan data.
Implement the Personal Data Protection Law and enforce
data security policies.
• Pengembangan proses operasional dengan digitalisasi
dokumen-dokumen internal.
Develop operational processes through the digitalization
of internal documents.
• Penyediaan produk dan layanan yang terjangkau seperti
pilihan pembiayaan yang fleksibel.
Provide affordable products and services, such as flexible
financing options.
• Digitalisasi layanan keuangan yang memungkinkan
masyarakat mengakses pembiayaan lebih mudah seperti
Aspek Inklusi Keuangan
MTF Mobile, MTF 1Access, integrasi pada Livin’ Mandiri.
Pilar 3 Berperan dalam mendukung pertumbuhan
Digitalize financial services to enable easier access to
Sustainability Beyond Financing: ekonomi berkelanjutan melalui pendekatan
financing for the public, such as through MTF Mobile, MTF
Growth in Social Impacts inklusif yang menjangkau masyarakat
1Access, and integration with Livin’ Mandiri.
Memperluas komitmen terhadap sehingga memungkinkan masyarakat
• Pembentukan agen keuangan dengan mengembangkan
keberlanjutan dengan memperluas mendapatkan akses ke layanan keuangan
jaringan agen atau mitra seperti Agen Multiguna dan Agen
dampak sosial melalui kontribusi di yang mendukung.
Referral.
luar aspek bisnis yang bertujuan untuk Financial Inclusion Aspect
Establish financial agents by expanding agent or partner
meningkatkan kesejahteraan masyarakat Playing a role in supporting sustainable
networks, such as Agen Multiguna and Referral Agents.
dan lingkungan untuk mencapai economic growth through an inclusive
• Produk pembiayaan yang mendukung kendaraan listrik,
komitmen “Growth in Social Impacts”. approach that reaches the broader
sejalan dengan praktik ESG.
Pillar 3 community, thereby enabling people to gain
Offer financing products that support electric vehicles, in
Sustainability Beyond Financing: access to supportive financial services.
line with ESG practices.
Growth in Social Impacts • Sistem pembayaran yang inklusif dengan menyediakan
Expanding the commitment to kemudahan bagi debitur untuk melakukan pembayaran
sustainability by broadening social melalui payment channel.
impact contributions beyond business Implement inclusive payment systems by providing
aspects, with the aim of enhancing convenient payment channels for debtors.
community and environmental welfare
in order to achieve the commitment of Aspek Corporate Social Responsibility (CSR)
“Growth in Social Impacts.” Berkomitmen mendukung implementasi ESG • Pemberdayaan Usaha Mikro, Kecil, dan Menengah
melalui berbagai inisiatif CSR yang mencakup (UMKM).
berbagai aspek sosial dan lingkungan. Empower Micro, Small, and Medium Enterprises (MSMEs).
Corporate Social Responsibility (CSR) Aspect • Program pelestarian lingkungan, peningkatan pendidikan,
Committed to supporting the implementation dan kesehatan masyarakat.
of ESG through various CSR initiatives that Environmental conservation programs, as well as initiatives
encompass a wide range of social and to improve education and public health.
environmental aspects.
Governance (Tata Kelola)
Enabler Menuangkan komitmen terkait keberlanjutan ke dalam kerangka kerja, tata kelola, organisasi, dan proses
Untuk memastikan inisiatif tiga pilar internal terkait implementasi aspek ESG sesuai dengan ketentuan regulasi atau standar yang berlaku.
strategi dapat berjalan dengan Articulate sustainability commitments within the framework, governance, organizational structure, and
baik, maka diperlukan penguatan internal processes related to the implementation of ESG aspects, in accordance with applicable regulations
inisiatif enabler terkait tata kelola, or standards
pengembangan kapasitas, serta Capacity Development
pengungkapan yang sesuai best Mengembangkan dan meningkatkan sistem serta sumber daya manusia dalam aspek kinerja dan kapasitas
practices untuk memastikan praktik ESG. Pengembangan kapasitas dilakukan melalui peningkatan awareness, pemahaman, dan kapabilitas
keberlanjutan terinternalisasi secara karyawan baik dari segi operasional dan bisnis melalui aspek ESG. Peningkatan kemampuan dilaksanakan
efektif untuk mencapai tujuan “Leading melalui kegiatan sosialisasi, internalisasi budaya, pelatihan, penyuluhan, dan/atau aktivitas peningkatan
in Sustainable Finance Company in kemampuan lainnya.
Indonesia”. Develop and enhance systems and human resources in terms of ESG performance and capacity. Capacity
To ensure that the initiatives of the development is carried out by increasing employees’ awareness, understanding, and capabilities in both
three strategic pillars are effectively operational and business aspects through ESG integration. Capability enhancement is implemented through
implemented, it is necessary to socialization programs, cultural internalization, training, workshops, and/or other competency development
strengthen enabling initiatives related activities.
to governance, capacity development,
and disclosures in accordance with Disclosure
best practices, so that sustainability Dalam hal transparansi penerapan dan strategi keberlanjutan, MTF berkomitmen melakukan pemaparan
practices are effectively internalized secara komprehensif sesuai dengan standar dan praktik yang berlaku melalui corporate website, Laporan
in achieving the goal of becoming the Keberlanjutan, media sosial, dan sebagainya.
“Leading Sustainable Finance Company In terms of transparency in the implementation and sustainability strategy, MTF is committed to providing
in Indonesia.” comprehensive disclosures in accordance with applicable standards and practices through its corporate
website, Sustainability Report, social media, and other communication channels.
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Strategi Keberlanjutan / Sustainability Strategy
Penerapan Keuangan Berkelanjutan
Implementation of Sustainable Finance
Penyusunan Rencana Aksi Keuangan Berkelanjutan (RAKB) The preparation of the Sustainable Finance Action Plan
merupakan wujud nyata komitmen Perseroan dalam (RAKB) represents the Company’s concrete commitment
menerapkan prinsip keuangan berkelanjutan melalui to implementing sustainable finance principles through
penguatan tata kelola. RAKB disusun dengan mengacu strengthened governance. The RAKB is developed in
pada ketentuan Peraturan Otoritas Jasa Keuangan reference to the Financial Services Authority Regulation
Nomor 51/POJK.03/2017 tentang Penerapan Keuangan Number 51/POJK.03/2017 concerning the Implementation
Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan of Sustainable Finance for Financial Services Institutions,
Perusahaan Publik. Issuers, and Public Companies.
Dalam perumusannya, Perseroan tidak hanya In its formulation, the Company does not solely focus
menitikberatkan pada pengembangan produk dan on the development of sustainable financial products
layanan keuangan berkelanjutan, tetapi juga mencakup and services but also encompasses efforts to enhance
upaya peningkatan kapasitas internal serta penyesuaian internal capacity and adjust organizational structures
struktur organisasi dan tata kelola, sebagaimana diatur and governance, as stipulated under Article 7 of the
dalam Pasal 7 POJK Keuangan Berkelanjutan. Selain itu, Sustainable Finance POJK. In addition, the RAKB
RAKB memuat inisiatif yang mencakup aspek Lingkungan, includes initiatives covering Environmental, Social, and
Sosial, dan Tata Kelola (LST/ESG), sebagai bagian dari Governance (ESG) aspects as part of the Company’s
komitmen Perseroan untuk mendorong pertumbuhan commitment to promoting sustainable economic growth
ekonomi yang berkelanjutan sekaligus berkontribusi while contributing to environmental preservation and
terhadap pelestarian lingkungan dan peningkatan improving public welfare.
kesejahteraan masyarakat.
Adapun Program RAKB ini berfokus pada perencanaan The RAKB Program focuses on short-term planning of 1
jangka pendek 1 (satu) tahun dan jangka panjang 5 (lima) (one) year and long-term planning of 5 (five) years. The
tahun. Untuk program jangka pendek akan difokuskan short-term program will focus on:
pada:
1. Peningkatan portofolio sustainable financing 1. Increasing the sustainable financing portfolio
2. Peningkatan awareness serta operasional ramah 2. Enhancing awareness and environmentally friendly
lingkungan operations
3. Pengelolaan sumber daya manusia (SDM) yang 3. Managing human resources (HR) to promote equality
memperluas kesetaraan dan keberagaman and diversity
4. Peningkatan kapasitas/kapabilitas internal 4. Strengthening internal capacity and capabilities
5. Penyesuaian kebijakan/pedoman internal perseroan. 5. Adjusting the company’s internal policies and
guidelines
Sedangkan untuk program jangka panjang difokuskan Meanwhile, the long-term program focuses on:
pada:
6. Peningkatan mitigasi risiko operasional atas 6. Strengthening operational risk mitigation related to
perubahan iklim climate change
7. Inklusi keuangan 7. Financial inclusion
8. Tanggung jawab sosial lingkungan (TJSL). 8. Environmental and social responsibility (CSR).
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Rencana Aksi Keuangan Berkelanjutan Lima Tahun
Five-Year Sustainable Finance Action Plan
Fase Tahun Target Kegiatan Prioritas Indikator Keberhasilan
Phase Year Priority Activity Targets Success Indicators
• Pemenuhan Tata Kelola ESG
Fulfillment of ESG Governance
• Struktur Organisasi pengelola ESG dan visi dan
• Sosialisasi dan peningkatan awareness ESG di
framework ESG
internal perusahaan
Organizational structure for ESG management, as well
Socialization and enhancement of ESG awareness
as the ESG vision and framework
within the Company
• Tingkat awareness ESG karyawan sebesar minimal 60%
• Peningkatan kapasitas dan kapabilitas
berdasarkan survei internal
internal melalui pelatihan ESG dan keuangan
Employee ESG awareness level of at least 60% based
berkelanjutan
on internal survey results
Strengthening internal capacity and capabilities
• 80% karyawan mengikuti pelatihan ESG
through ESG and sustainable finance training
80% of employees participate in ESG training
• Pengembangan portofolio sustainable financing,
• Pencapaian portofolio sustainable financing berdasarkan
2025 khususnya pembiayaan kendaraan ramah
target yang ditetapkan
lingkungan, dan pembiayaan UMKM.
Achievement of the sustainable financing portfolio in
Development of the sustainable financing
line with the established targets
portfolio, particularly environmentally friendly
• Terdapat kebijakan kesetaraan dan keberagaman dalam
vehicle financing and MSME financing
Planting the Seeds: Laying SDM
• Penyusunan strategi kesetaraan dan keberagaman
the Groundwork for ESG Availability of equality and diversity policies in Human
dalam SDM
Resources
Formulation of equality and diversity strategies in
• Terdapat sistem monitoring implementasi dan baseline
Human Resources
ESG
• Pengembangan sistem monitoring pengukuran
Availability of an ESG implementation monitoring
implementasi ESG
system and established ESG baseline
Development of a monitoring system to measure
ESG implementation
• Optimalisasi operasional ramah lingkungan di
kantor, termasuk program pengurangan energi • Pengurangan emisi/limbah kantor sesuai target yang
dan limbah (zero waste) ditetapkan
Optimization of environmentally friendly office Reduction of office emissions/waste in line with the
operations, including energy reduction and waste established targets
2026
minimization (zero waste) programs • Implementasi kebijakan keberagaman dan kesetaraan di
• Implementasi kebijakan kesetaraan dan seluruh unit kerja
keberagaman dalam SDM Implementation of diversity and equality policies across
Implementation of equality and diversity policies all work units
in Human Resources
• Review dan penyesuaian kebijakan internal untuk • 100% kebijakan relevan disesuaikan dengan standar
mendukung keuangan berkelanjutan sesuai ESG
standar ESG terbaru 100% of relevant policies aligned with ESG standards
Review and adjustment of internal policies to • Sistem dan proses operasional lebih ramah lingkungan
support sustainable finance in accordance with dengan target efisiensi energi yang ditetapkan (contoh:
2027
the latest ESG standards kendaraan operasional listrik, green office)
• Penguatan infrastruktur dan proses operasional More environmentally friendly systems and operational
berkelanjutan processes with established energy efficiency targets
Nurturing Growth: Strengthening sustainable infrastructure and (e.g., electric operational vehicles, green office
Cultivating ESG into operational processes initiatives)
Operations • Peningkatan mitigasi risiko operasional terhadap
perubahan iklim, seperti analisis risiko dan • Laporan mitigasi risiko operasional terhadap iklim
dampak pada aset pembiayaan disusun dan diimplementasikan
Strengthening operational risk mitigation related Climate-related operational risk mitigation report
2028 to climate change, such as risk analysis and prepared and implemented
impact assessment on financed assets • Kenaikan inklusi keuangan sebesar untuk segmen
• Peningkatan inklusi keuangan untuk kelompok UMKM
UMKM Increase in financial inclusion for the MSME segment
Enhancing financial inclusion for MSME groups
• Pengembangan dan implementasi program
Tanggung Jawab Sosial Lingkungan (TJSL) yang • 100% alokasi dana TJSL digunakan untuk kegiatan sosial
berdampak pada masyarakat dan lingkungan
Development and implementation of Social and 100% of the TJSL fund allocation utilized for social and
Strengthening the Roots: Environmental Responsibility (TJSL) programs that environmental activities
2029
Deepening ESG Integration create positive impact for the community • Evaluasi menyeluruh dengan 90% target RAKB tercapai
• Evaluasi dan peningkatan atas program keuangan atau melampaui ekspektasi
berkelanjutan Comprehensive evaluation with 90% of RAKB targets
Evaluation and enhancement of sustainable achieved or exceeding expectations
finance programs
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Strategi Keberlanjutan / Sustainability Strategy
Pelaksanaan RAKB Tahun 2025 telah menjadi tonggak The implementation of the 2025 Sustainable Finance
penting dalam memperkuat penerapan prinsip keuangan Action Plan (RAKB) has marked an important milestone
berkelanjutan di lingkungan Perseroan. Program-program in strengthening the application of sustainable finance
yang dilaksanakan berfokus pada peningkatan portofolio principles within the Company. The programs carried out
pembiayaan berkelanjutan, optimalisasi operasional focused on increasing the sustainable financing portfolio,
ramah lingkungan, serta penguatan tata kelola dan optimizing environmentally friendly operations, and
kapasitas internal. reinforcing governance and internal capacity.
Rencana Aksi Keuangan Berkelanjutan Terperinci Satu Tahun
Detailed One-Year Sustainable Finance Action Plan
Pilar Aspek Keberlanjutan Program/Inisiatif yang Dijalankan Uraian
Pillar Sustainable Aspect Programs/Initiatives Implemented Description
Pembiayaan Kendaraan Ramah Pembiayaan kendaraan ramah lingkungan (EV & HEV)
Lingkungan (EV & HEV) hingga Desember 2025 tercatat sebesar Rp2,28 triliun,
Financing for Environmentally Friendly meningkat 0,7% dibandingkan periode yang sama
Vehicles (EV & HEV) tahun sebelumnya. Pembiayaan untuk UMKM mencapai
Rp10,63 triliun, mencerminkan komitmen Perseroan
Sustainable Aspek Pengembangan dalam mendukung akses pembiayaan kendaraan bagi
Financing: Leading Bisnis Berkelanjutan pelaku usaha produktif.
in Sustainable Sustainable Business Pembiayaan Kendaraan bagi pelaku Financing for environmentally friendly vehicles (EV &
Financing Development Aspect UMKM HEV) as of December 2025 amounted to Rp 2.28 trillion,
Vehicle Financing for MSME an increase of 0.7% compared to the same period
Entrepreneurs in the previous year. Financing for MSMEs reached
Rp10.63 trillion, reflecting the Company’s commitment
to supporting vehicle financing access for productive
business actors.
Terlaksana sejumlah aktivitas pada program internalisasi
budaya keberlanjutan dan kampanye green business
mindset yang dilaksanakan sepanjang 2025, seperti
Kompetisi ESG, MTF GreenSight, EcoSmart,
penyelenggaraan Podcast ESG, pemasangan poster
Internalisasi Budaya Ramah Lingkungan ESG di Head Office, pemasangan wallpaper ESG pada
dan green business mindset campaign laptop karyawan, serta pelaksanaan program pengelolaan
kepada karyawan internal Perseroan lingkungan berupa pemisahan sampah plastik.
Aspek Awareness
Internalization of an environmentally A number of activities under the sustainability culture
Awareness Aspect
friendly culture and green business internalization program and green business mindset
mindset campaign among the campaign were successfully carried out throughout
Company’s internal employees. 2025, including the ESG Competition, MTF GreenSight,
EcoSmart, the organization of an ESG Podcast, installation
of ESG posters at the Head Office, the use of ESG-
themed wallpapers on employees’ laptops, and the
implementation of an environmental management
Sustainable program through plastic waste segregation.
Operation:
Contribute to Sistem pengukuran emisi karbon scope Sampai dengan akhir 2025, realisasi pengukuran emisi
Reduce Emissions 1 dan scope 2; Scope 1 tercatat sebesar 69,82 tCO2, sedangkan emisi
in Operation Carbon emissions measurement system Scope 2 tercatat sebesar 3.230,20 tCO2. Data perhitungan
for Scope 1 and Scope 2; bersumber dari seluruh cabang setiap bulan, sebagai
bagian dari upaya pemantauan emisi secara berkelanjutan
Pemasangan solar panel pada gedung
untuk memastikan konsistensi dan akurasi pelaporan.
kantor cabang;
Program pemilahan sampah juga telah diterapkan di
Installation of solar panels at branch
Aspek Operasional Ramah sebagian besar kantor, sementara program pemasangan
office buildings;
Lingkungan solar panel masih dalam tahap kajian.
Environmentally Friendly As of the end of 2025, the realization of Scope 1
Operational Aspect emissions was recorded at 69,82 tCO2, while Scope 2
emissions amounted to 3.230,20 tCO2.The calculation
Pengelolaan sampah berdasarkan data were sourced from all branches on a monthly basis
kategori as part of ongoing emissions monitoring efforts to
Waste management based on category. ensure consistency and accuracy in reporting. The waste
segregation program has been implemented in most
offices, while the solar panel installation program remains
under review.
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Pilar Aspek Keberlanjutan Program/Inisiatif yang Dijalankan Uraian
Pillar Sustainable Aspect Programs/Initiatives Implemented Description
Implementasi UU Perlindungan Data Perseroan telah melaksanakan program kepatuhan
Pelanggan (PDP); terhadap UU Perlindungan Data Pribadi (PDP) dengan
Implementation of the Personal Data progres implementasi mencapai sampai dengan
Protection (PDP) Law; Desember 2025. Selain itu, pengelolaan keluhan dan
pengukuran kepuasan pelanggan menunjukkan hasil
Kepatuhan terhadap regulasi dan
Customer Satisfaction Index (CSI) sebesar 4,76 dari
pengelolaan keluhan dan kepuasan
skala 5, mencerminkan efektivitas sistem layanan dan
Aspek Keamanan pelanggan.
perlindungan konsumen. Program penerapan kebijakan
Teknologi dan Compliance with regulations and
keamanan data juga berjalan sesuai prosedur, memastikan
Perlindungan Konsumen management of customer complaints
seluruh laporan terkait keamanan informasi pelanggan
Technology Security and and satisfaction;
ditangani dengan baik dan konsisten.
Consumer
The Customer Satisfaction Index (CSI) reached 4.76 out
of 5, reflecting the effectiveness of the service system
Penerapan Kebijakan Keamanan Data and consumer protection measures. The implementation
Implementation of Data Security of data security policies has also been carried out in
Policies. accordance with established procedures, ensuring that
all reports related to customer information security are
handled properly and consistently.
Gender diversity mapping. Proporsi karyawan perempuan mencapai 31,2% per
Aspek Pengelolaan (% keterwakilan Wanita) Desember 2025, meningkat dari tahun sebelumnya.
SDM yang Memperluas Gender diversity mapping Program talent management dan pengembangan karier
Keberagaman dan (% representation of women) tetap berjalan sebagai bagian dari strategi keberagaman
Keseteraan dan inklusi.
Human Resource The proportion of female employees reached 31.2% as
Management Aspect to Pelaksanaan Talent Management. of December 2025, representing an increase compared
Promote Diversity and Implementation of Talent Management. to the previous year. Talent management and career
Equality development programs continued to be implemented as
part of the Company’s diversity and inclusion strategy.
• Melaksanakan kegiatan MTF Mengajar di dua
universitas yakni Universitas Airlangga dan Universitas
Sebelas Maret.
Conducted the MTF Mengajar program at two
universities, namely Universitas Airlangga and
Universitas Sebelas Maret.
• Kegiatan inklusi keuangan bersamaan dengan kegiatan
Aspek Inklusi Keuangan Program MTF Mengajar canvassing pada rangkaian event Bank Mandiri yakni
Financial Inclusion Aspect “MTF Mengajar” Program Livin Fest di 10 kota.
Carried out financial inclusion activities in conjunction
with canvassing initiatives during Bank Mandiri’s event
series, Livin Fest, held in 10 cities.
Sustainability • Kegiatan inklusi keuangan melalui MTF Fest dan MTF
Beyond Financing: Autovaganza.
Growth in Social Financial inclusion activities through MTF Fest and MTF
Impacts Autovaganza.
Sepanjang tahun 2025, Perseroan merealisasikan program
TJSL melalui penyaluran santunan sosial, pelaksanaan
kegiatan kurban, bantuan bagi masyarakat terdampak
bencana, serta dukungan pada kegiatan sosial di bidang
Program Tanggung Jawab Sosial dan
pendidikan dan kesehatan di sekitar wilayah operasional.
Aspek CSR Lingkungan (TJSL)
Throughout 2025, the Company realized its Social and
CSR Aspect Social and Environmental Responsibility
Environmental Responsibility (TJSL) programs through
(TJSL) Program
the distribution of social assistance, the implementation
of qurban activities, support for communities affected by
disasters, and contributions to social initiatives in the fields
of education and healthcare within its operational areas.
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Strategi Keberlanjutan / Sustainability Strategy
Pilar Aspek Keberlanjutan Program/Inisiatif yang Dijalankan Uraian
Pillar Sustainable Aspect Programs/Initiatives Implemented Description
Program peningkatan kapasitas dan Telah disusun dan disahkan kebijakan implementasi
kapabilitas internal Perseroan. penerapan ESG melalui dokumen Ketentuan SOP
Enabler
Internal capacity and capability Pengendalian No. 03/PGN/21/2024. Selain itu, pelatihan
enhancement program of the Company. ESG telah dilaksanakan untuk seluruh level karyawan
sebagai upaya peningkatan kapasitas internal dalam
menerapkan prinsip keberlanjutan.
Penyesuaian kebijakan/pedoman The ESG implementation policy has been prepared
internal Perseroan and formally enacted through SOP Control Regulation
Adjustment of the Company’s internal Document No. 03/PGN/21/2024. In addition, ESG
policies/guidelines. training has been conducted for employees at all levels as
part of efforts to strengthen internal capacity in applying
sustainability principles.
Realisasi RAKB 2025
RAKB Realization 2025
Rp2,28 triliun / trillion
Pembiayaan kendaraan ramah lingkungan (EV & HEV)
In environmentally friendly vehicle financing (EV & HEV)
Rp10,63 triliun` / trillion
Pembiayaan kepada UMKM
In financing to MSMEs
11,01%
Penurunan total emisi GRK cakupan 1, 2, dan 3 dari
tahun sebelumnya
Decrease in total Scope 1, 2, and 3 greenhouse gas
(GHG) emissions compared to the previous year
4,76 Dari skala 5 hasil Customer Satisfaction Index
Out of 5 Customer Satisfaction Index score
31,2% Proporsi karyawan perempuan
Proportion of female employees
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Membangun Budaya Keberlanjutan
Building a Sustainability Culture [OJK F.1]
Mandiri Tunas Finance menempatkan sumber daya Mandiri Tunas Finance places competent human resources
manusia yang kompeten dan memiliki pemahaman yang with adequate knowledge of sustainable finance as a
memadai mengenai keuangan berkelanjutan sebagai key factor in supporting the Company’s sustainability
faktor kunci dalam mendukung implementasi keberlanjutan implementation. In addition to strengthening human
perusahaan. Selain penguatan kapasitas SDM, Perseroan capital capacity, the Company consistently fosters a
secara konsisten membangun budaya keberlanjutan untuk sustainability culture to raise awareness of responsible
menumbuhkan kesadaran akan pentingnya praktik usaha business practices oriented toward creating economic,
yang bertanggung jawab dan berorientasi pada penciptaan social, and environmental value. This commitment
nilai ekonomi, sosial, dan lingkungan. Komitmen tersebut is realized through the consistent implementation of
diwujudkan melalui penerapan prinsip-prinsip Tata Kelola Good Corporate Governance (GCG) principles across all
Perusahaan yang Baik (Good Corporate Governance/GCG) operational activities.
secara konsisten di seluruh aktivitas operasional.
Pengembangan budaya keberlanjutan dijalankan selaras The development of a sustainability culture is aligned
dengan budaya kerja PERWIRA yang dianut Perseroan, yaitu with the Company’s PERWIRA work culture, which stands
Kepercayaan, Kewirausahaan, Inovatif, dan Kegembiraan. for Trust, Entrepreneurship, Innovation, and Joy. These
Nilai-nilai tersebut menjadi landasan dalam mendorong values serve as the foundation for promoting adaptive,
perilaku kerja yang adaptif, kolaboratif, dan berorientasi collaborative, and sustainability-oriented work behavior,
pada keberlanjutan, sebagaimana dijelaskan lebih lanjut as further described in the Company Profile chapter of this
dalam Bab Profil Perseroan pada laporan ini. report.
Sepanjang tahun 2025, Perseroan melaksanakan tujuh Throughout 2025, the Company carried out seven initiatives
aktivitas dalam rangka internalisasi budaya keberlanjutan to internalize a sustainability culture and strengthen a green
dan penguatan green business mindset di lingkungan kerja. business mindset within the workplace. These activities
Kegiatan tersebut meliputi Kompetisi ESG, program MTF included the ESG Competition, the MTF GreenSight
GreenSight, EcoSmart, penyelenggaraan Podcast ESG, program, EcoSmart, the organization of an ESG Podcast,
pemasangan poster ESG di Kantor Pusat, penggunaan the installation of ESG posters at the Head Office, the use
wallpaper ESG pada perangkat laptop karyawan, serta of ESG-themed wallpapers on employees’ laptops, and the
pelaksanaan program pengelolaan lingkungan melalui implementation of environmental management programs
pemisahan sampah plastik. Rangkaian inisiatif ini through plastic waste segregation. This series of initiatives
mencerminkan upaya Perseroan dalam menanamkan reflects the Company’s continuous efforts to embed
nilai keberlanjutan secara berkelanjutan dan mendorong sustainability values and encourage active participation
partisipasi aktif seluruh karyawan dalam mendukung from all employees in supporting Mandiri Tunas Finance’s
agenda keberlanjutan Mandiri Tunas Finance. sustainability agenda.
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Laporan DIreksi / Board of Directors’ Report
Laporan
Direksi
Board of Directors’ Report
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Sustainability Report 2025 35
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Laporan DIreksi / Board of Directors’ Report
Laporan Direksi
Board of Directors’ Report
[OJK D.1][GRI 2-22]
Pinohadi G. Sumardi
Direktur Utama
President Director
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Mandiri Tunas Finance terus menunjukkan komitmen terhadap keberlanjutan melalui
berbagai pencapaian kinerja pada aspek ekonomi, lingkungan, dan sosial. Keseluruhan
capaian ini mencerminkan langkah nyata perusahaan dalam menjaga kemajuan
yang telah dibangun sekaligus meningkatkan kesiapan menghadapi tantangan dan
memanfaatkan peluang ke depan.
Mandiri Tunas Finance continues to demonstrate its commitment to sustainability
through various performance achievements across the economic, environmental,
and social aspects. These accomplishments reflect the Company’s concrete steps in
maintaining the progress that has been built while strengthening its readiness to face
future challenges and seize upcoming opportunities.
Para pemangku kepentingan yang terhormat, Dear Valued Stakeholders,
Tahun 2025 menjadi periode penting bagi Perseroan The year 2025 marked an important period for the
dalam melanjutkan perjalanan keberlanjutan. Hal ini Company in continuing its sustainability journey. This is
selaras dengan tema laporan ini “Sustaining Progress, aligned with the theme of this report, “Sustaining Progress,
Empowering The Future”, di mana pada sepanjang tahun Empowering the Future,” where throughout the year
Perseroan terus memperkuat kinerja dan ketahanan bisnis the Company continued to strengthen its performance
melalui pengelolaan operasional yang semakin terarah and business resilience through increasingly focused and
dan terukur, penerapan tata kelola perusahaan yang baik, measurable operational management, the implementation
serta konsistensi dalam memenuhi ketentuan regulasi of good corporate governance, and consistent compliance
yang berlaku. with prevailing regulatory requirements.
Pendekatan ini menjadi fondasi dalam menjaga stabilitas This approach forms the foundation for maintaining
usaha sekaligus memastikan bahwa pertumbuhan yang business stability while ensuring that the growth achieved
dicapai tetap selaras dengan prinsip keberlanjutan dan remains aligned with sustainability principles and long-term
penciptaan nilai jangka panjang. value creation.
Tantangan Keberlanjutan Sustainability Challenges
Di tengah perjalanan ini, berbagai tantangan eksternal Throughout this journey, various external challenges
masih mewarnai dinamika industri. Ketidakpastian continued to shape the dynamics of the industry. Global
perekonomian global sepanjang tahun 2025 memberikan economic uncertainty throughout 2025 exerted significant
tekanan yang cukup signifikan terhadap industri pressure on the financing industry. Nevertheless, the
pembiayaan. Meski demikian, perekonomian Indonesia Indonesian economy demonstrated relatively strong
menunjukkan ketahanan yang relatif baik dengan resilience, with economic growth reaching 5.11% and
pertumbuhan ekonomi sebesar 5,11%, serta inflasi national inflation recorded at 2.92%, which remained within
nasional sebesar 2,92% yang masih berada dalam kisaran the target range set by Bank Indonesia.
sasaran Bank Indonesia.
Stabilitas makroekonomi tersebut memberikan ruang bagi Such macroeconomic stability allowed economic activities
aktivitas ekonomi untuk tetap bergerak, walaupun tekanan to continue, although pressure on people’s purchasing
terhadap daya beli masyarakat masih berlangsung. power persisted. This condition was reflected in moderate
Kondisi ini tercermin dari pertumbuhan konsumsi rumah household consumption growth and increasing prudence
tangga yang moderat serta meningkatnya kehati-hatian among consumers in making financing decisions,
masyarakat dalam mengambil keputusan pembiayaan, particularly for the purchase of durable goods.
terutama untuk pembelian barang tahan lama.
Situasi tersebut turut berdampak pada industri This situation also affected the national financing industry,
pembiayaan secara nasional, khususnya pada segmen especially in the motor vehicle segment, which experienced
kendaraan bermotor yang mengalami kontraksi penyaluran a contraction in financing disbursement of approximately
pembiayaan sekitar 4% secara tahunan, sejalan dengan 4% year-on-year, in line with declining vehicle sales and a
penurunan penjualan kendaraan dan sikap hati-hati more cautious stance among business actors. On the other
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Laporan DIreksi / Board of Directors’ Report
pelaku usaha. Di sisi lain, rasio pembiayaan bermasalah hand, the industry’s non-performing financing (NPF) ratio
industri tetap terjaga di kisaran 2,5%, menandakan adanya remained stable at around 2.5%, indicating a shift in industry
pergeseran fokus industri dari ekspansi agresif menuju focus from aggressive expansion toward strengthening
penguatan kualitas aset dan disiplin manajemen risiko. asset quality and risk management discipline.
Dari perspektif keberlanjutan, Perseroan juga menghadapi From a sustainability perspective, the Company also faced
tantangan berupa kesiapan pasar dan tingkat pemahaman several challenges, including uneven market readiness
yang belum merata, keterbatasan data dari berbagai and levels of understanding, limitations in data availability
unit kerja untuk mendukung proses perencanaan dan from various work units to support planning and reporting
pelaporan, serta kebutuhan penyesuaian berkelanjutan processes, and the need for continuous adjustments to
terhadap perkembangan regulasi. evolving regulations.
Pada aspek operasional dan manajemen risiko, From an operational and risk management perspective,
keterbatasan skema pembiayaan berkelanjutan serta the limited availability of sustainable financing schemes
kebutuhan peningkatan kapabilitas internal dalam analisis as well as the need to strengthen internal capabilities
dan mitigasi risiko masih menjadi perhatian. Namun in risk analysis and mitigation remain areas of attention.
demikian, seluruh tantangan tersebut dipandang sebagai Nevertheless, these challenges are viewed as opportunities
bagian dari peluang dan penguatan fondasi keberlanjutan to further strengthen the Company’s long-term sustainability
jangka panjang melalui penerapan yang bertahap, terukur, foundation through gradual, measurable implementation
dan berbasis tata kelola yang semakin kuat. supported by increasingly robust governance.
Strategi Keberlanjutan Sustainability Strategy
Bagi kami, keberlanjutan diposisikan sebagai bagian For us, sustainability is positioned as an integral part of
integral dari strategi pengembangan usaha jangka the Company’s long-term business development strategy,
panjang dengan memperhatikan dampak aktivitas bisnis taking into account the impacts of business activities on
terhadap lingkungan dan masyarakat. Implementasi the environment and society. The implementation of the
pendekatan Environmental, Social, and Governance (ESG) Environmental, Social, and Governance (ESG) approach is
diarahkan melalui penguatan tata kelola, penyusunan directed through strengthening governance, developing
kerangka kerja dan peta jalan keberlanjutan, pembentukan sustainability frameworks and roadmaps, establishing
struktur organisasi ESG yang lebih terintegrasi, serta a more integrated ESG organizational structure, and
pengembangan produk dan layanan yang masuk dalam developing products and services classified under the
Kategori Kegiatan Usaha Berkelanjutan (KKUB). Sustainable Business Activities Category (KKUB).
Langkah ini mempertegas integrasi prinsip ESG ke dalam This step reinforces the integration of ESG principles into the
strategi bisnis dan operasional perusahaan. Visi untuk Company’s business and operational strategies. The vision
menjadi “Leading in Sustainable Finance Company in of becoming “a Leading Sustainable Finance Company
Indonesia” menjadi arah strategis yang didukung oleh in Indonesia” serves as a strategic direction supported
tiga pilar utama, yaitu Sustainable Financing, Sustainable by three main pillars: Sustainable Financing, Sustainable
Operation, dan Sustainability Beyond Financing, selaras Operations and Sustainability Beyond Financing. These
dengan POJK No. 51/2017 dan MSMPG Bank Mandiri. pillars are aligned with POJK No. 51/2017 and MSMPG
Bank Mandiri.
Melalui pendekatan tersebut, pertumbuhan bisnis tidak Through this approach, business growth is directed not
hanya diarahkan pada pencapaian ekonomi, tetapi juga only toward economic achievements but also toward
pada kontribusi terhadap pelestarian lingkungan dan contributions to environmental preservation and the
peningkatan kesejahteraan masyarakat. Sebagai bentuk improvement of community welfare. As part of strengthening
penguatan implementasi, kami juga telah menerbitkan implementation, the Company has also issued Memo No.
Nota Nomor 028/NOTA-CPM.CTF/MTF/IX/2024 tentang 028/NOTA-CPM.CTF/MTF/IX/2024 on the ESG Framework
ESG Framework and Guideline Mandiri Tunas Finance and Guideline of Mandiri Tunas Finance, which serves as
sebagai pedoman dalam mengintegrasikan aspek ESG ke guidance for integrating ESG aspects into the Company’s
dalam strategi, kebijakan, dan operasional perusahaan. strategy, policies, and operations.
Pencapaian Kinerja Keberlanjutan Sustainability Performance Achievements
Sepanjang tahun 2025, Perseroan terus menunjukkan Throughout 2025, the Company continued to demonstrate
komitmen terhadap keberlanjutan melalui berbagai its commitment to sustainability through various
pencapaian kinerja pada aspek ekonomi, lingkungan, achievements across economic, environmental, and
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dan sosial. Pencapaian tersebut tercermin dari social aspects. These achievements were reflected in the
pengembangan pembiayaan yang semakin berorientasi development of financing increasingly oriented toward
pada keberlanjutan, peningkatan efisiensi operasional sustainability, improvements in operational efficiency
dan pengelolaan dampak lingkungan, serta penguatan and environmental impact management, as well as
kualitas sumber daya manusia, layanan pelanggan, dan strengthening human capital quality, customer services,
kontribusi sosial kepada masyarakat. and social contributions to the community.
Keseluruhan capaian ini mencerminkan langkah nyata All these achievements reflect the Company’s concrete
perusahaan dalam menjaga kemajuan yang telah efforts to maintain the progress already built while
dibangun sekaligus meningkatkan kesiapan menghadapi enhancing readiness to face challenges and seize future
tantangan dan memanfaatkan peluang ke depan. opportunities.
Pada aspek ekonomi, dinamika perekonomian sepanjang On the economic aspect, the economic dynamics
tahun 2025 turut memengaruhi daya beli masyarakat serta throughout 2025 affected purchasing power and financing
permintaan pembiayaan di industri. Dalam hal tersebut, demand in the industry. In response, the Company
Perseroan tetap menjalankan strategi bisnis secara adaptif implemented adaptive business strategies to maintain
guna menjaga kinerja yang berkelanjutan. Sepanjang tahun sustainable performance. During 2025, the Company
2025, Perseroan mencatatkan penyaluran pembiayaan recorded new financing disbursement of Rp19.30 trillion,
baru sebesar Rp19,30 triliun dengan jumlah kontrak baru with 58,295 new contracts.
mencapai 58.295 unit.
Meski demikian, kinerja keuangan berkelanjutan tetap Nevertheless, sustainable financial performance still offered
memberikan hasil yang stabil dan positif. Pembiayaan stable and positive results. Financing for environmentally
kendaraan ramah lingkungan menunjukkan pertumbuhan friendly vehicles showed positive growth, reaching Rp 2.28
positif dengan nilai Rp2,28 triliun hingga Desember 2025, trillion until December 2025, an increase of 0.7% from the
meningkat 0,7% dari tahun sebelumnya, serta memberikan previous year, contributing 17.7% of total new financing,
kontribusi 17,7% terhadap total pembiayaan baru atau up 8.8% year-on-year. Support for the productive sector
naik 8,8% dibandingkan tahun sebelumnya. Dukungan also remained a priority, with MSME financing reaching Rp
terhadap sektor produktif juga tetap menjadi perhatian 10.63 trillion.
melalui pembiayaan UMKM sebesar Rp10,63 triliun.
Pada aspek lingkungan, upaya efisiensi terus dilakukan On the environmental aspect, efficiency initiatives
dengan total penggunaan energi sebesar 65.785,01 GJ continued with total energy consumption of 65,785.01
atau menurun 15,14% dibandingkan tahun sebelumnya. GJ, representing a 15.14% decrease compared to the
Sejalan dengan penurunan konsumsi energi, kami juga previous year. In line with reduced energy consumption, the
berhasil menurunkan total emisi GRK sebesar 11,01% Company also successfully reduced total greenhouse gas
yang mencerminkan pencapaian komitmen “Contribute (GHG) emissions by 11.01%, reflecting the achievement
to Reduce Emissions in Operation”, di mana Perseroan of the commitment “Contribute to Reduce Emissions in
berupaya menjalankan operasional yang tidak hanya Operation.” Under this commitment, the Company strives to
efisien dan inovatif, tetapi juga bertanggung jawab operate in a manner that is not only efficient and innovative
terhadap lingkungan dan sosial. but also environmentally and socially responsible.
Adapun total emisi cakupan 1, 2, dan 3 tercatat sebesar Total Scope 1, 2, and 3 emissions were recorded at 3,317.27
3.317,27 ton CO2, di mana penurunan terbesar terjadi tons of CO2, with the largest reduction occurring in Scope 3
pada emisi cakupan 3 sebesar 21,55% karena pengurangan emissions, which decreased by 21.55% due to reduced air
perjalanan dinas menggunakan pesawat. travel for business purposes.
Sebagai bagian dari penguatan pengelolaan dampak As part of strengthening environmental impact
lingkungan, Perseroan menginisiasi pengelolaan sampah management, the Company initiated waste management
berbasis prinsip 3R (Reduce, Reuse, Recycle). Implementasi based on the 3R principles (Reduce, Reuse, Recycle).
dilakukan melalui penyediaan fasilitas pemilahan sampah Implementation includes providing waste-sorting facilities
di lingkungan kerja serta kerja sama dengan pihak ketiga within the workplace and collaborating with competent
yang berkompeten dalam pengelolaan sampah dan third parties in waste and waste-management processes to
limbah agar lebih terstruktur dan bertanggung jawab. ensure more structured and responsible management.
PT Mandiri Tunas Finance
Sustainability Report 2025 39
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Laporan DIreksi / Board of Directors’ Report
Selain pengelolaan operasional, Perseroan juga Beyond operational management, the Company also
memprioritaskan pembangunan budaya kepedulian prioritizes the development of an environmentally conscious
lingkungan. Internalisasi prinsip keberlanjutan culture. The internalization of sustainability principles
dilaksanakan secara terstruktur kepada seluruh Perwira is carried out in a structured manner for all MTF Officers
MTF melalui series informasi bertajuk EcoSmart through information series titled EcoSmart, delivered via
yang disampaikan melalui kanal komunikasi internal, internal communication channels, the Sustainable Finance
penyelenggaraan Podcast Keuangan Berkelanjutan, serta Podcast, and participatory activities such as the ESG
kegiatan partisipatif seperti Lomba Desain Poster ESG Poster Design Competition to encourage active employee
guna mendorong keterlibatan aktif karyawan. engagement.
Komitmen tersebut juga diwujudkan melalui program This commitment is also reflected through the internal
internal “Campaign Virtual Run – For Better Nature”, di “Campaign Virtual Run – For Better Nature,” where
mana karyawan secara kolektif menempuh total jarak 17,8 employees collectively covered a total distance of 17.8 km,
km yang disertai kegiatan bersih lingkungan di sepanjang accompanied by environmental clean-up activities along
rute masing-masing. Inisiatif ini menjadi bagian dari their respective routes. This initiative forms part of efforts to
upaya menanamkan kesadaran bahwa keberlanjutan tidak instil awareness that sustainability is not only implemented
hanya dijalankan melalui kebijakan, tetapi juga melalui through policies but also through the active participation of
partisipasi nyata seluruh insan perusahaan. all employees.
Pada aspek sosial, komitmen terhadap pengembangan On the social aspect, commitment to human capital
sumber daya manusia dan layanan pelanggan terus development and customer services continues to be
diperkuat. Proporsi karyawan perempuan mencapai strengthened. The proportion of female employees
31,2% pada akhir 2025, meningkat dibandingkan tahun reached 31.2% by the end of 2025, an increase from
sebelumnya. Program pengembangan kompetensi the previous year. Competency development programs
menghasilkan total jam pelatihan sebesar 159.896 jam recorded 159,896 total training hours, with an average of
dengan rata-rata 50,89 jam per karyawan. Angka tersebut 50.89 hours per employee. This figure increased compared
meningkat dari tahun sebelumnya meskipun total to the previous year, although the total employee training
biaya pelatihan karyawan pada tahun 2025 mengalami cost in 2025 decreased compared to the previous period.
penurunan dibandingkan periode sebelumnya. Hal ini This indicates that the Company has increasingly optimized
menunjukkan bahwa Perseroan semakin mengoptimalkan the effectiveness of competency development programs
efektivitas program pengembangan kompetensi melalui through more efficient and targeted training strategies.
strategi pelatihan yang lebih efisien dan tepat sasaran.
Dari sisi layanan, pengelolaan keluhan dan pengukuran From a service perspective, complaint management
kepuasan pelanggan mencatat Customer Satisfaction and customer satisfaction measurement recorded a
Index sebesar 4,76 dari skala 5, mencerminkan efektivitas Customer Satisfaction Index of 4.76 out of 5, reflecting
sistem perlindungan konsumen. Perusahaan juga the effectiveness of the consumer protection system.
menjalankan berbagai inisiatif sosial, termasuk program The Company also carried out various social initiatives,
MTF Mengajar di Universitas Airlangga dan Universitas including: MTF Mengajar programs at Universitas Airlangga
Sebelas Maret, kegiatan inklusi keuangan melalui and Universitas Sebelas Maret, financial inclusion initiatives
rangkaian Livin Fest di 10 kota, serta penyelenggaraan through Livin Fest in 10 cities and events such as MTF Fest
MTF Fest dan MTF Autovaganza. and MTF Autovaganza
Program TJSL sepanjang tahun turut direalisasikan melalui Throughout the year, Corporate Social and Environmental
santunan sosial, kegiatan kurban, bantuan bagi masyarakat Responsibility (TJSL) programs were also implemented
terdampak bencana, serta dukungan kegiatan pendidikan through social donations, Qurban activities, assistance
dan kesehatan di sekitar wilayah operasional. for communities affected by disasters, and support for
education and health activities around operational areas.
Peluang ke Depan Future Opportunities
Direksi menilai prospek usaha tetap positif meskipun industri The Board of Directors believes that business prospects
pembiayaan masih menghadapi tantangan ekonomi dan remain positive, although the financing industry continues
geopolitik. Pemulihan ekonomi nasional yang berlanjut to face economic and geopolitical challenges. Continued
diharapkan mampu meningkatkan daya beli masyarakat national economic recovery is expected to improve
dan memperluas permintaan pembiayaan, didukung oleh purchasing power and expand financing demand, supported
inflasi yang terkendali dan stabilitas nilai tukar. by controlled inflation and exchange rate stability.
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Kebijakan pemerintah, termasuk perpanjangan insentif Government policies, including the extension of automotive
otomotif, peningkatan Tingkat Komponen Dalam Negeri incentives, the increase in Domestic Component Level
(TKDN), serta dorongan terhadap adopsi kendaraan listrik, (TKDN), and encouragement for electric vehicle adoption,
menjadi katalis tambahan bagi pertumbuhan industri. will serve as additional catalysts for industry growth. To
Untuk menangkap peluang tersebut, strategi pertumbuhan capture these opportunities, growth strategies will focus on
akan difokuskan pada diversifikasi produk, penguatan product diversification, strengthening used-car financing
pembiayaan mobil bekas, serta pengembangan produk and developing multipurpose financing products to reach
multiguna guna menjangkau segmen pasar yang lebih broader market segments
luas.
Peningkatan populasi kendaraan listrik di Indonesia yang The growing population of electric vehicles (EV) in
didorong oleh insentif pemerintah, perluasan SPKLU, dan Indonesia, driven by government incentives, expansion
meningkatnya minat konsumen juga membuka peluang of SPKLU charging infrastructure, and rising consumer
penguatan pembiayaan EV dan HEV. Seluruh peluang interest, also opens opportunities to strengthen EV and
tersebut akan kami respon dengan penyempurnaan HEV financing. All these opportunities will be addressed
implementasi keuangan berkelanjutan secara bertahap through gradual improvements in sustainable finance
melalui penguatan tata kelola, peningkatan kapasitas implementation by strengthening governance, enhancing
internal, serta adaptasi berkelanjutan terhadap dinamika internal capabilities, and continuously adapting to market
pasar dan regulasi. and regulatory dynamics.
Apresiasi dan Penutup Appreciation and Closing
Direksi menyampaikan apresiasi yang setinggi-tingginya The Board of Directors expresses its highest appreciation to
kepada seluruh karyawan, pemegang saham, mitra all employees, shareholders, business partners, regulators,
bisnis, regulator, dan seluruh pemangku kepentingan and all stakeholders for the continuous support and trust
atas dukungan dan kepercayaan yang terus diberikan. provided. Strong collaboration remains key to maintaining
Kolaborasi yang kuat menjadi kunci dalam menjaga the Company’s resilience amid challenges while continuing
ketahanan perusahaan di tengah tantangan serta the journey toward sustainable growth.
dalam melanjutkan langkah menuju pertumbuhan yang
berkelanjutan.
Dengan semangat kebersamaan, Mandiri Tunas Finance With a spirit of togetherness, Mandiri Tunas Finance will
akan terus melangkah maju untuk menciptakan nilai continue to move forward to create long-term value for all
jangka panjang bagi seluruh pemangku kepentingan stakeholders and deliver positive contributions to society
dan memberikan kontribusi positif bagi masyarakat dan and the environment.
lingkungan.
Jakarta, 1 April April 1, 2026
Atas Nama Direksi PT Mandiri Tunas Finance
On Behalf of PT Mandiri Tunas Finance Board of Director
Pinohadi G. Sumardi
Direktur Utama
President Director
PT Mandiri Tunas Finance
Sustainability Report 2025 41
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Profil Perusahaan / Company Profile
Profil
Perusahaan
Company Profile
PT Mandiri Tunas Finance merupakan
perusahaan pembiayaan yang beroperasi
di Indonesia dan memulai kegiatan
usahanya pada 17 Mei 1989 dengan nama
PT Tunas Financindo Corporation. Dalam
perjalanannya, Perseroan melakukan
perubahan nama pada tahun 2000
menjadi PT Tunas Financindo Sarana dan
menggunakan merek “Tunas Finance”.
Hingga awal Februari 2009, kepemilikan
saham Perseroan berada di bawah PT
Tunas Ridean, sebelum kemudian PT Bank
Mandiri (Persero) Tbk mengakuisisi 51%
saham Perseroan pada 6 Februari 2009
dan menetapkan nama PT Mandiri Tunas
Finance.
PT Mandiri Tunas Finance is a financing company
operating in Indonesia that commenced its business
activities on 17 May 1989 under the name PT Tunas
Financindo Corporation. In 2000, the Company
changed its name to PT Tunas Financindo Sarana
and adopted the brand “Tunas Finance.” Until
early February 2009, the Company’s shares were
owned by PT Tunas Ridean, before PT Bank Mandiri
(Persero) Tbk acquired 51% of the Company’s shares
on 6 February 2009 and subsequently renamed it PT
Mandiri Tunas Finance.
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PT Mandiri Tunas Finance
Sustainability Report 2025 43
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Profil Perusahaan / Company Profile
Informasi Umum
General Information
Nama Modal Ditempatkan
Name [GRI 2-1] Paid Up Capital
PT Mandiri Tunas Finance Rp250.000.000.000
Tanggal Pendirian Cikal Bakal
Date of establishment Formerly known as
17 Mei 1989 PT Tunas Financindo Corporation (1989)
17 May 1989 PT Tunas Financindo Sarana (2000)
Status Hukum Bidang Usaha
Legal status Line of Business [OJK C.4][GRI 2-6]
Pembiayaan investasi, modal kerja, multiguna,
Perseroan Terbatas (PT), Emiten
dan kegiatan usaha pembiayaan lain berdasarkan
Limited Liability, Issuer
persetujuan Otoritas Jasa Keuangan (OJK).
Investment financing, working capital financing,
multipurpose financing, and other financing business
activities subject to approval by the Financial Services
Dasar Hukum Pendirian Authority (OJK).
Legal Basis for Establishment
Akta No. 262 tanggal 17 Mei 1989 dari Notaris Misahardi
Wilamarta, S.H., Notaris di Jakarta, dan telah disahkan Produk dan Layanan
oleh Menteri Kehakiman dalam Surat Keputusan No.
Product & Service [OJK C.4]
C2-4868.HT.01.01.TH.89 tanggal 1 Juni 1989 serta
diumumkan dalam Lembaran Berita Negara Republik Pembiayaan dengan pembelian secara angsuran,
Indonesia No. 57, Tambahan No. 1369 tanggal 18 Juli pembiayaan dengan cara sewa pembiayaan, pembiayaan
1989 dengan cara jual dan sewa balik, fasilitas dana dan
Deed No. 262 dated 17 May 1989 of Notary Misahardi fasilitas modal usaha.
Wilamarta, S.H., Notary in Jakarta, which was approved Financing through installment purchases, financing
by the Minister of Justice through Decree No. C2-4868. through finance leases, financing through sale and
HT.01.01.TH.89 dated 1 June 1989 and published in leaseback arrangements, as well as fund facilities and
the State Gazette of the Republic of Indonesia No. 57, working capital facilities.
Supplement No. 1369 dated 18 July 1989.
Jaringan Usaha
Modal Dasar Distribution Network
Authorized Capital
Rp1.000.000.000.000 125 10
Kantor Cabang Kantor Selain Kantor Cabang (KSKC)
Branch Offices 10 offices Other Than Branch
Offices (KSKC)
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Kepemilikan Saham Jumlah Karyawan
Ownership [OJK C.3][GRI 2-1] Number of Employees
51 %
PT Bank Mandiri
49 %
PT Tunas Ridean
3.142 orang people
(Persero) Tbk. Mobile
Application
Kode Efek 1. MTF Mobile
Stock Code 2. MTF 1Access
3. Mobile Collection
4. MTF Report
TUFI 5. MTF OSR
6. HC EAZY
Bursa Pencatatan Obligasi
Bond Listing on the Stock Exchange. @ Media Sosial
Social Media
Bursa Efek Indonesia
• Facebook: Mandiri Tunas Finance
• Instagram: @mandiritunasfinance
• Linkedin: Mandiri Tunas Finance
Layanan Pelanggan • Whatsapp: 08111455740
Customer Service • X: @mandiritunasfin
• Youtube: Mandiri Tunas Finance
• Tiktok: @mandiritunasfinance
Surel: customer.service@mtf.co.id • Website: www.mtf.co.id
(Senin-Jumat, 08.30-17.30 WIB)
Care Center: 1500059
(Senin-Jumat, 08.00-17.00 WIB)
Email: customer.service@mtf.co.id Sekretaris Perusahaan
(Monday-Friday, 08.30-17.30 WIB) Corporate Secretary
Care Center: 1500059
(Monday-Friday, 08.00-17.00 WIB Dadan Hamdhani
Surel/email: corporate.secretary@mtf.co.id
Situs Web/website: www.mtf.co.id
Kantor Pusat
Head Office [OJK C.2][GRI 2-1]
Graha Mandiri Lt. 3A Jl. Imam Bonjol No. 61 Menteng, Jakarta Pusat DKI Jakarta 10310, Indonesia.
Telepon: +62 21 230 5608
PT Mandiri Tunas Finance
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Profil Perusahaan / Company Profile
Profil Singkat
Brief Profile
PT Mandiri Tunas Finance merupakan perusahaan PT Mandiri Tunas Finance is a financing company
pembiayaan yang beroperasi di Indonesia dan memulai operating in Indonesia that commenced its business
kegiatan usahanya pada 17 Mei 1989 dengan nama PT activities on 17 May 1989 under the name PT Tunas
Tunas Financindo Corporation. Dalam perjalanannya, Financindo Corporation. In 2000, the Company changed
Perseroan melakukan perubahan nama pada tahun 2000 its name to PT Tunas Financindo Sarana and adopted
menjadi PT Tunas Financindo Sarana dan menggunakan the brand “Tunas Finance.” Until early February 2009,
merek “Tunas Finance”. Hingga awal Februari 2009, the Company’s shares were owned by PT Tunas Ridean,
kepemilikan saham Perseroan berada di bawah PT Tunas before PT Bank Mandiri (Persero) Tbk acquired 51% of the
Ridean, sebelum kemudian PT Bank Mandiri (Persero) Tbk Company’s shares on 6 February 2009 and subsequently
mengakuisisi 51% saham Perseroan pada 6 Februari 2009 renamed it PT Mandiri Tunas Finance.
dan menetapkan nama PT Mandiri Tunas Finance.
PT Bank Mandiri (Persero) Tbk merupakan institusi PT Bank Mandiri (Persero) Tbk is the banking institution
perbankan dengan total aset terbesar di Indonesia yang with the largest total assets in Indonesia, supported by
didukung oleh jaringan lebih dari 2.000 kantor, baik di a network of more than 2,000 offices domestically and
dalam maupun luar negeri. Dengan jaringan tersebut, internationally. Through this extensive network, Bank
Bank Mandiri menyediakan berbagai solusi keuangan yang Mandiri provides comprehensive financial solutions to
komprehensif bagi nasabah perorangan dan korporasi. both individual and corporate customers. Meanwhile, PT
Sementara itu, PT Tunas Ridean dikenal sebagai grup Tunas Ridean is recognized as an integrated automotive
penyedia solusi otomotif terpadu yang memiliki reputasi solutions group with a strong reputation and is one of the
kuat dan merupakan salah satu grup otomotif independen largest independent automotive groups in Indonesia, with
terbesar di Indonesia, dengan lini usaha yang mencakup business lines covering the sale of various vehicle brands,
penjualan berbagai merek kendaraan, mobil bekas, serta used cars, and vehicle rental services.
layanan penyewaan kendaraan.
Kepemilikan saham Mandiri Tunas Finance yang terdiri The shareholding structure of Mandiri Tunas Finance,
atas 51% oleh PT Bank Mandiri (Persero) Tbk dan 49% consisting of 51% owned by PT Bank Mandiri (Persero) Tbk
oleh PT Tunas Ridean Tbk menciptakan sinergi yang kuat and 49% by PT Tunas Ridean Tbk, creates strong synergy
antara kedua entitas bisnis. Sinergi tersebut, didukung between the two business entities. This synergy, supported
oleh aliansi strategis dan kolaborasi berkelanjutan, by strategic alliances and continuous collaboration,
menempatkan Perseroan sebagai salah satu pemain utama positions the Company as one of the key players in the
di industri multifinance nasional. Capaian ini juga didorong national multifinance industry. This achievement is also
oleh komitmen Perseroan dalam menghadirkan solusi driven by the Company’s commitment to delivering
pembiayaan yang mudah diakses, inovatif, dan kompetitif accessible, innovative, and competitive financing solutions
bagi pembiayaan kendaraan baru, kendaraan niaga, serta for new vehicles, commercial vehicles, and multipurpose
pembiayaan multiguna bagi nasabah perorangan maupun financing for both individual and corporate customers.
korporasi.
Seiring konsistensi Perseroan dalam menjaga kualitas In line with its consistent commitment to maintaining
layanan, Mandiri Tunas Finance terus memperluas service quality, Mandiri Tunas Finance continues to
jangkauan operasionalnya. Hingga 31 Desember 2025, expand its operational reach. As of 31 December 2025,
Perseroan mengoperasikan 125 kantor cabang dan 10 the Company operates 125 branch offices and 10 KSKC,
KSKC, selain kantor pusat, yang tersebar di berbagai in addition to its head office, located across various
wilayah Indonesia, meliputi Sumatera, Jawa, Kalimantan, regions of Indonesia, including Sumatra, Java, Kalimantan,
Sulawesi, Bali, Nusa Tenggara Barat, dan Papua. Sulawesi, Bali, West Nusa Tenggara, and Papua.
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Profil Perusahaan / Company Profile
Visi, Misi, dan Budaya Perusahaan
Corporate Vision, Mission, and Culture [OJK C.1]
Menjadi Mitra Pembiayaan Tepercaya Anda
Visi/Vision To be your Trusted Financing Partner
Kepercayaan merupakan DNA yang harus dimiliki oleh Trust is the DNA of a financing company, so the Company
Perusahaan Pembiayaan, oleh karena itu Perseroan is committed to continuously foster trust from its customers.
berkomitmen untuk terus menumbuhkan kepercayaan The Company understands that sustainable business growth
dari seluruh pelanggan Perseroan. Perseroan memandang must be attentive to the needs and perspectives of all
bahwa pertumbuhan usaha yang berkelanjutan adalah customers, so it positions itself as a true partner and friend at
pertumbuhan usaha yang memerhatikan kebutuhan serta every step of the customer’s financial journey.
sudut pandang dari seluruh pelanggan, sehingga dalam hal
ini, Perseroan menempatkan diri sebagai mitra dan teman
sejati dalam setiap langkah perjalanan finansial pelanggan.
Memberikan Pelayanan yang Cepat dan Mudah yang dapat
Misi/Mission Diandalkan kepada Pelanggan
Provide Reliable Fast & Easy Services to Customer
Perseroan berkeyakinan bahwa kepercayaan terbentuk The Company believes that trust is built through responsive
melalui layanan yang responsif dan dapat diandalkan. and reliable service. Through its mission, the Company
Melalui misi ini, Perseroan terus berupaya meningkatkan continuously strives to improve the quality and speed of
kualitas serta kecepatan pelayanan, serta memastikan service, ensuring that every interaction provides a satisfying
setiap interaksi memberikan pengalaman memuaskan bagi customer experience.
pelanggan.
Budaya Perusahaan/Corporate Culture
Mandiri Tunas Finance mengimplementasikan Budaya Mandiri Tunas Finance implements its Corporate Culture
Perusahaan melalui PERWIRA yang merupakan singkatan dari through PERWIRA, an acronym for kePERcayaan (Trust),
kePERcayaan, keWirausahaan, Inovatif, dan kegembiRAan keWirausahaan (Entrepreneurship), Inovatif (Innovation), and
yang merupakan 4 (empat) nilai-nilai dasar yang di dalamnya kegembiRAan (Enthusiasm), which represent four (4) core
mengandung 13 (tiga belas) perilaku utama yang harus values encompassing thirteen (13) key behaviors that must
diimplementasikan secara konsisten dan berkelanjutan oleh be consistently and sustainably practiced by every employee.
setiap karyawan.
Budaya PERWIRA pertama kali dirumuskan pada 11 The PERWIRA Culture was first formulated on 11 December
Desember 2009 dan mengalami peremajaan pada 18 Juni 2009 and was refreshed on 18 June 2019 in response to
2019 sebagai respon atas dinamika bisnis, tantangan industri, business dynamics, industry challenges, and the Company’s
serta arah strategis perusahaan ke depan. future strategic direction
Budaya PERWIRA dikembangkan sebagai identitas budaya The PERWIRA Culture was developed as the cultural
Mandiri Tunas Finance yang berdiri secara mandiri, sekaligus identity of Mandiri Tunas Finance as an independent entity,
selaras dengan nilai-nilai tata kelola, profesionalisme, dan while remaining aligned with the values of governance,
semangat kewirausahaan yang berlaku dalam ekosistem professionalism, and entrepreneurial spirit upheld within the
grup serta pemegang saham. group ecosystem and among its shareholders.
Melalui PERWIRA, Mandiri Tunas Finance membangun fondasi Through PERWIRA, Mandiri Tunas Finance builds a cultural
budaya yang mendorong integritas, orientasi pelanggan, foundation that promotes integrity, customer orientation,
inovasi berkelanjutan, kolaborasi, serta lingkungan kerja yang continuous innovation, collaboration, and a productive
produktif dan positif, guna menciptakan organisasi yang and positive work environment, in order to create a highly
berdaya saing tinggi dan berkelanjutan dalam jangka panjang. competitive and sustainable organization in the long term.
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KePERcayaan
Disiplin dan bertanggung jawab, menjunjung Discipline and responsible, uphold principles
tinggi prinsip kebenaran dalam berpikir, of truth in employees’ thoughts, actions, and
bertindak, dan berperilaku sesuai dengan yang behaviors by what is promised, based on
dijanjikan berlandaskan nurani, moral, etika conscience, morals, ethics, and Company rules.
dan aturan Perseroan. Setiap karyawan wajib Every employee must uphold the following
menjunjung tinggi nilai-nilai: values:
1. Berintegritas 1. Integrity
2. Jujur dan dapat dipercaya 2. Honesty and trustworthiness
3. Bertanggung Jawab 3. Responsible
4. Berkomitmen 4. Committed
KeWIRausahaan
Tumbuh secara konsisten dengan cara benar Growing consistently in the right way from the
dari awal, didasari rasa memiliki, menciptakan start, based on a sense of ownership to create
nilai tambah dan layanan terbaik. Setiap value and the best service. Every employee shall:
karyawan wajib mempunyai: 1. Have a sense of belonging
1. Rasa memiliki 2. Grow healthily in the right way from the start
2. Tumbuh sehat dengan cara benar dari awal 3. Focus on the customer
3. Fokus pada pelanggan
Inovatif
Terbuka terhadap perubahan dengan Open to change by creating ideas through
menciptakan ide melalui belajar terus menerus continuous learning to come up with creative
untuk menghasilkan solusi kreatif. Setiap solutions. In performing their works, every
karyawan wajib bekerja dengan: employee shall be:
1. Adaptif 1. Adaptive
2. Terus belajar 2. Continuously learning
3. Kreatif 3. Creative
KegembiRAan
Suasana kerja menyenangkan yang dibangun Pleasant work atmosphere, built with
dengan kebersamaan, rasa bangga serta togetherness, a sense of pride, and an unyielding
semangat pantang menyerah. Setiap spirit. In performing their works, every employee
karyawan harus bekerja: shall be:
1. Antusias, tangkas, pantang menyerah 1. Enthusiastic, agile, unyielding
2. Bersinergi 2. Synergistic
3. Gembira 3. Excited
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Profil Perusahaan / Company Profile
Wilayah Operasional
Operational Area [OJK C.3][GRI 2-6]
1
Aceh
Sumatra Utara Medan
Kepulauan Riau
Riau Kalimantan Utara
8
Kalimantan Barat Kalimantan Timur
Jambi 2
Sumatra Barat
Balikpapan
Kepulauan Kalimantan Tengah
Regional 1 Bangka Belitung
Sumatra Palembang
Bengkulu
• MTF Medan Sumatra Selatan
4
• MTF Medan II 3
• MTF Medan Multiguna
• MTF Rantau Prapat Lampung
5 6
Kalimantan
Selatan
• MTF Batam 7
• MTF Batam Multiguna DKI Jakarta
• MTF Pekanbaru
• MTF Pekanbaru II Duren Jawa
BSD Tiga 2 Tengah
• MTF Pekanbaru Multiguna
• MTF Duri Banten Bandung I
Semarang Nusa
Surabaya II Tenggara
Jawa Barat Barat
D. I. Yogyakarta
Jawa Timur
Bali
Regional 2
Regional 3 Regional 4 Regional 5
Sumatra
Jawa Jawa Jawa
• MTF Padang
• MTF Padang Multiguna • MTF Pecenongan • MTF Matraman • MTF Karawang
• MTF Bukittinggi • MTF Kelapa Gading • MTF Fatmawati • MTF Sukabumi
• MTF Jambi • MTF Tanjung Duren • MTF Lebak Bulus • MTF Bandung I
• MTF Jambi Multiguna • MTF Kebon Jeruk • MTF Duren Tiga 2 • MTF Bandung II
• MTF Muara Bungo • MTF Kebon Jeruk Multiguna • MTF Duren Tiga Captive • MTF Bandung III
• MTF Bengkulu • MTF Kemayoran • MTF Bekasi • MTF Tasikmalaya
• MTF Palembang • MTF Pluit • MTF Bekasi Multiguna • MTF Cirebon
• MTF Palembang II • MTF Cilegon • MTF Depok • MTF Garut
• MTF Palembang Multiguna • MTF Serang • MTF Cibinong • MTF Karawang Multiguna
• MTF Baturaja • MTF Tangerang • MTF Bogor • MTF Bandung Multiguna
• MTF Lubuklinggau • MTF BSD • MTF Cibubur • MTF Subang
• MTF Bandar Lampung • MTF Bintaro • MTF Cikarang
• MTF Lampung Multiguna • MTF Rangkasbitung • MTF Pondok Gede
• MTF Bandarjaya • MTF BSD Multiguna
• MTF Pangkal Pinang • MTF Serang Multiguna
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Kantor Wilayah Kantor Fleet
• Regional 1 - MTF Medan • Fleet Makassar
• Regional 2 - MTF Palembang
• Regional 3 - MTF BSD
• Regional 4 - MTF Duren Tiga 2
• Regional 5 - MTF Bandung I
• Regional 6 - MTF Semarang
• Regional 7 - MTF Surabaya II
• Regional 8 - MTF Balikpapan
• Regional 9 - MTF Makassar
Sulawesi Utara Maluku Utara
Gorontalo
Papua Barat Daya
Sulawesi Tengah
Sulawesi Barat
Papua
9
Papua Barat
Maluku
Sulawesi Selatan Sulawesi Tenggara Papua Pegunungan
Papua Tengah
Makassar
Nusa Papua Selatan
Tenggara
Timur
Regional 6 Regional 7 Regional 8 Regional 9
Jawa Jawa, Bali & Kalimantan Sulawesi,
• MTF Tegal Nusa Tenggara • MTF Pontianak
Maluku & Papua
• MTF Purwokerto • MTF Sintang
• MTF Surabaya I • MTF Makassar
• MTF Semarang • MTF Banjarmasin
• MTF Surabaya II • MTF Makassar II
• MTF Ungaran • MTF Banjarbaru
• MTF Malang • MTF Parepare
• MTF Semarang Multiguna • MTF Palangkaraya
• MTF Kediri • MTF Kendari
• MTF Solo • MTF Kotawaringin Timur (Sampit)
• MTF Jember • MTF Manado
• MTF Solo Multiguna • MTF Samarinda
• MTF Madiun • MTF Kotamobagu
• MTF Kudus • MTF Balikpapan
• MTF Tuban • MTF Palu
• MTF Magelang • MTF Tarakan
• MTF Mojokerto • MTF Luwuk
• MTF Pekalongan • MTF Samarinda Multiguna
• MTF Gresik • MTF Mamuju
• MTF Yogyakarta • MTF Banjarmasin Multiguna
• MTF Banyuwangi • MTF Gorontalo
• MTF Yogyakarta Multiguna • MTF Bontang
• MTF Denpasar • MTF Sorong
• MTF Ketapang
• MTF Gianyar • MTF Jayapura
• MTF Pontianak Multiguna
• MTF Surabaya Multiguna • MTF Ambon
• MTF Malang Multiguna • MTF Makassar Multiguna
• MTF Denpasar Multiguna • MTF Manado Multiguna
• MTF Mataram
• MTF Kupang
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Profil Perusahaan / Company Profile
Struktur Organisasi
Organization Structure
PRESIDENT DIRECTOR
Pinohadi G. Sumardi
Corporate Finance
& Risk Management Director
R. Eryawan Nurhariadi
Chief Risk Management Chief Human Capital
Devi Maladianti & Legal
(Vacant)
Treasury & Finance
Division Retail Risk Human Capital Corporate Audit
Ramdhan Safitri Management Division Division Division
Indra Budi Laksana Makah Indra Purnomo Bayu Mario
Accounting & Tax
Division Operational & HC Learning Division Corporate Secretary
Rina Floriana Rustika Corporate Risk Makah Indra Purnomo Division
Management Division Dadan Hamdhani
Vitriati Hartika T.
Corporate Planning
& Performance
Legal & Litigation
Management Division
Arief Aphrian Lambri
Citra Judith Lupitadevi
Retail Credit Risk
Division
Ivan Ferdinand Thanta
Corporate Credit Risk
Division
Tri Sakti Yulianto
Executive
Credit Officer
Jekson Benardo
Simanjuntak
Corporate Compliance &
AML-CFT
Prista Vitali S.
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Sales & IT Director
William Francis Indra
Chief AR Management
Chief Marketing Chief Captive Business
& General Service
Afri Feder Fauzi (Vacant)
B. Perana Citra Ketaren
Regional Division Strategic Marketing & Mandiri Liaison 1 Current AR
• Elwis Tunendra Communication Division Division Management Division
• Ari Paisal Rohman Ruly Widyanto Andre Tigor (Vacant)
• Mardi Fahmi
• Puji Biso Santoso
• Sukandar
• Dony Tri Sofyan Adi Marketing Division Mandiri Liaison 2 SAM & Remedial
• Ronald Rajagukguk Camar Sativa Division Management Division
• Gun Gun Wildan Jarnawi Wicaksono Adi
• Irianto Musdiono
Multiguna Division Corporate Fleet Division Recovery Management
Business & Operation
Andes Saputra Bragent Parlinggoman Division
Support Division
Tambunan Indra Budi Laksana
Yeremias
Business Project Unit Executive Credit Operation &
Information (Vacant) General Service Division
Business Officer
Technology Division Yeremias
(Vacant)
Kanda Octaviano
Account Maintenance
Digital Transformation Head
Division Rully Rianto F.
Kanda Octaviano
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Profil Perusahaan / Company Profile
Kegiatan Usaha, Produk, dan Layanan
Business Activities, Products, and Services [OJK C.4][GRI 2-6]
Kegiatan Usaha
Business Activities
Sesuai Anggaran Dasar terakhir yang penetapannya In accordance with the latest Articles of Association, the
mengacu pada Peraturan Otoritas Jasa Keuangan Nomor stipulation of which refers to Financial Services Authority
46 Tahun 2024 tentang Pengembangan dan Penguatan Regulation No. 46 of 2024 concerning the Development
Perusahaan Pembiayaan, Perusahaan Pembiayaan and Strengthening of Financing Companies, Infrastructure
Infrastruktur, dan Perusahaan Modal Ventura, kegiatan Financing Companies, and Venture Capital Companies,
usaha Perseroan per 31 Desember 2025 adalah sebagai the Company’s business activities as of 31 December 2025
berikut: are as follows:
Kegiatan Usaha Business Activities Keterangan Status
Pembiayaan Investasi Telah dijalankan
Investment Financing Implemented
Pembiayaan Modal Kerja Telah dijalankan
Working Capital Financing Implemented
Pembiayaan Multiguna Telah dijalankan
Multi-purpose financing Implemented
Kegiatan usaha pembiayaan lain berdasarkan persetujuan Otoritas Jasa Keuangan Telah dijalankan
Other financing business activities based on the approval of the Financial Services Authority (OJK). Implemented
Dalam mendukung pelaksanaan kegiatan usaha tersebut, In supporting the implementation of these business
Perseroan telah mendapatkan izin usaha pembiayaan activities, the Company has obtained a financing business
dari Menteri Keuangan Republik Indonesia sejak tanggal license from the Minister of Finance of the Republic of
7 September 1989 berdasarkan Surat Keputusan Nomor Indonesia since 7 September 1989 based on Decree
1021/KMK.13/1989. Izin tersebut selanjutnya diperbarui No. 1021/KMK.13/1989. The license was subsequently
dan disesuaikan melalui beberapa keputusan, yaitu Surat renewed and adjusted through several decisions, namely
Keputusan Nomor 54/KMK.013/1992 tanggal 15 Januari Decree No. 54/KMK.013/1992 dated 15 January 1992,
1992, Nomor 19/KMK.017/2001 tanggal 19 Januari No. 19/KMK.017/2001 dated 19 January 2001, and most
2001, dan terakhir melalui Keputusan Nomor KEP-352/ recently through Decree No. KEP-352/KM.10/2009 dated
KM.10/2009 tanggal 29 September 2009. 29 September 2009.
Kegiatan Usaha Penunjang
Supporting Business Activities
Selain kegiatan usaha yang disebutkan di atas, Perseroan In addition to the business activities mentioned above, the
dapat melakukan kegiatan berbasis imbal jasa sepanjang Company may conduct fee-based activities provided that
tidak bertentangan dengan ketentuan peraturan such activities do not conflict with the prevailing laws and
perundang-undangan di sektor jasa keuangan. regulations in the financial services sector.
Produk dan Layanan
Product and Services
Saat ini, Perseroan menjalankan kegiatan usaha sebagai Currently, the Company operates as a financing company
perusahaan pembiayaan sesuai ketentuan Otoritas Jasa in accordance with the regulations of the Financial
Keuangan (OJK), yang meliputi pembiayaan multiguna, Services Authority (OJK), covering multipurpose
pembiayaan investasi, pembiayaan modal kerja, anjak financing, investment financing, working capital financing,
piutang, dan kegiatan usaha lain berdasarkan persetujuan factoring, and other business activities based on OJK
OJK. Mengacu pada Pernyataan Standar Akuntansi approval. Referring to Statement of Financial Accounting
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Jenis Pembiayaan
Types of Financing
Keuangan (PSAK) 5 (Revisi 2009) tentang “Segmen Standards (PSAK) 5 (Revised 2009) regarding “Operating
Operasi”, segmen usaha Perseroan dikelompokkan Segments,” the Company’s business segments are
berdasarkan kelompok nasabah utama dan produk, yaitu classified based on main customer groups and products,
Retail (perorangan) dan Korporasi, serta segmen lainnya namely Retail (individual) and Corporate, as well as
sebagai perhitungan yang tidak dapat dialokasikan ke other segments representing calculations that cannot be
dalam kedua segmen tersebut. allocated to either of these two segments.
• Pembiayaan Multiguna • Multipurpose Financing
Pembiayaan barang dan/atau jasa untuk pemakaian/ Financing for goods and/or services intended for
konsumsi dan bukan untuk keperluan usaha atau aktivitas use/consumption and not for business or productive
produktif, dalam jangka waktu yang diperjanjikan. activities, within the agreed period.
• Pembiayaan Investasi • Investment Financing
Pembiayaan Investasi adalah pembiayaan barang- Investment Financing refers to financing for capital
barang modal beserta jasa yang diperlukan untuk goods along with services required for business/
aktivitas usaha/investasi, rehabilitasi, modernisasi, investment activities, rehabilitation, modernization,
ekspansi atau relokasi tempat usaha/investasi yang expansion, or relocation of business/investment
diberikan kepada Debitur. premises provided to Debtors.
• Pembiayaan Modal Kerja • Working Capital Financing
Pembiayaan Modal Kerja adalah pembiayaan untuk Working Capital Financing refers to financing to meet
memenuhi kebutuhan pengeluaran yang habis dalam expenditure requirements that are consumed within one
satu siklus aktivitas usaha Customer, dengan cara business cycle of the Customer’s activities, by providing
menyediakan batas pembiayaan kepada Customer a financing limit to the Customer on a committed and
yang bersifat committed dan advised. advised basis.
Segmen
Segment
• Segmen Retail (Perorangan) • Retail Segment (Individual Customers)
Perseroan melayani pembiayaan kepada pelanggan The Company provides financing services to individual
perorangan, terutama untuk kebutuhan kendaraan customers, primarily for vehicle needs (new and used
(mobil penumpang baru maupun bekas), pembiayaan passenger cars), as well as multipurpose financing,
multiguna termasuk dana tunai sesuai ketentuan yang including cash funds in accordance with applicable
berlaku.Pembiayaan pada segmen retail bertujuan untuk regulations. Financing in the retail segment aims
memberikan kemudahan kepada Pelanggan perorangan to provide convenience for individual customers in
untuk memenuhi kebutuhan pembiayaan dengan produk meeting their financing needs through competitive
yang kompetitif serta pilihan beragam jenis produk yang products and a diverse range of options tailored
sesuai dengan kebutuhan dan kemampuan Pelanggan to customers’ needs and financial capabilities, with
dengan pembayaran secara angsuran. instalment-based payment schemes.
• Segmen Korporasi • Corporate Segment
Perseroan melayani pembiayaan kepada nasabah The Company provides financing services to corporate/
korporasi/institusi untuk mendukung kebutuhan institutional customers to support operational needs
operasional dan pengembangan usaha, antara lain and business expansion, including financing for
pembiayaan kendaraan operasional, alat berat dan operational vehicles, heavy equipment and machinery,
mesin, serta program kepemilikan kendaraan karyawan as well as Employee Car Ownership Programs (COP/
(COP/MOP) sesuai skema dan kebijakan Perseroan. MOP) in accordance with the Company’s schemes
Pembiayaan pada segmen korporasi bertujuan and policies. Financing in the corporate segment is
membantu perusahaan memenuhi kebutuhan aset dan intended to assist companies in fulfilling their asset
fasilitas pendukung kegiatan usaha secara lebih efektif and business-support facility needs more effectively
dan terencana, sekaligus mendukung produktivitas and systematically, while supporting productivity and
dan kesinambungan operasional melalui skema operational sustainability through competitive and
pembiayaan yang kompetitif dan fleksibel sesuai profil flexible financing schemes tailored to the customer’s
kebutuhan nasabah. profile and requirements.
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Profil Perusahaan / Company Profile
Untuk menjaga kualitas portofolio dan meminimalkan To maintain portfolio quality and minimize financing
risiko pembiayaan, Perseroan menerapkan prinsip kehati- risks, the Company applies the prudential principle by
hatian melalui pemisahan peran antara fungsi penjualan separating the roles of the sales function and the financing
dan fungsi analisis pembiayaan. Aktivitas pemasaran analysis function. Marketing activities are carried out by
dilakukan oleh Sales Officer (SO) yang memperoleh Sales Officers (SO), who source financing applications.
sumber dari aplikasi pembiayaan. Setiap aplikasi yang Each application that has undergone a survey and initial
telah melalui proses survei dan penilaian awal oleh Sales assessment by the Sales Officer is subsequently submitted
Officer selanjutnya disampaikan kepada Credit Head untuk to the Credit Head for a financing feasibility analysis.
dilakukan analisis kelayakan pembiayaan. Berdasarkan Based on the results of this analysis, the financing decision
hasil analisis tersebut, keputusan pembiayaan kemudian is then determined by the authorized party in accordance
ditetapkan oleh pihak yang memiliki kewenangan sesuai with the applicable provisions.
dengan ketentuan yang berlaku.
Kanal Aplikasi Pra-survei Survei Verifikasi dan Rekomendasi
Application Channel Pre-survey Survey Verification and Recommendation
Pra-pencairan Pemutusan kredit Analisa Kredit Pengecekan dan Verifikasi
Pre-disbursement Credit Approval Decision Credit Analysis Checking and Verification
Verifikasi Agunan Pencairan Kredit Penguasaan Agunan Post Go Live Penagihan
Collateral Verification Credit Disbursement Collateral Custody Post Go Live Collection
Dalam rangka meningkatkan kualitas layanan kepada In order to enhance service quality for customers, the
pelanggan, Perseroan secara berkelanjutan melakukan Company continuously develops and refines its financing
pengembangan dan penyempurnaan proses pembiayaan processes by leveraging technology. The implementation
dengan memanfaatkan teknologi. Penerapan teknologi of such technology is focused on accelerating the
tersebut difokuskan pada percepatan proses pembiayaan, financing process, without compromising the application
tanpa mengesampingkan penerapan prinsip kehati- of the prudential principle, thereby enabling the Company
hatian, sehingga Perseroan tetap mampu menjaga kualitas to maintain a healthy and sustainable financing portfolio
portofolio pembiayaan yang sehat dan berkelanjutan. quality.
Penerapan prinsip kehati-hatian Perseroan juga diwujudkan The Company’s implementation of the prudential principle
melalui penyusunan Risk Acceptance Criteria (RAC) is also reflected in the establishment of Risk Acceptance
yang digunakan sebagai pedoman dalam proses akuisisi Criteria (RAC), which serve as guidelines in the customer
pelanggan. Kriteria ini ditetapkan untuk memastikan acquisition process. These criteria are set to ensure that
kualitas pembiayaan tetap terjaga dan risiko dapat dikelola financing quality is maintained and risks are managed
secara optimal. optimally. [5.1]
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Demografi Karyawan
Employee Demographic [OJK C.3][GRI 2-7][GRI 2-8]
Per 31 Desember 2025, jumlah karyawan Mandiri Tunas As of 31 December 2025, the total number of Mandiri
Finance tercatat sebanyak 3.142 orang, berkurang Tunas Finance employees was recorded at 3,142 people,
sebanyak 242 orang atau turun 7,2% dibandingkan tahun a decrease of 242 employees or 7.2% compared to 2024,
2024 dengan karyawan sebanyak 3.142 orang. Demografi when the total number of employees was 3,384. The
karyawan selengkapnya disajikan dalam tabel-tabel berikut complete employee demographics are presented in the
following tables.
2025 3.142
2024 3.384
2023 3.328
Jumlah Karyawan Berdasarkan Jenis Kelamin
Number of Employees by Gender
2025 2024 2023
Status
Jumlah Total % Jumlah Total % Jumlah Total %
Laki-laki Male 2.160 68,75 2.347 69,36 2.315 69,56
Perempuan Female 982 31,25 1.037 30,64 1.013 30,44
Jumlah Total 3.142 100,00 3.384 100,00 3.328 100,00
Komposisi Karyawan Berdasarkan Status Ketenagakerjaan
Employee Composition Based on Employment Status
2025 2024 2023
Status
Jumlah Total % Jumlah Total % Jumlah Total %
Karyawan Tetap
2.630 83,70 2.783 82,24 2.808 84,38
Permanent employees
Karyawan Kontrak
512 16,30 599 17,70 517 15,53
Contract employees
Probation 0 0,00 2 0,06 3 0,09
Jumlah Total 3.142 100,00 3.384 100,00 3.328 100,00
Komposisi Karyawan Berdasarkan Tingkat Pendidikan
Employee Composition Based on Educational Background
2025 2024 2023
Status
Jumlah Total % Jumlah Total % Jumlah Total %
Doktor Doctorate (S-3) 0 0,00 0 0 0 0
Magister Master’s Degree (S-2) 72 2,29 62 1,83 50 1,50
Sarjana Bachelor’s Degree (S-1) 2.310 73,52 2.510 74,17 2.446 73,50
Akademi Diploma 4 (D4) 12 0,38 13 0,39 0 0
Akademi Diploma [D1,D2,D3] 487 15,50 528 15,6 537 16,14
SMA dan Sederajat Senior High School or Equivalent 261 8,31 271 8,01 295 8,86
Jumlah Total 3.142 100,00 3.384 100 3.328 100
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Profil Perusahaan / Company Profile
Komposisi Karyawan Berdasarkan Usia
Employee Composition by Age
2025 2024 2023
Status Jumlah Jumlah Jumlah
% % %
Total Total Total
> 50 tahun years 145 4,61 129 3,81 107 3,22
40-49 tahun years 985 31,35 922 27,25 847 25,45
30-39 tahun years 1.498 47,68 1.662 49,11 1.701 51,11
20-29 tahun years 514 16,36 671 19,83 673 20,22
< 20 tahun years 0 0 0 0 0 0
Jumlah Total 3.142 100,00 3.384 100,00 3.328 100,00
Komposisi Karyawan Berdasarkan Level Jabatan, Jenis Kelamin,
dan Kelompok Umur
Employee Composition by Job Level, Gender and Age
Level Jabatan Position Level
Rentang Jumlah
Usia (tahun) Entry-level Mid-level Senior-level Executive-level Pegawai
Age Range Number of
Laki-Laki Perempuan Laki-Laki Perempuan Laki-Laki Perempuan Laki-Laki Perempuan
(years) employees
Male Female Male Female Male Female Male Female
18-25 30 27 0 0 0 0 0 0 57
25-35 621 443 42 27 0 0 0 0 1.133
35-45 971 364 105 28 9 1 3 0 1.481
45-55 263 66 66 15 17 1 5 1 434
>55 10 4 11 4 3 1 4 0 37
Komposisi Karyawan Berdasarkan Status
Employee Composition by Status
2025 2024 2023
Status
Jumlah Total % Jumlah Total % Jumlah Total %
Komisaris Commissioners 3 0,10 4 0,12 3 0,09
Direksi Directors 3 0,10 3 0,09 3 0,09
Chief 3 0,10 4 0,12 3 0,09
Komite/Organ Pendukung
4 0,13 4 0,12 4 0,12
Supporting Organs
Division Head 32 1,02 34 1,00 34 1,02
Deputy Division Head 13 0,41 12 0,36 4 0,12
Manager 285 9,07 308 9,10 295 8,86
Supervisor 1.214 38,64 1.284 37,94 1.196 35,94
Staf 1.585 50,45 1.731 51,15 1.786 53,67
Jumlah Total 3.142 100 3.384 100 3.328 100
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Komposisi Karyawan Berdasarkan Jenis Kelamin dan Level Jabatan
Employee Composition by Gender and Job Level
Laki-Laki Male Perempuan Female
Level Jabatan
Position Level Jumlah Karyawan Persentase (%) Jumlah Karyawan Persentase (%)
Number of Employees Percentage Number of Employees Percentage
Entry-level 1.895 87,73 904 92,06
Mid-level 224 10,37 74 7,54
Senior-level 29 1,34 3 0,31
Executive-level 12 0,56 1 0,10
Total 2.160 100,00 982 100,00
Komposisi Karyawan Berdasarkan Lokasi
Employee Composition by Location
2025 2024 2023
Status
Jumlah Total % Jumlah Total % Jumlah Total %
Corporate Fleet 96 3,06 65 1,92 60 1,80
Head Office 542 17,25 694 20,51 630 18,93
Regional 1 211 6,72 213 6,30 211 6,34
Regional 2 313 9,96 350 10,34 370 11,12
Regional 3 314 9,99 331 9,78 323 9,71
Regional 4 300 9,55 301 8,90 303 9,10
Regional 5 259 8,24 260 7,68 259 7,78
Regional 6 247 7,86 260 7,68 268 8,05
Regional 7 375 11,94 376 11,11 373 11,21
Regional 8 209 6,65 244 7,21 244 7,33
Regional 9 276 8,78 290 8,57 287 8,62
Jumlah Total 3.142 100,00 3.384 100,00 3.328 100,00
Jumlah Pekerja Bukan Karyawan
Number of Non-Employees
2025 2024 2024
Status Laki-laki Perempuan Jumlah Laki-laki Perempuan Jumlah Laki-laki Perempuan Jumlah
% % %
Male Female Total Male Female Total Male Female Total
Pekerja alih
daya
887 148 1.035 99 1.194 190 1.384 99,00 1.026 190 1.216 99,18
Outsourced
Employees
Pekerja
magang 7 3 10 1 7 7 14 1,00 4 4 10 0,82
Intern
Jumlah
894 151 1.045 100 1.201 197 1.398 100,00 1.030 196 1.226 100,00
Total
Skala Perusahaan
Company Scale [OJK C.3]
Deskripsi Satuan
2025 2024 2023
Description Unit
Jumlah Karyawan Orang
3.142 3.384 3.328
Number of employees People
1 kantor pusat, 125 kantor 1 kantor pusat, 125 kantor 1 kantor pusat, 124 kantor
Jaringan Usaha Kantor cabang, dan 10 KSKC cabang, dan 10 KSKC cabang, dan 9 KSKC
Business Network Office 1 head office, 125 branch offcies 1 head office, 125 branch 1 head office, 125 branch
and 10 KSKC offcies and 10 KSKC offcies and 9 KSKC
Jumlah Liabilitas Rp Juta
23.092.234 29.561.033 25.697.732
Total liabilities Rp Million
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Profil Perusahaan / Company Profile
Deskripsi Satuan
2025 2024 2023
Description Unit
Jumlah Ekuitas Rp Juta
4.916.497 4.864.422 4.029.660
Total equity Rp Million
Jumlah Aset Rp Juta
28.008.731 34.425.455 29.727.392
Total Assets Rp Million
Laba (Rugi) Tahun Berjalan Rp Juta
400.115 1.172.082 1.161.101
Profit (loss) during the year Rp Million
Rantai Pasokan dan Pelibatan Pihak Lokal
Supply Chain and Engagement of Local Parties [GRI 2-6][GRI 3-3]
Pengelolaan rantai pasok yang efektif dalam pengadaan Effective supply chain management in the procurement of
barang dan jasa menjadi faktor penting dalam mendukung goods and services is a key factor in supporting Mandiri
kinerja Mandiri Tunas Finance, khususnya dalam Tunas Finance’s performance, particularly in cost control and
pengendalian biaya dan peningkatan efisiensi operasional. improving operational efficiency. The Company collaborates
Perseroan bekerja sama dengan berbagai pemasok untuk with various suppliers to meet operational needs, including
memenuhi kebutuhan operasional, termasuk fasilitas office facilities, information technology, and supporting
kantor, teknologi informasi, serta jasa pendukung. Kerja services. Cooperation with suppliers is carried out through
sama dengan pemasok dilakukan melalui skema jangka long-term, short-term, or project-based schemes in
panjang, jangka pendek, maupun berbasis proyek sesuai accordance with the Company’s needs.
kebutuhan Perseroan.
Perseroan melaksanakan pengadaan barang dan jasa The Company conducts the procurement of goods and
dengan berpedoman pada Standar Operasional Prosedur services in accordance with the Standard Operating
(SOP) Pengadaan Barang dan Jasa yang mengedepankan Procedures (SOP) for Procurement of Goods and Services,
prinsip efektif dan efisien, terbuka dan bersaing, which emphasize the principles of effectiveness and
transparan, adil serta tidak diskriminatif, akuntabel, dan efficiency, openness and fair competition, transparency,
independen. Prinsip kehati-hatian diterapkan secara fairness and non-discrimination, accountability, and
konsisten pada seluruh tahapan pengadaan, mulai dari independence. The prudence principle is consistently
perencanaan hingga pengawasan pelaksanaan. Melalui applied at all stages of procurement, from planning to
proses pengadaan ini, Perseroan memastikan ketersediaan supervision of implementation. Through this procurement
barang dan jasa, baik strategis maupun non-strategis, process, the Company ensures the availability of both
sesuai kualitas, kuantitas, waktu, dan harga yang optimal strategic and non-strategic goods and services in the
dengan penerapan pengendalian risiko yang sehat. appropriate quality, quantity, timing, and optimal price,
while maintaining sound risk control practices.
Dalam pengadaan barang dan jasa, Perseroan In procuring goods and services, the Company considers
mempertimbangkan jenis, karakteristik, dan nilai barang atau the type, characteristics, and value of the goods or services,
jasa, serta kondisi lokasi dan ketersediaan penyedia. Metode as well as location conditions and supplier availability. The
pengadaan ditetapkan terlebih dahulu oleh unit kerja terkait procurement method is determined in advance by the
sesuai dengan kebutuhan. Pengadaan untuk mendukung relevant work unit based on operational needs. Procurement
operasional regional atau cabang dapat dilaksanakan to support regional or branch operations may be carried
langsung oleh masing-masing unit berdasarkan anggaran out directly by each unit within the available budget up
yang tersedia dengan nilai maksimal Rp10.000.000, to a maximum value of Rp 10,000,000, while procurement
sedangkan pengadaan dengan nilai di atas Rp10.000.000 exceeding Rp 10,000,000 must be conducted through the
wajib dilakukan melalui Unit Procurement Kantor Pusat. Head Office Procurement Unit.
Selain itu, Mandiri Tunas Finance juga mengedepankan In addition, Mandiri Tunas Finance prioritizes the use of local
penggunaan pemasok lokal sebagai bentuk dukungan suppliers as a form of support for the national economy. Local
terhadap perekonomian nasional. Pemasok lokal suppliers are given preference as long as they are able to
diprioritaskan sepanjang mampu memenuhi kebutuhan meet the Company’s requirements. If such needs cannot be
Perseroan. Apabila kebutuhan tersebut tidak dapat dipenuhi fulfilled or under certain considerations, the Company may
atau terdapat pertimbangan tertentu, Perseroan dapat collaborate with foreign or international suppliers operating
bekerja sama dengan pemasok asing atau internasional and domiciled outside Indonesia, while still complying with
yang beroperasi dan berdomisili di luar Indonesia, dengan applicable laws and regulations in the supplier’s country of
tetap mematuhi ketentuan dan regulasi yang berlaku di origin.
negara asal pemasok.
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Selain mendukung pertumbuhan ekonomi setempat, Beyond supporting local economic growth, the
pendekatan pemilihan pemasok berbasis geografi juga geographically based supplier selection approach also
bertujuan untuk meminimalkan jejak karbon. Kedekatan aims to minimize the carbon footprint. The proximity of
lokasi pemasok membantu mengurangi emisi yang supplier locations helps reduce emissions generated from
dihasilkan dari proses distribusi dan transportasi barang the distribution and transportation processes of goods and
maupun jasa. services.
Jumlah Pemasok dan Nilai Kontrak Number of Suppliers and Contract Value [GRI 204-1]
Kenaikan (Penurunan)
Perihal
2025 2024 2023 Increase (decrease)
Description
Total Percentage
Nilai Pengadaan Barang dan Jasa (Rp Juta) Procurement Value of Goods and Services
Pengadaan Barang dan Jasa
6.075 34.321 56.321 (28.235) (82%)
Procurement of Goods and Services
Jumlah Pemasok Number of Suppliers
Jumlah Pemasok Nasional
111 212 212 101 (48%)
Number of National Suppliers
Jumlah Pemasok Internasional/Asing
0 0 0 0 0
Number of International /Foreign Suppliers
Komposisi Pemasok Lokal Komposisi Pemasok Lokal
Rasio Nilai Pengadaan Barang/Jasa Bagi Pemasok Lokal
100% 100% 100% 100% 100
Ratio of Procurement Value of Goods/Services for Local Suppliers
Keanggotaan Asosiasi
Association Memberships [OJK C.5][GRI 2-28]
Sebagai bagian dari komitmen terhadap tata kelola, As part of its commitment to governance, industry
kepatuhan industri, dan pengembangan jaringan compliance, and the development of professional
profesional, Mandiri Tunas Finance tergabung dan networks, Mandiri Tunas Finance is a member of
berkontribusi dalam berbagai organisasi dan asosiasi. and actively contributes to various organizations and
Hingga 31 Desember 2025, Perseroan tercatat sebagai associations. As of 31 December 2025, the Company is
anggota pada asosiasi berikut: registered as a member of the following associations:
Nama Organisasi Lingkup Posisi MTF Peran dan Kontribusi MTF
Organization Name Scope MTF Position Role and Contribution of MTF
Asosiasi Perusahaan Pembiayaan Nasional Anggota Meningkatkan perekonomian Indonesia dari sektor otomotif.
Indonesia (APPI) National Member Enhancing Indonesia’s economy through the automotive sector.
Indonesian Financing Companies
Association (APPI)
PT Rapi Utama Indonesia (RAPINDO) Nasional Anggota Mendorong praktik bisnis di sektor jasa keuangan yang lebih sehat, transparan
National Member dan akuntabel.
Promoting healthier, more transparent, and accountable business practices in
the financial services sector
Kamar Dagang dan Industri (KADIN) Nasional Anggota Sebagai mitra yang sangat menarik dan strategis untuk kegiatan bisnis,
National Member perdagangan dan investasi.
As a highly attractive and strategic partner for business, trade, and investment
activities.
Asosiasi Emiten Indonesia (AEI) Nasional Anggota Wadah bagi emiten dan perusahaan publik ini mengemban misi besar dalam
National Member mengembangkan pasar modal Indonesia ini dituntut membawa akselerasi
pertumbuhan pasar modal.
This organization, which serves as a forum for issuers and public companies,
carries a significant mission in developing Indonesia’s capital market and is
expected to drive the acceleration of capital market growth.
Lembaga Alternatif Penyelesaian Nasional Anggota Wadah utama untuk bertukar pikiran terhadap penyelesaian sengketa
Sengketa Sektor Jasa Keuangan National Member pembiayaan yang selalu mengedepankan upaya mediasi dengan tujuan agar
(LAPS SJK) tercapai perdamaian antara MTF dengan para pihak yang bersengketa.
The primary forum for exchanging views on the resolution of financing
disputes, prioritizing mediation efforts with the aim of achieving amicable
settlement between MTF and the disputing parties.
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Profil Perusahaan / Company Profile
Penghargaan 06
Industry Awards 2025
Indonesia Best Consumer Financing Industry for
dan Sertifikasi 2025 Providing Inclusive, Flexible and Competitive Credit
Solution Kategori Multifinance
Awards and Certifications 2025 [OJK C.4][GRI 2-6] Tanggal Penghargaan 24 Juli 2025
Award Date July 24, 2025
Marketeers Youth Choice Award 2025 Penyelenggara Warta Ekonomi
01 Silver Multifinance Company
Tanggal Penghargaan 24 Januari 2025
Organizer Warta Ekonomi
Award Date January 24, 2025 21st Infobank Multifinance Appreciation 2025
Penyelenggara Marketeers
Organizer Marketeers
07 The Excellent Performance Multifinance Company
(Asset Class >Rp10 Trillion)
Mandiri Subsidiaries Award Tanggal Penghargaan 1 Agustus 2025
02 The Most Efficient Subsidiary of The Year 2024 Award Date August 1, 2025
Penyelenggara Infobank
Tanggal Penghargaan 7 Februari 2025 Organizer Infobank
Award Date February 7, 2025
Penyelenggara Bank Mandiri
Organizer Bank Mandiri Indonesia Customer Service Quality Award 2025
Indonesia Digital Innovation Awards
08 Customer Service Quality Award 2025
predikat Very Good Kategori Car Financing
03 The Most Innovative Digitalization of Multifinance 2025
Tanggal Penghargaan 14 November 2025
for Enhancing Performance and Services through Digital Award Date November 14, 2025
Technology Adoption Penyelenggara SWA Media Group dan Business Digest
Organizer SWA Media Group dan Business Digest
Tanggal Penghargaan 28 Maret 2025
Award Date March 28, 2025
Penyelenggara Warta Ekonomi
Organizer Warta Ekonomi
Dream Workplace 2025
04 Dream Workplace for Learning Multifinance
Tanggal Penghargaan 25 Mei 2025
Award Date May 25, 2025
1
Penyelenggara Marketeers
Organizer Marketeers
Anugerah ESG 2025
05 “Navigating ESG In Global Economy Uncertainty”
Penghargaan ESG dengan tema “Inisiatif Inovasi
Membangun Keuangan Berkelanjutan”
Tanggal Penghargaan 4 Juli 2025
Award Date July 4, 2025
Penyelenggara IDX Channel
Organizer IDX Channel
2 3
4
5 6
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Indonesia Good Corporate Governance Award 2025
09 The Most Trusted Company based on Corporate
Governance Perception Index (Skor 85,06)
Tanggal Penghargaan 25 November 2025
Award Date November 25, 2025
Penyelenggara SWA Media Group dan IICG
12
Organizer SWA Media Group dan IICG
Sistem Manajemen Anti Penyuapan
(SMAP) ISO 37001 : 2016
Top Digital Awards 2025
Anti-Bribery Management System
10 Top Digital Implementation 2025 #Stars 5, (Smap) Iso 37001 : 2016
Golden Winner Medallion, Top Leader on Digital
Masa Berlaku Hingga Februari 2028
Implementation 2025
Validity Period Until February 2028
Tanggal Penghargaan 4 Desember 2025 Otoritas/Penerbit PT TUV NORD Indonesia
Award Date December 4, 2025 Authority/Publisher PT TUV NORD Indonesia
Penyelenggara IT Works
Organizer IT Works
Marketeers Digital Marketing Heroes 2025
11 Engaging Social Media Marketing Heroes
Tanggal Penghargaan 11 Desember 2025
Award Date December 11, 2025
Penyelenggara Marketeers 13
Organizer Marketeers
Sistem Manajemen Keamanan Informasi
(SMKI) ISO 27001 : 2022
Sistem Manajemen Keamanan Informasi
(SMKI) ISO 27001 : 2022
Masa Berlaku Hingga Mei 2026
Validity Period Until May 2026
Otoritas/Penerbit PT TUV SUD Indonesia
Authority/Publisher PT TUV NORD Indonesia
10
11
7
8 9
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Profil Perusahaan / Company Profile
Peristiwa Penting 2025
Event Highlights 2025
Penghargaan: Marketeers Youth Choice Award 2025,
Silver Multifinance Company
MTF kembali menunjukkan eksistensinya sebagai perusahaan multifinance
pilihan anak muda. Dengan layanan yang inovatif dan fleksibel, MTF
berhasil mendapatkan Silver Award dalam kategori Multifinance Company
di ajang Marketeers Youth Choice Award 2025. Prestasi ini menjadi bukti
komitmen MTF dalam mendukung kebutuhan finansial generasi muda.
Award: Marketeers Youth Choice Award 2025,
Silver Multifinance Company
MTF once again demonstrated its existence as a preferred multifinance
company among young customers. Through innovative and flexible
services, MTF received the Silver Award in the Multifinance Company
category at the Marketeers Youth Choice Award 2025. This achievement
reflects MTF’s commitment to supporting the financial needs of the
younger generation.
24 Januari 2025 January 24, 2025
CGV Grand Indonesia, Jakarta
Penghargaan: Mandiri Subsidiaries Award 2024
Atas kinerja yang dicatatkan sepanjang tahun 2024, MTF kembali meraih penghargaan
dalam ajang Mandiri Subsidiaries Awards 2024 sebagai The Most Efficient Subsidiary of
The Year 2024. Penghargaan ini merupakan bukti keberhasilan MTF dalam menerapkan
startegi efisiensi yang optimal sepanjang tahun. Atas apresiasi yang diberikan, Manajemen
MTF mengucapkan terima kasih kepada Bank Mandiri. Penghargaan ini menjadi semangat
Perseroan untuk terus meningkatkan efisiensi dan resiliensi di tahun-tahun berikutnya.
Penghargaan: Mandiri Subsidiaries Award 2024
In recognition of its 2024 performance, MTF once again received the award of The
Most Efficient Subsidiary of The Year 2024 at the Mandiri Subsidiaries Awards 2024. The
award reflects the successful implementation of efficiency strategies across the year. MTF
Management extends its gratitude to Bank Mandiri and views this award as encouragement
for the Company to continue strengthening efficiency and resilience in the years ahead.
7 Februari 2025 February 7, 2025
R Hotel Rancamaya, Bogor
MTF Menyalurkan Santunan dan Berbuka Bersama Anak Yatim Piatu
Sebagai bagian dari komitmen tanggung jawab sosial kepada masyarakat, MTF menyalurkan
santunan kepada 25 anak yatim piatu dengan total dana sebesar Rp20.000.000. Kegiatan
ini dilaksanakan bersamaan dengan acara berbuka puasa bersama yang menjadi momen
kebersamaan antara Perseroan dan para penerima manfaat. Program ini merupakan
bagian dari pelaksanaan Tanggung Jawab Sosial dan Lingkungan (TJSL) Perseroan yang
berfokus pada peningkatan kesejahteraan sosial di lingkungan sekitar.
Mandiri Tunas Finance Sharing and Break Fasting together with Orphans
As part of its social responsibility commitment to the community, MTF provided financial
assistance to 25 orphans, with a total amount of Rp20,000,000. The activity was carried
out in conjunction with a communal iftar gathering, serving as a moment of togetherness
between the Company and the beneficiaries. This program forms part of the Company’s
Social and Environmental Responsibility (CSR) initiatives, which focus on enhancing social
welfare within the surrounding community.
20 Maret 2025 March 20, 2025
Graha Mandiri, Jakarta
Penghargaan: Indonesia Digital Innovation Awards (IDIA) 2025
Pada Indonesia Digital Innovation Awards 2025, MTF memperoleh pengakuan atas
komitmennya dalam mengembangkan ekosistem digital berbasis teknologi guna
meningkatkan kualitas layanan kepada pelanggan. Penghargaan ini diberikan kepada
perusahaan terpilih yang dinilai berhasil mengimplementasikan inovasi digital pada
berbagai aspek bisnis dan layanan dengan dampak positif bagi masyarakat.
Award: Indonesia Digital Innovation Awards (IDIA) 2025
At the Indonesia Digital Innovation Awards 2025, MTF received recognition for
its commitment to developing a technology-based digital ecosystem to enhance
customer service quality. The award was presented to selected companies considered
successful in implementing digital innovation across various aspects of business and
services with positive impact for society.
28 Maret 2025 March 28, 2025
The Sultan Hotel & Residence, Jakarta
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Penghargaan: Dream Workplace for Learning Multifinance
MTF didapuk sebagai salah satu perusahaan multifinance dengan budaya
pembelajaran terbaik di Indonesia, khususnya untuk generasi muda,
pada ajang Dream Workplace for Learning. Apresiasi ini mencerminkan
komitmen Perseroan dalam membangun lingkungan kerja yang
mendukung pengembangan talenta, sekaligus mendorong inovasi
pembelajaran secara berkelanjutan.
Award: Dream Workplace for Learning-Multifinance
MTF was honored as one of the multifinance companies with the best
learning culture in Indonesia, particularly for the younger generation, at
the Dream Workplace for Learning event. This appreciation reflects the
Company’s commitment to building a work environment that supports
talent development, while continuously encouraging learning innovation.
25 Mei 2025 May 25, 2025
Grand Atrium Kota Kasablanka, Jakarta
Penghargaan: Apresiasi atas Inovasi MTF dalam Membangun Keuangan Berkelanjutan
di tahun 2025
MTF mendapatkan apresiasi atas berbagai inisiatif inovatif dalam menerapkan prinsip
Environmental, Social, and Governance (ESG) yang menjawab tantangan ketidakpastian
ekonomi global. Dengan tema “Inisiatif Inovasi Membangun Keuangan Berkelanjutan”, MTF
dinilai berhasil menghadirkan program-program yang berdampak positif terhadap lingkungan,
sosial, serta penerapan tata kelola perusahaan yang baik.
Award: Appreciation for MTF’s Innovation in Building Sustainable Finance in 2025
MTF received appreciation for various innovative initiatives in implementing Environmental,
Social, and Governance (ESG) principles to navigate global economic uncertainty challenges.
Under the theme “Inisiatif Inovasi Membangun Keuangan Berkelanjutan,” MTF was assessed
as having successfully presented programs that generate positive impact on environmental
and social aspects, as well as the implementation of good corporate governance.
4 Juli 2025 July 4, 2025
Mainhall Bursa Efek Indonesia, Jakarta
MTF Rilis Obligasi Rp2,5 Triliun
Guna mendukung pertumbuhan bisnisnya, MTF resmi merilis Obligasi Berkelanjutan VII
Tahap I Tahun 2025 senilai Rp2,5 triliun dengan peringkat idAAA dari PT Pemeringkat
Efek Indonesia (Pefindo). Instrumen ini merupakan bagian dari Obligasi Berkelanjutan
VII Perseroan yang menargetkan perolehan dana keseluruhan sebesar Rp10 triliun.
Dana hasil penerbitan obligasi akan digunakan untuk mendukung kegiatan pembiayaan
MTF, khususnya pembiayaan kendaraan bermotor dan modal kerja.
MTF Issued Rp2.5 Trillion Bonds
In order to support its business growth, MTF officially issued Sustainable Bonds VII Phase
I Year 2025 amounting to Rp2.5 trillion, with an idAAA rating from PT Pemeringkat Efek
Indonesia (Pefindo). This instrument forms part of the Company’s Sustainable Bonds
VII program, targeting total proceeds of Rp10 trillion. The proceeds from the bond
issuance will be utilized to support MTF’s financing activities, particularly motor vehicle 8 Juli 2025 July 8. 2025
financing and working capital financing. Bursa Efek Indonesia, Jakarta
Penghargaan: Indonesia Best Consumer Financing Industry for Providing Inclusive, Flexible
and Competitive Credit Solution
MTF membuktikan performanya dalam menyediakan solusi pembiayaan yang inklusif, fleksibel,
dan kompetitif yang sejalan dengan semangat transformasi digital dan penerapan Industri 4.0.
Pada ajang Industry Award 2025 yang mengusung tema “Strengthening Resilience, Redefining
Standards: Championing Industry 4.0 and the Digital Shift”, MTF dianugerahi penghargaan
Indonesia Best Consumer Financing Industry for Providing Inclusive, Flexible and Competitive
Credit Solution dalam kategori Multifinance.
Award:Indonesia Best Consumer Financing Industry for Providing Inclusive, Flexible and
Competitive Credit Solution
MTF demonstrated its performance in providing inclusive, flexible, and competitive financing
solutions that conforms with the spirit of digital transformation and Industry 4.0 implementation.
At the Industry Award 2025 event under the theme “Strengthening Resilience, Redefining
Standards: Championing Industry 4.0 and the Digital Shift,” MTF was awarded as Indonesia Best
24 Juli 2025 July 24, 2025 Consumer Financing Industry for Providing Inclusive, Flexible and Competitive Credit Solution in
The Sultan Hotel & Residence, Jakarta the Multifinance category.
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Profil Perusahaan / Company Profile
Penghargaan: 21st Infobank Multifinance Appreciation 2025
MTF kembali memperoleh penghargaan atas kinerja keuangan yang sangat
baik dan pertumbuhan berkelanjutan yang berhasil dicapai pada tahun
2025. Penghargaan diberikan oleh Infobank dengan predikat “The Excellent
Performance Multifinance Company (Asset >Rp10 trillion)”. Penghargaan ini
merefleksikan komitmen MTF dalam menjaga kinerja keuangan yang sehat,
memperkuat tata kelola perusahaan, serta memberikan layanan pembiayaan
terbaik kepada masyarakat.
Award: 21st Infobank Multifinance Appreciation 2025
MTF once again received recognition for its very strong financial performance
and sustainable growth achieved in 2025. The award was bestowed by Infobank,
with the predicate “The Excellent Performance Multifinance Company (Asset
> Rp10 trillion).” This award reflects MTF’s commitment to maintaining sound
financial performance, strengthening corporate governance, and delivering the
best financing services to the public.
1 Agustus 2025 August 01, 2025
Hotel Indonesia Kempinski, Jakarta
Kolaborasi MTF dalam Mendorong Sinergi Dunia Akademik dan Industri
MTF berkolaborasi dengan Program Studi S1 Manajemen, Fakultas Ekonomi
dan Bisnis Universitas Sebelas Maret dalam penyelenggaraan kegiatan
Kuliah Praktisi untuk Mata Kuliah Minat Keuangan dengan topik “Manajemen
Keuangan dalam Praktik Lapangan. Pemaparan Materi disampaikan langsung
oleh Bapak William Francis Indra, selaku Direktur MTF, yang membagikan
wawasan tentang dunia industri pembiayaan, Manajemen Keuangan dalam
Praktik Lapangan dan memperkenalkan berbagai inovasi digital MTF.
MTF collaborated with the Undergraduate Management Study Program,
Faculty of Economics and Business Universitas Sebelas Maret in organizing a
Practitioner Lecture for the Finance Interest Course under the topic “Manajemen
Keuangan dalam Praktik Lapangan.” The lecture was conveyed by Mr. William
Francis Indra, Director of MTF, who shared his insights on the financing industry,
financial management in field practice, and various digital innovations of MTF.
11 Oktober 2025 October 11, 2025
Diselenggarakan secara daring
MTF Mengajar Goes to Campus
MTF berkolaborasi dengan Fakultas Ekonomi dan Bisnis Universitas Airlangga (FEB
UNAIR) dengan tema Empowering the Future: Mempersiapkan Karier dan Finansial Sejak
Muda. Program ini merupakan bagian dari inisiatif MTF dalam mengedukasi mahasiswa
tentang literasi finansial, kesiapan karier, serta memberikan kesempatan rekrutmen
melalui MTF Campus Hiring Management Trainee Batch 20. Sesi utama disampaikan
langsung oleh Bapak Pinohadi G. Sumardi, selaku Direktur Utama MTF, yang kemudian
dilanjutkan dengan MTF Campicnic dan Leaderless Group Discussion (LGD).
MTF Mengajar Goes to Campus
MTF collaborated with the Faculty of Economics and Business Universitas Airlangga
(FEB UNAIR) under the theme “Empowering the Future: Mempersiapkan Karier dan
Finansial Sejak Muda.” This program forms part of MTF’s initiative to educate students
on financial literacy and career readiness, while also providing recruitment opportunities
through MTF Campus Hiring Management Trainee Batch 20. The main session was
delivered directly by Mr. Pinohadi G. Sumardi, President Director of MTF, followed by
MTF Campicnic and Leaderless Group Discussion (LGD). 23 Oktober 2025 October 23, 2025
Universitas Airlangga, Surabaya
Partisipasi MTF dalam Livin’ Fest 2025 di 10 Kota Besar Indonesia
MTF hadir memberikan dukungan penuh dalam penyelenggaraan Livin’ Fest 2025
yang merupakan rangkaian peringatan HUT ke-27 Bank Mandiri di 10 kota besar
di Indonesia. Dalam rangkaian kegiatan tersebut, MTF turut memperkuat sinergi
Mandiri Group melalui program unggulan “Mandiri Auto”. Melalui program ini,
pengunjung Livin’ Fest di setiap kota dapat menikmati berbagai promo menarik
khusus bagi nasabah yang mengajukan pembiayaan selama periode acara
berlangsung.
MTF Participation in the Livin’ Fest 2025 in 10 Major Cities Across Indonesia
MTF provided full support in the implementation of Livin’ Fest 2025 as part of the
27th anniversary celebration series of Bank Mandiri held across 10 major cities in
Indonesia. In this series of activities, MTF strengthened Mandiri Group synergy
16 Oktober-14 Desember 2025 through its flagship program, “Mandiri Auto.” Through this program, visitors at
October 16-December 14, 2025 each Livin’ Fest location were able to access various promotional offers specifically
Jakarta Medan, Bandung, Palembang, Semarang, for customers who submitted financing applications during the event period.
Balikpapan, Makassar, Denpasar, Jayapura, Surabaya
66 PT Mandiri Tunas Finance
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Penghargaan: Indonesia Customer Service Quality Award 2025
MTF terus menegaskan komitmennya dalam memberikan layanan praktis, tepercaya, dan
relevan dengan kebutuhan masyarakat saat ini. Komitmen tersebut dibuktikan dengan
diraihnya penghargaan Indonesia Customer Service Quality Award 2025 pada Kategori Car
Financing dengan predikat Very Good. Pada ajang ini, MTF dinilai unggul karena mampu
memahami kebutuhan pelanggan dengan cepat, memberikan layanan yang responsif, serta
memanfaatkan teknologi untuk membuat proses menjadi lebih mudah dan nyaman.
Award: Indonesia Customer Service Quality Award 2025
MTF consistently affirms its commitment in delivering practical, reliable, and relevant services
aligned with current public needs. Such commitment was appreciated in the Indonesia
Customer Service Quality Award 2025, the Car Financing category, with the predicate Very
Good. In this event, MTF was assessed as having the capability to understand customer
needs promptly, provide responsive services, and utilize technology to create processes 14 November 2025 November 14, 2025
that are more efficient and convenient. Shangri-La Hotel, Jakarta
Penghargaan: The Most Trusted Company pada Indonesia Good Corporate
Governance Award 2025
MTF berhasil meraih penghargaan bergengsi sebagai “The Most Trusted Company based on
Corporate Governance Perception Index (CGPI)” dengan perolehan nilai 85,06. Penghargaan
ini diberikan berdasarkan hasil evaluasi dan penilaian mendalam terhadap penerapan prinsip-
prinsip GCG, mulai dari aspek transparansi, akuntabilitas, tanggung jawab, independensi,
hingga pengelolaan bisnis. Capaian tersebut menempatkan MTF sebagai salah satu dari
jajaran Perusahaan Sangat Terpercaya dalam implementasi GCG di Indonesia.
Award: The Most Trusted Company at the Indonesia Good Corporate Governance
Award 2025
MTF received the award as “The Most Trusted Company based on Corporate Governance
Perception Index (CGPI)” with a score of 85.06. The award was bestowed based on
comprehensive evaluation of the implementation of GCG principles, covering transparency,
accountability, responsibility, independence, and business management. This achievement
25 November 2025 November 25, 2025 places MTF among companies categorized as Highly Trusted in the implementation of GCG
Shangri-La Hotel, Jakarta in Indonesia.
Aksi Peduli Kemanusiaan Perwira MTF, Salurkan Bantuan untuk Korban Bencana
di Sumatra
MTF menyalurkan bantuan sebesar Rp172.500.000 bagi masyarakat terdampak bencana
di Sumatra melalui donasi yang dihimpun dari Perwira MTF. Inisiatif ini merupakan wujud
solidaritas dan kepedulian MTF dalam membantu warga yang mengalami masa sulit.
Penyaluran bantuan dilakukan secara langsung kepada masyarakat terdampak di Sumatra
Barat oleh jajaran manajemen dan perwakilan Perwira MTF. Pada hari berikutnya, Bapak
Pinohadi G. Sumardi selaku Direktur Utama MTF juga hadir memberikan komitmen
dukungan dan menyerahkan bantuan bagi warga terdampak bencana di Sumatra Utara.
Perwira MTF Humanitarian Initiative: Assistance for Disaster-Affected Communities
in Sumatra
MTF distributed assistance amounting to Rp172,500,000 to communities affected by
disaster in Sumatra, sourced from donations contributed by MTF Perwira. This initiative
reflects MTF’s solidarity and social commitment in supporting communities facing difficult
circumstances. The assistance was delivered directly to affected communities in West
Sumatra by the Management and representatives of MTF Perwira. On the following day,
Mr. Pinohadi G. Sumardi, President Director of MTF, led the assistance distribution in 10 Desember 2025 December 10. 2025
North Sumatra and reaffirmed MTF’s support for disaster-affected communities. Sumatra Barat dan Sumatra Utara
Penghargaan: Engaging Social Media Marketing Heroes
Konsistensi MTF dalam memperkuat komunikasi digital melalui media sosial
mengantarkan MTF meraih penghargaan untuk kategori Engaging Social Media
Marketing Heroes. Pengakuan ini diberikan atas keberhasilan MTF menghadirkan
program media sosial yang kreatif dan interaktif, seperti MTF Flash Sale, Unboxing
by MTF, FYP with MTF, dan Talkin by MTF. Seluruh inisiatif tersebut dirancang untuk
menyajikan konten yang relevan sekaligus menyampaikan informasi produk dan
layanan MTF secara ringan, mudah dipahami, dan selaras dengan karakter audiens
digital.
Award: Engaging Social Media Marketing Heroes
MTF’s consistency in strengthening digital communication through social media
resulted in recognition in the Engaging Social Media Marketing Heroes category. The
recognition was granted for MTF’s ability to present creative and interactive social
media programs such as MTF Flash Sale, Unboxing by MTF, FYP with MTF, and Talkin by
MTF. These initiatives were designed to deliver relevant content while communicating
11 Desember 2025
The Ritz-Carlton, Jakarta MTF’s products and services in a clear, accessible, and digital audience-aligned manner.
PT Mandiri Tunas Finance
Sustainability Report 2025 67
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Tata Kelola Keberlanjutan / Sustainability Governance
Tata Kelola
Keberlanjutan
Sustainability Governance
Melalui fondasi tata kelola yang
kuat, Perseroan optimistis mampu
menjawab tantangan bisnis, memenuhi
ekspektasi pemangku kepentingan,
dan membangun keberlanjutan usaha
jangka panjang.
Through a strong governance foundation, the
Company remains confident in its ability to address
business challenges, meet stakeholder expectations,
and build long-term business sustainability.
85,06
Skor Corporate
Governance Perception
Index (CGPI)
85.06 Corporate
Governance Perception
Index (CGPI) Score
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100% 100%
Karyawan telah mengikuti
sosialisasi anti-fraud
Laporan melalui
Whistleblowing System 100% of employees have
diselesaikan participated in anti-fraud
awareness programs
100% of reports submitted
through the Whistleblowing
System were resolved
PT Mandiri Tunas Finance
Sustainability Report 2025 69
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Tata Kelola Keberlanjutan / Sustainability Governance
Tata Kelola Perusahaan yang Baik (Good Corporate The implementation of Good Corporate Governance
Governance/GCG) yang meliputi transparansi, (GCG), which encompasses transparency, accountability,
akuntabilitas, pertanggungjawaban, kemandirian, dan responsibility, independence, and fairness in all operational
kewajaran dalam seluruh pengelolaan operasional dan and business management, serves as a fundamental
bisnis menjadi prinsip bagi perusahaan dalam menerapkan principle for the Company in conducting its business.
bisnis Penerapan GCG tersebut menjadi landasan The implementation of GCG provides a foundation
untuk menjaga keseimbangan fungsi pengendalian, for maintaining balanced control functions, minimizing
meminimalkan risiko pengelolaan, serta memperkuat management risks, and strengthening sustainable
keberlanjutan kinerja dan integritas di mata pemangku performance and integrity in the eyes of stakeholders.
kepentingan.
Pelaksanaan GCG senantiasa diselaraskan dengan The implementation of GCG is consistently aligned with
ketentuan peraturan perundang-undangan dan mengacu applicable laws and regulations and refers to corporate
pada praktik terbaik korporasi. Melalui fondasi tata best practices. Through a strong governance foundation,
kelola yang kuat, Perseroan optimistis mampu menjawab the Company is confident in its ability to address business
tantangan bisnis, memenuhi ekspektasi pemangku challenges, meet stakeholder expectations, and build
kepentingan, dan membangun keberlanjutan usaha long-term business sustainability.
jangka panjang.
Struktur Tata Kelola
Governance Structure [DE1.1][PJ1.2]
Sebagaimana diatur dalam POJK No. 46 Tahun 2024, As regulated in POJK No. 46 of 2024, the governance
struktur tata kelola terdiri dari tiga Organ Utama Perseroan, structure consists of three main corporate organs, namely:
yaitu:
• Rapat Umum Pemegang Saham (RUPS) • General Meeting of Shareholders (GMS)
Organ Perseroan yang mempunyai wewenang A corporate organ with authority not granted to the
yang tidak diberikan kepada Direksi atau Dewan Board of Directors or the Board of Commissioners
Komisaris dalam batas yang ditentukan dalam within the limits stipulated by Law No. 40 of 2007 on
Undang-Undang Perseroan Terbatas No. 40 Tahun Limited Liability Companies and/or the Articles of
2007 dan/atau Anggaran Dasar. Association.
• Dewan Komisaris • Board of Commissioners
Organ Perseroan yang bertugas melakukan A corporate organ responsible for carrying out general
pengawasan secara umum dan atau khusus sesuai and/or specific supervision in accordance with the
dengan Anggaran Dasar serta memberikan nasihat Articles of Association and providing advice to the
kepada Direksi. Board of Directors.
• Direksi • Board of Directors
Organ Perseroan yang berwenang dan bertanggung A corporate organ authorized and fully responsible for
jawab penuh atas pengurusan Perseroan untuk managing the Company for the benefit of the Company,
kepentingan Perseroan, sesuai dengan maksud in accordance with the Company’s objectives and
dan tujuan Perseroan serta mewakili Perseroan baik purposes, and representing the Company both inside
di dalam maupun di luar pengadilan sesuai dengan and outside the court in accordance with the provisions
ketentuan Anggaran Dasar. of the Articles of Association.
Perseroan menganut sistem dua badan (two-tier system), The Company adopts a two-tier system, consisting of
yaitu Dewan Komisaris dan Direksi yang masing-masing the Board of Commissioners and the Board of Directors,
memiliki wewenang serta tanggung jawab yang jelas
70 PT Mandiri Tunas Finance
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sesuai dengan fungsi sebagaimana diamanatkan dalam each with clearly defined authority and responsibilities in
Anggaran Dasar dan ketentuan perundang-undangan. accordance with their respective functions as mandated
in the Articles of Association and prevailing laws and
regulations.
Dalam menjalankan tugas pengawasan, Dewan Komisaris In carrying out its supervisory duties, the Board of
didukung oleh organ pendukung yang terdiri atas Commissioners is supported by several supporting organs,
Sekretaris Dewan Komisaris, Komite Audit, Komite namely the Board of Commissioners Secretary, Audit
Nominasi dan Remunerasi, serta Komite Pemantau Risiko. Committee, Nomination and Remuneration Committee,
[GRI 2-9][GRI 2-11] and Risk Monitoring Committee. [GRI 2-9][GRI 2-11]
Sedangkan dalam implementasinya, Direksi berperan In its implementation, the Board of Directors acts as
sebagai eksekutif senior yang dipilih langsung oleh senior executives elected directly by the shareholders and
pemegang saham dan mempunyai tanggung jawab holds full responsibility for the overall management of the
penuh atas jalannya perusahaan secara keseluruhan. Company. The Board of Directors is supported by several
Direksi memperoleh dukungan dari organ pendukung supporting organs, including Corporate Secretary, Risk
berupa Corporate Secretary, Risk Management, Internal Management, Internal Audit, Legal & Compliance, AML–
Audit, Legal & Compliance, UKK APU PPT (Unit Kerja CFT Unit (Anti-Money Laundering and Counter-Terrorism
Khusus Anti Pencucian Uang dan Pencegahan Pendanaan Financing Unit), ALCO (Asset & Liability Committee),
Terorisme), ALCO (Asset & Liability Committee), Komite Credit Committee, Risk Management Committee, Anti-
Kredit, Komite Manajemen Risiko, Komite Anti-Fraud, Fraud Committee, and the Information Technology
serta Komite Pengarah Teknologi Informasi. Steering Committee.
Di antara organ pendukung Dewan Komisaris dan Direksi, Among the supporting organs of the Board of
Divisi Corporate Planning & Performance Management Commissioners and the Board of Directors, the Corporate
memiliki peran strategis dalam pengambilan keputusan Planning & Performance Management Division plays a
dan pengawasan atas dampak Perseroan terhadap aspek strategic role in decision-making and oversight related to
ekonomi, lingkungan, dan sosial. [GRI 2-12][GRI 2-13] the Company’s impacts on economic, environmental, and
social aspects. [GRI 2-12][GRI 2-13]
Adapun informasi lebih lanjut mengenai struktur tata Further information regarding the Company’s governance
kelola Perseroan dapat ditemukan pada Bab Tata Kelola structure can be found in the Corporate Governance
Perseroan dalam Laporan Tahunan 2025. chapter of the 2025 Annual Report.
Komposisi Dewan Komisaris Periode 1 Januari 2025-25 Juli 2025
Composition of the Board of Commissioners from 1 January 2025-25 July 2025 [GRI 405-1]
Periode
Nama Jabatan Dasar Pengangakatan Masa Jabatan
Jabatan
Name Position Basis of Appointment Term of Office
Tenure
RUPS Tahunan Tahun 2023
Akta Pernyataan Keputusan RUPS Tahunan PT Mandiri
s.d. penutupan RUPS Tahunan
Tunas Finance No. 138 tanggal 28 Juni 2023 yang dibuat
Komisaris Utama Tahun 2026. Ke-3
Rico Adisurja di hadapan M. Kholid Artha, S.H., notaris di Jakarta.
President Annual GMS of Financial 3rd
Setiawan* Deed of Resolution of the Annual GMS of PT Mandiri
Commissioner Year 2023 until the closing of
Tunas Finance No. 138 Dated 28 June 2023 made before
Annual GMS of Financial Year
M. Kholid Artha, SH, a notary in Jakarta.
2026.
RUPS Tahunan Tahun 2024
Akta Pernyataan Keputusan RUPS Tahunan PT Mandiri
s.d. penutupan RUPS Tahunan
Tunas Finance No. 236 tanggal 28 Juni 2024 yang dibuat
Tahun 2027. Ke-1
Komisaris di hadapan M. Kholid Artha, S.H., notaris di Jakarta.
Saptari** Annual GMS of Financial 1st
Commissioner Deed of Resolution of the Annual GMS of PT Mandiri
Year 2024 until the closing of
Tunas Finance No. 236 Dated 28 June 2024 made before
Annual GMS of Financial Year
M. Kholid Artha, S.H., a notary in Jakarta.
2027.
PT Mandiri Tunas Finance
Sustainability Report 2025 71
Page 73
Tata Kelola Keberlanjutan / Sustainability Governance
Periode
Nama Jabatan Dasar Pengangakatan Masa Jabatan
Jabatan
Name Position Basis of Appointment Term of Office
Tenure
RUPS Tahunan Tahun 2023
Akta Pernyataan Keputusan RUPS Tahunan PT Mandiri
s.d. penutupan RUPS Tahunan
Tunas Finance No. 138 tanggal 28 Juni 2023 yang dibuat
Komisaris Independen Tahun 2026. Ke-1
Fendy Eventius di hadapan M. Kholid Artha, S.H., notaris di Jakarta.
Independent Annual GMS of Financial 1st
Mugni Deed of Resolution of the Annual GMS of PT Mandiri
Commissioner Year 2023 until the closing of
Tunas Finance No. 138 Dated 28 June 2023 made before
Annual GMS of Financial Year
M. Kholid Artha, S.H., a notary in Jakarta.
2026.
RUPS Tahunan Tahun 2024
Akta Pernyataan Keputusan RUPS Luar Biasa No. 16
s.d penutupan RUPS Tahunan
tanggal 5 November 2024 yang dibuat di hadapan M.
Komisaris Independen Tahun 2027. Ke-1
Kholid Artha, S.H., notaris di Jakarta.
Subarna Independent Annual GMS of Financial 1st
Deed of Resolution of the Annual GMS of PT Mandiri
Commissioner Year 2024 until the closing of
Tunas Finance No. 16 Dated 5 November 2024 made
Annual GMS of Financial Year
before M. Kholid Artha, S.H., a notary in Jakarta.
2027.
*) Mengundurkan diri pada tanggal 25 Juni 2025 sebagai Komisaris Utama PT Mandiri Tunas Finance dan pengunduran diri disetujui melalui RUPST pada tanggal 30 Juni 2025
dengan pengunduran diri efektif pada tanggal 25 Juli 2025.
**) Mengundurkan diri pada tanggal 25 Maret 2025 sebagai Komisaris PT Mandiri Tunas Finance dan pengunduran diri disetujui melalui RUPS-LB pada tanggal 23 Juni 2025.
*) Resigned on 25 June 2025 as President Commissioner of PT Mandiri Tunas Finance and the resignation was approved through the Annual GMS on 30 June 2025, with the
resignation effective on 25 July 2025.
**) Resigned on 25 March 2025 as Commissioner of PT Mandiri Tunas Finance and the resignation was approved through the Extraordinary GMS on 23 June 2025.
Komposisi Dewan Komisaris Periode 25 Juli 2025-23 Desember 2025
Composition of the Board of Commissioners from 25 July 2025-23 December 2025
Nama Jabatan Dasar Pengangakatan Masa Jabatan Periode Jabatan
Name Position Basis of Appointment Term of Office Tenure
RUPS Tahunan
Akta Pernyataan Keputusan RUPS
Tahun 2025 s.d.
Tahunan PT Mandiri Tunas Finance
penutupan RUPS
No. 174 tanggal 30 Juni 2025 yang
Tahunan Tahun
dibuat di hadapan M. Kholid Artha,
2028. Ke-1
Komisaris Utama S.H., notaris di Jakarta.
Nugraha Indra Permadi* Annual GMS of 1st
President Commissioner Deed of Resolution of the Annual
Financial Year 2025
GMS of PT Mandiri Tunas Finance
until the closing
No. 174 Dated 30 June 2025 made
of Annual GMS
before M. Kholid Artha, S.H., a notary
of Financial Year
in Jakarta.
2028.
Akta Pernyataan Keputusan RUPS RUPS Tahunan
Tahunan PT Mandiri Tunas Finance Tahun 2023 s.d.
No. 138 tanggal 28 Juni 2023 yang penutupan RUPS
dibuat di hadapan M. Kholid Artha, Tahunan Tahun
Komisaris Independen S.H., notaris di Jakarta. 2026. Ke-1
Fendy Eventius Mugni Independent Commissioner Deed of Resolution of the Annual Annual GMS of 1st
GMS of PT Mandiri Tunas Finance Financial Year 2023
No. 138 Dated 28 June 2023 made until the closing
before M. Kholid Artha, S.H., a notary of Annual GMS
in Jakarta. of Financial Year
2026.
RUPS Tahunan
Akta Pernyataan Keputusan RUPS Luar Tahun 2024 s.d
Biasa No. 16 tanggal 5 November penutupan RUPS
2024 yang dibuat di hadapan M. Tahunan Tahun
Kholid Artha, S.H., notaris di Jakarta. 2027. Ke-1
Komisaris Independen
Subarna Deed of Resolution of the Annual Annual GMS of 1st
Independent Commissioner
GMS of PT Mandiri Tunas Finance No. Financial Year 2024
16 Dated 5 November 2024 made until the closing
before M. Kholid Artha, S.H., a notary of Annual GMS
in Jakarta. of Financial Year
2027.
*) Diangkat sebagai Komisaris Utama PT Mandiri Tunas Finance melalui RUPST pada tanggal 30 Juni 2025 dengan efektif menjabat pada tanggal 25 Juli 2025.
*) Appointed as President Commissioner of PT Mandiri Tunas Finance through the Annual GMS on 30 June 2025, effective as of 25 July 2025.
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Komposisi Direksi per 31 Desember 2025
Composition of the Board of Directors as of 31 December 2025 [GRI 405-1]
Periode
Nama Jabatan Dasar Pengangakatan Masa Jabatan
Jabatan
Name Position Basis of Appointment Term of Office
Tenure
Pengangkatan pertama kali sebagai Direktur Utama Mandiri Tunas 9 Oktober 2020 s.d.
Finance pada RUPS Luar Biasa (Keputusan Sirkuler) berdasarkan Akta penutupan RUPS Tahunan
Pernyataan Keputusan Pemegang Saham No. 6 tanggal 9 Oktober Tahun Buku 2022
Ke-1
2020. 9 October 2020 until the
1st
Appointed for the first time as President Director of Mandiri Tunas closing of the Annual General
Finance at the Extraordinary GMS (Circular Resolution) based on Meeting of Shareholders for
Direktur Deed of Shareholders’ Resolution No. 6 dated 9 October 2020. the 2022 Financial Year.”
Pinohadi G. Utama Diangkat kembali untuk periode kedua sebagai Direktur Utama
Sumardi President Mandiri Tunas Finance pada Keputusan Pemegang Saham di Luar
Director 28 Juni 2023 s.d. penutupan
RUPS untuk Menyelenggarakan RUPS Tahunan (Keputusan Sirkuler)
RUPS Tahunan Tahun Buku
berdasarkan Akta Pernyataan Keputusan RUPS Tahunan No. 138
2025 Ke-2
tanggal 28 Juni 2023.
28 June 2023 until the closing 2nd
Reappointed for the second period as President Director of Mandiri
of the Annual GMS for
Tunas Finance at the Shareholders’ Resolution Outside the GMS to
Financial Year 2025
Convene the Annual GMS (Circular Resolution) based on Deed of
Annual GMS Resolution No. 138 dated 28 June 2023.
Diangkat sebagai Direktur Mandiri Tunas Finance untuk pertama
kalinya berdasarkan Keputusan Pemegang Saham di Luar RUPS
29 Maret 2021 s.d.
untuk Menyelenggarakan RUPS Tahunan (Keputusan Sirkuler)
penutupan RUPS Tahunan
berdasarkan Akta Pernyataan Keputusan RUPS Tahunan No. 15
Tahun Buku 2023 Ke-1
tanggal 29 Maret 2021.
29 March 2021 until the 1st
Appointed for the first time as Director of Mandiri Tunas Finance
closing of the Annual GMS for
based on the Shareholders’ Resolution Outside the GMS to
Financial Year 2023
Convene the Annual GMS (Circular Resolution) based on Deed of
R. Eryawan Direktur Annual GMS Resolution No. 15 dated 29 March 2021.
Nurhariadi Director
Diangkat kembali untuk periode kedua sebagai Direktur Mandiri
Tunas Finance pada Keputusan Pemegang Saham di Luar RUPS 28 Juni 2024 s.d. penutupan
untuk Menyelenggarakan RUPS Tahunan berdasarkan Akta RUPS Tahunan Tahun Buku
Pernyataan Keputusan RUPS Tahunan No. 236 tanggal 28 Juni 2024. 2026 Ke-2
Reappointed for the second period as Director of Mandiri Tunas 28 June 2024 until the closing 2nd
Finance at the Shareholders’ Resolution Outside the GMS to of the Annual GMS for
Convene the Annual GMS based on Deed of Annual GMS Financial Year 2026
Resolution No. 236 dated 28 June 2024.
Diangkat sebagai Direktur Mandiri Tunas Finance untuk pertama
kalinya berdasarkan Keputusan Pemegang Saham di Luar RUPS
29 Maret 2021 s.d.
untuk Menyelenggarakan RUPS Tahunan (Keputusan Sirkuler)
penutupan RUPS Tahunan
berdasarkan Akta Pernyataan Keputusan RUPS Tahunan No. 15
Tahun Buku 2023 Ke-1
tanggal 29 Maret 2021.
29 March 2021 until the 1st
Appointed for the first time as Director of Mandiri Tunas Finance
closing of the Annual GMS for
based on the Shareholders’ Resolution Outside the GMS to
Financial Year 2023
Convene the Annual GMS (Circular Resolution) based on Deed of
William Direktur Annual GMS Resolution No. 15 dated 29 March 2021.
Francis Indra Director
Diangkat kembali untuk periode kedua sebagai Direktur Mandiri
Tunas Finance pada Keputusan Pemegang Saham di Luar RUPS 28 Juni 2024 s.d. penutupan
untuk Menyelenggarakan RUPS Tahunan berdasarkan Akta RUPS Tahunan Tahun Buku
Pernyataan Keputusan RUPS Tahunan No. 236 tanggal 28 Juni 2024. 2026 Ke-2
Reappointed for the second period as Director of Mandiri Tunas 28 June 2024 until the closing 2nd
Finance at the Shareholders’ Resolution Outside the GMS to of the Annual GMS for
Convene the Annual GMS based on Deed of Annual GMS Financial Year 2026
Resolution No. 236 dated 28 June 2024.
Nominasi dan Remunerasi
Nomination and Remuneration [GRI 2-10][GRI 2-19][DE2.1][PJ2.2]
Kebijakan nominasi Dewan Komisaris dan Direksi Perseroan The nomination policy for the Company’s Board of
mengikuti kebijakan dari PT Bank Mandiri (Persero) Tbk Commissioners and Board of Directors follows the policy
selaku Pemegang Saham Utama/Pengendali Perseroan. of PT Bank Mandiri (Persero) Tbk as the Company’s
Mekanisme nominasi, pengangkatan dan pemberhentian Main/Controlling Shareholder. The nomination,
Dewan Komisaris dan Direksi dilakukan melalui keputusan appointment, and dismissal mechanisms for the Board of
pemegang saham yang kemudian berlaku efektif melalui Commissioners and the Board of Directors are carried out
Penilaian Kemampuan dan Kepatutan (Fit and Proper through shareholder resolutions which become effective
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Test) sesuai dengan peraturan dari OJK selaku regulator after passing the Fit and Proper Test in accordance with
di sektor keuangan. Mekanisme pemberhentian Dewan regulations issued by the Financial Services Authority
Komisaris dan Direksi dapat dilakukan sewaktu-waktu (OJK) as the regulator in the financial sector. The dismissal
dengan persetujuan pemegang saham dan dinyatakan of members of the Board of Commissioners and the
tidak memenuhi kriteria dengan alasan sebagai berikut: Board of Directors may be carried out at any time with the
approval of the shareholders if the individual is deemed
not to meet the required criteria for the following reasons:
1. Terbukti tidak dapat memenuhi kewajibannya yang 1. Proven inability to fulfill the obligations agreed
telah disepakati dalam Kontrak Manajemen. upon in the Management Contract.
2. Terbukti tidak dapat melaksanakan kewajibannya 2. Proven inability to properly carry out their duties.
dengan baik. 3. Proven failure to comply with applicable laws and
3. Terbukti tidak melaksanakan peraturan perundang- regulations and/or the provisions stipulated in
undangan dan/atau ketentuan yang dimuat dalam the Company’s Articles of Association.
Anggaran Dasar Perusahaan. 4. Proven involvement in actions that harm the
4. Terbukti terlibat dalam tindakan yang merugikan Company and/or the State.
Perseroan dan/atau Negara.
5. Terbukti melakukan tindakan yang melanggar etika 5. Proven involvement in actions that violate ethics
dan/atau kepatutan yang menjadi kewajiban seluruh and/or propriety, which are obligations for all
anggota Direksi. members of the Board of Directors.
6. Terbukti bersalah berdasarkan keputusan pengadilan 6. Proven guilty based on a court decision that has
yang memiliki kekuatan hukum yang tetap. obtained permanent legal force.
7. Mengundurkan diri. 7. Resignation.
Calon Anggota Dewan Komisaris dan Direksi melalui Candidates for members of the Board of Commissioners
beberapa rangkaian proses seleksi sebelum diusulkan and the Board of Directors must go through several
oleh Pemegang Saham yang memiliki wewenang stages of the selection process before being proposed by
untuk mengusulkan dalam RUPS. Sebagai bagian dari shareholders who have the authority to nominate them at
Mandiri grup, pengangkatan Dewan Komisaris dan the General Meeting of Shareholders (GMS). As part of
Direksi Perusahaan mengacu kepada Peraturan Menteri the Mandiri Group, the appointment of the Company’s
BUMN No. PER-04/MBU/06/2020 tentang Perubahan Board of Commissioners and Board of Directors refers to
atas Peraturan Menteri Negara BUMN No. PER-03/ the Regulation of the Minister of State-Owned Enterprises
MBU/2012 tentang Pedoman Pengangkatan Anggota No. PER-04/MBU/06/2020 concerning Amendments to
Direksi dan Anggota Dewan Komisaris Anak Perusahaan the Regulation of the Minister of State-Owned Enterprises
Badan Usaha Milik Negara. Prosedur dan mekanisme No. PER-03/MBU/2012 regarding Guidelines for the
seleksi calon Direksi berlandaskan pada prinsip-prinsip Appointment of Members of the Board of Directors and
GCG, yaitu Transparansi, Kemandirian, Akuntabilitas, Members of the Board of Commissioners of Subsidiaries
Pertanggungjawaban, dan Kewajaran. of State-Owned Enterprises. The procedures and
mechanisms for selecting candidates for the Board of
Directors are based on the principles of Good Corporate
Governance (GCG), namely Transparency, Independence,
Accountability, Responsibility, and Fairness.
Sedangkan untuk aspek remunerasi, penetapan In terms of remuneration, the determination of remuneration
remunerasi Direksi dan Dewan Komisaris mengacu pada for the Board of Directors and the Board of Commissioners
keputusan pemegang saham sebagaimana ditetapkan refers to shareholder resolutions as stipulated in the
dalam RUPS. Dalam proses tersebut, Pemegang Saham General Meeting of Shareholders (GMS). In this process,
mempertimbangkan hasil kajian yang disusun oleh shareholders consider the results of a study prepared by the
Perseroan sebagai dasar usulan Dewan Komisaris. Sesuai Company as the basis for proposals submitted by the Board
dengan ketentuan Pasal 96 ayat (1) Undang-Undang No. of Commissioners. In accordance with Article 96 paragraph
40 Tahun 2007 tentang Perseroan Terbatas, besaran gaji (1) of Law No. 40 of 2007 concerning Limited Liability
dan tunjangan Direksi ditetapkan berdasarkan keputusan Companies, the amount of salary and allowances for the
RUPS. Selanjutnya, sebagaimana diatur dalam Pasal Board of Directors is determined by the GMS resolution.
96 ayat (2), kewenangan penetapan tersebut dapat Furthermore, as stipulated in Article 96 paragraph (2), such
dilimpahkan oleh RUPS kepada Dewan Komisaris sesuai authority may be delegated by the GMS to the Board of
dengan ketentuan yang berlaku. Commissioners in accordance with applicable regulations.
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Kajian penetapan remunerasi Dewan Komisaris dan Direksi The study for determining the remuneration of the Board
disusun dengan mempertimbangkan berbagai aspek of Commissioners and the Board of Directors is prepared
yang relevan sebagai dasar pengambilan keputusan. by considering various relevant aspects as the basis for
Adapun aspek-aspek yang menjadi pertimbangan dalam decision-making. The aspects considered in determining
penetapan remunerasi tersebut antara lain sebagai such remuneration include the following:
berikut:
Peraturan/perundang-
Kinerja keuangan
undangan yang berlaku, Pertimbangan sasaran
dan pencapaian Key
Prestasi kerja individu serta kewajaran dengan dan strategi jangka
Performance Indicator
industri/perusahaan panjang Perseroan
(KPI) Perseroan
lainnya.
Dewan Komisaris menentukan dasar penetapan The Board of Commissioners determines the basis for
remunerasi bagi Direksi dengan menggunakan metode setting the remuneration of the Board of Directors using
balance scorecard yang berlandaskan parameter kinerja the balanced scorecard method, which is based on
yang telah ditentukan. [GRI 2-20] predetermined performance parameters. [GRI 2-20]
Penilaian kinerja Direksi selama tahun 2025 dilakukan The performance evaluation of the Board of Directors
berdasarkan metode balance scorecard dengan during 2025 was conducted using the balanced scorecard
menggunakan parameter sebagai berikut: method based on the following parameters:
1. Pencapaian kinerja sesuai Rencana Kerja dan 1. Achievement of performance targets in accordance
Anggaran Perusahaan (RKAP) yaitu meliputi with the Company’s Work Plan and Budget (RKAP),
pencapaian target angka- angka keuangan seperti including the achievement of financial targets such
volume pembiayaan, profitabilitas, pembiayaan joint as financing volume, profitability, joint financing, cost
financing, cost efficiency ratio, cost of credit dan efficiency ratio, cost of credit, and non-performing
piutang pembiayaan bermasalah. financing receivables
2. Peningkatan sinergi dengan Perusahaan Induk 2. Enhancement of synergy with the Parent Company
melalui penggarapan segmen captive retail maupun through the development of both captive retail
wholesales untuk meningkatkan pembiayaan yang and wholesale segments to increase high-quality
berkualitas. financing.
3. Penyempurnaan dan pengembangan proses bisnis 3. Improvement and development of financing
pembiayaan, meliputi antara lain proses kredit, business processes, including credit processes,
proses operasional, proses pemasaran, dan proses operational processes, marketing processes, and
collection. collection processes.
4. Pengembangan sumber daya manusia dan 4. Human capital development and strengthening of
peningkatan corporate branding. corporate branding.
Penetapan remunerasi Dewan Komisaris dan Direksi The determination of remuneration for the Board of
didasarkan pada formula yang telah ditetapkan oleh Commissioners and the Board of Directors is based on
Pemegang Saham melalui RUPS. Formula tersebut a formula established by the Shareholders through the
disusun dengan memperhatikan berbagai aspek, General Meeting of Shareholders (GMS). The formula is
termasuk tanggung jawab jabatan, kinerja, serta kondisi prepared by taking into account various aspects, including
dan kemampuan Perseroan. Seluruh keputusan terkait job responsibilities, performance, as well as the Company’s
remunerasi Dewan Komisaris dan Direksi ditetapkan secara financial condition and capacity. All decisions related to
resmi melalui Rapat Umum Pemegang Saham sebagai the remuneration of the Board of Commissioners and the
wujud penerapan prinsip akuntabilitas dan kewajaran. Board of Directors are formally determined through the
GMS as part of the implementation of the principles of
accountability and fairness.
Komponen penghasilan Dewan Komisaris dan Direksi The income components of the Board of Commissioners
terdiri dari Gaji/Honorarium, Tunjangan dan Komponen and the Board of Directors consist of salary/honorarium,
remunerasi bagi anggota Dewan Komisaris dan Direksi allowances, and other remuneration components. The
Perseroan terdiri dari gaji atau honorarium, tunjangan dan remuneration components for members of the Board
fasilitas, serta tantiem atau insentif kinerja sebagai bentuk of Commissioners and the Board of Directors include
penghargaan atas pencapaian kinerja. Struktur remunerasi salary or honorarium, allowances and facilities, as well as
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dan komponen yang diterapkan bagi Dewan Komisaris tantiem or performance incentives as a form of reward for
dan Direksi disajikan sebagai berikut: performance achievements. The remuneration structure
and components applied to the Board of Commissioners
and the Board of Directors are presented as follows:
Struktur Remunerasi Dewan Komisaris Struktur Remunerasi Direksi
Board of Commissioners Remuneration Structure Board of Directors Remuneration Structure
Gaji Direksi
Penghasilan tetap berupa uang yang diterima setiap bulan karena
kedudukannya sebagai anggota Direksi Perseroan, dengan ketentuan sebagai
berikut:
• Gaji Direktur Utama ditetapkan dengan menggunakan pedoman
Honorarium Dewan Komisaris
internal pemegang saham.
Penghasilan tetap berupa uang yang diterima setiap bulan karena
• Gaji anggota Direksi lainnya ditetapkan dengan komposisi Faktor
kedudukannya sebagai anggota Dewan Komisaris Perseroan, dengan
Jabatan sebesar 90% dari Gaji Direktur Utama.
ketentuan sebagai berikut:
• RUPS dapat menetapkan Faktor Besaran Jabatan yang berbeda
• Perhitungan gaji Komisaris Utama sebesar 45% dari gaji
dengan ketentuan sebagaimana dimaksud apabila dipandang lebih
Direktur Utama;
dapat merefleksikan keadilan dan kewajaran dalam pelaksanaan
• Perhitungan gaji Komisaris sebesar 90% dari gaji Komisaris
tanggung jawab masing- masing anggota Direksi serta kemampuan
Utama.
Perseroan.
Honorarium of the Board of Commissioners
Board of Directors’ Salary
Fixed income in the form of money received monthly due to the
Fixed income in the form of money received monthly due to the position as a
position as a member of the Company’s Board of Commissioners, with
member of the Company’s Board of Directors, with the following provisions:
the following provisions:
• The salary of the President Director is determined based on the
• The honorarium of the President Commissioner is calculated at
internal guidelines of the shareholders.
45% of the President Director’s salary;
• The salary of other members of the Board of Directors is determined
• The honorarium of a Commissioner is calculated at 90% of the
using a position factor of 90% of the President Director’s salary.
President Commissioner’s honorarium.
• The General Meeting of Shareholders (GMS) may determine a different
position factor from the provisions above if deemed to better reflect
fairness and appropriateness in carrying out the responsibilities of each
member of the Board of Directors, as well as the Company’s financial
capability.
Tunjangan Dewan Komisaris
Penghasilan berupa uang atau yang dapat dinilai dengan uang yang Tunjangan Direksi
diterima pada waktu tertentu oleh anggota Dewan Komisaris selain Penghasilan berupa uang atau yang dapat dinilai dengan uang yang diterima
Honorarium. pada waktu tertentu oleh anggota Direksi selain Gaji.
Board of Commissioners Allowances Board of Directors Allowances
Income in the form of money or monetary-equivalent benefits Income in the form of money or monetary-equivalent benefits received at a
received at a certain time by members of the Board of Commissioners, certain time by members of the Board of Directors, in addition to their Salary.
in addition to the Honorarium.
Fasilitas Dewan Komisaris
Fasilitas Direksi
Penghasilan berupa sarana dan/atau kemanfaatan dan/atau
Penghasilan berupa sarana dan/atau kemanfaatan dan/atau penjaminan yang
penjaminan yang digunakan/dimanfaatkan oleh anggota Dewan
digunakan/dimanfaatkan oleh anggota Direksi dalam rangka pelaksanaan
Komisaris dalam rangka pelaksanaan tugas, wewenang, kewajiban dan
tugas, wewenang, kewajiban dan tanggung jawab berdasarkan peraturan
tanggung jawab berdasarkan peraturan perundang-undangan yang
perundang-undangan, yang dapat berupa:
dapat berupa:
• Fasilitas/Asuransi Kesehatan
• Fasilitas/Asuransi Kesehatan
• Fasilitas Bantuan Hukum
• Fasilitas Bantuan Hukum
Board of Directors’ Facilities
Board of Commissioners’ Facilities
Income in the form of facilities and/or benefits and/or guarantees utilized by
Income in the form of facilities and/or benefits and/or guarantees
members of the Board of Directors in carrying out their duties, authorities,
utilized by members of the Board of Commissioners in carrying out
obligations, and responsibilities in accordance with applicable laws and
their duties, authorities, obligations, and responsibilities in accordance
regulations, which may include:
with applicable laws and regulations, which may include:
• Health Facilities/Insurance
• Health Facilities/Insurance
• Legal Assistance Facilities
• Legal Assistance Facilities
Tantiem Direksi
Tantiem diberikan sebagai tambahan berupa Penghargaan Jangka Panjang
(Long Term/Incentive/LII)
Tantiem/Insentif Kinerja Dewan Komisaris
• Tantiem yaitu penghasilan yang merupakan penghargaan yang
Tantiem adalah Penghasilan yang merupakan penghargaan yang
diberikan kepada Direksi apabila memperoleh laba dan tidak
diberikan kepada anggota Dewan Komisaris apabila memperoleh laba
mengalami akumulasi kerugian.
dan tidak mengalami akumulasi kerugian.
• Insentif Kinerja, yaitu penghasilan yang merupakan penghargaan yang
• Insentif Kinerja adalah Penghasilan yang merupakan
diberikan kepada anggota Direksi apabila terjadi peningkatan kinerja
penghargaan yang diberikan kepada anggota Dewan
walaupun masih mengalami kerugian atau akumulasi kerugian.
Komisaris.
Directors’ Tantiem
Board of Commissioners’ Tantiem/ Performance Incentives
Tantiem is granted as an additional reward in the form of a Long-Term
Tantiem is income granted as a form of reward to members of the
Incentive (LTI).
Board of Commissioners when the Company records a profit and does
• Tantiem is income provided as a form of appreciation to members of
not experience accumulated losses.
the Board of Directors when the Company generates a profit and does
• Performance Incentives are income provided as a form of
not experience accumulated losses.
appreciation to members of the Board of Commissioners
• Performance Incentive is income granted as a form of appreciation
based on their performance.
to members of the Board of Directors when there is an improvement
in performance, even if the Company is still experiencing losses or
accumulated losses.
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Pada tahun 2025, Perseroan telah menetapkan dan In 2025, the Company determined and realized
merealisasikan remunerasi bagi anggota Dewan Komisaris remuneration for members of the Board of Commissioners
dan Direksi sesuai dengan keputusan Pemegang Saham and the Board of Directors in accordance with the resolution
melalui RUPS serta ketentuan yang berlaku. of the Shareholders through the General Meeting of
Shareholders (GMS) and the applicable regulations.
Rincian remunerasi Dewan Komisaris dan Direksi selama The details of the remuneration for the Board of
tahun 2025 disajikan sebagai berikut: Commissioners and the Board of Directors during 2025
are presented as follows:
Jabatan Title
Komponen Remunerasi Dewan Komisaris (Posisi/Jabatan) Direksi (Posisi/Jabatan)
Remuneration Component Board of Commissioners (Position/Title) Board of Commissioners (Position/Title)
Rp Rp
Gaji/Honorarium 3.042.817.596 6.070.752.000
Salary/Honorarium
Tunjangan 2.097.490.776 4.482.047.667
Allowances
Asuransi Kesehatan 148.999.967 158.278.973
Health Insurance
Jamsostek 0 264.933.396
Social Security
Bonus/Tantiem 0 0
Tunjangan Hari Raya 316.711.000 598.214.443
Religious Holiday Allowance
Berdasarkan data komponen remunerasi yang diterima oleh Based on the data on remuneration components received
Dewan Komisaris dan Direksi, berikut perhitungan nominal by the Board of Commissioners and the Board of Directors,
remunerasi berdasarkan jabatan sebagai berikut: the following is the calculation of remuneration amounts
based on position:
Perihal Jumlah (Rp)
Description Total (Rp)
Jumlah Remunerasi Dewan Komisaris 5.606.019.339
Total Remuneration of the Board of Commissioners
Jumlah Remunerasi Direksi 11.574.226.479
Total Remuneration of the Board of Directors
Jumlah Remunerasi Dewan Komisaris dan Direksi Tahun 2025 17.180.245.818
Total Remuneration of the Board of Directors
Sedangkan informasi mengenai rasio gaji Dewan Komisaris Meanwhile, the ratio between the highest salary of the
dan Direksi dengan bayaran tertinggi dibandingkan dengan Board of Commissioners and the Board of Directors and
nilai tengah karyawan adalah 1:33,75. [GRI 2-21] the median employee salary is 1:33.75. [GRI 2-21]
Informasi lebih detail mengenai nominasi dan remunerasi More detailed information regarding nomination and
dapat ditemukan pada Bab Tata Kelola Perseroan dalam remuneration can be found in the Corporate Governance
Laporan Tahunan 2025. chapter of the 2025 Annual Report.
Evaluasi Kinerja Badan Tata Kelola
Governing Body Performance Evaluation [GRI 2-18]
Evaluasi terhadap penerapan Tata Kelola Perusahaan yang The evaluation of the implementation of Good Corporate
Baik (GCG) dilakukan secara berkala untuk mengukur Governance (GCG) is conducted periodically to measure the
tingkat kepatuhan terhadap peraturan dan perundang- level of compliance with applicable laws and regulations.
undangan yang berlaku. Proses ini bertujuan menilai This process aims to assess the effectiveness of GCG
efektivitas implementasi GCG yang telah dijalankan, implementation while also serving as a basis for improving
sekaligus menjadi dasar dalam melakukan penyempurnaan governance policies and practices within the Company.
kebijakan dan praktik tata kelola di lingkungan Perseroan.
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Penilaian dilakukan melalui dua pendekatan, yaitu Self The assessment is carried out through two approaches:
Assessment Tata Kelola Perusahaan Pembiayaan dan the Self-Assessment of Financing Company Governance
Kelompok Usaha Mandiri Group, serta penilaian eksternal within the Mandiri Group Business Group, and an external
melalui Corporate Governance Perception Index (CGPI). evaluation through the Corporate Governance Perception
Kombinasi antara evaluasi internal dan eksternal tersebut Index (CGPI). The combination of these internal and
memastikan penerapan GCG dilakukan secara objektif, external evaluations ensures that GCG implementation is
transparan, dan berkelanjutan. conducted objectively, transparently, and sustainably.
Secara konsisten, hasil penilaian menunjukkan adanya tren Consistently, the assessment results indicate an increasing
peningkatan skor setiap tahunnya sebagai hasil dari upaya trend in scores each year as a result of continuous
pembenahan berkelanjutan dalam penerapan GCG. Skor improvement efforts in the implementation of GCG.
CGPI Perseroan selama tiga tahun terakhir disajikan pada The Company’s CGPI score over the past three years is
bagan berikut presented in the following chart.
Aspek & Indikator Penilaian
2025 2024 2023
Assessment Aspects & Indicators
Aspek Struktur Governansi Governance Structure Aspect 22,96 28,04 27,70
Aspek Proses Governansi Governance Process Aspect 31,06 28,03 27,28
Aspek Hasil Governansi Governance Outcome Aspect 31,04 27,94 28,12
Total Skor CGPI & Rating Total CGPI Score & Rating 85,06 84,01 83,10
Predikat (Sangat Tepercaya) (Tepercaya) (Tepercaya)
Rating Highly Trusted Trusted Trusted
Evaluasi kinerja terkait pengelolaan dampak ekonomi, Performance evaluation related to the management of
lingkungan, dan sosial juga dilakukan melalui mekanisme economic, environmental, and social impacts is also carried
evaluasi kinerja tahunan yang terintegrasi dengan out through an annual performance evaluation mechanism
penerapan GCG. Proses evaluasi dilakukan melalui integrated with the implementation of Good Corporate
penelaahan laporan kinerja manajemen dan laporan Governance (GCG). The evaluation process is conducted
penerapan ESG, serta pembahasan dalam rapat Direksi through the review of management performance reports
dan rapat Dewan Komisaris, termasuk evaluasi atas and ESG implementation reports, as well as discussions
pencapaian target, efektivitas kebijakan, dan pengelolaan in the Board of Directors and Board of Commissioners
risiko ekonomi, lingkungan, dan sosial. meetings, including evaluations of target achievements,
policy effectiveness, and the management of economic,
environmental, and social risks.
Evaluasi kinerja tersebut dilakukan sekurang-kurangnya This performance evaluation is conducted at least once a
satu kali dalam satu tahun, dan dapat didukung oleh year and may also be supported by periodic discussions
pembahasan berkala sepanjang tahun sesuai kebutuhan throughout the year in accordance with the needs of the
manajemen dan tata kelola Perseroan. Company’s management and governance.
Penanggung Jawab Penerapan Keuangan
Berkelanjutan
Person In Charge Of Sustainable Finance Implementation
[OJK E.1][GRI 2-13]
As a Financial Services Institution, Mandiri Tunas Finance is
Sebagai Lembaga Jasa Keuangan, Mandiri Tunas Finance obligated to implement Financial Services Authority Regulation
memiliki kewajiban untuk menerapkan Peraturan Otoritas Number 51/POJK.03/2017 concerning the Implementation of
Jasa Keuangan Nomor 51/POJK.03/2017 tentang Penerapan Sustainable Finance for Financial Services Institutions, Issuers,
Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, and Public Companies, which has been effectively implemented
Emiten, dan Perusahaan Publik yang berlaku sejak 1 Januari since 1 January 2020. In Appendix II, the regulation stipulates
2020. Dalam Lampiran II, peraturan tersebut mengatur the appointment of employees, officials, and/or work units
penunjukan pegawai, pejabat, dan/atau unit kerja yang responsible for implementing Sustainable Finance. As a follow-
bertanggung jawab atas penerapan Keuangan Berkelanjutan. up, the Company issued Memorandum Number 028/NOTA-
Sebagai tindak lanjut, Perseroan menerbitkan Nota Nomor CPM.CTF/MTF/IX/2024 regarding the ESG Framework and
028/NOTA-CPM.CTF/MTF/IX/2024 mengenai ESG Framework Guideline of Mandiri Tunas Finance.
and Guideline Mandiri Tunas Finance.
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Nota tersebut menetapkan tata kelola dan organisasi ESG The memorandum establishes ESG governance and
di MTF, dengan Divisi Corporate Planning & Performance organizational structure within MTF, with the Corporate
Management sebagai unit penanggung jawab utama, serta Planning & Performance Management Division as the
pembentukan satu fungsi khusus ESG pada level departemen main responsible unit, along with the establishment of a
(Corporate Sustainability/ESG Department). Ketentuan ini dedicated ESG function at the departmental level (Corporate
kemudian diperkuat melalui SOP Pengendalian Nomor 03/ Sustainability/ESG Department). This provision is further
PGN/21/2024 tentang Penerapan Environmental, Social, and strengthened through Control SOP Number 03/PGN/21/2024
Governance (ESG). concerning the Implementation of Environmental, Social, and
Governance (ESG).
Dalam mengoptimalkan kinerja penerapan Environmental, In optimizing the performance of Environmental, Social, and
Social, and Governance (ESG), Divisi Corporate Planning Governance (ESG) implementation, the Corporate Planning &
& Performance Management ditunjuk sebagai control Performance Management Division is appointed as the control
tower yang berperan menjalankan fungsi implementasi dan tower responsible for carrying out implementation functions
monitoring kinerja ESG. Melakukan identifikasi, mengukur dan and monitoring ESG performance. This includes identifying,
mengendalikan risiko atas penerapan usaha keberlanjutan measuring, and managing risks related to sustainable business
terkait aspek-aspek ESG. practices across ESG aspects.
Dari sisi badan tata kelola, Direksi berperan menetapkan From a governance body perspective, the Board of Directors
dan mengesahkan kebijakan serta strategi keberlanjutan, is responsible for establishing and approving sustainability
termasuk penetapan Framework dan Roadmap ESG, policies and strategies, including setting the ESG Framework
pengesahan Rencana Kerja ESG tahunan, serta penentuan and Roadmap, approving the annual ESG Work Plan, and
topik keberlanjutan prioritas yang mencakup aspek ekonomi, determining priority sustainability topics covering economic,
lingkungan, dan sosial. Direksi juga menugaskan unit kerja environmental, and social aspects. The Board of Directors also
terkait untuk melaksanakan inisiatif ESG serta mengevaluasi assigns relevant work units to implement ESG initiatives and
capaian penerapan ESG secara berkala. periodically evaluates ESG performance achievements.
Sedangkan Dewan Komisaris berperan mengawasi dan Meanwhile, the Board of Commissioners is responsible for
mengevaluasi penerapan kebijakan dan strategi keberlanjutan overseeing and evaluating the implementation of sustainability
yang ditetapkan Direksi. Dewan Komisaris melakukan evaluasi policies and strategies set by the Board of Directors. The Board
atas laporan kinerja ESG, memberikan arahan strategis, serta of Commissioners reviews ESG performance reports, provides
memastikan pengelolaan dampak ekonomi, lingkungan, dan strategic direction, and ensures that the management of
sosial telah selaras dengan tujuan jangka panjang dan tata economic, environmental, and social impacts is aligned with
kelola Perseroan. the Company’s long-term objectives and governance practices.
Adapun komitmen Perseroan terhadap penerapan Tata Kelola The Company’s commitment to implementing Sustainable
Keberlanjutan yang mencakup aspek ESG disajikan pada Governance covering ESG aspects is presented in the following
gambar berikut: figure:
Rapat Komisaris
Board of Commissioner
Board of Commissioners Meeting
Rapat Direksi
Board of Director
Board of Directors Meeting
Direktur Corporate Finance & Risk Management
Director in Charge
Director of Corporate Finance & Risk Management
Working Group Level MTF ESG Working Group
Corporate Planning &Performance Management Division
(as ESG Control Tower)
ESG Contributors Members ESG Integration Units
• Corp. Secretary Division • Regional II - IX Divisions
• Business Operation Support Division • Business Unit Divisions
• Credit Operation & General Service Division • Other Divisions
• Digital Transformation Division
• Human Capital Division
• Human Capital Learning Division
• Legal Division
• Ops & Corp. Risk Mgmt Division
• Retail Risk Mgmt Division
• Strategic Marketing & Communication Division
PT Mandiri Tunas Finance
Sustainability Report 2025 79
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Tata Kelola Keberlanjutan / Sustainability Governance
Peran Badan Tata Kelola Tertinggi dalam
Pelaporan Keberlanjutan
Role of the Highest Governance Body in Sustainability Reporting [GRI 2-14]
Pelaporan keberlanjutan Mandiri Tunas Finance Mandiri Tunas Finance’s sustainability reporting is
disampaikan melalui Laporan Keberlanjutan yang presented through the Sustainability Report, which is
diterbitkan bersamaan dengan Laporan Tahunan published together with the Company’s Annual Report. In
Perseroan. Dalam kaitannya dengan pelaporan relation to sustainability reporting, the Board of Directors,
keberlanjutan, Direksi sebagai organ tata kelola tertinggi as the highest governance body, is responsible for
bertanggung jawab untuk meninjau dan menyetujui reviewing and approving all information presented. The
seluruh informasi yang disajikan. Proses penyusunan report preparation process is carried out by the Corporate
laporan tersebut dilaksanakan oleh Corporate Planning Planning & Performance Management Division Head
& Performance Management Division Head selaku as the main person responsible for the Mandiri Tunas
penanggung jawab utama Laporan Keberlanjutan Mandiri Finance Sustainability Report.
Tunas Finance.
Pengembangan Kompetensi Terkait
Keuangan Berkelanjutan
Competency Development Related to Sustainable Finance [OJK E.2][GRI 2-17]
Sebagai bentuk komitmen keberlanjutan perusahaan, As part of the Company’s commitment to sustainability,
Mandiri Tunas Finance menyediakan fasilitas dan Mandiri Tunas Finance provides facilities and opportunities
kesempatan bagi Dewan Komisaris serta Direksi untuk for the Board of Commissioners and the Board of Directors
meningkatkan pengetahuan dan kompetensi yang relevan to enhance their knowledge and competencies relevant
dengan bisnis Perseroan, termasuk aspek keuangan dan to the Company’s business, including aspects of finance
kegiatan berkelanjutan. and sustainable activities.
Program pengembangan kompetensi tersebut mencakup The competency development program includes various
berbagai bentuk kegiatan, antara lain pelatihan, seminar, forms of activities such as training, seminars, conferences,
konferensi, kursus, dan lokakarya. Kesempatan serupa courses, and workshops. Similar opportunities are also
juga diberikan kepada Divisi Corporate Planning & provided to the Corporate Planning & Performance
Performance Management, yang berperan sebagai Management Division, which serves as the party
penanggung jawab ESG sekaligus pelaksana utama responsible for ESG and as the main implementer of
penerapan keuangan berkelanjutan di Perseroan. Rincian sustainable finance practices within the Company. Details
program pengembangan kompetensi terkait keuangan of the competency development program related to
berkelanjutan dapat dilihat pada tabel berikut. sustainable finance can be seen in the following table.
Topik Pelatihan Peserta Waktu Penyelenggara
Training Topics Participants Date Organizer
Pelatihan dan Sertifikasi Dasar Komisaris Komisaris 23 Januari 2025
LSPPI
Basic Training and Certification for Commissioners Commissioner 23 January 2025
Arah Kebijakan OJK Tahun 2025 dan Strategi
Direktur Utama, Chief Marketing
Pertumbuhan Ekonomi Pemerintah Baru 4 Februari 2025
APPI
OJK Policy Direction for 2025 and the New 4 February 2025
President Director, Chief Marketing
Government’s Economic Growth Strategy
Komisaris, Direktur Utama, Direktur Keuangan
dan Manajemen Risiko, Direktur Sales & IT, Chief
Marketing, Chief AR Management & General
Peran GRC dalam Meningkatkan Kepercayaan Service, Chief Risk Management 25 Februari 2025
OJK Institute
Investor & Stabilitas Sektor Keuangan Commissioner, President Director, Finance and 25 February 2025
The Role of GRC in Enhancing Investor Confidence Risk Management Director, Sales & IT Director,
and Financial Sector Stability Chief Marketing, Chief AR Management &
General Service, Chief Risk Management.
Chief Marketing 31 Juli
OJK Institute
31 July
80 PT Mandiri Tunas Finance
Laporan Keberlanjutan 2025
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Topik Pelatihan Peserta Waktu Penyelenggara
Training Topics Participants Date Organizer
Komisaris, Direktur Utama, Direktur Keuangan
dan Manajemen Risiko, Direktur Sales & IT, Chief
Marketing, Chief AR Management & General 6 Maret 2025
Service, Chief Risk Management
Sustainability Accounting and Reporting in the
Commissioner, President Director, Finance and OJK Institute
Financial Services
Risk Management Director, Sales & IT Director,
Chief Marketing, Chief AR Management & 6 March 2025
General Service, Chief Risk Management.
Corporate Planning & Performance Management
PDP Learning Session Division Head 28 April 2025 MTF
Komisaris, Direktur Utama, Chief Marketing,
Chief AR Management & General Service, Chief
Peran Strategis Industri Jasa Keuangan dalam 8 Mei
Risk Management
Mendorong Pengembangan Ekonomi daerah 2025
Commissioner, President Director, Chief OJK Institute
The Strategic Role of the Financial Services Industry in
Marketing, Chief AR Management & General
Promoting Regional Economic Development 8 May 2025
Service, Chief Risk Management.
Komisaris, Direktur Utama, Direktur Sales &
IT, Chief Marketing, Chief AR Management &
3 Juni 2025
General Service, Chief Risk Management
Diorama Keuangan Berkelanjutan Indonesia
Commissioner, President Director, Chief OJK Institute
Indonesian Sustainable Finance Diorama
Marketing, Chief AR Management & General
3 June 2025
Service, Chief Risk Management.
Komisaris, Direktur Utama, Direktur Keuangan
dan Manajemen Risiko, Direktur Sales & IT, Chief
AR Management & General Service, Chief Risk
Management 5 Juni 2025
The Future of Cybersecurity: Threats, Challenge, and
Commissioner, President Director, Finance and OJK Institute
Innovations
Risk Management Director, 5 June 2025
Sales & IT Director, Chief AR Management &
General Service, Chief Risk Management.
Komisaris, Direktur Utama, Direktur Sales &
Strategi Aman Transaksi Aset Kripto dan Keuangan IT, Chief Marketing, Chief AR Management &
19 Juni 2025
Digital: Pelindungan Data Pribadi dan Dampak General Service, Chief Risk Management
Teknologi Biometrik di Indonesia Commissioner, President Director, Finance and
OJK Institute
Secure Transaction Strategies for Crypto Assets and Risk Management Director, Sales & IT Director,
Digital Finance: Personal Data Protection and the Chief Marketing, Chief AR Management &
19 June 2025
Impact of Biometric Technology in Indonesia. General Service, Chief Risk Management.
Komisaris, Direktur Utama, Chief Marketing,
Memutus Mata Rantai Scam: Sinergi dan Strategi Chief AR Management & General Service, Chief
26 Juni 2025
Pelindungan Konsumen Sektor Keuangan Risk Management
Commissioner, President Director, Chief OJK Institute
Breaking the Scam Chain: Synergy and Strategies for Marketing, Chief AR Management & General
26 June 2025
Consumer Protection in the Financial Services Sector Service, Chief Risk Management.
Corporate Planning & Performance Management
9 Juli 2025
Perlindungan Konsumen Division Head
MTF
Consumer Protection Corporate Planning & Performance Management
9 July 2025
Division Head
Corporate Planning & Performance Management
Division Head, Corporate Transformation Dept. 11 Juli 2025
Sosialisasi Anti-Fraud "No More Bets" Head
MTF
“No More Bets” Anti-Fraud Socialization Corporate Planning & Performance Management
Division Head, Corporate Transformation Dept. 11 July 2025
Head
PT Mandiri Tunas Finance
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Tata Kelola Keberlanjutan / Sustainability Governance
Topik Pelatihan Peserta Waktu Penyelenggara
Training Topics Participants Date Organizer
Komisaris, Direktur Utama, Direktur Keuangan
dan Manajemen Risiko, Direktur Sales & IT, Chief
AR Management & General Service, Chief Risk 24 Juli 2025
Management
Building The Global Sustainable Islamic Finance
Commissioner, President Director, Finance and OJK Institute
Ecosystem
Risk Management Director, Sales &IT Director,
Chief AR Management & General Service, Chief 24 July 2025
Risk Management.
Komisaris, Direktur Keuangan dan Manajemen
Risiko, Direktur Sales & IT, Chief AR
Peran Industri Jasa Keuangan dalam Mendukung
Management & General Service, Chief Risk
Proyek Strategis Nasional: Pembangunan 3 Juta 31 Juli 2025
Management
Rumah
Commissioner, President Director, Finance and OJK Institute
The Role of the Financial Services Industry in
Risk Management Director, Sales &IT Director,
Supporting the National Strategic Project: The 31 July 2025
Chief AR Management & General Service, Chief
Construction of 3 Million Houses
Risk Management.
Komisaris, Direktur Keuangan dan Manajemen
Risiko, Direktur Sales & IT, Chief Marketing, Chief
Mewujudkan Hari Tua yang Sejahtera: Strategi
AR Management & General Service, Chief Risk 21 Agustus 2025
Peningkatan Kepesertaan Dana Pensiun di Sektor
Management
Informal
Commissioner, President Director, Finance and OJK Institute
Achieving a Prosperous Old Age: Strategies to
Risk Management Director, Sales &IT Director,
Increase Pension Fund Participation in the Informal
Chief AR Management & General Service, Chief 21 August 2025
Sector
Risk Management
UMKM Mendunia: Strategi Peningkatan Skala Bisnis
Komisaris, Chief Marketing, Chief Risk
Menembus Pasar Nasional & Internasional
Management 9 September 2025
MSMEs Going Global: Strategies to Scale Up OJK Institute
Commissioner, Chief Marketing, Chief Risk
Businesses to Enter National and International
Management
Markets.
UMKM Mendunia: Strategi Peningkatan Skala Bisnis
Komisaris, Chief Marketing, Chief Risk
Menembus Pasar Nasional & Internasional
Management
MSMEs Going Global: Strategies to Scale Up 9 September 2025 OJK Institute
Commissioner, Pchief Marketing, Chief Risk
Businesses and Penetrate National & International
Management
Markets
Risk Appetite & Risk Culture: Pilar Utama dalam
Komisaris, Direktur Keuangan dan Manajemen
Penguatan Manajemen Risiko di Sektor Keuangan 9 Oktober 2025
Risiko, Direktur Sales & IT
Risk Appetite & Risk Culture: Key Pillars in OJK Institute
Commissioner, President Director, Finance and
Strengthening Risk Management in the Financial 9 October 2025
Risk Management Director, Sales &IT Director
Sector.
Komisaris 17-18 Oktober 2025
Pelatihan Qualified Risk Oversight Professional IKAI Indonesia
Commissioner 17-18 October 2025
Direktur Keuangan dan Manajemen Risiko,
Direktur Sales & IT, Chief Marketing, Chief AR 2 Oktober 2025
Management & General Service, Chief Risk
The Sustainable Financing Opportunities in the
Management OJK Institute
Indonesian Insurance Industry
Finance and Risk Management Director, Sales
&I T Director, Chief AR Management & General 2 October 2025
Service, Chief Risk Management
Peran Digital Forensik dalam Penanganan dan Direktur Keuangan dan Manajemen Risiko,
16 Oktober 2025
Pengungkapan Kejahatan Keuangan Direktur Sales & IT, Chief Marketing
OJK Institute
The Role of Digital Forensics in Handling and Finance and Risk Management Director, Sales &
16 October 2025
Uncovering Financial Crimes IT Director, Chief Marketing
Chief AR Management & General Service, Chief
6-7 Oktober 2025
Advancing Financial Resilience in a Disrupted Global Risk Management
OJK Institute
Landscape Chief AR Management & General Service, Chief
6-7 October 2025
Risk Management
Corporate Planning & Performance Management
Division Head
ESG Reporting 6-7 November 2025 CRMS
Corporate Planning & Performance Management
Division Head
82 PT Mandiri Tunas Finance
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Pengelolaan Risiko atas Penerapan Keuangan
Berkelanjutan
Risk Management in the Implementation of Sustainable Finance [OJK E.3] [GRI 2-25]
Bagi Perseroan, manajemen risiko merupakan aspek For the Company, risk management is an important aspect
penting dalam mendukung keberlangsungan kegiatan in supporting the sustainability of business activities in the
usaha di industri pembiayaan. Perseroan secara proaktif financing industry. The Company proactively implements
menerapkan pengelolaan risiko guna memastikan risk management to ensure healthy financing growth
pertumbuhan pembiayaan dan operasional yang sehat, and operational activities while maintaining business
sekaligus menjaga keberlanjutan bisnis sesuai dengan sustainability in accordance with the established risk
risk appetite yang telah ditetapkan. Dalam pelaksanaan appetite. In carrying out its business activities, the
aktivitas bisnis, Perseroan menghadapi sejumlah risiko Company faces several inherent risks, including:
melekat (inherent risk), antara lain:
1. Risiko strategis 1. Strategic risk
2. Risiko operasional 2. Operational risk
3. Risiko kredit 3. Credit risk
4. Risiko pasar 4. Market risk
5. Risiko likuiditas 5. Liquidity risk
6. Risiko hukum 6. Legal risk
7. Risiko kepatuhan 7. Compliance risk
8. Risiko reputasi 8. Reputation risk
Dari 8 (delapan) jenis risiko yang melekat, terdapat 4 Among the eight inherent risks, there are four main risks
(empat) risiko utama yang dihadapi Perseroan, yaitu faced by the Company, namely credit risk, operational
risiko kredit, risiko operasional, risiko strategi, dan risiko risk, strategic risk, and liquidity risk. A more detailed
likuiditas. Penjabaran risiko-risiko yang melekat serta explanation of these inherent risks and their management
pengelolaan atas risiko tersebut dapat dilihat lebih rinci di can be found in the Corporate Governance Chapter of the
Bab Tata Kelola Perseroan dalam Laporan Tahunan 2025. 2025 Annual Report.
Upaya Mandiri Tunas Finance mengelola berbagai To manage the various risks inherent in its business
risiko yang melekat dalam kegiatan usaha, Perseroan activities, the Company has established the Retail Risk
membentuk Divisi Retail Risk Management dan Divisi Management Division and the Corporate Risk Management
Corporate Risk Management. Sesuai dengan ketentuan Division. In accordance with OJK Regulation (POJK) No.
POJK Nomor 44/POJK.05/2020 tentang Penerapan 44/POJK.05/2020 concerning the Implementation of Risk
Manajemen Risiko bagi Lembaga Jasa Keuangan Non- Management for Non-Bank Financial Institutions, the
Bank, penerapan manajemen risiko di Perseroan ditopang implementation of risk management in the Company is
oleh empat pilar utama, yaitu: supported by four main pillars:
• Pengawasan Aktif Direksi dan Dewan Komisaris; • Active supervision by the Board of Directors and the
Board of Commissioners
• Kecukupan Kebijakan dan Prosedur Manajemen • Adequate risk management policies and procedures
Risiko serta Penetapan Limit Risiko; and the establishment of risk limits
• Kecukupan Proses Identifikasi, Pengukuran, • Adequate processes for risk identification,
Pengendalian, dan Pemantauan Risiko serta measurement, control, and monitoring, as well
Sistem Informasi Manajemen Risiko; dan Sistem as Risk Management Information Systems; and A
Pengendalian Internal yang Menyeluruh. comprehensive Internal Control System
Setiap tahun, Perseroan senantiasa melakukan evaluasi Each year, the Company evaluates the effectiveness of
atas efektivitas sistem manajemen risiko yang diterapkan the risk management system implemented throughout
sepanjang periode pelaporan. Sistem informasi the reporting period. The risk management information
manajemen risiko Mandiri Tunas Finance terbukti efektif system of Mandiri Tunas Finance has proven effective and
dan terus dikembangkan untuk memastikan tersedianya continues to be developed to ensure the availability of
informasi yang akurat, lengkap, relevan, tepat waktu, serta information that is accurate, complete, relevant, timely,
dapat diandalkan. Informasi tersebut menjadi dasar bagi and reliable. This information serves as the basis for the
Direksi, Dewan Komisaris, dan unit kerja terkait dalam Board of Directors, the Board of Commissioners, and
menilai, memantau, serta memitigasi risiko yang dihadapi. related work units to assess, monitor, and mitigate the
risks faced.
PT Mandiri Tunas Finance
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Tata Kelola Keberlanjutan / Sustainability Governance
Hasil penilaian profil risiko Perseroan sepanjang tahun The results of the Company’s risk profile assessment
2025 menunjukkan bahwa seluruh risiko dapat dikelola throughout 2025 indicate that all risks can be well managed,
dengan baik, sehingga mendukung pengembangan bisnis thereby supporting further business development.
lebih lanjut. Dengan demikian, penerapan manajemen Accordingly, the implementation of risk management at
risiko di Mandiri Tunas Finance telah berjalan secara efektif Mandiri Tunas Finance has been carried out effectively
dan berkesinambungan. and sustainably.
Terkait pengelolaan risiko atas penerapan keuangan Regarding risk management in the implementation of
berkelanjutan, khususnya aspek sosial dan lingkungan, sustainable finance, particularly social and environmental
Perseroan telah mengintegrasikan aspek manajemen risiko aspects, the Company has integrated risk management
ke dalam Pilar dan Komitmen Keberlanjutan. Perseroan aspects into its Sustainability Pillars and Commitments. The
telah melakukan identifikasi dan penilaian terhadap Company has conducted identification and assessment
dampak lingkungan dan sosial yang dihasilkan melalui of environmental and social impacts through the
proses Environmental & Social Due Dilligence (ESDD). Pada Environmental & Social Due Diligence (ESDD) process. In
2025, Perseroan juga melakukan berbagai inisiatif, yakni: 2025, the Company also implemented several initiatives,
including:
1. Tinjauan berkala atas portfolio guideline perusahaan 1. Periodic review of the Company’s portfolio guidelines
di periode midyear 2025 untuk sektor-sektor industri in mid-2025 for industry sectors with high social/
berisiko tinggi sosial/lingkungan (misalnya: sektor environmental risks (e.g., nickel and coal industries).
industri nikel, batu bara). Praktik pemberian pembiayaan Financing practices will be recommended for mining
akan direkomendasikan bagi perusahaan pertambangan companies and smelters that implement ESG practices.
dan smelter yang menjalankan praktik ESG.
2. Melakukan identifikasi Risiko Sosial & Lingkungan pada 2. Identification of Social & Environmental Risks at the
tahap awal proses pembiayaan melalui screening sektor early stage of the financing process through screening
usaha debitur. of the debtor’s business sector.
3. Menetapkan ketentuan dan prosedur Early Warning 3. Establishment of Early Warning System procedures,
System yaitu melalui monitoring debitur secara berkala including periodic monitoring of debtors through
melalui review debitur dan kunjungan lapangan serta debtor reviews, field visits, and risk level assessments.
melaksanakan assessment tingkat risiko debitur.
4. Penyesuaian credit policy mengenai pembiayaan 4. Adjustment of credit policies related to financing for
khusus UMKM dengan kemudahan skema pembiayaan. MSMEs by providing easier financing schemes.
5. Mengintegrasikan risiko Environmental ke dalam Risk 5. Integration of environmental risks into the Procurement
Register Procurement, dimana proses pengadaan Risk Register, where procurement processes consider
barang dan jasa mempertimbangkan aspek lingkungan environmental aspects and energy efficiency (integrated
hidup dan efisiensi energi (terintegrasi dengan Audit with the Anti-Bribery Management System Audit / SMAP).
Sistem Manajemen Anti Penyuapan (SMAP).
6. Mengelola risiko lingkungan melalui Risk & Threat 6. Management of environmental risks through Risk
Assessment bencana alam, pelaksanaan uji coba BCP & Threat Assessments related to natural disasters,
(alternate site testing) dengan skenario bencana alam implementation of Business Continuity Plan (BCP)
dan non-alam, serta exercise call tree sebagai bagian testing (alternate site testing) with natural and non-
dari kesiapsiagaan. natural disaster scenarios, and call tree exercises as part
of preparedness measures.
Benturan Kepentingan
Conflict of Interest [GRI 2-15]
Benturan kepentingan merupakan perbedaan antara A conflict of interest refers to a situation where there is a
kepentingan ekonomis Perseroan dengan kepentingan difference between the economic interests of the Company
pribadi anggota Direksi, Dewan Komisaris, maupun and the personal interests of members of the Board of
pemegang saham yang berpotensi merugikan Perseroan. Directors, the Board of Commissioners, or shareholders that
Untuk mencegah terjadinya benturan kepentingan, may potentially harm the Company. To prevent conflicts of
Perseroan telah menetapkan kebijakan tata kelola yang interest, the Company has established good governance
baik, termasuk pengaturan khusus mengenai hal tersebut. policies, including specific regulations regarding such
Berkat implementasi kebijakan tersebut, sepanjang tahun matters. Through the implementation of these policies, no
2025 tidak terdapat laporan benturan kepentingan di conflict of interest reports were recorded at Mandiri Tunas
Mandiri Tunas Finance. Finance throughout 2025.
84 PT Mandiri Tunas Finance
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Komunikasi Masalah Penting, serta
Mekanisme untuk Mencari Nasihat dan
Mengemukakan Masalah
Communication of Critical Concerns and Mechanisms for Seeking Advice and Raising Concerns
[GRI 2-16][GRI 2-26]
Mandiri Tunas Finance membuka akses terhadap berbagai Mandiri Tunas Finance provides access to report
isu penting maupun kritis yang berpotensi menimbulkan various significant or critical issues that may potentially
dampak negatif bagi pemangku kepentingan melalui have negative impacts on stakeholders through the
mekanisme pengaduan Whistleblowing System (WBS), Whistleblowing System (WBS) complaint mechanism,
termasuk isu tentang dampak ekonomi, lingkungan, dan including issues related to economic, environmental, and
sosial. social impacts.
Senior eksekutif dan unit kerja terkait melaporkan dampak Senior executives and related work units periodically
ekonomi, lingkungan, dan sosial secara berkala kepada report economic, environmental, and social impacts to
Direksi melalui mekanisme pelaporan internal Perseroan. the Board of Directors through the Company’s internal
Pelaporan mencakup capaian kinerja, realisasi program reporting mechanisms. The reports include performance
keberlanjutan, serta isu dan risiko yang terkait dengan achievements, realization of sustainability programs, as well
aspek ESG. as issues and risks related to ESG aspects.
Pelaporan dilakukan secara berkala (triwulanan) dan secara Reporting is conducted periodically (quarterly) and annually,
tahunan, serta disampaikan kepada Dewan Komisaris and is submitted to the Board of Commissioners through the
melalui Direksi dalam forum rapat dan pelaporan Board of Directors in meetings and management reporting
manajemen untuk tujuan pengawasan, evaluasi, dan forums for the purposes of supervision, evaluation, and
pengambilan keputusan strategis. strategic decision-making.
Hingga akhir tahun 2025, terdapat sejumlah isu penting As of the end of 2025, several important issues were received
yang masuk dan diproses melalui WBS pada tahun 2025 and processed through the Whistleblowing System (WBS)
serta tindak lanjut dari pengaduan sebagai berikut: during the year, along with the follow-up actions taken in
response to these complaints, as follows:
Status Laporan Whistleblowing Jumlah pada Tahun 2025
Whistlebloing Report Status Total in 2025
Laporan Diterima 82
Report Received
Indikasi Fraud 10
Indication of Fraud
Tidak Terindikasi Fraud 72
No Indication of Fraud
Etika dan Integritas
Ethics and Integrity
Keselarasan antara perilaku dan tindakan seluruh Alignment between the behavior and actions of all
karyawan serta manajemen dipandang sebagai pondasi employees and management is viewed as an important
penting dalam mendukung pencapaian tujuan Perseroan. foundation in supporting the achievement of the
Untuk itu, telah ditetapkan Kebijakan Standar Perilaku Company’s objectives. Therefore, the PT Mandiri Tunas
PT Mandiri Tunas Finance (Corporate Code of Conduct) Finance Code of Conduct Policy (Corporate Code of
pada 11 Maret 2013 oleh Dewan Komisaris dan Direksi. Conduct) was established on March 11, 2013, by the Board
Kebijakan ini menjadi acuan bagi seluruh insan perusahaan of Commissioners and the Board of Directors. This policy
dalam menjalankan tugas serta berinteraksi dengan para serves as a guideline for all company personnel in carrying
pemangku kepentingan. out their duties and interacting with stakeholders.
PT Mandiri Tunas Finance
Sustainability Report 2025 85
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Tata Kelola Keberlanjutan / Sustainability Governance
Penerapan dan penegakan kebijakan dilakukan melalui The implementation and enforcement of the policy are
berbagai upaya, antara lain sosialisasi secara berkelanjutan, carried out through various efforts, including continuous
pemberian penghargaan atas kepatuhan, serta penerapan socialization, providing recognition for compliance,
sanksi terhadap pelanggaran yang terjadi. Informasi lebih and imposing sanctions for any violations that occur.
lengkap mengenai Kebijakan Standar Perilaku dapat More detailed information regarding the Code of
diakses melalui situs resmi Perseroan: https://www.mtf. Conduct Policy can be accessed through the Company’s
co.id/media/file/originals/post/2024/06/06/corporate- official website: https://www.mtf.co.id/media/file/originals/
code-of-conduct-mtf_compressed.pdf post/2024/06/06/corporate-code-of-conduct-mtf_
compressed.pdf
Selain itu, Perseroan juga memiliki mekanisme pelaporan In addition, the Company also has a violation reporting
pelanggaran melalui Whistleblowing System (WBS) yang mechanism through a Whistleblowing System (WBS)
diatur berdasarkan Surat Direktur Utama Nomor 063/ regulated under the President Director’s Letter No. 063/
MTF-DIR/VII/2011 tanggal 20 Juli 2011. Mekanisme MTF-DIR/VII/2011 dated July 20, 2011. This mechanism
ini memberikan saluran resmi bagi pelaporan berbagai provides an official channel for reporting various forms of
bentuk pelanggaran yang terjadi di lingkungan Perseroan, violations occurring within the Company, including:
antara lain:
1. Adanya dugaan atau indikasi pelanggaran prosedur. 1. Alleged or indicated violations of procedures.
2. Kecurangan (fraud). 2. Fraudulent activities.
3. Perbuatan melanggar hukum atau perbuatan tidak 3. Unlawful acts or other unethical conduct that may
etis lainnya yang merugikan keuangan Perseroan atau harm the Company’s finances or reputation.
nama baik Perseroan.
Informasi lebih rinci tentang saluran dan mekanisme More detailed information regarding the reporting
pelaporan pelanggaran hingga jumlah laporan yang channels and mechanisms, including the number of
masuk dan jumlah laporan yang ditindaklanjuti di tahun reports received and followed up in 2025, is presented in
2025 disampaikan pada Bab Tata Kelola Perseroan dalam the Corporate Governance Chapter of the 2025 Annual
Laporan Tahunan 2025. Report.
Kebijakan Anti-korupsi
Anti-corruption Policy
Korupsi dan praktik fraud dipandang sebagai risiko serius Corruption and fraudulent practices are considered
yang berpotensi menimbulkan kerugian bagi perusahaan, serious risks that may cause losses to the Company,
konsumen, maupun industri keuangan secara keseluruhan. consumers, and the financial industry as a whole.
Oleh karena itu, Perseroan berkomitmen untuk menjunjung Therefore, the Company is committed to upholding
tinggi prinsip transparansi dan integritas dalam seluruh the principles of transparency and integrity in all
kegiatan operasional. Komitmen tersebut selaras dengan operational activities. This commitment is aligned with
kebijakan pemerintah dalam upaya pemberantasan korupsi the government’s policy in combating corruption and
serta fraud. Implementasi komitmen antikorupsi diwujudkan fraud. The implementation of this anti-corruption
melalui penerapan berbagai ketentuan dan regulasi yang commitment is carried out through the application of
berlaku sebagai landasan dalam menjalankan aktivitas various applicable regulations as the foundation for
usaha secara bertanggung jawab dan beretika, antara lain: conducting responsible and ethical business activities,
[GRI 3-3] including: [GRI 3-3]
• Undang-Undang No. 8 tahun 2010 tentang Pencegahan • Law No. 8 of 2010 concerning the Prevention and
dan Pemberantasan Tindak Pidana Pencucian Uang; Eradication of Money Laundering;
• UU No. 20 tahun 2001 tentang Perubahan atas UU • Law No. 20 of 2001, which amends Law No. 31 of 1999
No. 31 tahun 1999 tentang Pemberantasan Tindak concerning the Eradication of Corruption Crimes,
Pidana Korupsi di manadefinisi korupsi diperluas where the definition of corruption is expanded to
mencakup suap, gratifikasi, pemerasan, dan konflik include bribery, gratuities, extortion, and conflicts of
kepentingan dalam pengadaan barang/jasa; dan interest in the procurement of goods/services; and
OJK Regulation (POJK) No. 12 of 2024 concerning
the Implementation of Anti-Fraud Strategies for
Financial Services Institutions (LJK), which identifies
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POJK No. 12 tahun 2024 tentang Penerapan Strategi types of fraudulent acts including corruption, asset
Anti-Fraud bagi Lembaga Jasa Keuangan (LJK) misuse, financial statement fraud, deception, leakage
yang mengidentifikasi jenis-jenis perbuatan fraud di of confidential information, and other acts equivalent
antaranya: korupsi, penyalahgunaan aset, kecurangan to fraud in accordance with applicable laws and
laporan keuangan, penipuan, pembocoran regulations.
informasi rahasia, dan tindakan lainnya yang dapat
dipersamakan dengan fraud sesuai dengan peraturan
perundang-undangan.
Sejalan dengan ketentuan POJK Nomor 12/2024, fraud In line with POJK No. 12/2024, fraud is defined as
didefinisikan sebagai setiap tindakan penyimpangan any act of deviation or omission intentionally carried
atau pembiaran yang dilakukan secara sengaja untuk out to deceive, mislead, or manipulate the Company,
mengelabui, menipu, atau memanipulasi perusahaan, consumers, or other parties. Such actions may potentially
konsumen, maupun pihak lain. Tindakan tersebut cause losses to the Company or related parties while
berpotensi menimbulkan kerugian bagi perusahaan providing unlawful benefits to the perpetrators. In this
atau pihak terkait, sekaligus memberikan keuntungan regard, the Company applies a zero-tolerance policy
yang tidak sah bagi pelaku. Dalam hal ini, Perseroan toward all forms of corruption and fraud that may harm
menerapkan kebijakan zero tolerance terhadap segala performance, reduce public trust, and damage the
bentuk korupsi dan fraud yang dapat merugikan kinerja, reputation of the financial industry.
menurunkan kepercayaan masyarakat, serta mencederai
reputasi industri keuangan.
Pada praktiknya, komitmen anti-korupsi dan anti- In practice, the commitment to anti-corruption and anti-
fraud diwujudkan melalui pemetaan proses bisnis yang fraud is implemented through the mapping of business
memiliki risiko tinggi, antara lain pengadaan barang dan processes that carry high risks, including the procurement
jasa, pemberian kredit atau pembiayaan, serta aktivitas of goods and services, credit or financing approval, and
pemasaran dan penjualan. Untuk memitigasi risiko marketing and sales activities. To mitigate these risks,
tersebut, Perseroan menerapkan kebijakan anti-korupsi the Company implements anti-corruption and anti-
dan anti-fraud, memperkuat sistem pengendalian fraud policies, strengthens internal control systems, and
internal, serta menyelenggarakan pelatihan dan conducts training and socialization for employees and
sosialisasi bagi karyawan dan mitra bisnis. [GRI 205-1] business partners. [GRI 205-1]
Perseroan juga menerapkan pendekatan yang terstruktur The Company also adopts a structured and sustainable
dan berkelanjutan melalui kebijakan serta mekanisme approach through comprehensive policies and internal
pengendalian internal yang komprehensif. Pendekatan control mechanisms. This approach is designed to
tersebut dirancang untuk mencegah, mengidentifikasi, prevent, identify, and handle potential violations
dan menangani potensi pelanggaran secara efektif, effectively, while ensuring accountability and compliance
sekaligus memastikan akuntabilitas dan kepatuhan with applicable regulations.
terhadap ketentuan yang berlaku.
Upaya ini dijalankan melalui empat pilar utama yang These efforts are carried out through four main integrated
saling terintegrasi, yaitu pencegahan, deteksi, investigasi, pillars: prevention, detection, investigation, reporting
pelaporan dan sanksi, serta pemantauan, evaluasi, dan and sanctions, as well as monitoring, evaluation, and
tindak lanjut, sebagai bagian dari komitmen Perseroan follow-up, as part of the Company’s commitment to
dalam menjaga tata kelola yang bersih dan beretika. maintaining clean and ethical governance.
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Tata Kelola Keberlanjutan / Sustainability Governance
Pilar/Pillar 4
Pilar/Pillar 1 Pilar/Pillar 2 Pilar/Pillar 3 Pemantauan, Evaluasi,
Pencegahan Deteksi Investigasi, Pelaporan, Sanksi Tindak Lanjut
Prevention Detection Investigation, Reporting, Sanction Monitoring, Evaluation, and
Follow-up
Pilar Pencegahan adalah upaya Pilar Deteksi memuat langkah untuk Pilar Investigasi, pelaporan Pilar Pemantauan, evaluasi dan
dan langkah untuk mengurangi mengidentifikasi dan menemukan fraud. dan sanksi merupakan tindak lanjut adalah proses
risiko terjadinya fraud yang Penerapan pilar ini memuat antara lain: langkah Perusahaan dalam identifikasi dan perbaikan atas
diterapkan oleh seluruh unit The Detection Pillar includes measures menindaklanjuti indikasi fraud tindakan fraud yang terjadi
kerja. Penerapan pilar ini to identify and detect fraud. The yang dideteksi oleh perusahaan dengan melakukan:
memuat antara lain: implementation of this pillar includes, dengan cara: The Monitoring, Evaluation,
The Prevention Pillar refers among others: The Investigation, Reporting, and Follow-up Pillar is a process
to efforts and measures • Media Whistleblowing and Sanctions Pillar represents of identifying and improving
implemented by all work units Whistleblowing media the Company’s actions actions related to fraud incidents
to reduce the risk of fraud • Fraud Detection System pada kualitas in following up on fraud by carrying out the following
occurring. The implementation pembiayaan serta pemantauan indications detected by the
of this pillar includes, among kesesuaian prosedur pembiayaan Company through the following • Mengidentifikasi kelemahan
others: Fraud Detection System applied to measures: yang dimanfaatkan oleh
financing quality and monitoring • Pelaksanaan investigasi atas pelaku fraud
• Kesadaran anti-fraud dengan compliance with financing procedures seluruh hasil deteksi fraud Identifying weaknesses
memberikan diseminasi dan • Pemeriksaan mendadak dengan yang ditemukan Perusahaan exploited by fraud
komunikasi anti-fraud kepada pelaksanaan quick review atas unit Conducting investigations perpetrators
seluruh karyawan serta kerja yang berpotensi fraud on all detected fraud cases • Melakukan evaluasi atas
penerapan employee anti Surprise inspections through the identified by the Company kelemahan dan tindak
fraud statement implementation of quick reviews of • Pelaksanaan pelaporan lanjut perbaikan sehingga
Anti-fraud awareness through work units that have potential fraud kepada Regulator serta pihak kelemahan tersebut tidak
the dissemination and risks terkait lainnya terulang kembali
communication of anti-fraud • Surveilance system yang merupakan Reporting to regulators and Evaluating the identified
policies to all employees, as tindakan pemeriksaan yang dilakukan other relevant parties weaknesses and carrying out
well as the implementation tanpa diketahui ataupun disadari oleh • Penetapan sanksi kepada corrective follow-up actions to
of an employee anti-fraud pihak yang diuji pihak-pihak terlibat sehingga prevent their recurrence.
statement. Surveillance systems, which involve memunculkan efek jera
• Identifikasi kerawanan examination activities conducted kepada pelaku fraud dan
dengan menerapkan without the knowledge or awareness mengurangi intensi oknum
pemahaman karyawan of the parties being assessed dalam melakukan fraud
terhadap risiko fraud pada Imposing sanctions on the
proses kerjanya parties involved to create
Vulnerability identification by a deterrent effect for fraud
strengthening employees’ perpetrators and reduce the
understanding of fraud risks intention of individuals to
within their respective work commit fraud
processes.
• Kebijakan know your
employee pada saat
rekrutmen pegawai
Know Your Employee (KYE)
policy applied during the
employee recruitment
process
Sebagai bagian dari penerapan kebijakan antikorupsi dan As part of implementing the anti-corruption and anti-
anti-fraud serta upaya mitigasi risiko, penilaian risiko terkait fraud policy and risk mitigation efforts, corruption-related
korupsi dilakukan secara berkala pada seluruh aktivitas risk assessments are conducted periodically across all
operasional. Proses ini bertujuan untuk mengidentifikasi operational activities. This process aims to identify potential
potensi risiko korupsi, suap, gratifikasi, maupun praktik risks of corruption, bribery, gratuities, and other fraudulent
fraud lainnya yang dapat muncul dalam kegiatan usaha, practices that may arise in business activities, while also
sekaligus menilai efektivitas pengendalian internal yang evaluating the effectiveness of the internal controls that
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telah diterapkan. Melalui pendekatan ini, Perseroan have been implemented. Through this approach, the
berupaya memastikan pengelolaan risiko dilakukan secara Company seeks to ensure that risk management is carried
proaktif dan berkelanjutan. out proactively and sustainably.
Sepanjang tahun pelaporan, seluruh unit kerja dan wilayah During the reporting year, all work units and operational
operasional Perseroan telah tercakup dalam proses areas of the Company were covered in the corruption risk
penilaian risiko korupsi. Hasil penilaian tersebut menjadi assessment process. The results of this assessment serve
dasar bagi Perseroan dalam menetapkan langkah-langkah as the basis for the Company in determining appropriate
mitigasi yang sesuai, termasuk penyempurnaan kebijakan mitigation measures, including improving policies and
dan prosedur, peningkatan pengawasan, serta penguatan procedures, strengthening supervision, and enhancing
sosialisasi dan pelatihan anti-korupsi kepada karyawan. anti-corruption socialization and training for employees.
[GRI 205-2] [GRI 205-2]
Selain melakukan penilaian risiko, Perseroan juga In addition to conducting risk assessments, the Company
melaksanakan sosialisasi kepada berbagai pemangku also carries out socialization activities for various
kepentingan, termasuk Dewan Komisaris, Direksi, stakeholders, including the Board of Commissioners, the
karyawan, serta mitra/vendor sebagai upaya pencegahan Board of Directors, employees, and partners/vendors as
risiko. Sosialisasi kepada mitra/vendor dilakukan dalam a preventive measure against potential risks. Socialization
proses pengadaan melalui pemutaran video kebijakan for partners/vendors is conducted during the procurement
anti-fraud serta penandatanganan pakta integritas. process through the screening of an anti-fraud policy
Hingga akhir tahun 2025, seluruh mitra/vendor (100%) video and the signing of an integrity pact. As of the
telah memperoleh informasi mengenai kebijakan anti- end of 2025, all partners/vendors (100%) have received
korupsi dan anti-fraud yang diterapkan Perseroan. [GRI information regarding the anti-corruption and anti-fraud
205-2] policies implemented by the Company. [GRI 205-2]
Total dan Persentase Pelatihan dan/atau Sosialisasi
Anti-korupsi Karyawan Tahun 2025
Total & Percentage of Employee Anti-Corruption Training and/or Socialization in 2025
Telah Dikomunikasikan oleh Perusahaan Mengenai Kebijakan Telah Mengikuti Sosialisasi Anti-fraud
dan Prosedur Anti-fraud Has participated in anti-fraud socialization.
Lokasi Has been communicated by the Company regarding anti-fraud
Location policies and procedures
Jumlah/Total % Jumlah/Total %
Corporate Fleet 44 1% 57 4%
Head Office 890 23% 195 15%
Regional 1 255 7% 53 4%
Regional 2 328 9% 120 9%
Regional 3 397 10% 74 6%
Regional 4 380 10% 40 3%
Regional 5 312 8% 170 13%
Regional 6 303 8% 239 18%
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Tata Kelola Keberlanjutan / Sustainability Governance
Telah Dikomunikasikan oleh Perusahaan Mengenai Kebijakan Telah Mengikuti Sosialisasi Anti-fraud
dan Prosedur Anti-fraud Has participated in anti-fraud socialization.
Lokasi Has been communicated by the Company regarding anti-fraud
Location policies and procedures
Jumlah/Total % Jumlah/Total %
Regional 7 375 10% 258 19%
Regional 8 298 8% 88 7%
Regional 9 232 6% 32 2%
Jumlah
3.814 100% 1.326 100%
Total
Sementara itu, bagi organ tata kelola (Dewan Komisaris Meanwhile, for governance bodies (the Board of
dan Direksi), sosialisasi dilakukan melalui partisipasi dalam Commissioners and the Board of Directors), the
pelatihan antikorupsi dan anti-fraud yang diselenggarakan socialization was carried out through participation in anti-
oleh regulator, dengan rincian sebagai berikut: corruption and anti-fraud training organized by regulators,
with the details as follow:
Pelatihan Anti-korupsi Dewan Komisaris dan Direksi Tahun 2025
Anti-corruption Training for the Board of Commissioners and the Board of Directors in 2025
Jenis Topik Pelatihan Waktu Jumlah Peserta Penyelenggara
Type Training Topic Date Number of Participants Organizer
Peran Digital Forensik dalam Penanganan dan
Pengungkapan Kejahatan Keuangan 16 Oktober 2025
Webinar 1 OJK Institute
The Role of Digital Forensics in Handling and 16 October 2025
Uncovering Financial Crimes
Berdasarkan hasil sosialisasi dan pelaksanaan berbagai Based on the results of socialization and the implementation
kegiatan pelatihan antikorupsi sepanjang tahun 2025, of various anti-corruption training activities throughout
rekapitulasi kepesertaan anggota Dewan Komisaris 2025, the participation recap for members of the Board
dan Direksi, tercatat sebanyak 1 orang telah mengikuti of Commissioners and the Board of Directors recorded
pelatihan mengenai anti-fraud. Selain itu, 1.326 karyawan that 1 person attended anti-fraud training. In addition,
(42,20%), juga telah mengikuti sosialisasi anti-fraud. 1,326 employees (42.20%) also participated in anti-fraud
[GRI 205-2] socialization activities. [GRI 205-2]
Sepanjang tahun 2025, Perseroan telah melakukan Throughout 2025, the Company conducted special
investigasi khusus atas indikasi fraud yang terdeteksi investigations into 17 detected cases indicating fraud.
sebanyak 17 kasus. Seluruh kasus tersebut berkaitan All of these cases were related to violations of internal
dengan pelanggaran ketentuan internal, antara lain regulations, including unauthorized receipts, misuse of
penerimaan tidak sah, penyalahgunaan aset, penipuan, assets, fraud, and extortion. [GRI 205-3]
serta pemerasan. [GRI 205-3]
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Perkara Penting
Material Legal Cases
Sepanjang tahun 2025, Perseroan menghadapi 80 perkara Throughout 2025, the Company faced 80 civil legal
hukum perdata dan tidak terdapat perkara hukum pidana. cases and no criminal cases. All of these cases have been
Seluruh perkara tersebut telah ditangani dan diselesaikan handled and resolved as shown in the following table:
sebagaimana ditunjukkan pada tabel berikut:
Perselisihan Hubungan Industrial
Industrial Relations Disputes
2025 2024 2023
Permasalahan Hukum
Legal Issues Perdata Pidana Perdata Pidana Perdata Pidana
Civil Criminal Civil Criminal Civil Criminal
Selesai dan telah mempunyai kekuatan hukum tetap
33 0 68 0 56 0
Resolved and has obtained final and legally binding status
Dalam Proses Penyelesaian
47 0 22 0 26 0
In the process of resolution
Jumlah
80 0 90 0 82 0
Total
Di luar perkara hukum yang telah disebutkan, Perseroan Outside of the legal cases previously mentioned, the
tidak menghadapi permasalahan signifikan maupun Company does not face any significant issues or major
perkara penting di luar aspek hukum dan lingkungan. cases outside legal and environmental aspects. For any
Terhadap perkara yang muncul, Perseroan mengambil cases that arise, the Company takes preventive measures
langkah berupa upaya pencegahan serta penyelesaian and seeks resolution through mediation mechanisms.
melalui mekanisme mediasi. [GRI 2-27] [GRI 2-27]
Menjalin Hubungan Harmonis dengan
Pemangku Kepentingan
Building Harmonious Relationships With Stakeholders [OJK E.4][GRI 2-29]
Keberlanjutan bisnis didukung oleh peran aktif seluruh Business sustainability is supported by the active role of
pemangku kepentingan. Oleh karena itu, Perseroan all stakeholders. Therefore, the Company consistently
secara konsisten membangun hubungan yang harmonis builds harmonious and constructive relationships with
dan konstruktif dengan pemangku kepentingan internal both internal and external stakeholders through open
maupun eksternal melalui komunikasi yang terbuka dan and transparent communication. This approach enables
transparan. Pendekatan ini memungkinkan Perseroan the Company to understand the needs and expectations
memahami kebutuhan dan harapan para pemangku of stakeholders while also building trust and long-term
kepentingan, sekaligus membangun kepercayaan dan cooperation that supports operational sustainability.
kerja sama jangka panjang yang mendukung keberlanjutan
operasional.
Hubungan yang efektif dengan pemangku kepentingan Effective relationships with stakeholders also help the
juga membantu Perseroan mengidentifikasi risiko sosial Company identify social and environmental risks early and
dan lingkungan secara dini serta merumuskan kebijakan formulate more responsive and responsible policies. The
yang lebih responsif dan bertanggung jawab. Perseroan Company strengthens stakeholder engagement through
memperkuat keterlibatan pemangku kepentingan communication forums held regularly or as needed,
melalui forum komunikasi yang diselenggarakan secara and conducts stakeholder mapping to ensure targeted
berkala maupun sesuai kebutuhan, serta melakukan engagement and effective communication in supporting
pemetaan pemangku kepentingan (stakeholder mapping) the achievement of sustainability targets.
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Tata Kelola Keberlanjutan / Sustainability Governance
untuk memastikan keterlibatan yang tepat sasaran dan
komunikasi yang efektif dalam mendukung pencapaian
target keberlanjutan.
Dalam proses identifikasi pemangku kepentingan, In the stakeholder identification process, the Company
Perseroan merujuk pada dokumen AA1000 Stakeholder refers to the AA1000 Stakeholder Engagement Standard
Engagement Standard versi 2015. Standar tersebut (2015 version). The standard categorizes stakeholders into
membagi pemangku kepentingan ke dalam lima indikator five main indicators as follows:
utama sebagai berikut:
1. Dependency (D), jika Perseroan memiliki 1. Dependency (D) – if the Company depends on a
ketergantungan pada seseorang atau sebuah person or an organization, or vice versa.
organisasi, atau sebaliknya.
2. Responsibility (R), jika Perseroan memiliki tanggung 2. Responsibility (R) – if the Company has legal,
jawab legal, komersial atau etika terhadap seseorang commercial, or ethical responsibilities toward a
atau sebuah organisasi. person or an organization.
3. Tension (T), jika seseorang atau sebuah organisasi 3. Tension (T) – if a person or organization requires the
membutuhkan perhatian Perseroan terkait isu ekonomi, Company’s attention regarding certain economic,
sosial atau lingkungan tertentu. social, or environmental issues.
4. Influence (I), jika seseorang atau sebuah organisasi 4. Influence (I) – if a person or organization has influence
memiliki pengaruh terhadap Perseroan atau strategi over the Company or over the strategies or policies of
atau kebijakan pemangku kepentingan lain. other stakeholders.
5. Diverse Perspective (DP), jika seseorang atau sebuah 5. Diverse Perspective (DP) – if a person or organization
organisasi memiliki pandangan yang berbeda yang has different perspectives that may influence the
dapat mempengaruhi situasi dan mendorong adanya situation and encourage actions that may not have
aksi yang tidak ada sebelumnya. previously existed.
Adapun interaksi dan pengelolaan hubungan dengan The Company’s interactions with and management of
pemangku kepentingan yang dilakukan Perseroan adalah relationships with stakeholders are as follows:
sebagai berikut:
Pemegang Saham
(Shareholders)
Mandiri Tunas Finance
Lingkungan Masyarakat
Environment Public
Pemangku Kepentingan
Stakeholders
Manajemen/Karyawan Pelanggan & Mitra Usaha
Management/Employee Consumer & Business Partner
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Pengaruh/Dampak dari Kegiatan
Kelompok Pemangku
Bentuk Pelibatan Perseroan Frekuensi Pelibatan
Kepentingan
Form of Engagement Influence/Impact of the Company’s Frequency of Engagement
Stakeholder Groups
Activities
RUPST satu tahun sekali, RUPSLB sesuai dengan
Peningkatan kinerja dan peningkatan
kebutuhan Perseroan dan para pemegang
nilai Perseroan serta dukungan pada
saham, laporan Kinerja satu tahun sekali.
Pemegang RUPS, Laporan Kinerja kepentingan Pemegang Saham
Annual General Meeting of Shareholders
Saham General Meeting of Shareholders Improving the Company’s
(AGMS) once a year, Extraordinary General
Shareholders (GMS) and Performance Reports performance and value while
Meeting of Shareholders (EGMS) as required
supporting the interests of
by the Company and its shareholders, and
Shareholders.
Performance Reports issued once a year.
• Pemberian saran & masukan
• Terjamin kesejahteraan karyawan
atas draf Peraturan Perusahaan • Perumusan dan perpanjangan peraturan
beserta keluarga
Providing suggestions perusahaan dilakukan setiap dua tahun sekali
Ensuring the welfare of employees
and feedback on the draft The formulation and renewal of company
and their families
Company Regulations regulations are carried out every two years.
• Suasana kerja yang kondusif, sehat,
• Kontrak kerja • Perumusan fasilitas kesehatan karyawan
dan aman
Employment contracts melalui jasa asuransi satu tahun sekali
Karyawan A conducive, healthy, and safe
• Pendidikan dan pelatihan The formulation of employee health benefits
Employees working environment
Education and Training through insurance services is carried out once
• Jenjang karier dan penilaian kinerja
• Dukungan sarana dan a year.
yang adil dan transparan
prasarana Kesehatan dan • Perumusan pelatihan dan Pendidikan
Fair and transparent career paths
Keselamatan kerja karyawan satu tahun sekali
and performance evaluations
Support for Occupational The formulation of employee training and
• Pemenuhan hak-hak karyawan
Health and Safety (OHS) education programs is carried out once a year.
Fulfillment of employees’ rights
facilities and infrastructure
• Perseroan melaporkan setiap bulan untuk
laporan bulanan kepada OJK sesuai Peraturan
OJK No. 3/ POJK.05/2013 tentang Laporan
Bulanan Lembaga Jasa Keuangan Non Bank
dan Surat Edaran OJK No.26/SEOJK.05/2019
tentang Perubahan atas Surat Edaran OJK
No. 3/SEOJK.05/2016 tentang Laporan
Bulanan Perseroan Pembiayaan.
The Company submits monthly reports to
the Financial Services Authority (OJK) in
accordance with OJK Regulation No. 3/
POJK.05/2013 concerning Monthly Reports
of Non-Bank Financial Institutions and OJK
Circular Letter No. 26/SEOJK.05/2019
Pelaporan sesuai kepatuhan regarding Amendments to OJK Circular Letter
industri dan pasar modal, serta No. 3/SEOJK.05/2016 on Monthly Reports of
kepatuhan terhadap peraturan Keberhasilan operasi Perseroan Financing Companies.
dan perundang-undangan yang dan risiko hukum maupun sanksi • Kepada Otoritas Jasa Keuangan Departemen
berlaku administrasi Pengawasan Pasar Modal dan Bursa Efek
Regulator
Reporting in accordance with The success of the Company’s Indonesia, Perseroan melaporkan laporan
industry and capital market operations and exposure to legal risks bulanan berupa laporan hutang valas yang
compliance, as well as compliance or administrative sanctions dilaporkan setiap bulannya.
with applicable laws and To the Financial Services Authority (OJK) –
regulations. Capital Market Supervision Department and
the Indonesia Stock Exchange, the Company
submits a monthly report on foreign currency
liabilities.
• Laporan keuangan triwulan yang dilaporkan
setiap 3 (tiga) bulan dan laporan tahunan
yang dilaporkan tiap tahun serta laporan
insidental sesuai dengan peraturan OJK yang
berlaku.
Quarterly financial reports submitted every
three (3) months, annual reports submitted
once a year, and incidental reports submitted
in accordance with the applicable OJK
regulations.
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Tata Kelola Keberlanjutan / Sustainability Governance
Pengaruh/Dampak dari Kegiatan
Kelompok Pemangku
Bentuk Pelibatan Perseroan Frekuensi Pelibatan
Kepentingan
Form of Engagement Influence/Impact of the Company’s Frequency of Engagement
Stakeholder Groups
Activities
• Selain itu Perseroan juga melaporkan
Laporan Kegiatan Penerapan Prinsip
Kehati-hatian (KPPK) periode triwulanan dan
tahunan serta Laporan Utang Luar Negeri –
Lalu Lintas Devisa setiap bulannya kepada
Bank Indonesia selama memiliki outstanding
utang luar negeri dalam valuta asing.
In addition, the Company also submits
the Report on the Implementation of the
Prudential Principle (KPPK) on a quarterly
and annual basis, as well as the Foreign
Debt – Foreign Exchange Traffic Report
every month to Bank Indonesia, as long as
the Company has outstanding foreign debt
denominated in foreign currency.
• Serta Perseroan melakukan kewajiban
pelaporan kepada regulator secara tepat
waktu untuk laporan lainnya yang bersifat
bulanan, triwulan, semesteran dan tahunan.
The Company also fulfills its reporting
obligations to regulators in a timely manner
for other reports that are submitted on a
monthly, quarterly, semi-annual, and annual
basis
Kontribusi ekonomi pada Pemerintah
melalui kepatuhan pajak dan kegiatan
Kontribusi pajak dan peningkatan ekonomi masyarakat
Pelaporan pajak disampaikan secara berkala
pengembangan sosial melalui kegiatan CSR.
Pemerintah bulanan dan tahunan
kemasyarakatan Economic contributions to the
Government Tax reporting is submitted periodically on a
Tax contributions and social Government through tax compliance
monthly and annual basis.
community development. and efforts to improve the
community’s economy through CSR
activities.
Kegiatan Community Involvement
& Development, khususnya terkait Meningkatkan perekonomian
program inklusi keuangan serta masyarakat seiring dengan
pelibatan masyarakat lokal sekitar pemberdayaan masyarakat secara
operasi dan pengembangan berkelanjutan melalui
Masyarakat dan Komunitas berkelanjutan berbagai program yang dilaksanakan Program CSR yang dilakukan secara berkala dan
Komunitas Community Involvement Perseroan baik fisik maupun non-fisik. sesuai kebutuhan.
Community and & Development activities, Improving the community’s economy CSR programs are implemented periodically and
Society particularly related to financial in line with sustainable community as needed.
inclusion programs and the empowerment through various
engagement of local communities programs implemented by the
around operational areas, as Company, both physical and non-
well as sustainable community physical.
development
Kegiatan Community Involvement
& Development, khususnya terkait Meningkatkan perekonomian
program inklusi keuangan serta masyarakat seiring dengan
Berdasarkan hasil pengukuran Tingkat kepuasan
pelibatan masyarakat lokal sekitar pemberdayaan masyarakat secara
pelanggan yang telah dilayani oleh perseroan
operasi dan pengembangan berkelanjutan melalui berbagai
selama periode tahun 2025, tercatat indeks
komunitas berkelanjutan program yang dilaksanakan Perseroan
kepuasan sebesar 4,76 (skala 5,00).
Pelanggan Community Involvement baik fisik maupun non-fisik.
Based on the results of the customer satisfaction
Customers & Development activities, Improving the community’s economy
measurement for services provided by
particularly related to financial in line with sustainable community
the Company during the 2025 period, the
inclusion programs and the empowerment through various
satisfaction index was recorded at 4.76 (on a
engagement of local communities programs implemented by the
scale of 5.00).
around operational areas, as Company, both physical and non-
well as sustainable community physical.
development.
Proses pengadaan yang adil,
transparan, evaluasi yang objektif,
Kontrak perjanjian kerja sama dan
dan hubungan yang harmonis
Mitra Kerja proses operasional. Sesuai kebutuhan Perseroan
A procurement process that is fair,
Business partners Cooperation agreement contracts In accordance with the Company’s needs.
transparent, supported by objective
and operational processes.
evaluation, and fosters harmonious
relationships.
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Pengaruh/Dampak dari Kegiatan
Kelompok Pemangku
Bentuk Pelibatan Perseroan Frekuensi Pelibatan
Kepentingan
Form of Engagement Influence/Impact of the Company’s Frequency of Engagement
Stakeholder Groups
Activities
Siaran pers/ keterbukaan Memperoleh akses informasi yang Ketertiban media massa sesuai dengan
Media Massa informasi. akurat dan terkini kebutuhan Perseroan
Mass Media Press releases / information Obtaining access to accurate and up- Orderly engagement with the mass media in
disclosure. to-date information. accordance with the Company’s needs.
Tantangan dalam Penerapan Keuangan
Berkelanjutan
Challenges In Implementing Sustainable Finance [OJK E.5]
Dalam menjalankan keuangan berkelanjutan, Perseroan In implementing sustainable finance, the Company faces a
menghadapi sejumlah tantangan yang perlu dikelola number of challenges that need to be managed gradually
secara bertahap dan terukur. Tantangan tersebut mencakup and in a measured manner. These challenges include
kesiapan pasar serta tingkat pemahaman (awareness) market readiness and the uneven level of understanding
pelaku usaha yang belum merata. Selain itu, ketersediaan (awareness) among business actors. In addition, the
data dan bukti pendukung (evidence) dari seluruh unit kerja availability of data and supporting evidence from all work
masih terbatas untuk menunjang proses perencanaan, units is still limited to support the processes of sustainability
pelaksanaan, hingga pelaporan keberlanjutan. Di planning, implementation, and reporting. Amid these
tengah kondisi tersebut, perubahan regulasi yang terus conditions, continuously evolving regulations also require
berkembang juga menuntut penyesuaian kebijakan dan ongoing adjustments to policies and business processes.
proses bisnis secara berkelanjutan.
Dari sisi operasional dan manajemen risiko, Perseroan From an operational and risk management perspective,
masih dihadapkan pada keterbatasan skema pembiayaan the Company still faces limitations in sustainable financing
berkelanjutan, risiko teknis, serta kebutuhan untuk schemes, technical risks, and the need to strengthen
memperkuat kemampuan internal dalam melakukan analisis internal capabilities in conducting risk analysis and
dan mitigasi risiko. Upaya ini perlu didukung oleh data risiko mitigation. These efforts must be supported by adequate
yang memadai dan dapat diandalkan. Penerapan keuangan and reliable risk data. The implementation of sustainable
berkelanjutan juga menuntut perubahan budaya dan finance also requires changes in employees’ work culture
perilaku kerja karyawan yang saat ini belum sepenuhnya and behavior, which are currently not yet evenly adopted
merata di seluruh kantor, sekaligus memerlukan dukungan across all offices, and also requires budget support for more
anggaran untuk sosialisasi dan kampanye internal yang intensive internal socialization and awareness campaigns.
lebih intensif.
Pada aspek lingkungan, tantangan utama meliputi From an environmental perspective, the main challenges
pengukuran dan pencatatan emisi yang belum optimal, include suboptimal measurement and recording of
kebutuhan biaya awal untuk menjalankan program emissions, the need for initial costs to implement efficiency
efisiensi, serta penyesuaian perilaku operasional harian. Di programs, and adjustments in daily operational behavior.
samping itu, kesiapan teknis dan koordinasi antarunit juga In addition, technical readiness and coordination among
masih perlu diperkuat. Terkait pengembangan produk, units still need to be strengthened. Regarding product
Perseroan masih menunda pembiayaan PLTS perumahan development, the Company is still postponing residential
dengan mempertimbangkan kompleksitas produk, solar power (PLTS) financing, considering product
karakteristik pasar, serta kesiapan manajemen risiko dan complexity, market characteristics, and the readiness of
ekosistem pendukung, sambil terus memantau peluang risk management and the supporting ecosystem, while
pengembangan di masa mendatang. continuing to monitor opportunities for development in the
future.
Meski demikian, Perseroan menilai tantangan-tantangan Nevertheless, the Company views these challenges as
tersebut sebagai bagian dari proses pembelajaran part of the learning process as well as strengthening the
sekaligus penguatan fondasi keberlanjutan untuk jangka foundation for long-term sustainability. Through measured
panjang. Melalui penerapan yang terukur, penguatan tata implementation, strengthened governance, enhanced
kelola, peningkatan kapasitas internal, serta penyesuaian internal capacity, and continuous adjustments to market
berkelanjutan terhadap dinamika pasar dan regulasi, and regulatory dynamics, the Company is committed to
Perseroan berkomitmen untuk terus menyempurnakan gradually improving the implementation of sustainable
implementasi keuangan berkelanjutan secara bertahap. finance.
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Mengakselerasi
Keuangan
Berkelanjutan
Accelerating Rp 4,64
Sustainable Finance triliun
Pendapatan
Perseroan
Rp 4.64 trillion in
Company’s Revenue
Saat ini isu perubahan iklim dan
peningkatan emisi menjadi perhatian
utama para pemangku kepentingan.
Perseroan merespon hal ini dengan
menghadirkan produk dan layanan
ramah lingkungan melalui pembiayaan
kendaraan roda empat berbasis
listrik atau Electric Vehicle (EV) serta
kendaraan listrik hibrida atau Hybrid
Electric Vehicle (HEV), yang saat ini
menunjukkan pertumbuhan cukup
signifikan
Currently, climate change issues and rising emissions
have become key concerns for stakeholders. The
Company responds to these concerns by offering
environmentally friendly products and services
through financing for electric four-wheel vehicles
or Electric Vehicles (EV) as well as Hybrid Electric
Vehicles (HEV), which are currently showing
significant growth.
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70,4%
Pertumbuhan jumlah
kontrak baru
pembiayaan EV Roda 4
70.4% growth in the
number of new four-wheel
EV financing contracts
176,7%
Pencapaian nilai
pembiayaan kendaraan
ramah lingkungan terhadap
pembiayaan mobil baru
176.7% achievement of
environmentally friendly
vehicle financing value
relative to new car financing
Rp 400
miliar
Laba Perseroan
Rp400 billion in
Company’s Net Profit
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Sekilas Ekonomi Global dan Nasional
Overview of the Global and National Economy
Pada tahun 2025, perekonomian global diperkirakan In 2025, the global economy was projected to grow by
tumbuh sebesar 3,1% secara tahunan (YoY), mencerminkan 3.1% year-on-year (YoY), reflecting a slowdown amid rising
perlambatan seiring meningkatnya ketidakpastian di pasar uncertainty in international financial markets. This condi-
keuangan internasional. Kondisi tersebut dipengaruhi oleh tion was influenced by escalating geopolitical conflicts
eskalasi konflik geopolitik serta dinamika perdagangan and global trade dynamics, including tariff policies in the
global, termasuk kebijakan tarif di Amerika Serikat yang United States that triggered market volatility. Amid these
memicu volatilitas pasar. Di tengah kondisi tersebut, conditions, Indonesia’s economy continued to demon-
perekonomian Indonesia tetap menunjukkan resiliensinya strate resilience, recording Gross Domestic Product (GDP)
dengan mencatat pertumbuhan Produk Domestik Bruto growth of 5.11% YoY, an increase from 5.03% YoY in 2024.
(PDB) sebesar 5,11% year-on-year (YoY), meningkat Household consumption remained the main driver of In-
dari 5,03% YoY di tahun 2024. Konsumsi rumah tangga donesia’s economic growth, although its growth rate was
masih menjadi pendorong utama pertumbuhan ekonomi slightly below the overall national economic growth.
Indonesia, meskipun laju pertumbuhannya berada di
bawah pertumbuhan ekonomi nasional.
Stabilitas makroekonomi juga tercermin dari tingkat Macroeconomic stability was also reflected in the inflation
inflasi yang tetap berada dalam kisaran sasaran Bank rate, which remained within Bank Indonesia’s target range
Indonesia sebesar 1,5%–3,5%. Hingga Desember 2025, of 1.5%–3.5%. As of December 2025, inflation was record-
inflasi tercatat sebesar 2,92% YoY. Sejalan dengan kondisi ed at 2.92% YoY. In line with this condition, Bank Indone-
tersebut, suku bunga acuan Bank Indonesia berada sia’s benchmark interest rate showed a downward trend
dalam tren penurunan dan mencapai level 4,75% pada and reached 4.75% at the end of December 2025, de-
akhir Desember 2025, turun sebesar 125 basis poin creasing by 125 basis points compared to the previous pe-
dibandingkan periode sebelumnya. Penurunan suku riod. This interest rate decline created a more conducive
bunga ini menciptakan lingkungan yang lebih kondusif environment for domestic credit and financing growth.
bagi pertumbuhan kredit dan pembiayaan di dalam
negeri.
Kondisi Industri Perusahaan Pembiayaan
Conditions In The Financing Industry
Ketidakpastian perekonomian global sepanjang tahun Global economic uncertainty throughout 2025 placed
2025 memberikan tekanan signifikan terhadap industri significant pressure on the financing industry. Although
pembiayaan. Meskipun pertumbuhan ekonomi Indonesia Indonesia’s economic growth remained relatively stable,
relatif terjaga, pelemahan daya beli masyarakat yang weakening consumer purchasing power, partly due to
dipengaruhi antara lain oleh meningkatnya PHK pada increased layoffs during the first half of 2025 and rising
semester I 2025 serta kenaikan inflasi harga bahan pokok inflation in staple food prices, led to declining sales of
yang berdampak pada penurunan penjualan produk consumer products, particularly four-wheel vehicles, which
konsumen, khususnya kendaraan roda empat sebagai represent the primary segment of financing.
segmen utama pembiayaan.
Kondisi tersebut mendorong kontraksi kinerja industri These conditions drove a contraction in the financing in-
pembiayaan, tercermin dari penurunan total booking baru dustry’s performance, reflected in a 4.14% YoY decline in
sebesar 4,14% YoY hingga November 2025. Penjualan total new bookings as of November 2025. New car sales
mobil baru juga turun 8,37% YoY, seiring dengan also fell 8.37% YoY, in line with the declining share of new
menurunnya porsi pembiayaan mobil baru. Di sisi lain, car financing. On the other hand, demand for electric
permintaan kendaraan listrik mulai meningkat sejalan vehicles began to increase with the entry of new, more
dengan masuknya merek baru berharga lebih terjangkau, affordable brands, reflecting a shift in consumer prefer-
yang mencerminkan pergeseran preferensi konsumen. ences. Meanwhile, motorcycle financing recorded limited
Sementara itu, pembiayaan sepeda motor mencatat growth, indicating a tendency among consumers to shift
pertumbuhan terbatas, mengindikasikan kecenderungan toward more economical vehicles.
masyarakat beralih ke kendaraan yang lebih ekonomis.
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Di tengah tekanan tersebut, industri pembiayaan Despite these pressures, the financing industry still demon-
masih menunjukkan ketahanan dengan pertumbuhan strated resilience, with outstanding receivables growing
outstanding piutang sebesar 1,07% dan perbaikan kualitas by 1.07% and an improvement in asset quality, as reflect-
aset, tercermin dari penurunan NPL menjadi 2,47%. ed in a decline in Non-Performing Loans (NPL) to 2.47%.
Struktur keuangan juga semakin konservatif dengan The financial structure also became more conservative,
penurunan gearing ratio. Namun demikian, tekanan with a decline in the gearing ratio. However, pressure on
terhadap profitabilitas masih terlihat melalui penurunan profitability remained evident through declines in Return
ROA dan ROE. Secara keseluruhan, industri pembiayaan on Assets (ROA) and Return on Equity (ROE). Overall, the
tetap menunjukkan kemampuan beradaptasi terhadap financing industry continued to demonstrate its ability to
dinamika pasar, yang menjadi fondasi bagi pemulihan dan adapt to market dynamics, providing a foundation for re-
penguatan kinerja di masa mendatang. covery and stronger performance in the future.
Strategi Usaha
Business Strategy [GRI 3-3]
Pada tahun 2025, Perseroan menjalankan berbagai In 2025, the Company implemented various strategic ini-
inisiatif strategis yang difokuskan pada resegmentasi tiatives focused on re-segmenting target markets based
target market berdasarkan risiko, penguatan proses on risk, strengthening financing acquisition processes,
akuisisi pembiayaan, pengelolaan kualitas portfolio, managing portfolio quality, optimizing profitability, and
optimalisasi profitabilitas, serta peningkatan efisiensi improving operational efficiency. The implementation of
operasional. Implementasi strategi tersebut diarahkan these strategies was aimed at maintaining business sus-
untuk menjaga keberlanjutan usaha di tengah dinamika tainability amid challenging dynamics in the financing in-
industri pembiayaan yang menantang. Kebijakan dan dustry. The policies and strategic initiatives implemented
inisiatif strategis yang dilaksanakan mengacu pada were based on the 2025 Annual Business Plan (RBT), with
Rencana Bisnis Tahunan (RBT) Tahun 2025, dengan rincian details as follows: [GRI 3-3].
sebagai berikut: [GRI 3-3]
1. Pertumbuhan market share berdasarkan segmen, 1. Increasing market share based on segments,
yaitu segmen retail dan wholesale yang didorong namely retail and wholesale segments, driv-
dari pembiayaan bisnis yang berasal dari Mandiri en by business financing originating from the
Group. Mandiri Group.
2. Pencapaian profit yang berkesinambungan 2. Achieving sustainable profit growth by main-
dengan menjaga peningkatan pendapatan taining increases in margin income, both from
margin, baik dari bunga maupun dari interest and from growth in fee-based income.
pertumbuhan fee-based. Selain itu, Perseroan In addition, the Company continues to manage
juga tetap memperhatikan pengeluaran expenses by maintaining the Cost Efficiency
biaya dengan menjaga Cost Efficiency Ratio Ratio (CER). In line with the strategy to grow
(CER). Sejalan dengan strategi pertumbuhan new financing, the Company also manages the
pembiayaan baru, Perusahaan juga mengelola Cost of Credit (COC) more effectively to sup-
Cost of Credit (COC) dengan lebih efektif port profit achievement.
sehingga mendorong pencapaian profit.
3. Percepatan proses bisnis dan layanan dengan cara 3. Accelerating business processes and services
mengimplementasikan hasil Business Process Re- by implementing the results of Business Pro-
engineering (BPR) yang berperan dalam evaluasi cess Re-engineering (BPR), which plays a role
dan perbaikan proses bisnis baik untuk segmen in evaluating and improving business process-
retail maupun wholesale. Perseroan juga telah es for both retail and wholesale segments. The
membangun kapabilitas digital melalui aplikasi Company has also developed digital capabili-
MTF 1Access dan MTF Mobile untuk mendorong ties through the MTF 1Access and MTF Mobile
percepatan proses internal dan meningkatkan applications to accelerate internal processes
kemudahan debitur dalam mengakses layanan and improve ease of access for debtors to avail-
yang tersedia. able services.
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4. Penerapan Tata Kelola Perusahaan dan 4. Implementation of Good Corporate Gover-
Manajemen Risiko dilakukan dengan memastikan nance (GCG) and Risk Management by ensur-
seluruh kegiatan bisnis berjalan sesuai prinsip ing that all business activities are conducted in
tata kelola perusahaan yang baik. Perseroan accordance with good corporate governance
mengedepankan penerapan lima prinsip utama principles. The Company upholds the five main
GCG, yaitu: GCG principles:
1. Keterbukaan; 1. Transparency
2. Akuntabilitas; 2. Accountability
3. Tanggung jawab; 3. Responsibility
4. Kemandirian; 4. Independence
5. Kesetaraan dan kewajaran. 5. Fairness and equality
Pencapaian Kinerja Ekonomi
Economic Performance Achievement [OJK F.2]
Dalam upaya mewujudkan pertumbuhan yang In an effort to achieve sustainable growth, the Company
berkelanjutan, Perseroan telah menetapkan sejumlah has established several operational and financial perfor-
target kinerja operasional dan finansial yang dituangkan mance targets outlined in the 2025 Corporate Business
dalam Rencana Bisnis Perusahaan (RBP) 2025. Penetapan Plan (RBP). These targets were determined by considering
target tersebut dilakukan dengan mempertimbangkan macroeconomic projections, the direction of policies in
proyeksi kondisi makroekonomi, arah kebijakan industri the financing industry, and the Company’s growth strategy.
pembiayaan, serta strategi pertumbuhan Perseroan.
Namun demikian, dinamika perekonomian sepanjang However, economic dynamics throughout 2025 placed
tahun 2025 memberikan tekanan terhadap daya pressure on consumer purchasing power and overall fi-
beli masyarakat dan permintaan pembiayaan secara nancing demand within the industry, which in turn affect-
keseluruhan di industri, sehingga memengaruhi ed the Company’s performance achievement. The perfor-
pencapaian kinerja Perseroan. Hasil kinerja pada akhir mance results at the end of 2025 showed mixed outcomes,
tahun 2025 menunjukkan capaian yang bervariasi, dengan with working capital financing successfully exceeding the
pembiayaan modal kerja berhasil melampaui target yang established target. Meanwhile, other indicators—includ-
ditetapkan. Sementara itu, indikator lainnya, termasuk ing investment financing, multipurpose financing, new
pembiayaan investasi, pembiayaan multiguna, penyaluran financing disbursement, revenue, and profit for the year—
pembiayaan baru, pendapatan, dan laba tahun berjalan remained below the targeted levels.
masih berada di bawah target.
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Pencapaian Kinerja Ekonomi Perseroan Tahun 2025
The Company’s Economic Performance Achievements in 2025
Target 2025 Realisasi 2025 Pencapaian terhadap Target 2025
Keterangan 2025 Target 2025 Realization Achievement of the 2025 Targets
Description Rp Juta Persentase
Rp million Percentage
Pembiayaan Investasi
14.949.120 11.129.697 74,45%
Investment Financing
Pembiayaan Modal Kerja
264.045 419.809 158,99%
Working Capital Financing
Pembiayaan Multiguna
16.786.835 7.753.572 46,19%
Multi-purpose Financing
Jumlah Penyaluran Pembiayaan Baru
32.000.000 19.303.078 60,32%
Total New Financing Disbursement
Pendapatan
6.176.031 4.635.522 75,06%
Revenue
Laba Tahun Berjalan
607.172 400.015 65,88%
Profit for the Year
Aset
32.672.735 28.008.731 85,73%
Asset
Liabilitas
27.547.113 23.092.234 83,83%
Liabilities
Ekuitas
5.125.622 4.916.497 95,92%
Equity
Komposisi Laba Rugi (Rp Juta)
Profit and Loss Composition
Pertumbuhan
Growth
Uraian
2025 2024 2023 2025:2024
Description
Persentase
Nominal
Percentage
Pendapatan
4.635.522 5.579.315 4.781.968 (943.793) -16,92%
Revenue
Beban-beban
(4.121.912) (4.075.148) (3.290.742) (46.764) 1,15
Expenses
Laba (Rugi) Sebelum Beban Final
dan Pajak Penghasilan
513.610 1.504.167 1.491.226 (990.557) -65,85
Profit (Loss) Before Final Tax
Expense and Income Tax
Beban Pajak Final
(3.159) (3.495) (3.427) 336 -9,61
Final Tax Expense
Laba (Rugi) sebelum beban pajak
Penghasilan
510.451 1.500.672 1.487.799 (990.221) -65,99
Profit (Loss) Before Income Tax
Expenses
Beban Pajak Penghasilan
(110.436) (328.590) (326.698) 218.154 -66,39
Income Tax Expense
Laba (Rugi) Tahun Berjalan
400.015 1.172.082 1.161.101 (772.067) -65,87
Profit (Loss) for the Year
Penghasilan Komprehensif
3.685 11.010 (7.325) (7.325) -66,53
Comprehensive Income
Total Penghasilan Komprehensif
Tahun Berjalan
403.700 1.183.092 (779.392) (779.392) -65,88
Total Comprehensive Income for
the Year
Laba (Rugi) per Saham Dasar
(Rupiah penuh)
160 469 464 (309) -65,88
Basic Earnings (Loss) per Share (full
Rupiah)
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Pada tahun 2025, pencapaian kinerja ekonomi Perseroan In 2025, the Company’s economic performance contrib-
memberikan kontribusi terhadap nilai ekonomi yang uted to the economic value generated, the economic
dihasilkan, nilai ekonomi yang didistribusikan kepada value distributed to all stakeholders, and the economic
seluruh pemangku kepentingan, serta nilai ekonomi yang value retained to support the Company’s development.
ditahan untuk mendukung pengembangan Perseroan. Details of these values can be seen in the following table:
Rincian nilai tersebut dapat dilihat pada tabel berikut: [GRI 201-1].
[GRI 201-1]
Nilai Ekonomi yang Didapatkan, Didistribusikan, dan Ditahan (Rp Juta)
Economic Value Generated, Distributed, and Retained (Rp Million)
Pertumbuhan
Growth
Keterangan
2025 2024 2023 2025:2024
Description
Nominal Persentase
Amount Percentage
Nilai Ekonomi yang Didapatkan
Economic Value Generated
Pendapatan
4.635.522 5.579.315 4.781.968 (943.793) -16,92
Revenue
Pembiayaan Konsumen
2.884.128 3.453.490 3.000.350 (569.362) -16,49
Consumer Financing
Sewa Pembiayaan
572.631 678.704 652.751 (106.073) 15,63
Finance Lease
Anjak Piutang
1 438 909 (437) -99,77
Factoring
Simpanan Bank
15.797 17.473 17.134 (1.676) -9,59
Bank Deposit
Lain-lain
1.163.225 1.429.210 1.110.824 (265.985) -18,61
Others
Total Nilai Ekonomi yang Didapatkan
9.271.304 11.158.630 9.563.936 (1.887.326) - 16,91
Total Economic Value Generated
Nilai Ekonomi yang Didistribusikan
Economic Value Distributed
Beban keuangan (termasuk bunga yang
dibayarkan kepada Debitur dan Investor)
(1.742.114) (1.913.946) (1.510.165) (171.832) -8,98
Financial Expenses (including interest paid to
Debtors and Investors)
Gaji dan Tunjangan (termasuk imbalan pasca
kerja dan pesangon)
(656.012) (775.231) (802.194) (119.219) -15,38
Salaries and Benefits (including post-
employment benefits and severance pay)
Biaya Umum dan Administrasi
(437.019) (413.178) (349.836) 23.841 5,77
General and Administration Expenses
Kontribusi Terhadap Negara/Manfaat (Beban)
Pajak Final dan Pajak Penghasilan
(356.001) (561.985) (559.883) (205.984) -36,63
Contribution to the Government / Final Tax and
Income Tax Expense (Benefit)
Biaya Pengembangan Masyarakat
(124) (152) (291) (28) -18,42
Community Development Expenses
Total Nilai Ekonomi yang Didistribusikan
(3.191.270) (3.664.492) (3.222.369) (473.222) -12,91
Total Economic Value Distributed
Nilai Ekonomi yang Ditahan
6.080.034 7.494.138 6.341.567 (1.414.104) -18,87
Economic Value Retained
Restatement untuk Kontribusi Terhadap Negara/Manfaat (Beban) Pajak Final dan Pajak Penghasilan tahun 2023
Restatement of Contribution to the Government / Final Tax and Income Tax Expense (Benefit) for 2023.
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Kinerja Pembiayaan
Financing Performance
Pada tahun 2025, Perseroan mencatatkan penurunan In 2025, the Company recorded a decline in the number
jumlah unit kontrak baru dibandingkan tahun sebelumnya. of new contract units compared to the previous year. The
Penurunan terjadi pada sebagian besar jenis pembiayaan, decrease occurred across most financing types, particular-
terutama pada segmen kendaraan bermotor. Kondisi ini ly in the motor vehicle segment. This condition was in line
sejalan dengan tren penurunan penjualan kendaraan with the national trend of declining motor vehicle sales
bermotor nasional sepanjang tahun 2025, serta throughout 2025, as well as the Company’s policy of being
kebijakan Perseroan yang lebih selektif dalam penyaluran more selective in disbursing financing to maintain portfo-
pembiayaan guna menjaga kualitas portofolio. lio quality.
Di sisi lain, kategori lainnya (termasuk alat berat) On the other hand, the other categories (including heavy
menunjukkan pertumbuhan positif. Secara keseluruhan, equipment) showed positive growth. Overall, the Compa-
komposisi pembiayaan Perseroan masih didominasi oleh ny’s financing composition continued to be dominated by
segmen mobil baru, meskipun dengan volume yang lebih the new car segment, although with a lower volume com-
rendah dibandingkan tahun 2024. Berikut merupakan pared to 2024. The following presents the development
perkembangan nilai kontrak pembiayaan berdasarkan of financing contract values based on the composition
komposisi jenis kendaraan yang dibiayai oleh Perseroan of vehicle types financed by the Company over the past
dalam 3 tahun terakhir: three years:
Perkembangan Jumlah Unit Kontrak Baru Berdasarkan Jenis Pembiayaan
Growth in the Number of New Contract Units by Type of Financing
Kontrak Baru Pertumbuhan
New Contract Growth
Jenis Pembiayaan
Unit 2025:2024
Type of financing
Persentase
2025 2024 2023 Unit
Percentage
Mobil Baru
43.476 83.987 86.927 (40.511) -48,23%
New Car
Mobil Bekas
12.918 25.873 28.166 (12.955) -50,07%
Used Car
Motor
201 437 378 (236) -54,00%
Motorcycle
Lainnya (termasuk alat berat)
1.700 1.489 6.400 211 14,17%
Others (including heavy equipment)
Jumlah
58.295 111.786 121.871 (53.491) -47,85%
Total
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Perkembangan Nilai Kontrak Baru Berdasarkan Jenis Pembiayaan
Growth of New Contract Value by type of Financing
Kontrak Baru Pertumbuhan
New Contract Growth
Jenis Pembiayaan Rp Juta
2025:2024
Type of Financing Rp million
Persentase
2025 2024 2023 Unit
Percentage
Mobil Baru
12.949.133 25.582.763 25.493.390 (12.633.630) -49,38%
New car
Mobil Bekas
2.899.849 5.524.591 5.158.873 (2.624.742) -47,51%
Used car
Motor
33.757 69.887 47.561 (36.130) -51,70%
Motorcycle
Lainnya (termasuk alat berat)
Others (including heavy 3.420.340 3.912.388 1.998.078 (492.048) -12,58%
equipment)
Jumlah
19.303.078 35.089.629 32.697.903 (15.786.551) -44,99%
Total
Rekapitulasi Jumlah Unit Kontrak Baru dan Nilai Kontrak Pembiayaan
Summary of New Contract Units and Financing Contract Value
Pertumbuhan
2025 2024 2023 Growth
Jenis Pembiayaan
2025:2024
Type of Financing
Rp Juta Persentase
Nominal
Rp million Percentage
Jumlah Nilai Pembiayaan
(Rp-juta) 19.303.078 35.089.629 32.697.903 (15.786.551) -44,99%
Total Financing Value (Rp million)
Jumlah Kontrak Baru
58.295 111.786 121.871 (53.491) -47,85%
(Total New Contract)
Komposisi Pendapatan Berdasarkan Kelompok Konsumen Utama dan Produk
Revenue Composition by Key Customer Segments and Products.
Tahun
Year
Kelompok Konsumen
Consumer Group %
2025 2024 2023
Retail Mobil
88,72 89,20 83,14
Car Retail
Retail Motor
0,01 0,00 0,01
Motorcycle Retail
Fleet Mobil
11,27 10,80 16,85
Car Fleet
Fleet Motor
0,00 0,00 0,00
Motorcycle Fleet
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Mandiri Tunas Finance Raih Penghargaan di Industry Award 2025: Wujud
Komitmen dalam Inovasi Pembiayaan
Mandiri Tunas Finance Wins Award at the 2025 Industry Award:
A Demonstration of Commitment to Financing Innovation
Mandiri Tunas Finance (MTF) menorehkan prestasi
membanggakan dengan meraih penghargaan Indonesia
Best Consumer Financing Industry for Providing Inclusive,
Flexible and Competitive Credit Solution dalam kategori
multifinance pada ajang Industry Award 2025 yang
diselenggarakan oleh Warta Ekonomi di The Sultan
Hotel & Residence Jakarta pada tanggal 24 Juli 2025.
Penghargaan ini bentuk apresiasi kepada perusahaan
yang menunjukkan ketangguhan, inovasi, dan
transformasi digital dalam menghadapi tantangan
global serta era disrupsi industri. Mandiri Tunas Finance
dinilai berhasil menyediakan solusi pembiayaan yang
inklusif, fleksibel, dan kompetitif yang sejalan dengan
semangat transformasi digital dan penerapan Industri
4.0. Mandiri Tunas Finance juga dinilai unggul dalam
memperluas akses layanan pembiayaan kepada This award represents recognition for companies
masyarakat, menyediakan beragam produk kredit that demonstrate resilience, innovation, and digital
yang dapat disesuaikan dengan kebutuhan konsumen, transformation in facing global challenges and the
dan menawarkan nilai tambah melalui efisiensi serta era of industrial disruption. Mandiri Tunas Finance
digitalisasi layanan. was recognized for successfully providing inclusive,
flexible, and competitive financing solutions, in
Mandiri Tunas Finance (MTF) achieved a notable line with the spirit of digital transformation and the
accomplishment by receiving the “Indonesia Best implementation of Industry 4.0. Mandiri Tunas Finance
Consumer Financing Industry for Providing Inclusive, was also acknowledged for its excellence in expanding
Flexible and Competitive Credit Solution” award in access to financing services for the public, offering a
the multifinance category at the Industry Award 2025, wide range of credit products tailored to consumer
organized by Warta Ekonomi at The Sultan Hotel & needs, and delivering added value through service
Residence Jakarta on 24 July 2025. efficiency and digitalization.
Kinerja Keuangan Berkelanjutan
Sustainable Finance Performance
Saat ini, isu perubahan iklim dan peningkatan emisi Currently, issues related to climate change and increasing
menjadi perhatian utama para pemangku kepentingan. emissions have become a major concern for stakeholders.
Perseroan merespon hal ini dengan menghadirkan The Company responds to these challenges by offering
produk dan layanan ramah lingkungan, antara lain melalui environmentally friendly products and services, including
pembiayaan kendaraan roda empat berbasis listrik atau financing for electric four-wheel vehicles or Electric
Electric Vehicle (EV) serta kendaraan listrik hibrida atau Vehicles (EV) and Hybrid Electric Vehicles (HEV), which are
Hybrid Electric Vehicle (HEV), yang saat ini menunjukkan currently showing significant growth.
pertumbuhan cukup signifikan.
Produk pembiayaan kendaraan listrik sejalan dengan Electric vehicle financing products are aligned with the
kebijakan pemerintah dalam mendorong peningkatan government’s policy to promote the adoption of electric
peredaran kendaraan berbasis listrik di Indonesia, sekaligus vehicles in Indonesia, while also reflecting the Company’s
mencerminkan komitmen Perseroan dalam mendukung commitment to supporting the transition toward a low-
transisi menuju ekonomi rendah karbon. Selain itu, semakin carbon economy. In addition, the increasing availability of
beragamnya ketersediaan mobil berbasis tenaga listrik electric-powered vehicles from various manufacturers has
dari berbagai produsen turut mendorong peningkatan further driven growing market demand for these products.
permintaan pasar terhadap produk ini.
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Perseroan telah menetapkan target pembiayaan khusus The Company has set a specific financing target for
bagi produk ramah lingkungan yaitu sebesar 10% dari environmentally friendly products at 10% of total new car
total pembiayaan mobil baru. Penetapan target tersebut financing. The establishment of this target forms part of
merupakan bagian dari komitmen Perseroan dalam the Company’s commitment to supporting the growth of a
mendukung pertumbuhan portofolio pembiayaan yang more sustainable financing portfolio.
lebih berkelanjutan.
Berikut disajikan kinerja portofolio pembiayaan Perseroan The following presents the performance of the Company’s
yang sejalan dengan prinsip keuangan berkelanjutan. financing portfolio that aligns with the principles of
[OJK F.3][FS8] sustainable finance. [OJK F.3][FS8]
Kinerja Portofolio Keuangan Berkelanjutan (Rp Juta)
Performance of the Sustainable Finance Portfolio (Rp million)
Pertumbuhan
Growth
Keterangan
2025 2024 2023 2025:2024
Description
Persentase
Percentage
Pembiayaan EV Roda 4
Four-Wheel EV Financing.
Nilai Pembiayaan (Rp-Juta)
1.331.984 944.062 473.433 41,1
Financing Value (Rp million)
Jumlah Kontrak Baru (unit)
4.300 2.523 937 70,4
Total New Contract (unit)
Pembiayaan HEV Roda 4
Four-Wheeled Hybrid Electric Vehicle (HEV) Financing
Nilai Pembiayaan (Rp-Juta)
955.659 1.328.398 712.968 -28,1
Financing Amount (Rp million)
Jumlah Kontrak Baru (unit)
2.653 3.257 2.208 -18,5
Total New Contract (unit)
Kinerja Portfolio Kendaraan Ramah Lingkungan terhadap Target
Green Vehicle Portfolio Performance Against Target.
Keterangan Realisasi 2025 Pencapaian
Target
Description 2025 Realization Achievement
Nilai Pembiayaan Kendaraan Ramah Lingkungan terhadap Pembiayaan Mobil Baru
10,0% 17,7% 176,7%
Green Vehicle Financing Value Relative to New Car Financing
Realisasi Rencana Aksi Keuangan Berkelanjutan
Realization of Sustainable Finance Action Plan
Pertumbuhan
2025 2024 2023 Growth
Keterangan
Program 2025:2024
Description
Rp Juta Persentase
Rp million Percentage
Pembiayaan kepemilikan
UMKM kendaraan bermotor untuk UMKM
10.636.293 21.394.864 21.399.966 -50,3
MSMEs Motor Vehicle Ownership
Financing for MSMEs.
Transportasi Ramah
Transportasi Ramah Lingkungan
Lingkungan 2.287.642 2.272.460 1.186.400 0,7
Green Transportation
Green Transportation
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Rp 2,28 triliun YoY 0,7% 17,7%
Total pembiayaan kendaraan listrik (EV) dan Porsi pembiayaan EV dan HEV terhadap
kendaraan listrik hibrida (HEV), meningkat pembiayaan baru, meningkat 8,8% dari tahun
0,7% dari tahun sebelumnya. sebelumnya.
Total financing for electric vehicles (EV) and The proportion of EV and HEV financing to new
hybrid electric vehicles (HEV) rose by 0.7% from financing increased by 8.8% from the previous
the previous year. year.
Bangun Keuangan Berkelanjutan, Mandiri Tunas Finance Raih
Penghargaan ESG
Building Sustainable Finance, Mandiri Tunas Finance Wins ESG Award
Mandiri Tunas Finance kembali menegaskan Mandiri Tunas Finance reaffirmed its commitment to
komitmennya dalam mendukung praktik keuangan supporting sustainable finance practices by receiving
berkelanjutan dengan meraih penghargaan an award at the “Navigating ESG in Global Economy
pada ajang “Navigating ESG in Global Economy Uncertainty” event organized by IDX Channel on
Uncertainty” yang diselenggarakan oleh IDX Channel 4 July 2025 at the Main Hall of the Indonesia Stock
pada 4 Juli 2025 di Mainhall Bursa Efek Indonesia, Exchange in Jakarta.
Jakarta.
Penghargaan ini diberikan sebagai bentuk apresiasi This award was presented in recognition of MTF’s various
atas berbagai inisiatif inovatif MTF dalam menerapkan innovative initiatives in implementing Environmental,
prinsip Environmental, Social, and Governance Social, and Governance (ESG) principles, while
(ESG), sekaligus menjawab tantangan ketidakpastian also addressing the challenges of global economic
ekonomi global. Dengan tema “Inisiatif Inovasi uncertainty. Under the theme “Innovation Initiatives
Membangun Keuangan Berkelanjutan,” MTF dinilai in Building Sustainable Finance,” MTF was recognized
berhasil menghadirkan program-program yang for successfully introducing programs that generate
berdampak positif terhadap lingkungan, sosial, serta positive impacts on the environment, society, and the
penerapan tata kelola perusahaan yang baik. implementation of good corporate governance.
Sebagai bagian dari Mandiri Group, MTF senantiasa As part of the Mandiri Group, MTF continues to strive
berupaya menghadirkan solusi pembiayaan yang to provide financing solutions that are not only oriented
tidak hanya berorientasi pada profitabilitas, tetapi toward profitability but also deliver added value to all
juga memberikan nilai tambah bagi seluruh pemangku stakeholders, in line with the Indonesian government’s
kepentingan, sejalan dengan visi pemerintah vision of transitioning toward a green economy.
Indonesia menuju ekonomi hijau.
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Dukungan Industri Otomotif Kendaraan Listrik
Support for the Electric Vehicle Automotive Industry
Mandiri Tunas Finance berkomitmen mendukung Mandiri Tunas Finance is committed to supporting the
percepatan transisi energi melalui pembiayaan kendaraan acceleration of the energy transition through electric
listrik sebagai bagian dari upaya mendorong mobilitas vehicle financing as part of efforts to promote sustainable
berkelanjutan. Untuk meningkatkan minat konsumen mobility. To increase consumer interest in electric vehicles,
terhadap kendaraan listrik, Perseroan melaksanakan the Company has implemented various programs,
berbagai program, antara lain promo pembiayaan including electric vehicle financing promotions and product
kendaraan listrik serta kegiatan pengenalan produk yang introduction activities held in conjunction with National
bertepatan dengan peringatan Hari Pelanggan Nasional Customer Day and National Consumer Day.
dan Hari Konsumen Nasional.
Selain menyediakan pembiayaan, Perseroan juga berperan In addition to providing financing, the Company also plays
aktif dalam pengembangan ekosistem kendaraan listrik an active role in developing the electric vehicle ecosystem
melalui peningkatan literasi dan awareness masyarakat by enhancing public literacy and awareness throughout
sepanjang tahun 2025. Upaya tersebut dilakukan 2025. These efforts are carried out through the provision
melalui penyediaan konten edukatif pada kanal digital of educational content on the Company’s official digital
resmi Perseroan, partisipasi dalam talkshow dan sesi channels, participation in talk shows and educational
edukasi di berbagai event otomotif dan keuangan, serta sessions at various automotive and financial events, as
keikutsertaan dalam pameran bersama mitra dealer dan well as participation in exhibitions with dealer partners
prinsipal kendaraan listrik. Dalam kegiatan tersebut, and electric vehicle principals. During these activities, the
Perseroan menghadirkan unit display dan fasilitas test drive Company provides display units and test drive facilities at
di kantor pusat maupun kantor cabang guna memberikan its head office and branch offices to offer direct experiences
pengalaman langsung kepada masyarakat dan nasabah. to the public and customers.
Dari sisi layanan, Customer Care Mandiri Tunas Finance From a service perspective, Mandiri Tunas Finance
turut memberikan informasi dan edukasi terkait Customer Care also provides information and education
pembiayaan kendaraan listrik untuk meningkatkan related to electric vehicle financing to improve customer
pemahaman dan kenyamanan nasabah dalam mengakses understanding and convenience in accessing EV financing.
pembiayaan EV.
Pengembangan Teknologi Informasi
Information Technology Development
Pemanfaatan teknologi digital yang tepat merupakan The appropriate use of digital technology is a key factor
faktor kunci dalam mendorong kemajuan dan kesuksesan in driving the Company’s progress and success, particularly
Perseroan, khususnya dalam menghadapi persaingan in responding to increasingly competitive conditions in
industri pembiayaan yang semakin kompetitif. Oleh the financing industry. Therefore, the Company continues
karena itu, Perseroan senantiasa mengoptimalkan to optimize the role of the Information Technology (IT)
peran Divisi Teknologi Informasi (TI) sebagai business Division as a business enabler that supports operational
enabler yang mendukung kegiatan operasional melalui activities through the provision of innovative IT services
penyediaan layanan dan solusi TI yang inovatif. Rencana and solutions. IT development and procurement plans are
pengembangan dan pengadaan TI dirancang untuk designed to deliver added value to the Company while
memberikan nilai tambah bagi Perseroan sekaligus enhancing benefits for customers.
meningkatkan manfaat bagi pelanggan.
Pengembangan yang dilakukan Divisi TI mencakup Developments undertaken by the IT Division cover various
berbagai aspek, antara lain peningkatan keamanan sistem aspects, including strengthening system and data security,
dan data, optimalisasi data warehouse untuk mendukung optimizing the data warehouse to support managerial
pengambilan keputusan manajerial, serta inisiatif lain yang decision-making, and other relevant initiatives. Throughout
relevan. Kemudian selama tahun 2025, Perseroan telah 2025, the Company implemented several Information
melakukan beberapa program pengelolaan Teknologi Technology management programs as follows:
Informasi sebagai berikut:
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1. Keamanan Sistem 1. System Security
Perusahaan melihat bahwa kebutuhan akan keamanan The Company recognizes that system security has become
sistem menjadi prioritas hal ini disebabkan semakin banyak a priority due to the increasing number of cyberattacks
serangan cyber kepada perbankan dan perusahaan targeting banks and financing companies. Therefore, the
pembiayaan. Oleh karena itu Perusahaan memutuskan Company has decided to continuously increase investment
untuk terus meningkatkan investasi pada sisi security in security through the following initiatives:
sebagai berikut:
a. Pembelian software atau tools security untuk Aplikasi a. Procurement of security software or tools for Mobile
Mobile yang dapat melindungi perusahaan terhadap Applications to protect the Company from malware
serangan malware dan serangan cyber lainnya seperti and other cyberattacks, including Authentication on
Authentication pada Wireless Access Point dan Wireless Access Points and authentication on network
Authentication pada perangkat network; devices.
b. Sebagai bentuk proses evaluasi dan mitigasi terhadap b. As part of the evaluation and mitigation process for
keamanan sistem atau aplikasi yang digunakan di system and application security within the Company,
Perusahaan, Penetration Testing baik untuk aplikasi Penetration Testing for critical applications will continue
critical akan tetap dilanjutkan, aplikasi baru maupun to be conducted, covering both new and existing
aplikasi yang sudah ada saat ini. applications.
c. Pemenuhan license tools Data Loss Prevention dan c. Fulfillment of license requirements for Data Loss
tools lainnya untuk menunjang kebutuhan antara lain: Prevention tools and other supporting tools, including:
1. MultiFactor Authpoint MFA; 1. MultiFactor Authpoint MFA
2. Virtual Private Network (VPN); 2. Virtual Private Network (VPN)
3. Desktop Management; 3. Desktop Management
4. IT Service Management (ITSM). 4. IT Service Management (ITSM)
2. Infrastruktur 2. Infrastructure
Dari sisi infrastruktur, akan dilakukan penambahan From an infrastructure perspective, the Company plans to
kapasitas secara bertahap baik server dan storage pada gradually increase capacity for both servers and storage
Data Center dan pada tahun Perusahaan juga berencana in the Data Center. The Company also plans to expand
melakukan penambahan kapasitas pada Disaster capacity at the Disaster Recovery Center to ensure system
Recovery Center dimana hal ini dilakukan untuk menjamin availability.
ketersediaan sistem.
a. Peningkatan kapasitas Server dan Storage a. Increasing Server and Storage Capacity
Seiring dengan bisnis Perusahaan yang terus Along with the Company’s growing business and
meningkat dan proses digitalisasi yang saat ini terus ongoing digitalization processes, reliable infrastructure
dilakukan, maka sangat diperlukan untuk menyediakan and increased server and storage capacity are essential.
infrastruktur yang handal dan peningkatan kapasitas
server dan storage.
1. Penambahan Kapasitas Storage dan pendukungnya 1. Expansion of storage capacity and supporting
di Data Center; systems at the Data Center
2. Upgrade SQL Server 2022. 2. Upgrade to SQL Server 2022
b. Network b. Network
1. Peremajaan untuk router dan switch network di 1. Replacement of branch routers and network switches
cabang yang sudah end of support; that have reached end-of-support
2. Peremajaan atau perangkat network Core Switch 2. Replacement of Core Switch network devices at the
di Data Center & Disaster Recovery Center yang Data Center and Disaster Recovery Center that have
sudah habis masa asset dan support dari principal; reached the end of their asset lifecycle and vendor
support
3. Peremajaan atau penggantian perangkat network 3. Replacement of network devices at all Company
di seluruh cabang Perusahaan seperti penggantian branches, including WiFi access points that have
wifi access point yang sudah habis masa asset dan reached the end of their asset lifecycle and vendor
support dari principal; support
4. Peremajaan PABX ke IPPBX. 4. Migration from PABX to IPPBX
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c. Optimalisasi penggunaan Cloud c. Optimization of Cloud Usage
Strategi lainnya yang akan dilakukan adalah dengan Another strategy is optimizing the use of cloud
melakukan optimalisasi penggunaan cloud dilakukan technology to accelerate digitalization processes and
guna percepatan proses digitalisasi serta integrasi integration with partners.
dengan partner.
3. Tata Kelola IT 3. IT Governance
a. Untuk tata kelola IT, sebelumnya Perusahaan a. In terms of IT governance, the Company previously
telah melakukan audit berbasis ISO di tahun conducted an ISO-based audit in 2023. In 2025,
2023 dan pada tahun 2025 Perusahaan akan the Company continues to review and improve
terus melalukan proses review dan perbaikan applicable SOPs, PTOs, and IT regulations
terhadap SOP/PTO, dan Ketentuan IT yang regularly, including adjustments to new regulatory
berlaku secara rutin dan penyesuaian dengan requirements when necessary.
ketentuan regulator yang baru jika diperlukan.
b. Meningkatkan kompetensi, keterampilan, b. To enhance competency, skills, knowledge, and
pengetahuan, dan kinerja, Perusahaan terus performance, the Company continues to provide
memberikan pelatihan kepada karyawan melalui training and knowledge-sharing programs for
training & sharing knowladge. Peningkatan employees. These initiatives aim to strengthen IT
kompetensi untuk menjaga operasional IT yang operational reliability and ensure better service
semakin handal dan juga mampu memberikan delivery to the Company’s debtors.
pelayanan yang baik kepada debitur Perusahaan.
c. Melakukan security awareness secara rutin c. The Company regularly conducts security awareness
melalu Email Blast, Wallpaper, dan juga programs through Email Blasts, Wallpapers, and
Phising Simulation akan dilakukan untuk terus Phishing Simulations to continuously build and
membangun dan meningkatkan Security improve security awareness among employees.
Awareness di lingkungan karyawan Perusahaan.
4. Development 4. Development
Pada pengembangan sistem di Perusahaan, Perusahaan In system development, the Company divides initiatives
melakukan pembagiannya menjadi 2 (dua) kategori yakni into two categories: internal support system development
pengembangan system internal support. and business process development support.
a. Pengembangan System internal support, Divsi IT a. Internal Support System Development
melakukan beberapa hal untuk meningkatkan The IT Division has implemented several initiatives
produktivitas dan kualitas support sebagai berikut: to improve productivity and support quality,
including:
•Membangun Infrastruktur Server staging • Developing a server staging infrastructure
untuk support development proses. Hal ini to support development processes. This
bertujuan sebagai Quality Control terhadap serves as a Quality Control mechanism before
hasil development sebelum dilakukan delivery development results are delivered to business
kepada bisnis user. users.
b. Supporting development internal bisnis proses b. Supporting Internal Business Process Development
melalui Change Request terhadap aplikasi yang through Change Requests for existing applications
digunakan saat ini maupun inisiatif baru seperti : and new initiatives, including:
• Supporting perubahan dan strategis bisnis • Supporting business changes and strategic
• Supporting Sinergi dengan Bank Mandiri dan initiatives
bisnis partner • Supporting synergy with Bank Mandiri and
business partners
• Project internal dan strategic digital project • Internal projects and strategic digital projects
[PJ9.1]
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Pengungkapan Kerangka Governans,
Pengelolaan dan Pengendalian Aspek
Perpajakan
Disclosure of the Governance, Management, and Control Framework for Taxation Aspects
Mandiri Tunas Finance memandang kepatuhan perpajakan Mandiri Tunas Finance views tax compliance as an integral
sebagai bagian integral dari tanggung jawab korporasi part of corporate responsibility in supporting national
dalam mendukung pembangunan nasional. Dalam development. In fulfilling its tax obligations throughout
pelaksanaan kewajiban perpajakan sepanjang tahun 2025, 2025, the Company complied with all applicable laws and
Perseroan telah menjalankan seluruh ketentuan peraturan regulations. As of 31 December 2025, the Company had
perundang-undangan yang berlaku. Hingga 31 Desember not received any warnings or significant sanctions related
2025, Perseroan tidak menerima peringatan maupun to taxation matters.
sanksi signifikan yang berkaitan dengan aspek perpajakan.
Kerangka pengelolaan dan pengendalian perpajakan The Company’s tax management and control framework
Perseroan dilaksanakan melalui Divisi Accounting, Tax is implemented through the Accounting, Tax & Financial
& Financial Planning yang berada di bawah koordinasi Planning Division, which operates under the coordination
Direktur Corporate Finance & Risk Management. Divisi ini of the Director of Corporate Finance & Risk Management.
bertanggung jawab dalam perumusan, peninjauan, serta This division is responsible for formulating, reviewing,
persetujuan strategi perpajakan, sekaligus memastikan and approving tax strategies, while ensuring their
penerapannya berjalan sesuai prinsip kepatuhan dan implementation aligns with the principles of compliance
kehati-hatian. Perseroan secara konsisten menghindari and prudence. The Company consistently avoids practices
praktik yang berpotensi melanggar ketentuan perpajakan that may violate tax regulations in order to minimize the risk
guna meminimalkan risiko sanksi administratif maupun of administrative or criminal sanctions.
sanksi pidana.
Sebagai bagian dari penguatan tata kelola perpajakan, As part of strengthening tax governance, the Company
Perseroan juga secara aktif meningkatkan kesadaran actively enhances internal awareness through tax risk
internal melalui sosialisasi manajemen risiko perpajakan management socialization programs for all employees.
kepada seluruh karyawan. Sepanjang tahun 2025, Throughout 2025, these programs were conducted through
kegiatan sosialisasi tersebut dilaksanakan melalui berbagai various communication channels, including electronic
sarana komunikasi, antara lain media elektronik, rapat media, online meetings, and face-to-face sessions, to
daring, serta pertemuan tatap muka, guna memastikan ensure consistent understanding and implementation of
pemahaman yang selaras dan implementasi kepatuhan tax compliance across the organization.
perpajakan yang konsisten di seluruh lini organisasi.
Dalam kaitannya dengan pelaporan pajak, Perseroan With regard to tax reporting, the Company operates
hanya beroperasi di Indonesia dan tidak memiliki cabang exclusively in Indonesia and does not have branches or
atau kantor operasional di luar negeri. Oleh karena itu, operational offices overseas. Therefore, all tax obligations
seluruh kewajiban perpajakan dilaporkan di Indonesia. are reported in Indonesia. As of 31 December 2025, the
Per 31 Desember 2025, Perseroan telah membayarkan Company had paid taxes totaling Rp 356 billion, a decrease
pajak sebesar Rp356 miliar, menurun dibandingkan tahun compared to Rp 562.35 billion in 2024.
2024 dengan pembayaran sebesar Rp562,35 miliar.
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Tabel Pembayaran Pajak
Tax Payment Table
2025 2024 2023
Jenis Pajak
Type of Tax Rp Juta
Rp million
PPH Badan
183.153 291.732 319.107
Corporate Income Tax
PPN
82.654 139.164 109.628
Value Added Tax (VAT)
PPH dengan Entitas Induk
90.035 130.919 131.021
Income Tax with Parent Entity
PBB
159 169 127
Land and Building Tax
Jumlah Pembayaran
356.001 561.985 559.883
Total Payments
Restatement untuk PPN dan PBB tahun 2023.
Restatement of VAT and Land and Building Tax for 2023
Bantuan Finansial dari Pemerintah
Financial Assistance from the Government
Sepanjang tahun 2025, Mandiri Tunas Finance tidak Throughout 2025, Mandiri Tunas Finance did not receive any
menerima bantuan finansial dari pemerintah, baik dalam financial assistance from the government, either in the form of
bentuk pembebasan pajak, subsidi, hibah investasi, maupun tax exemptions, subsidies, investment grants, or other types of
bentuk dukungan lainnya. [GRI 201-4] support. [GRI 201-4]
Program Pensiun Manfaat Pasti dan Program
Pensiun Lainnya
Defined Benefit Pension Program and Other Pension Programs [GRI 201-3]
Sebagai bentuk apresiasi Mandiri Tunas Finance terhadap As a form of appreciation from Mandiri Tunas Finance to
karyawan atas masa bakti dan loyalitasnya selama bekerja, its employees for their dedication and loyalty during their
Perseroan memiliki program pensiun yang memiliki sejumlah employment, the Company provides a pension program that
manfaat bagi karyawan yang memasuki masa usia pensiun. offers various benefits for employees who reach retirement
Program pensiun mengatur tentang ketentuan program age. The pension program regulates provisions related to
pensiun, khususnya terkait aspek kesejahteraan karyawan, employee welfare, in accordance with Law No. 13 of 2003 on
dengan mengacu pada Undang-Undang No. 13 Tahun 2003 Manpower.
tentang Ketenagakerjaan.
Pada praktiknya, program pensiun berdasarkan Undang- In practice, the pension program based on the Manpower
Undang Ketenagakerjaan adalah imbalan pasti. Program Law is a defined benefit plan. A defined benefit pension plan
pensiun imbalan pasti adalah program pensiun yang specifies the amount of pension benefits to be provided, which
menentukan jumlah imbalan pensiun yang akan diberikan, is generally calculated based on age and years of service.
yang biasanya dihitung berdasarkan usia dan masa kerja.
Perseroan mengikutsertakan karyawan pada pemberian manfaat BPS Ketenagakerjaan dengan porsi iuran sebagai berikut:
The Company enrolls employees in the BPJS Ketenagakerjaan benefits program with contribution portions as follows
Jaminan Hari Tua: Porsi Perseroan 3,7% dari gaji pokok, dan porsi Jaminan Pensiun: Porsi perseroan 2% dari gaji pokok, dan porsi karyawan
Karyawan 2% dari gaji pokok 1% dari gaji pokok
Old Age Security: The Company’s contribution is 3.7% of the basic salary, Pension Security: The Company’s contribution is 2% of the basic salary,
and the Employee’s contribution is 2% of the basic salary. and the employee’s contribution is 1% of the basic salary
Selain itu, Perseroan mengikutsertakan karyawan pada Dana Pensiun Lembaga Keuangan (DPLK) yang iuran bulanannya dibayarkan Perseroan
untuk kriteria karyawan tertentu
In addition, the Company enrolls certain eligible employees in a Financial Institution Pension Fund (DPLK), for which the monthly contributions
are paid by the Company
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Implikasi Finansial Serta Risiko dan Peluang
Lain Akibat dari Perubahan Iklim
Financial Implications as well as Other Risks and Opportunities Due to Climate Change
[GRI 201-2]
Perubahan iklim merupakan salah satu faktor eksternal Climate change is one of the external factors that is
yang semakin relevan dalam mempengaruhi kinerja, increasingly relevant in influencing the performance,
keberlangsungan usaha, serta profil risiko perusahaan business continuity, and risk profile of financial services
jasa keuangan. Dampak perubahan iklim tidak hanya companies. The impacts of climate change not only pose
berpotensi menimbulkan risiko terhadap aset dan potential risks to assets and operations but also present
operasional, tetapi juga menghadirkan peluang bagi opportunities for the development of more sustainable
pengembangan produk dan strategi bisnis yang lebih products and business strategies. Therefore, understanding
berkelanjutan. Oleh karena itu, pemahaman dan and managing climate-related risks have become important
pengelolaan risiko terkait perubahan iklim menjadi bagian elements in supporting the Company’s long-term resilience
penting dalam mendukung ketahanan dan pertumbuhan and growth.
usaha jangka panjang Perseroan.
Sebagai bagian dari komitmen terhadap keberlanjutan, As part of its commitment to sustainability, Mandiri Tunas
Mandiri Tunas Finance melakukan evaluasi terhadap risiko Finance evaluates climate change risks by referring to the
perubahan iklim dengan mengacu pada rekomendasi recommendations of the Task Force on Climate-related
Task Force on Climate-related Financial Disclosures Financial Disclosures (TCFD), which are currently integrated
(TCFD), yang saat ini telah terintegrasi ke dalam standar into the International Financial Reporting Standards (IFRS)
International Financial Reporting Standards (IFRS) S1 S1 and IFRS S2 standards related to sustainability and
dan IFRS S2 terkait keberlanjutan dan pengungkapan climate-related risk disclosures. This approach ensures
risiko perubahan iklim. Pendekatan ini digunakan untuk that the identification, management, and disclosure of
memastikan bahwa identifikasi, pengelolaan, serta climate-related risks and opportunities are conducted in a
pengungkapan risiko dan peluang iklim dilakukan secara structured manner and aligned with global best practices.
terstruktur dan sejalan dengan praktik terbaik global.
Sebagai langkah awal, Perseroan mengklasifikasikan As an initial step, the Company classifies climate change
risiko perubahan iklim ke dalam dua kategori utama, risks into two main categories: physical risks and transition
yaitu risiko fisik dan risiko transisi. Risiko fisik mencakup risks. Physical risks include potential impacts from extreme
potensi dampak dari peristiwa cuaca ekstrem, seperti weather events such as floods and droughts, as well as
banjir dan kekeringan, serta dampak jangka panjang long-term effects resulting from rising global average
akibat peningkatan suhu rata-rata global yang dapat temperatures that may affect economic activities and the
memengaruhi aktivitas ekonomi dan kemampuan bayar repayment capacity of debtors. Transition risks relate to the
debitur. Sementara itu, risiko transisi berkaitan dengan shift toward a low-carbon economy, including regulatory
pergeseran menuju ekonomi rendah karbon, termasuk changes, technological developments, and innovations in
perubahan regulasi, perkembangan teknologi, serta energy efficiency that may affect the Company’s business
inovasi dalam efisiensi energi yang dapat memengaruhi model and financing portfolio.
model bisnis dan portofolio pembiayaan Perseroan.
Dalam mengelola risiko dan peluang tersebut, Perseroan In managing these risks and opportunities, the Company
mendorong keterlibatan aktif seluruh pemangku encourages the active involvement of all stakeholders
kepentingan untuk bersama-sama mengurangi dampak to jointly reduce environmental impacts arising from
lingkungan yang timbul dari kegiatan operasional dan operational and financing activities. Through collaboration,
pembiayaan. Melalui kolaborasi, penguatan tata kelola, strengthened governance, and increased awareness and
serta peningkatan kesadaran dan partisipasi pemangku participation from stakeholders, the Company seeks to
kepentingan, Perseroan berupaya memastikan bahwa ensure that the management of climate change risks
pengelolaan risiko perubahan iklim dapat berjalan selaras remains aligned with its business strategy and the creation
dengan strategi bisnis dan penciptaan nilai jangka panjang of sustainable long-term value.
yang berkelanjutan.
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Mengakselerasi Keuangan Berkelanjutan / Accelerating Sustainable Finance
Identifikasi Risiko dan Peluang Perubahan Iklim bagi Mandiri Tunas Finance
Identification of Climate Change Risks and Opportunities for Mandiri Tunas Finance
Kemungkinan
Langkah Mitigasi / Strategi Risiko
Risiko Fisik Pemicu Risiko Terjadinya Risiko Risiko Potensi Dampak Finansial
Mitigation Measures / Risk Management
Physical Risks Risk Drivers Likelihood of Risk Potential Financial Impact
Strategy
Occurrence
1.Pemetaan risiko bencana berbasis
lokasi cabang sebagai bagian dari Risk
Threat Assessment.
Kerusakan infrastruktur Disaster risk mapping based on branch
cabang dan aset dapat locations as part of the Risk Threat
menimbulkan kerugian Assessment.
material dan menghentikan
Aktivitas
layanan sementara, serta 2. Penerapan Business Continuity
tektonik dan
1. Operasional berdampak pada kemampuan Management (ERP dan BCP) untuk
pergeseran
Tinggi Operational debitur untuk memenuhi menjaga keberlangsungan layanan
Gempa Bumi lempeng bumi
2. Finansial kewajiban pembayaran pasca-bencana.
Financial Disaster risk mapping based on branch
Earthquake Tectonic activity
High 3. Kredit Damage to branch locations as part of the Risk Threat
and movement
Credit infrastructure and assets Assessment.
of the earth’s
may result in material losses
plates
and temporary service 3. Peningkatan kesiapsiagaan organisasi
disruptions, as well as affect melalui pembentukan tim respons krisis
debtors’ ability to meet their dan simulasi (Tabletop) berkala.
payment obligations. Enhancement of organizational
preparedness through the establishment
of a crisis response team and regular
tabletop simulations.
1.Identifikasi dan pemetaan risiko
operasional pada wilayah pesisir dalam
perencanaan dan operasional cabang.
Identification and mapping of
Kerusakan besar pada operational risks in coastal areas in
Gempa cabang pesisir dan wilayah branch planning and operations
bawah laut ekonomi debitur berpotensi
dan aktivitas menyebabkan gangguan 2. Penguatan Business Continuity Plan
1.Operasional
tektonik di pembiayaan jangka untuk memitigasi dampak gangguan
Tsunami Operational
wilayah pesisir Tinggi menengah hingga panjang jangka menengah dan panjang.
2.Finansial
Enhancement of the Business Continuity
Financial
Underwater High Major damage to coastal Plan to address and mitigate medium- to
Tsunami 3. Kredit
earthquakes branches and debtors’ long-term operational disruptions
Credit
and tectonic economic areas could
activity in potentially cause disruptions 3. Peningkatan kesiapsiagaan respons
coastal areas. to medium- to long-term darurat melalui mekanisme krisis dan
financing latihan berkala.
Strengthening emergency response
readiness via crisis protocols and
periodic simulation exercises.
1.Pemetaan risiko banjir berdasarkan
data historis dan kondisi geografis lokasi
Kerusakan infrastruktur operasional.
cabang dan aset dapat Flood risk mapping based on historical
1.Curah hujan
menimbulkan kerugian data and the geographical conditions of
tinggi
material dan menghentikan operational locations.
High Rainfall
layanan sementara, serta
berdampak pada kemampuan 2.Implementasi ERP dan BCP untuk
2.Deforestasi
1.Operasional debitur untuk memenuhi meminimalkan gangguan operasional
Deforestation
Sedang Operational kewajiban pembayaran dan mempercepat pemulihan layanan.
Banjir
2.Finansial Implementation of ERP and BCP to
3.Urbanisasi
Financial Damage to branch minimize operational disruptions and
Flood dan sistem
Medium 3. Kredit infrastructure and assets accelerate service recovery.
drainase buruk
Credit may result in material losses
Urbanization
and temporary service 3.Peningkatan kesiapsiagaan karyawan
and Poor
disruptions, as well as affect dan perlindungan aset melalui simulasi
Drainage
debtors’ ability to meet their (Tabletop) dan standar keselamatan
Systems
payment obligations. kerja.
Strengthening employee readiness and
safeguarding assets through regular
tabletop simulations and adherence to
workplace safety standards.
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Kemungkinan
Langkah Mitigasi / Strategi Risiko
Risiko Fisik Pemicu Risiko Terjadinya Risiko Risiko Potensi Dampak Finansial
Mitigation Measures / Risk Management
Physical Risks Risk Drivers Likelihood of Risk Potential Financial Impact
Strategy
Occurrence
1.Pemantauan risiko sosial dan keamanan
sebagai bagian dari enterprise risk
monitoring.
Conducting social and security risk
Kerusakan infrastruktur
monitoring as an integral part of
cabang dan aset dapat
Huru-hara / Ketidakstabilan enterprise risk oversight
menimbulkan kerugian
Kerusuhan sosial dan 2. Penerapan mekanisme respons krisis
material dan menghentikan
Sosial gangguan Sedang 1.Operasional dan perlindungan karyawan dalam
layanan sementara.
keamanan Operational kondisi gangguan keamanan.
Civil 2.Finansial Establishing crisis response protocols
Damage to branch
Disturbances Social unrest Medium Financial and safeguarding employees during
infrastructure and assets
/ Social and security security incidents.
could lead to material losses
Unrest disruptions 3. Penguatan Business Continuity Plan
and temporary interruptions
untuk menjaga kesinambungan layanan
of services.
kepada nasabah.
Enhancing the Business Continuity Plan
to maintain uninterrupted customer
services.
1.Pemetaan risiko bencana berbasis
lokasi cabang sebagai bagian dari Risk
Threat Assessment.
Conducting disaster risk mapping by
Kerusakan infrastruktur branch location as part of the Risk Threat
Korsleting
cabang dan aset dapat Assessment.
listrik,
menimbulkan kerugian 2. Penerapan ERP dan BCP untuk
kegagalan
material dan menghentikan memastikan keselamatan dan pemulihan
sistem, atau 1.Operasional
Kebakaran Sedang layanan sementara. operasional.
faktor eksternal Operational
Applying ERP and BCP to safeguard
2.Finansial
Fire Medium Damage to branch safety and ensure operational continuity.
Electrical short Financial
infrastructure and assets 3. Peningkatan kesadaran dan
circuit, system
could lead to material losses kesiapsiagaan keselamatan kerja melalui
failure, or
and temporary interruption of simulasi (Tabletop) dan campaign BCM
external factors
services. secara berkala.
Strengthening workplace safety
awareness and preparedness via regular
tabletop exercises and BCM campaigns.
1. Pemantauan dan pemetaan risiko
cuaca ekstrem sebagai bagian dari
climate-related risk assessment.
Conducting monitoring and mapping of
extreme weather risks as an integral part
Pemanasan
Cuaca Kerusakan infrastruktur of climate-related risk assessment
suhu laut dan
Ekstrem cabang dan aset dapat
siklus cuaca
/ Badai / menimbulkan kerugian 2. Penguatan Business Continuity dan
global yang
Topan material dan menghentikan Disaster Recovery untuk meminimalkan
tidak menentu 1.Operasional
Sedang layanan sementara. gangguan layanan
Operational
Extreme Reinforcing Business Continuity and
Rising sea 2.Finansial
Weather Medium Damage to branch Disaster Recovery plans to mitigate
temperatures Financial
Conditions, infrastructure and assets service interruptions.
and
Including could lead to material losses
unpredictable
Storms and and temporary interruption of 3. Peningkatan kesiapsiagaan organisasi
global weather
Typhoons services. melalui mekanisme respons krisis dan
patterns.
simulasi (Tabletop) berkala.
Improving organizational readiness via
crisis response protocols and periodic
tabletop exercises.
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Mengelola Dampak Lingkungan untuk Masa Depan / Managing Environmental Impact for the Future
Mengelola
Dampak
Lingkungan
untuk Masa
Depan
15,14%
Managing Environmental Penurunan
Impact for the Future penggunaan energi
15.14% reduction in
energy consumption
Penerapan praktik operasional
berwawasan lingkungan difokuskan
pada Pilar 2, yaitu Sustainable
Operation: Contribute to Reduce
Emissions in Operation. Melalui pilar
ini, Perseroan berupaya menjalankan
kegiatan operasional yang efisien,
inovatif, serta bertanggung jawab
terhadap lingkungan dan sosial.
The implementation of environmentally responsible
operational practices is focused on Pillar 2:
Sustainable Operation: Contribute to Reduce
Emissions in Operation. Through this pillar, the
Company strives to conduct operational activities
that are efficient, innovative, and responsible toward
both the environment and society.
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11,01%
Penurunan emisi GRK
yang dihasilkan
11.01% reduction in
GHG (greenhouse gas)
emissions generated
9,36%
Penurunan
penggunaan kertas
9.36% reduction in
paper usage
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Mengelola Dampak Lingkungan untuk Masa Depan / Managing Environmental Impact for the Future
Mandiri Tunas Finance merupakan perusahaan pembiayaan Mandiri Tunas Finance is a financing company serving both
yang melayani segmen perorangan dan korporasi dengan individual and corporate segments, with financing portfolios
portofolio pembiayaan meliputi kendaraan bermotor, baik covering motor vehicles, including both new and used cars,
mobil baru maupun bekas, serta alat berat. Menyadari as well as heavy equipment. Recognizing that such financing
bahwa kegiatan pembiayaan tersebut memiliki dampak activities may have environmental impacts, the Company is
terhadap lingkungan, Perseroan berkomitmen untuk committed to increasing environmentally friendly vehicle
meningkatkan pembiayaan kendaraan ramah lingkungan financing while implementing environmentally responsible
serta menerapkan praktik operasional yang berwawasan operational practices, including optimizing office operations
lingkungan, antara lain melalui optimalisasi operasional based on the 3R principles (Reduce, Reuse, and Recycle).
kantor berbasis prinsip 3R (Reduce, Reuse, dan Recycle).
Komitmen tersebut sejalan dengan ketentuan peraturan This commitment aligns with prevailing laws and regulations
perundang-undangan yang mendorong peran aktif that encourage financial service institutions to actively
lembaga jasa keuangan dalam mendukung pelestarian support environmental preservation, including Law No. 32
lingkungan, termasuk Undang-Undang Nomor 32 of 2009 and Financial Services Authority Regulation No.
Tahun 2009 dan Peraturan Otoritas Jasa Keuangan 51/POJK.03/2017 on the Implementation of Sustainable
Nomor 51/POJK.03/2017 tentang Penerapan Keuangan Finance. Since January 1, 2020, Mandiri Tunas Finance
Berkelanjutan. Sejak 1 Januari 2020, Mandiri Tunas Finance has been required to implement sustainable finance
wajib menerapkan prinsip keuangan berkelanjutan yang principles encompassing the balance of economic, social,
mencakup keseimbangan aspek ekonomi, sosial, dan and environmental aspects, the transition toward a low-
lingkungan, pergeseran menuju ekonomi rendah karbon, carbon economy, the promotion of environmentally friendly
promosi investasi ramah lingkungan, serta dukungan investment, and support for the national development
terhadap prinsip pembangunan nasional 4P (pro-growth, principles of 4P (pro-growth, pro-jobs, pro-poor, and pro-
pro-jobs, pro-poor, dan pro-environment). environment).
Komitmen dan Kebijakan
Commitment and Policy [GRI 3-3]
Dukungan terhadap penerapan keuangan berkelanjutan Support for the implementation of sustainable finance
di Indonesia diwujudkan melalui penyesuaian kebijakan in Indonesia is realized through policy adjustments and
serta penguatan tata kelola yang selaras dengan prinsip strengthened governance aligned with Environmental,
lingkungan, sosial, dan tata kelola (Environmental, Social, Social, and Governance (ESG) principles. This step reinforces
and Governance/ESG). Langkah ini menegaskan arah the Company’s direction in integrating sustainability aspects
perusahaan dalam mengintegrasikan aspek keberlanjutan into decision-making processes and operational activities.
ke dalam proses pengambilan keputusan serta aktivitas
operasional.
Sebagai bagian dari komitmen tersebut, Perseroan telah As part of this commitment, the Company has issued
menerbitkan Nota Nomor 028/NOTA-CPM.CTF/MTF/ Memo No. 028/NOTA-CPM.CTF/MTF/IX/2024 on the
IX/2024 tentang ESG Framework and Guideline Mandiri ESG Framework and Guideline of Mandiri Tunas Finance,
Tunas Finance sebagai pedoman dalam mengintegrasikan which serves as guidance for integrating ESG aspects
aspek ESG ke dalam strategi, kebijakan, dan operasional into the Company’s strategies, policies, and operations.
perusahaan. Kehadiran pedoman ini diharapkan dapat The presence of this guideline is expected to strengthen
memperkuat konsistensi penerapan keberlanjutan the consistency of sustainability implementation while
sekaligus mendukung penciptaan nilai jangka panjang supporting the creation of long-term value for the Company
bagi perusahaan dan para pemangku kepentingan. and its stakeholders.
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Dalam mendorong implementasi ESG secara konsisten, In promoting consistent ESG implementation, the
Perseroan mengusung visi “Leading in Sustainable Finance Company adopts the vision “Leading in Sustainable
Company in Indonesia”, yang mencerminkan aspirasi Finance Company in Indonesia,” reflecting its aspiration to
untuk mengambil peran kepemimpinan dalam penerapan take a leadership role in implementing sustainable finance
keuangan berkelanjutan di industri pembiayaan nasional. within the national financing industry. This vision serves as
Visi ini menjadi landasan dalam merumuskan arah strategis the foundation for formulating the Company’s sustainability
keberlanjutan Perseroan agar sejalan dengan regulasi strategic direction in line with applicable regulations and
yang berlaku serta praktik terbaik industri. industry best practices.
Pencapaian visi tersebut didukung oleh tiga pilar The achievement of this vision is supported by three
utama yang selaras dengan Peraturan Otoritas Jasa main pillars aligned with Financial Services Authority
Keuangan Nomor 51/2017 dan MSMPG Bank Mandiri, Regulation No. 51/2017 and MSMPG Bank Mandiri,
yaitu Sustainable Financing, Sustainable Operation, dan namely Sustainable Financing, Sustainable Operation, and
Sustainability Beyond Financing. Ketiga pilar tersebut Sustainability Beyond Financing. These pillars are designed
dirancang untuk memastikan integrasi prinsip ESG secara to ensure comprehensive integration of ESG principles into
menyeluruh ke dalam aktivitas operasional maupun both the Company’s operational activities and business
pengembangan bisnis Perseroan. development.
Penerapan praktik operasional berwawasan lingkungan The implementation of environmentally responsible
difokuskan pada Pilar 2, yaitu Sustainable Operation: operational practices focuses on Pillar 2: Sustainable
Contribute to Reduce Emissions in Operation. Melalui Operation – Contribute to Reduce Emissions in Operation.
pilar ini, Perseroan berupaya menjalankan kegiatan Through this pillar, the Company strives to conduct
operasional yang efisien, inovatif, serta bertanggung operations that are efficient, innovative, and responsible
jawab terhadap lingkungan dan sosial. Pilar Sustainable toward environmental and social aspects. The Sustainable
Operation mencakup beberapa aspek utama, antara Operation pillar includes several key areas, such as
lain peningkatan awareness, mitigasi risiko operasional increasing awareness, mitigating operational risks related
atas perubahan iklim, penerapan operasional ramah to climate change, implementing environmentally friendly
lingkungan, serta pengelolaan sumber daya manusia yang operations, and managing human resources in ways that
mendorong keberagaman dan kesetaraan. promote diversity and equality.
Pada aspek operasional ramah lingkungan, Perseroan In terms of environmentally friendly operations, the
berupaya menurunkan emisi karbon, khususnya pada Company seeks to reduce carbon emissions, particularly
cakupan Scope 1 dan Scope 2. Inisiatif yang dilakukan within Scope 1 and Scope 2. Initiatives include converting
antara lain melalui konversi sebagian kendaraan part of the gasoline-powered operational vehicle fleet into
operasional berbahan bakar bensin menjadi kendaraan electric vehicles, as well as implementing energy-saving
berbasis listrik, serta pelaksanaan kampanye penghematan campaigns within the office environment, such as turning
energi di lingkungan kantor, seperti mematikan lampu off lights during break hours and unplugging electronic
pada jam istirahat dan mencabut sambungan listrik equipment when not in use.
peralatan elektronik yang tidak digunakan.
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Biaya Lingkungan Hidup
Environmental Costs [OJK F.4]
Pada tahun 2025, Mandiri Tunas Finance telah menghitung In 2025, Mandiri Tunas Finance calculated environmental
biaya pengelolaan dan mitigasi lingkungan yang terdiri dari management and mitigation costs consisting of expenses
biaya pelaksanaan program campaign Virtual Run. Adapun related to the Virtual Run campaign program. The total
total biaya yang dikeluarkan mencapai Rp2.456.000. expenditure amounted to Rp 2,456,000.
Penggunaan Material Ramah Lingkungan
Use of Environmentally Friendly Materials [OJK F.5]
Kertas merupakan salah satu material pendukung Paper is one of the operational support materials used by
operasional Mandiri Tunas Finance, terutama untuk Mandiri Tunas Finance, particularly for administrative and
kegiatan administrasi dan perkantoran. Menyadari bahwa office activities. Recognizing that paper originates from
kertas berasal dari sumber daya alam berupa pohon, natural resources in the form of trees, the Company strives to
Perseroan berupaya mengendalikan penggunaannya control its usage as part of its commitment to environmental
sebagai bagian dari komitmen terhadap pelestarian preservation. Efforts to reduce paper consumption are
lingkungan. Upaya pengurangan konsumsi kertas carried out through policies such as double-sided printing,
dilakukan melalui kebijakan penggunaan kertas dua the reuse of paper that is still suitable for draft printing, and
sisi, pemanfaatan kertas bekas yang masih layak untuk the digitalization of several documents to reduce paper
pencetakan draf, serta digitalisasi sejumlah dokumen demand.
guna menekan kebutuhan kertas.
Kertas yang sudah tidak dapat digunakan kembali Paper that can no longer be reused is managed through
dikelola melalui kerja sama dengan pihak ketiga untuk cooperation with third parties for recycling or repurposing.
didaur ulang atau dimanfaatkan kembali. Sebelum Prior to this process, important documents are first
proses tersebut, dokumen yang bersifat penting terlebih shredded to ensure information security. Although paper is
dahulu dihancurkan guna menjaga keamanan informasi. a recyclable material, the Company does not use recycled
Meskipun kertas termasuk material yang dapat didaur paper products in its daily operational activities. In 2025,
ulang, Perseroan tidak menggunakan produk hasil daur the Company used 19,725 reams of paper, representing a
ulang tersebut dalam kegiatan operasional sehari-hari. 9.36% decrease compared to the previous year.
Adapun pada tahun 2025, Perseroan menggunakan kertas
sebanyak 19.725 rim, angka tersebut turun 9,36% dari
tahun sebelumnya.
Selain itu, Perseroan juga mengedukasi karyawan untuk In addition, the Company encourages employees to use
menggunakan tumbler air minum dan perlengkapan personal water tumblers and eating utensils as part of
makan pribadi sebagai upaya mengurangi timbulan efforts to reduce plastic waste generation in the workplace.
sampah plastik di lingkungan kerja.
Penggunaan Material yang Ramah Lingkungan
Use of Environmentally Friendly Materials.
Material Satuan
2025 2024 2023
Material Unit
Kertas Rim
19.725 21.763 25.344
Paper Ream
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Pengelolaan Energi dan Emisi
Energy and Emissions Management
Perseroan menerapkan pendekatan manajemen energi The Company implements a structured energy and
dan emisi yang terstruktur sebagai bagian dari upaya emissions management approach as part of its
mendukung keberlanjutan operasional dan pengendalian efforts to support sustainable operations and control
dampak lingkungan. Pengelolaan energi dilakukan environmental impacts. Energy management is carried
dengan mengedepankan prinsip efisiensi, pengendalian out by prioritizing efficiency principles, emissions control,
emisi, serta peningkatan kesadaran internal, sejalan and the enhancement of internal awareness, in line with
dengan strategi keberlanjutan Perseroan dan ketentuan the Company’s sustainability strategy and applicable
yang berlaku. [GRI 3-3] regulations. [GRI 3-3]
Komitmen pengelolaan energi dan emisi Perseroan The Company’s commitment to energy and emissions
tercermin dalam Pilar 2 Sustainable Operation, yang management is reflected in Pillar 2: Sustainable Operation,
mendukung pencapaian komitmen “Contribute to which supports the achievement of the commitment to
Reduce Emissions in Operation”. Melalui pilar ini, “Contribute to Reduce Emissions in Operation.” Through
Perseroan berupaya menjalankan operasional yang tidak this pillar, the Company strives to carry out operations
hanya efisien dan inovatif, tetapi juga bertanggung jawab that are not only efficient and innovative but also
terhadap lingkungan dan sosial. Fokus utama diarahkan environmentally and socially responsible. The main focus
pada upaya penurunan emisi karbon, khususnya pada is directed toward efforts to reduce carbon emissions,
cakupan emisi Scope 1 dan Scope 2 yang berasal dari particularly Scope 1 and Scope 2 emissions originating
aktivitas operasional Perseroan. from the Company’s operational activities.
Sebagai bagian dari implementasi komitmen tersebut, As part of the implementation of this commitment,
Perseroan melaksanakan berbagai inisiatif pengelolaan the Company carries out various energy management
energi, antara lain melakukan konversi sebagian initiatives, including converting part of its gasoline-
kendaraan operasional berbahan bakar bensin menjadi powered operational vehicles into electric vehicles. The
kendaraan berbasis listrik. Perseroan juga secara Company also consistently conducts energy-saving
konsisten menjalankan kampanye penghematan energi campaigns within the office environment, such as using
di lingkungan perkantoran, seperti penggunaan lampu LED lighting, turning off lights and electronic equipment
LED, mematikan lampu dan peralatan elektronik pada jam during break hours, regulating air-conditioning (AC)
istirahat, mengatur suhu pendingin ruangan (AC), hingga temperatures, and using more environmentally friendly
menggunakan refrigeran AC yang lebih ramah lingkungan AC refrigerants with a lower Global Warming Potential
dengan Global Warming Potential (GWP) lebih rendah, (GWP), namely R32 refrigerant. [OJK F.7][OJK F.12]
yaitu menggunakan refrigeran tipe R32. [OJK F.7][OJK
F.12]
Meski demikian, Perseroan belum dapat menghitung However, the Company has not yet been able to
angka absolut terkait pengurangan konsumsi energi calculate absolute figures related to reductions in energy
dan emisi yang berasal dari sejumlah inisiatif tersebut. consumption and emissions resulting from these initiatives.
Perseroan masih dalam tahap pengembangan metodologi The Company is still in the process of developing
dan penyempurnaan sistem pemantauan dan ke depan methodologies and improving monitoring systems and
akan terus mengembangkan proses pengumpulan will continue to enhance data collection and measurement
dan pengukuran data yang lebih akurat. [GRI 302-4] processes to ensure more accurate reporting in the future.
[GRI 302-5][GRI 305-5] [GRI 302-4][GRI 302-5][GRI 305-5]
Dalam menjalankan kegiatan operasional, Mandiri Tunas In conducting its operational activities, Mandiri Tunas
Finance menggunakan dua sumber energi utama, yaitu Finance utilizes two primary energy sources, namely
listrik dan bahan bakar minyak, yang seluruhnya diperoleh electricity and fuel, both of which are entirely obtained
dari pihak ketiga. Listrik dimanfaatkan sebagai sumber from third parties. Electricity is used as a source of lighting
penerangan dan energi untuk mendukung operasional and energy to support the operation of various facilities
berbagai fasilitas dan peralatan elektronik, termasuk and electronic equipment, including air-conditioning units,
perangkat AC, mesin fotokopi, lift, komputer, laptop, dan photocopy machines, elevators, computers, laptops, and
perangkat elektronik lainnya. other electronic devices.
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Selain listrik, Perseroan juga menggunakan Bahan Bakar In addition to electricity, the Company also uses fuel,
Minyak (BBM), terutama untuk kendaraan operasional primarily for operational vehicles and generators as a
dan genset sebagai sumber energi cadangan apabila backup energy source in the event of a power supply
terjadi gangguan pasokan listrik. Jenis bahan bakar disruption. Gasoline (Pertamax/Pertalite) is used for
bensin (Pertamax/Pertalite) digunakan untuk kendaraan operational vehicles, while diesel fuel is used for
operasional dan solar digunakan untuk genset. generators.
Adapun penghitungan energi dan emisi pada laporan The calculation of energy consumption and emissions in
ini mencakup seluruh kantor operasional Mandiri Tunas this report covers all operational offices of Mandiri Tunas
Finance, dari kantor pusat, kantor regional, hingga kantor Finance, including the head office, regional offices, and
cabang. Data perhitungan bersumber dari seluruh cabang branch offices. Calculation data are sourced from all
setiap bulan, sebagai bagian dari upaya pemantauan emisi branches on a monthly basis as part of continuous emissions
secara berkelanjutan untuk memastikan konsistensi dan monitoring efforts to ensure reporting consistency and
akurasi pelaporan. Khusus solar untuk penggunaan genset accuracy. Diesel consumption for generator use was only
baru dimasukkan ke dalam perhitungan pada tahun 2025, included in the calculation starting in 2025, resulting in an
sehingga terjadi penambahan total konsumsi BBM. increase in total fuel consumption.
Perseroan belum melaporkan konsumsi energi dan emisi The Company has not yet reported indirect energy
tidak langsung di luar organisasi seperti penggunaan consumption and emissions outside the organization,
BBM dan listrik oleh pemasok/mitra. Hal ini karena such as fuel and electricity used by suppliers or partners.
dalam perjanjian kerja sama dengan pemasok tidak This is because cooperation agreements with suppliers
terdapat klausul tentang pencatatan volume energi yang do not include clauses regarding the recording of energy
dikeluarkan oleh mitra. [GRI 302-2] volumes consumed by partners. [GRI 302-2]
Meski demikian, sesuai dengan Standar Akuntansi dan Nevertheless, in accordance with the Corporate Value
Pelaporan Rantai Nilai Korporat (Cakupan 3) Protokol Chain (Scope 3) Accounting and Reporting Standard of the
GRK (Gas Rumah Kaca), Mandiri Tunas Finance melakukan Greenhouse Gas (GHG) Protocol, Mandiri Tunas Finance
identifikasi konsumsi energi di luar organisasi dan has identified relevant energy consumption and indirect
emisi tidak langsung yang relevan di luar organisasi, emissions outside the organization, specifically upstream
yaitu kategori hulu berupa perjalanan bisnis, terkhusus activities in the form of business travel, particularly air
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perjalanan dengan menggunakan pesawat terbang. travel. Air travel refers to travel undertaken by the Board
Perjalanan dengan pesawat terbang merujuk pada of Commissioners and the Board of Directors.
perjalanan Dewan Komisaris dan Direksi.
Adapun volume energi atau bahan bakar yang dikonsumsi The volume of energy or fuel consumed from official
dari perjalanan dinas dengan pesawat terbang pada travel by air in 2025 was calculated using the ICAO
tahun 2025 dihitung dengan kalkulator emisi karbon carbon emissions calculator (International Civil Aviation
ICAO (International Civil Aviation Organization/Asosiasi Organization).
Penerbangan Sipil Internasional).
Konsumsi Listrik
Electricity Consumption
Material Satuan
2025 2024 2023
Material Unit
kWh 4.022.249,35 4.174.484,24 3.897.082,43
Listrik
Electricity
GJ 14.480,10 15.028,14 14.029,5
Catatan:
Notes
• Konversi kWh ke Gigajoule: https://hextobinary.com/unit/energy
Convertion of kWh to Gigajoule: https://hextobinary.com/unit/energy
• Data mencakup kantor pusat, kantor regional, dan kantor cabang
Data includes the head office, regional offices, and branch offices.
• Restatement untuk tahun 2023 dan 2024 karena perubahan metode perhitungan.
Restatement for 2023 and 2024 due to changes in the calculation methodology.
Penggunaan BBM
Fuel Consumption
Sumber Energi Satuan
2025 2024 2023
Source of Energy Unit
Liter 17.136,03 20.172,47 29.006,69
Bensin
Gasoline
GJ 586,05 689,90 992,03
Liter 10.523,21 13.506,54 15.401,79
Solar Diesel
Diesel Fuel
GJ 1.541,86 1.978,98 2.256,67
Catatan:
Notes
• Konversi liter BBM dan liter solar diesel ke Gigajoule: https://hextobinary.com/unit/energy
Conversion of gasoline and diesel fuel (liters) to gigajoules is based on: https://hextobinary.com/unit/energy
• Konversi liter solar diesel menggunakan Diesel Oil (US)
Diesel conversion uses Diesel Oil (US) factors.
• Data mencakup kantor pusat, kantor regional, dan kantor cabang
Data covers the head office, regional offices, and branch offices.
Konsumsi Energi dari Perjalanan Dinas dengan Pesawat oleh Dewan Komisaris
dan Direksi
Energy Consumption from Business Air Travel by the Board of Commissioners and Board of Directors [GRI 302-2]
Total Energi
Total Jarak Total BBM
Tahun Total Perjalanan (Gigajoule)
(Km) (Liter)
Year Total Travel Total Energy Consumption
Total Distance (Km) Total Fuel Consumption (Liters)
(Gigajoule)
2025 209 167.948 1.173.213 47.152
2024 244 209.590 1.150.504 57.804
2023 219 223.548 1.316.444 66.165
Catatan:
Notes
• Konversi kilogram ke liter: https://iataops.com/conversion/
Convertion of kilogram to liter: https://iataops.com/conversion/
• Konversi liter ke Gigajoules: https://www.unitconverters.net/energy/fuel-oil-equivalent-kiloliter-to-gigajoule.htm
Conversion of liter to Gigajoules: https://www.unitconverters.net/energy/fuel-oil-equivalent-kiloliter-to-gigajoule.htm
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Penggunaan dan Intensitas Energi
Energy Consumption and Intensity. [OJK F.6][GRI 302-1][GRI 302-3]
Jenis Energi Satuan
2025 2024 2023
Type of Energy Unit
Listrik
GJ 14.480,10 15.028,14 14.029,5
Electricity
BBM
GJ 586,05 689,90 992,03
Gasoline
Solar Diesel
GJ 1.541,86 1.978,98 2.256,67
Diesel Fuel
Avtur Perjalanan Dinas dengan Pesawat
GJ 47.152 57.804 66.165
Jet Fuel from Business Air Travel.
Jumlah Penggunaan Energi
GJ 65.785,01 77.525,02 85.466,20
Total Energy Consumption
Pendapatan Rp Juta
4.635.522 5.579.315 4.781.968
Revenue Rp Million
Intensitas Energi GJ/Rp Juta
0,014 0,014 0,018
Energy Intensity GJ/Rp Million
Catatan:
Notes:
• Restatement untuk total energi tahun 2023 dan 2024 karena penambahan cakupan perhitungan jenis BBM solar diesel.
Restatement of total energy for 2023 and 2024 following the inclusion of diesel fuel consumption in the calculation scope.
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Selain itu, Perseroan telah melakukan pemetaan untuk In addition, the Company has conducted mapping to
mengetahui ada atau tidaknya penggunaan zat ODS identify whether there is any use of ODS substances
dan emisi udara lainnya yang signifikan. Hasil pemetaan (Ozone Depleting Substances) and other significant
menunjukkan tidak ada penggunaan BPO untuk pendingin air emissions. The mapping results indicate that there
AC dan kulkas, maupun zat pemadam api pada tabung was no use of ODS for air conditioning and refrigerator
pemadam api selama tahun 2025. Selanjutnya, sesuai cooling systems, nor for fire extinguishing agents in fire
dengan komitmen awal untuk mengurangi emisi gas extinguisher cylinders during 2025. Furthermore, in
rumah kaca, termasuk emisi akibat BPO, Perseroan telah line with the Company’s initial commitment to reduce
menetapkan kebijakan untuk menggunakan refrigeran greenhouse gas emissions, including emissions resulting
yang ramah lingkungan serta zat pemadam api berupa from ODS, the Company has established a policy to use
CO2 (karbon dioksida). [GRI 302-5][GRI 305-5][GRI 305- environmentally friendly refrigerants as well as CO2(carbon
6][GRI 305-7] dioxide) fire extinguishing agents. [GRI 302-5][GRI 305-5]
[GRI 305-6][GRI 305-7]
Pengelolaan emisi yang juga mendapat perhatian Mandiri Another emission aspect receiving attention from
Tunas Finance adalah emisi terkait nitrogen oksida (NOX), Mandiri Tunas Finance is emissions related to nitrogen
sulfur oksida (SOX), dan emisi udara signifikan lainnya. oxides (NOx), sulfur oxides (SOx), and other significant
Langkah ini dilakukan Perseroan untuk mengurangi air emissions. These measures are undertaken by the
pencemaran udara dengan melakukan uji emisi kendaraan Company to reduce air pollution by conducting regular
operasional secara rutin serta membatasi usia kendaraan emission tests on operational vehicles and limiting the
operasional maksimal 5 (lima) tahun. maximum operational vehicle age to five (5) years.
Emisi GRK yang Dihasilkan
GHG Emissions Generated. [OJK F.11][GRI 305-1][GRI 305-2]
Cakupan Satuan
2025 2024 2023
Scope Unit
Cakupan 1
Ton CO2 69,82 85,28 111,54
Scope 1
Cakupan 2
Ton CO2 3.230,96 3.621,53 3.089,40
Scope 2
Faktor konversi 1 kWh = 3,6 Megajoule
Conversion Factor 1 kWh = 3.6 Megajoule
• Faktor konversi 1 mWh = 1.000 kWh
• Conversion factor 1mWh = 1,000 kWh
• Faktor konversi 1 Terajoule = 1.000.000 Megajoule
• Conversion factor 1 Terajoule = 1,000,000 Megajoule
• Nilai Faktor Emisi Listrik (tCO2e/mWh) ex-post = 0,87 (2023, 2024, 2025) - berdasarkan Faktor Emisi GRK Sistem Ketenagalistrikan Tahun 2019,
Kementerian ESDM. Untuk kemudahan perhitungan menggunakan metode ex-post dengan menggunakan faktor emisi Jamali dengan asumsi
asset yang paling signifikan ada di Pulau Jawa.
• Electricity Emission Factor Value (tCO2e/MWh) ex-post = 0.87 (2023, 2024, 2025) – based on the 2019 Greenhouse Gas (GHG) Emission Factor
for the Electricity System issued by the Ministry of Energy and Mineral Resources. For ease of calculation, the ex-post method is applied using
the Jamali emission factor, assuming that the most significant assets are located on the island of Java.
• Nilai Faktor Emisi Gasoline (Ton CO2/TJ) = 69,29 - berdasarkan 2006 IPCC Guidelines for National Greenhouse Gas Inventories. Menggunakan
referensi Pertalite RON 90 dari Laporan Nilai Faktor Emisi CO₂ Nasional Bahan Bakar Minyak (Badan Penelitian dan Pengembangan Energi dan
Sumber Daya Mineral Kementerian Energi dan Sumber Daya Mineral 2021).
• Gasoline Emission Factor Value (Ton CO2/TJ) = 69.29 – based on the 2006 IPCC Guidelines for National Greenhouse Gas Inventories. The refer-
ence used is Pertalite RON 90 from the National CO2 Emission Factor for Petroleum Fuels Report (Energy and Mineral Resources Research and
Development Agency, Ministry of Energy and Mineral Resources, 2021).
• Restatement untuk emisi GRK tahun 2023 dan 2024 karena perubahan metode perhitungan.
• Restatement of GHG emissions for 2023 and 2024 due to changes in the calculation methodology.
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Emisi Gas Rumah Kaca (Cakupan 3) Tidak Langsung Lainnya dari Perjalanan
Dinas dengan Pesawat Terbang
Other Indirect Greenhouse Gas (GHG) Emissions (Scope 3) from Business Air Travel. [GRI 305-3]
2025 2024 2023
Jumlah Emisi Total Jumlah Emisi Total
Jumlah Perjalanan Jumlah Emisi Total Jumlah Perjalanan Jumlah Perjalanan
Emissions Emissions
Total Trips Emissions (KgCO2) Total Trips Total Trips
(KgCO2) (KgCO2)
209 16.483 244 21.022 219 22.361
Total Emisi GRK yang Dihasilkan dan Intensitas Emisi GRK
Total GHG Emissions Generated and GHG Emissions Intensity [OJK F.11][GRI 305-4]
Indikator Satuan
2025 2024 2023
Indicator Unit
Total Emisi GRK Cakupan 1
Ton CO2 69,82 85,28 111,54
Total Scope 1 GHG Emissions.
Total Emisi GRK Cakupan 2
Ton CO2 3.230,96 3.621,53 3.089,40
Total Scope 2 GHG Emissions.
Total Emisi GRK Cakupan 3
Ton CO2 16,49 21,02 22,37
Total Scope 3 GHG Emissions.
Total Emisi GRK Keseluruhan
Ton CO2 3.317,27 3.727,83 3.223,31
Total GHG Emissions
Pendapatan Rp Juta
4.635.522 5.579.315 4.781.968
Revenue Rp million
Intensitas Energi Ton CO2 /Rp Juta
0,00072 0,00067 0,00067
Energy Intensity Ton CO2/Rp million
• Restatement untuk emisi GRK dan intensitas emisi GRK tahun 2023 dan 2024 karena perubahan metode perhitungan.
• Restatement of GHG emissions and GHG emissions intensity for 2023 and 2024 due to changes in the calculation methodology.
Pengelolaan Air
Water Management
Ketersediaan air bersih yang semakin terbatas serta The increasingly limited availability of clean water
proyeksi meningkatnya risiko krisis air mendorong Mandiri and projections of rising water crisis risks encourage
Tunas Finance untuk mengelola penggunaan air secara Mandiri Tunas Finance to manage water use prudently
bijaksana dan bertanggung jawab. Perseroan berupaya and responsibly. The Company seeks to increase
meningkatkan kesadaran internal melalui imbauan internal awareness through water-saving appeals while
penghematan air, sekaligus menerapkan langkah-langkah implementing operational efficiency measures. These
efisiensi yang bersifat operasional. Upaya tersebut antara efforts include regulating the water flow rate of faucets
lain dilakukan melalui pengaturan debit aliran air pada and utilizing reusable water that is still suitable for watering
kran serta pemanfaatan air bekas yang masih layak untuk plants within the office environment.
kegiatan penyiraman tanaman di lingkungan kantor.
Dalam kegiatan operasional sehari-hari, Mandiri Tunas In its daily operational activities, Mandiri Tunas Finance
Finance menggunakan air untuk kebutuhan domestik uses water for office domestic purposes, including drinking
perkantoran, antara lain sebagai air minum, pembilasan water, restroom flushing, ablution (wudu) activities, washing
di kamar kecil, kegiatan wudu, pencucian peralatan dapur, kitchen utensils, and cleaning operational vehicles. The
serta pencucian kendaraan operasional. Sumber air yang Company’s water sources include the regional water supply
126 PT Mandiri Tunas Finance
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digunakan Perseroan berasal dari perusahaan daerah air company (PDAM), groundwater, and water supplied by
minum (PDAM), air tanah, serta pasokan air dari pihak ketiga third parties specifically for drinking water needs. Through
khusus untuk kebutuhan air minum. Melalui pengelolaan structured water management practices, the Company is
air yang terukur tersebut, Perseroan berkomitmen untuk committed to supporting efficient use of water resources
mendukung efisiensi penggunaan sumber daya air dan and minimizing its environmental impact.
meminimalkan dampak terhadap lingkungan.
Penggunaan Air
Water Consumption [OJK F.8]
Sumber Air Satuan
2025 2024 2023
Source of Water Unit
Air PDAM – Kantor Pusat, Kantor Regional, Corporate Fleet, dan
Cabang
Liter 24.079.432 21.310.850 18.392.688
PDAM Water – Head Office, Regional Offices, Corporate Fleet, and
Branch Offices
Air dari pihak ketiga (air minum) – Kantor Pusat, Kantor Regional,
Corporate Fleet, dan Cabang
Liter 1.079.780 1.225.618 1.084.706
Third-Party Water (Drinking Water) – Head Office, Regional Offices,
Corporate Fleet, and Branch Offices
Total Penggunaan Air
Liter 25.161.237 22.538.491 19.479.418
Total Water Consumption
Catatan: Restatement untuk tahun 2023 dan 2024 karena perubahan metode perhitungan.
Note: Restatement for 2023 and 2024 due to changes in the calculation methodology.
Pengelolaan Limbah Domestik
Domestic Waste Management
Kegiatan operasional kantor Mandiri Tunas Finance The office operational activities of Mandiri Tunas Finance
menghasilkan berbagai jenis limbah, baik limbah padat generate various types of waste, both solid and liquid,
maupun cair, yang mencakup limbah bahan berbahaya including hazardous and toxic waste (B3) as well as non-
dan beracun (B3) serta non-B3. Limbah padat non-B3 hazardous waste (non-B3). Non-B3 solid waste generated
yang dihasilkan antara lain berupa sampah perkantoran includes office waste such as food waste, paper, and
seperti sisa makanan, kertas, dan kardus. Sedangkan untuk cardboard. Meanwhile, B3 waste and liquid waste originate
pengelolaan limbah B3 dan limbah cair berasal dari lampu from used lamps, printer cartridges, used batteries, and used
bekas, cartridge printer, aki bekas, serta oli bekas dari oil from operational vehicles. The management of both B3
kendaraan operasional. Pengelolaan limbah B3 dan non-B3 and non-B3 waste is carried out through cooperation with
dilakukan melalui kerja sama dengan pihak ketiga yang third parties that have competence in waste management.
memiliki kompetensi dalam pengelolaan limbah.
Pada periode pelaporan ini, Perseroan belum During this reporting period, the Company has not
menyampaikan data volume limbah yang dihasilkan karena disclosed data on the volume of waste generated due
keterbatasan ketersediaan data. Meski demikian, Perseroan to limited data availability. Nevertheless, the Company
tetap berupaya mengimplementasikan prinsip 3R (Reduce, continues to implement the 3R principles (Reduce, Reuse,
Reuse, dan Recycle) dalam pengelolaan limbah. Untuk and Recycle) in its waste management practices. To reduce
mengurangi timbulan limbah plastik sekali pakai, Perseroan the generation of single-use plastic waste, the Company
mengimbau karyawan untuk menggunakan tempat minum encourages employees to use personal drinking containers
pribadi seperti botol atau tumbler. [OJK F.13][OJK F.14] such as bottles or tumblers. [OJK F.13][OJK F.14]
PT Mandiri Tunas Finance
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Mengelola Dampak Lingkungan untuk Masa Depan / Managing Environmental Impact for the Future
Selain itu, Perseroan menyediakan sarana pendukung In addition, the Company provides supporting facilities in
berupa tempat sampah dalam jumlah memadai, termasuk the form of adequate waste bins, including special bins
tempat sampah khusus botol plastik, serta melakukan for plastic bottles, and carries out the segregation of B3
pemilahan limbah B3 seperti limbah toner printer. Proses waste such as printer toner waste. The disposal process
pembuangan sampah ke tempat pembuangan akhir to the final waste disposal site is entirely handled by the
sepenuhnya diserahkan kepada pengelola gedung atau building management or third parties cooperating with
pihak ketiga yang bekerja sama dengan Perseroan. Pada the Company. In 2025, the Company collaborated with
tahun 2025, Perseroan bekerja sama dengan Bank Sampah Bank Sampah Kertabumi and delivered 134 kg of waste,
Kertabumi dan telah mengirimkan 134 kg sampah yang consisting of paper, bottles, and plastic.
terdiri dari kertas, botol, dan plastik.
Dalam menjalankan kegiatan usaha, Mandiri Tunas Finance In conducting its business activities, Mandiri Tunas Finance
tidak memanfaatkan zat kimia atau bahan-bahan lain yang does not utilize chemical substances or other materials
bisa berdampak negatif bagi kesehatan karyawan serta that could negatively impact employee health or cause
kerusakan lingkungan hidup apabila terjadi tumpahan. environmental damage in the event of spills. Therefore, until
Untuk itu, hingga akhir tahun pelaporan, tidak tercatat the end of the reporting year, no significant spill incidents
adanya insiden tumpahan signifikan yang berdampak bagi were recorded that affected employees, the environment,
karyawan, lingkungan maupun masyarakat. [OJK F.15] or the surrounding community. [OJK F.15]
Pelestarian Lingkungan
Environmental Conservation [OJK F.9][OJK F.10]
Mandiri Tunas Finance berkomitmen untuk mendukung Mandiri Tunas Finance is committed to supporting
upaya pelestarian lingkungan sebagai bagian dari tanggung environmental conservation efforts as part of the Company’s
jawab perusahaan dalam menjalankan kegiatan usaha yang responsibility in conducting sustainable business activities.
berkelanjutan. Perseroan menyadari bahwa keberlanjutan The Company recognizes that environmental sustainability
lingkungan merupakan elemen penting dalam menjaga is an important element in maintaining ecosystem balance
keseimbangan ekosistem sekaligus mendukung while supporting long-term business continuity. Therefore,
keberlangsungan usaha jangka panjang. Oleh karena itu, various environmental conservation initiatives continue to
berbagai inisiatif pelestarian lingkungan terus diupayakan be carried out through responsible operational approaches
melalui pendekatan operasional yang bertanggung jawab and increased internal awareness.
serta peningkatan kesadaran internal.
Seluruh lokasi operasional Mandiri Tunas Finance tidak All operational locations of Mandiri Tunas Finance are
berada di wilayah yang berdekatan dengan kawasan hutan not located near protected forest areas or biodiversity
lindung maupun area konservasi keanekaragaman hayati. conservation areas. Therefore, the Company’s operational
Dengan demikian, aktivitas operasional Perseroan tidak activities do not have a direct impact on areas with high
memberikan dampak langsung terhadap kawasan dengan conservation value. Nevertheless, the Company remains
nilai konservasi tinggi. Meski demikian, Perseroan tetap committed to minimizing environmental impacts arising
berkomitmen untuk meminimalkan dampak lingkungan from daily operational activities through the implementation
dari kegiatan operasional sehari-hari melalui penerapan of environmentally friendly practices.
praktik ramah lingkungan.
Pada tahun 2025, Mandiri Tunas Finance melaksanakan In 2025, Mandiri Tunas Finance carried out environmental
inisiatif pelestarian lingkungan melalui rangkaian kegiatan conservation initiatives through a series of internal activities
internal yang mengusung tema kepedulian terhadap themed around environmental awareness. One of the
lingkungan. Salah satu program yang dijalankan adalah programs implemented was the “Campaign Virtual Run”,
“Campaign Virtual Run”, yang mengajak seluruh karyawan which encouraged all employees to actively participate in
untuk berpartisipasi aktif dalam menjaga kebersihan maintaining environmental cleanliness as part of a healthy
lingkungan sebagai bagian dari gaya hidup sehat dan and sustainable lifestyle.
berkelanjutan.
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Campaign Virtual Run: Lari Bareng Campaign Virtual Run: Running Together
Sambil Bersih-bersih While Cleaning the Environment
Pada tahun 2025, Mandiri Tunas Finance menginisiasi In 2025, Mandiri Tunas Finance initiated a series
rangkaian kegiatan internal bertema kepedulian of internal activities themed around environmental
lingkungan sebagai bagian dari komitmen Perseroan awareness as part of the Company’s commitment
terhadap pelestarian lingkungan dan penguatan to environmental conservation and strengthening a
budaya keberlanjutan. Salah satu program unggulan culture of sustainability. One of the flagship programs
yang dilaksanakan adalah “Campaign Virtual Run”, implemented was the “Campaign Virtual Run,” an
sebuah inisiatif yang mengajak seluruh karyawan untuk initiative that encourages all employees to actively
berpartisipasi secara aktif dalam menjaga kebersihan participate in maintaining environmental cleanliness
lingkungan melalui pendekatan yang menggabungkan through an approach that combines a healthy lifestyle
gaya hidup sehat dan aksi nyata pelestarian lingkungan. with concrete environmental conservation actions.
Melalui program ini, karyawan Mandiri Tunas Finance Through this program, Mandiri Tunas Finance
secara kolektif menempuh total jarak 17,8 km for employees collectively covered a total distance of 17.8
Better Nature, yang disertai dengan kegiatan bersih km for Better Nature, accompanied by environmental
lingkungan di sepanjang rute lari masing-masing. clean-up activities along their respective running routes.
Aksi tersebut tidak hanya mendorong kesadaran akan This initiative not only promotes awareness of the
pentingnya menjaga kebersihan lingkungan, tetapi importance of maintaining environmental cleanliness
juga memperkuat rasa kepemilikan dan tanggung jawab but also strengthens a sense of shared ownership and
bersama terhadap keberlanjutan. Campaign Virtual Run responsibility for sustainability. The Campaign Virtual
menjadi simbol komitmen Perseroan dalam membangun Run serves as a symbol of the Company’s commitment
partisipasi aktif karyawan sekaligus menanamkan nilai- to fostering active employee participation while
nilai kepedulian lingkungan sebagai bagian dari praktik instilling environmental awareness values as an integral
keberlanjutan Mandiri Tunas Finance. part of Mandiri Tunas Finance’s sustainability practices.
Pengaduan Lingkungan
Environmental Complaints
Perseroan senantiasa memastikan bahwa seluruh kegiatan The Company consistently ensures that all operational
operasional dijalankan sesuai dengan ketentuan peraturan activities are conducted in compliance with applicable
perundang-undangan yang berlaku, khususnya yang laws and regulations, particularly those related to
berkaitan dengan aspek lingkungan hidup. Dengan environmental aspects. Through the implementation of
penerapan kepatuhan tersebut, sepanjang tahun 2025 such compliance, throughout 2025 the Company did not
Perseroan tidak menerima pengaduan yang berkaitan receive any complaints related to environmental impacts
dengan dampak lingkungan dari kegiatan operasionalnya. arising from its operational activities. [OJK F.16]
[OJK F.16]
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Memberdayakan Insan, Menumbuhkan Kapabilitas Masa Depan / Empowering People, Developing Future Capabilities
Memberdayakan
Insan,
Menumbuhkan
Kapabilitas Masa
Depan
Empowering People,
Developing Future Capabilities
Pengelolaan sumber daya manusia
159.896
Jam Pelatihan yang
dilakukan melalui pendekatan diberikan
yang terstruktur dan berkelanjutan 159,896 training hours
sebagai bagian dari upaya menjaga delivered
kualitas kinerja, mendukung
keberlangsungan usaha, serta
menciptakan nilai jangka panjang.
Human resource management is carried out through
a structured and sustainable approach as part of
efforts to maintain performance quality, support
business sustainability, and create long-term value.
22,04%
Peningkatan rata-rata
jam pelatihan per
karyawan
22.04% increase in
average training hours
per employee
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85%
Indeks Kepuasan
Karyawan
85% Employee
Satisfaction Index
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Memberdayakan Insan, Menumbuhkan Kapabilitas Masa Depan / Empowering People, Developing Future Capabilities
Sumber daya manusia dipandang sebagai aset strategis Human resources are regarded as a strategic asset of Mandiri
dalam menjaga keberlanjutan usaha sekaligus mendorong Tunas Finance in maintaining business sustainability while
pertumbuhan jangka panjang. Di tengah dinamika industri driving long-term growth. Amid the dynamics of the financing
pembiayaan dan kompleksitas lingkungan bisnis yang industry and the increasing complexity of a continuously
terus berkembang, Perseroan meyakini bahwa insan yang evolving business environment, the Company believes that
kompeten, adaptif, dan berintegritas menjadi fondasi competent, adaptive, and integrity-driven people form the
utama dalam mewujudkan kinerja yang berkelanjutan. primary foundation for achieving sustainable performance.
Oleh karena itu, pengembangan dan pemberdayaan insan Therefore, the development and empowerment of MTF
perusahaan dilakukan secara terencana untuk memastikan personnel are carried out in a planned and systematic
kesiapan organisasi dalam menghadapi tantangan di manner to ensure organizational readiness in addressing
masa depan. future challenges.
Melalui pendekatan yang berfokus pada peningkatan Through an approach focused on enhancing capabilities,
kapabilitas, penguatan budaya kerja, serta penciptaan strengthening work culture, and creating an inclusive
lingkungan kerja yang inklusif dan berkelanjutan, and sustainable work environment, the potential of each
potensi setiap karyawan terus dikembangkan agar dapat employee is continuously developed to enable optimal
berkontribusi secara optimal. Upaya ini tidak hanya diarahkan contribution. These efforts are directed not only at
untuk mendukung pencapaian kinerja perusahaan, tetapi supporting the achievement of the Company’s performance
juga untuk membangun insan yang siap menghadapi targets, but also at building a workforce that is prepared to
transformasi, selaras dengan prinsip keberlanjutan dan face transformation, in line with sustainability principles and
penerapan tata kelola perusahaan yang baik. the implementation of good corporate governance.
Komitmen dan Kebijakan
Commitment and Policies [GRI 3-3]
Pengelolaan sumber daya manusia dilakukan melalui Human resource management is implemented through
pendekatan yang terstruktur dan berkelanjutan sebagai a structured and sustainable approach as part of efforts
bagian dari upaya menjaga kualitas kinerja, mendukung to maintain performance quality, support business
keberlangsungan usaha, serta menciptakan nilai jangka continuity, and create long-term value. In this regard, the
panjang. Sejalan dengan itu, penguatan tenaga kerja yang strengthening of a professional, competent, and integrity-
profesional, kompeten, dan berintegritas terus dilakukan driven workforce is continuously pursued through human
melalui praktik pengelolaan SDM yang menitikberatkan resource management practices that emphasize compliance,
pada kepatuhan, pengembangan kapabilitas, serta capability development, and the protection of employee
perlindungan atas hak-hak karyawan. rights.
Dalam mengelola sumber daya manusia, Perseroan In managing human resources, the Company adheres to
berpedoman pada Undang-Undang Nomor 13 Tahun Law No. 13 of 2003 on Manpower, Law of the Republic of
2003 tentang Ketenagakerjaan, Undang-Undang Indonesia No. 24 of 2011 on the Social Security Administering
Republik Indonesia Nomor 24 Tahun 2011 tentang Badan Body, and Law No. 17 of 2023 on Health, which serve as the
Penyelenggara Jaminan Sosial, serta Undang-Undang basis for regulating employment relationships, social security,
Nomor 17 Tahun 2023 tentang Kesehatan, sebagai dasar and the protection of employee welfare.
dalam pengaturan hubungan kerja, jaminan sosial, dan
perlindungan kesejahteraan karyawan.
Seluruh karyawan Perseroan juga berada dalam All employees of Mandiri Tunas Finance are also protected
perlindungan Peraturan Perusahaan (PP) yang telah under the Company Regulation (Peraturan Perusahaan/PP),
disahkan oleh Kementerian Ketenagakerjaan Republik which has been ratified by the Ministry of Manpower of the
Indonesia melalui Keputusan Direktur Jenderal Pembinaan Republic of Indonesia through the Decree of the Director
Hubungan Industrial dan Jaminan Sosial Tenaga Kerja General of Industrial Relations Development and Manpower
Nomor Kep.4/HI.00.00/00.0000.220111027/B/IX/2022 Social Security No. Kep.4/HI.00.00/00.0000.220111027/B/
tanggal 16 September 2022. Peraturan Perusahaan IX/2022 dated 16 September 2022. The Company
ini diperbarui secara berkala setiap dua tahun untuk Regulation is reviewed and updated every two years to
memastikan kesesuaiannya dengan perkembangan regulasi ensure alignment with developments in labour regulations
ketenagakerjaan, dan saat ini berlaku untuk periode 2025–
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2027. PP tersebut menjadi acuan utama dalam mengatur and is currently effective for the 2025–2027 period. This
hak dan kewajiban karyawan serta menciptakan hubungan regulation serves as the primary reference for governing
kerja yang adil dan harmonis. [GRI 2-30] employee rights and obligations and for fostering fair and
harmonious employment relationships. [GRI 2-30]
Selain mengacu pada regulasi ketenagakerjaan umum, In addition to referring to general labour regulations,
pendekatan manajemen SDM Perseroan juga selaras the Company’s human resource management approach
dengan ketentuan sektor jasa keuangan, antara lain is also aligned with financial services sector regulations,
Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 including Financial Services Authority (OJK) Regulation No.
tentang Penerapan Keuangan Berkelanjutan bagi Lembaga 51/POJK.03/2017 on the Implementation of Sustainable
Jasa Keuangan, Emiten, dan Perusahaan Publik, serta POJK Finance for Financial Services Institutions, Issuers, and Public
Nomor 43 Tahun 2024 tentang Pengembangan Kualitas Companies, as well as OJK Regulation No. 43 of 2024 on
Sumber Daya Manusia Lembaga Pembiayaan, Perusahaan the Development of Human Resource Quality in Financing
Modal Ventura, Lembaga Keuangan Mikro, dan Lembaga Institutions, Venture Capital Companies, Microfinance
Jasa Keuangan Lainnya. Regulasi tersebut menjadi landasan Institutions, and Other Financial Services Institutions. These
dalam penguatan kompetensi, profesionalisme, dan regulations serve as the foundation for strengthening
integritas insan Perseroan untuk mendukung penerapan the competence, professionalism, and integrity of the
keuangan berkelanjutan. Company’s people to support the implementation of
sustainable finance.
Praktik Ketenagakerjaan
Employment Practices
Praktik ketenagakerjaan yang adil, inklusif, dan bertanggung Fair, inclusive, and responsible employment practices are
jawab dipandang sebagai fondasi penting dalam viewed as an essential foundation for building healthy and
membangun hubungan kerja yang sehat dan berkelanjutan. sustainable employment relationships. These efforts are
Upaya tersebut diwujudkan melalui penciptaan lingkungan realized through the creation of a work environment that
kerja yang menjunjung tinggi hak asasi manusia, kesetaraan upholds human rights, equality and equal opportunity,
dan kesempatan yang sama, penolakan terhadap segala rejection of all forms of child labour and forced labour, fair
bentuk tenaga kerja anak dan kerja paksa, pengelolaan and competitive remuneration management, and fulfilment
remunerasi yang adil dan kompetitif, serta pemenuhan hak- of employee rights, including maternity leave.
hak karyawan, termasuk cuti melahirkan.
Kesetaraan dan Non-diskriminasi
Equality and Non-Discrimination [OJK F.18]
Prinsip kesetaraan dan non-diskriminasi diterapkan secara The principles of equality and non-discrimination are
konsisten dalam seluruh aspek pengelolaan sumber daya consistently applied across all aspects of human resource
manusia. Lingkungan kerja yang inklusif terus dibangun management. An inclusive work environment is continuously
dengan memastikan setiap karyawan memperoleh fostered by ensuring that every employee receives fair
kesempatan yang adil dan setara tanpa membedakan and equal opportunities regardless of background, and is
latar belakang, serta diperlakukan secara bermartabat dan treated with dignity and professionalism in all workplace
profesional dalam setiap proses dan interaksi di tempat kerja. processes and interactions.
Selaras dengan komitmen tersebut, Perseroan memberikan In line with this commitment, the Company provides equal
kesempatan yang sama bagi karyawan laki-laki dan opportunities for both male and female employees to
perempuan untuk bekerja, mengembangkan karier, serta work, develop their careers, and occupy various strategic
menempati berbagai posisi strategis, termasuk pada jajaran positions, including at the top management level. The
manajemen puncak. Penerapan kesetaraan kesempatan ini implementation of equal opportunity forms part of the
menjadi bagian dari upaya Perseroan dalam mendorong Company’s efforts to promote diversity and ensure that
keberagaman dan memastikan bahwa pengembangan career development is based on competence, performance,
karier didasarkan pada kompetensi, kinerja, dan potensi and individual potential.
individu.
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Prinsip kesetaraan dan non-diskriminasi yang diterapkan The principles of equality and non-discrimination adopted
Perseroan selaras dengan semangat Pasal 28I ayat (2) by the Company are aligned with the spirit of Article 28I
Undang-Undang Dasar Negara Republik Indonesia Tahun paragraph (2) of the 1945 Constitution of the Republic of
1945, yang menjamin setiap orang bebas dari perlakuan Indonesia, which guarantees that every person is free from
diskriminatif atas dasar apa pun. Selain itu, komitmen discriminatory treatment on any grounds. Furthermore, this
tersebut juga mengacu pada Undang-Undang Republik commitment also refers to Law of the Republic of Indonesia
Indonesia Nomor 7 Tahun 1984 tentang Pengesahan No. 7 of 1984 on the Ratification of the Convention on the
Konvensi Penghapusan Segala Bentuk Diskriminasi Elimination of All Forms of Discrimination Against Women
terhadap Perempuan (Convention on the Elimination of All (CEDAW), as well as Presidential Instruction No. 9 of 2000
Forms of Discrimination Against Women), serta Instruksi on Gender Mainstreaming in National Development.
Presiden Republik Indonesia Nomor 9 Tahun 2000 tentang
Pengarusutamaan Gender dalam Pembangunan Nasional.
Melalui penerapan kebijakan dan praktik ketenagakerjaan Through the consistent implementation of employment
yang konsisten, Perseroan berupaya memastikan policies and practices, the Company seeks to ensure
kesetaraan dan non-diskriminasi terwujud secara nyata di that equality and non-discrimination are tangibly realized
seluruh lingkungan kerja Mandiri Tunas Finance. Selama throughout the Mandiri Tunas Finance work environment.
tahun 2025, Perseroan memastikan tidak terdapat kasus Throughout 2025, the Company ensured that there were
diskriminasi di lingkungan kerja. [GRI 406-1] no cases of discrimination in the workplace. [GRI 406-1]
Tenaga Kerja Anak dan Kerja Paksa
Child Labor and Forced Labor [OJK F.19]
Sebagai bagian dari penghormatan terhadap hak asasi As part of its respect for human rights, the Company
manusia, Perseroan menolak secara tegas segala bentuk strictly rejects all forms of child labour and forced labour
tenaga kerja anak dan kerja paksa dalam seluruh aktivitas in all operational activities. Minimum age requirements
operasional. Ketentuan usia minimum pekerja diterapkan for employment are implemented in accordance with
sesuai dengan Undang-Undang Republik Indonesia Nomor Law of the Republic of Indonesia No. 23 of 2002 on Child
23 Tahun 2002 tentang Perlindungan Anak, dengan Protection, ensuring that individuals employed are at least
memastikan bahwa individu yang dipekerjakan telah berusia 18 years of age. This requirement is also stipulated in Article
sekurang-kurangnya 18 tahun. Persyaratan tersebut juga 5 of the Company Regulation (PP), which governs minimum
ditegaskan dalam Pasal 5 Peraturan Perusahaan (PP) yang age provisions in employment relationships.
mengatur ketentuan usia minimum dalam hubungan kerja.
Selain itu, Perseroan menerapkan pengaturan jam kerja In addition, the Company applies working hour
sesuai ketentuan Pasal 77 Undang-Undang Nomor 13 arrangements in accordance with Article 77 of Law No. 13
Tahun 2003 tentang Ketenagakerjaan, baik untuk skema of 2003 on Manpower, for both five-day and six-day work
lima hari kerja maupun enam hari kerja. Dalam hal terdapat schemes. In cases where work exceeds normal working
pekerjaan yang melebihi jam kerja normal, Perseroan hours, the Company implements overtime mechanisms
memberlakukan mekanisme lembur sesuai peraturan yang in accordance with applicable regulations to ensure the
berlaku untuk memastikan tidak adanya praktik kerja paksa absence of forced labour practices and to safeguard
dan perlindungan hak karyawan tetap terjaga. employee rights.
Kepatuhan yang konsisten terhadap ketentuan perundang- Consistent compliance with prevailing laws and regulations,
undangan, termasuk Undang-Undang Nomor 13 Tahun including Law No. 13 of 2003 on Manpower and Law No.
2003 tentang Ketenagakerjaan dan Undang-Undang 19 of 1999 on the Ratification of the ILO Convention on
Nomor 19 Tahun 1999 tentang Pengesahan Konvensi ILO the Abolition of Forced Labour, has yielded positive results.
mengenai Penghapusan Kerja Paksa, telah membuahkan Throughout the reporting year, the Company recorded no
hasil positif. Sepanjang tahun pelaporan, Perseroan tidak incidents of child labour or forced labour within the Mandiri
mencatatkan adanya insiden tenaga kerja anak maupun Tunas Finance environment
kerja paksa di lingkungan Mandiri Tunas Finance.
Remunerasi dan Kesejahteraan Karyawan
Remuneration and Employee Welfare
Sistem remunerasi yang adil dan kompetitif diterapkan A fair and competitive remuneration system is implemented
sebagai bagian dari upaya meningkatkan kesejahteraan as part of efforts to enhance employee welfare while
karyawan sekaligus mendorong kinerja yang berkelanjutan. encouraging sustainable performance. Salary structures and
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Struktur gaji dan bonus kinerja ditetapkan berdasarkan performance bonuses are determined based on position
jenjang jabatan atau pangkat, dengan mempertimbangkan level or rank, taking into account performance achievements,
pencapaian kinerja, prestasi, serta kontribusi individu accomplishments, and individual contributions to the
terhadap pencapaian tujuan Perseroan. Melalui pendekatan attainment of the Company’s objectives. Through this
tersebut, remunerasi yang diberikan diupayakan selaras approach, the remuneration provided is aligned with the
dengan tanggung jawab dan hasil kerja yang dicapai. responsibilities assumed and the results achieved.
Selain gaji dan bonus kinerja, Perseroan juga menyediakan In addition to salaries and performance bonuses, the
berbagai fasilitas dan tunjangan untuk mendukung Company provides various facilities and benefits to support
kesejahteraan karyawan dan keluarganya. Fasilitas tersebut the welfare of employees and their families. These include
meliputi kepesertaan dalam Badan Penyelenggara Jaminan participation in the Social Security Administering Body for
Sosial (BPJS) Ketenagakerjaan dan BPJS Kesehatan, Employment (BPJS Ketenagakerjaan) and Health (BPJS
pemberian Tunjangan Hari Raya (THR) sesuai ketentuan Kesehatan), provision of religious holiday allowances (THR)
yang berlaku, penggantian biaya pengobatan rawat jalan in accordance with applicable regulations, reimbursement
dan rawat inap termasuk biaya persalinan bagi karyawan of outpatient and inpatient medical expenses including
dan keluarga, tunjangan komunikasi dan transportasi, serta maternity costs for employees and their families,
penyediaan dana pensiun bagi karyawan. communication and transportation allowances, and the
provision of pension funds for employees.
Tunjangan yang Diberikan Kepada Karyawan Tetap dan Karyawan Kontrak
Benefits Provided to Permanent and Contract Employees [GRI 401-2]
Manfaat Benefit Karyawan Tetap Permanent Employee Karyawan Kontrak Contract Employee
Gaji
Salary
BPJS Ketenagakerjaan
Social Security Administering Body for Employment
BPJS Kesehatan
Social Security Administering Body for Health
Tunjangan Hari Raya
Regilious Holiday Allowance
Asuransi Kesehatan
Health Insurance
Tunjangan Jabatan
Position-based allowance
Tunjangan Transportasi dan/ Service
Transportation and/ Service Allowance
Tunjangan Komunikasi
Communication Allowance
Tunjangan Penempatan
Placement allowance
Dana Pensiun
Pension Fund
Bantuan Kepemilikan Kendaraan Bermotor
Automotive ownership benefit
Dalam menetapkan besaran remunerasi, Perseroan In determining the level of remuneration, the Company
memperhatikan pemenuhan kebutuhan hidup layak takes into account the fulfillment of a decent standard of
dengan mengacu pada ketentuan upah minimum yang living by referring to the minimum wage provisions set by
ditetapkan pemerintah daerah. Penetapan upah dilakukan local governments. Wage determination is carried out by
dengan mempertimbangkan harga kebutuhan pokok, considering the prices of basic necessities, inflation rates,
tingkat inflasi, standar kelayakan hidup, serta variabel living standard benchmarks, and other relevant variables.
relevan lainnya.
Sejalan dengan prinsip tersebut, Perseroan memastikan In line with this principle, the Company ensures that
bahwa remunerasi bagi karyawan laki-laki dan perempuan remuneration for male and female employees is equal,
memiliki rasio yang sama yakni 1:1 untuk karyawan tetap with a ratio of 1:1 for both permanent and non-permanent
dan tidak tetap. Sedangkan pada karyawan level terendah employees. In addition, remuneration for employees at the
juga telah memenuhi bahkan melampaui ketentuan upah lowest employment level meets and, in some cases, exceeds
minimum regional di wilayah operasional Perseroan. the applicable regional minimum wage requirements in the
[GRI 405-2] Company’s areas of operation. [GRI 405-2]
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Perbandingan Upah Karyawan tetap Terendah dengan Upah Minimum
Regional/Provinsi
Comparison between the Lowest Permanent Employee Wage and the Regional/Provincial Minimum Wage [OJK F.20]
Provinsi UMP Upah Karyawan Tetap Terendah Persentase
Provinces Provincial Minimum Wage The Lowest Permanent Employee Wage %
1 2 3 4 =3:2
Aceh 3.685.615 - 1:0,00
Bali 2.996.560 3.119.080 1:1,04
Banten 2.905.119 3.172.384 1:1,09
Bengkulu 2.670.039 2.930.669 1:1,10
DKI Jakarta 5.396.760 5.396.761 1:1,00
DI Yogyakarta 2.264.080 2.691.517 1:1,19
Gorontalo 3.221.731 3.221.731 1:1,00
Jambi 3.234.533 3.234.535 1:1,00
Jawa Barat 2.191.232 2.328.555 1:1,06
Jawa Tengah 2.169.348 2.416.560 1:1,11
Jawa Timur 2.305.984 2.510.401 1:1,09
Kep. Bangka Belitung 3.876.600 3.876.600 1:1,00
Kep. Riau 3.623.653 - 1:0,00
Kalimantan Barat 2.878.286 3.024.820 1:1,05
Kalimantan Tengah 3.473.621 3.525.154 1:1,01
Kalimantan Selatan 3.496.194 3.496.195 1:1,00
Kalimantan Timur 3.579.313 3.701.508 1:1,03
Lampung 2.893.069 2.893.070 1:1,00
Maluku 3.141.699 3.185.733 1:1,01
Maluku Utara 3.408.000 - 1:0.00
Nusa Tenggara Barat 2.602.931 2,859,620 1:1.10
Nusa Tenggara Timur 2.328.969 2,396,696 1:1.03
Papua 4.285.848 4,285,850 1:1.00
Papua Barat 3.615.000 3,615,000 1:1.00
Riau 3.508.775 3,675,937 1:1.05
Sumatra Barat 2.994.193 2,994,193 1:1.00
Sumatra Selatan 3.681.570 3,681,571 1:1.00
Sumatra Utara 2.992.599 3,438,181 1:1.15
Sulawesi Barat 3.104.430 3,122,680 1:1.01
Sulawesi Selatan 3.657.527 3,657,527 1:1.00
Sulawesi Tengah 2.914.583 2,915,000 1:1.00
Sulawesi Tenggara 3.073.551 3.314.389 1:1,08
Sulawesi Utara 3.775.425 3,775,425 1:1.00
Cuti Melahirkan
Maternity Leave
Pemenuhan hak-hak normatif karyawan menjadi bagian The fulfilment of employees’ statutory rights is an
penting dalam menciptakan lingkungan kerja yang adil, important part of creating a fair, inclusive, and
inklusif, serta berorientasi pada kesejahteraan. Salah welfare-oriented work environment. One form of this
satu bentuk implementasinya adalah pemberian hak cuti implementation is the provision of maternity leave, both
melahirkan, baik bagi karyawan perempuan maupun for female employees and for male employees whose
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karyawan laki-laki yang istrinya melahirkan, sebagai wives give birth, as a means of supporting maternal
dukungan terhadap kesehatan ibu dan anak sekaligus and child health while promoting work–life balance.
mendorong keseimbangan antara kehidupan kerja dan The provisions on maternity leave are stipulated in the
keluarga. Ketentuan cuti melahirkan tersebut telah diatur Company Regulation for the 2024–2026 period, Article
dalam Peraturan Perusahaan periode 2024–2026 Pasal 13, 13, with the following details:
dengan rincian sebagai berikut:
1. Istri melahirkan (s.d. anak ke-3)/keguguran: 3 hari kerja 1. Wife giving birth (up to the 3rd child) / miscarriage: 3
2. Istirahat melahirkan dan gugur kandungan: working days
a. Kepada karyawan wanita yang istirahat melahirkan 2. Maternity leave and miscarriage leave:
diberikan hak istirahat 45 hari kalender sebelum a. Female employees are entitled to maternity leave
saatnya menurut perhitungan dokter akan melahirkan of 45 calendar days prior to the estimated date
dan 45 hari kalender setelah melahirkan. of delivery, as determined by a physician, and 45
b. Istirahat karena gugur kandungan dapat diambil calendar days after childbirth.
maksimal 45 hari kalender dengan berdasarkan b. Leave due to miscarriage may be taken for a maximum
surat keterangan dokter kandungan atau bidan yang of 45 calendar days, based on a medical certificate
merawatnya. issued by the attending obstetrician or midwife.
Istirahat melahirkan dan bersalin ini dapat diperpanjang Maternity and childbirth leave may be extended if deemed
apabila dokter atau bidan yang merawatnya memandang necessary by the attending physician or midwife. These
perlu. Hal ini juga sesuai dengan UU No. 13 tahun 2003 provisions are also in accordance with Law No. 13 of 2003
tentang Ketenagakerjaan mengenai hak pekerja/buruh on Manpower, which stipulates the right of workers to take
untuk menggunakan hak waktu istirahat hamil dan pregnancy and maternity leave and to receive full wages
melahirkan serta hak untuk mendapatkan upah penuh during such leave. Accordingly, the Company provides
selama waktu tersebut, karenanya Perseroan memberikan maternity leave for female employees and paternity leave
fasilitas cuti melahirkan untuk karyawan perempuan for male employees whose wives give birth.
(maternity leave) dan cuti memiliki anak untuk karyawan
laki-laki bagi istrinya yang melahirkan (paternity leave)
Total Cuti Melahirkan Karyawan
Total Maternity Leave for Employees [GRI 401-3]
2025 2024
Keterangan
Description Laki - Laki Perempuan Laki - Laki Perempuan
Total Total
Male Female Male Female
Jumlah Karyawan yang Mengambil Cuti Melahirkan dan Cuti
Memiliki Anak 44 46 90 14 78 92
Number of Employees Taking Maternity Leave and Parental Leave
Jumlah Karyawan yang kembali bekerja setelah cuti melahirkan dan
cuti memiliki anak
44 46 90 14 78 92
Number of Employees Returning to Work After Maternity Leave and
Parental Leave
Jumlah Karyawan yang kembali bekerja setelah cuti melahirkan dan
cuti memiliki anak, yang masih bekerja 12 bulan setelahnya
Number of Employees Who Returned to Work After Maternity 44 46 90 14 78 92
Leave and Parental Leave and Remained Employed 12 Months
Thereafter
Tingkat Pekerja Kembali Bekerja [%]
100 100 100 100 100 100
Employee Return-to-Work Rate [%]
Tingkat Retensi [%]
100 100 100 100 100 100
Retention Rate [%]
Rekrutmen dan Pergantian Karyawan
Recruitment and Employee Turnover [GRI 401-1]
Proses rekrutmen dan pengelolaan pergantian karyawan The recruitment process and the management of employee
dipandang sebagai elemen penting untuk menjaga turnover are regarded as important elements in maintaining
keberlanjutan organisasi serta memastikan kesiapan organizational sustainability and ensuring human resource
sumber daya manusia. Melalui rekrutmen yang terencana, readiness. Through planned, objective, and competency-
objektif, dan berbasis kompetensi, Perseroan berupaya based recruitment, the Company seeks to attract
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memperoleh talenta yang profesional, berintegritas, serta professional, integrity-driven talent aligned with its business
selaras dengan kebutuhan bisnis dan budaya perusahaan. Di needs and corporate culture. Meanwhile, employee
sisi lain, pengelolaan pergantian karyawan dilakukan secara turnover management is carried out on an ongoing basis
berkesinambungan sebagai bagian dari evaluasi strategi as part of the evaluation of human resource management
pengelolaan SDM, guna menjaga stabilitas organisasi, strategies, in order to maintain organizational stability,
mendukung pengembangan karier, dan memastikan support career development, and ensure operational
keberlangsungan operasional serta kinerja jangka panjang. continuity as well as long-term performance.
Dalam upaya mempertahankan karyawan, Perseroan In its efforts to retain employees, the Company implements
menerapkan strategi retensi secara menyeluruh melalui a comprehensive retention strategy through career
pengelolaan karier, pengembangan kapabilitas, management, capability development, and the creation
dan penciptaan lingkungan kerja yang mendukung of a work environment that supports talent sustainability.
keberlanjutan talenta. Pada tahun 2025, salah satu inisiatif In 2025, one of the initiatives implemented was an
yang dijalankan adalah program beasiswa pendidikan S1 undergraduate (S1) and postgraduate (S2) education
dan S2 bagi high potential talent, yang ditujukan untuk scholarship program for high-potential talent, aimed at
mendukung pengembangan akademis karyawan sekaligus supporting employees’ academic development while
memperkuat kesiapan talenta jangka panjang. strengthening long-term talent readiness.
Hingga 31 Desember 2025, jumlah karyawan baru yang As of 31 December 2025, the number of newly recruited
direkrut tercatat sebanyak 71 orang, menurun dibandingkan employees was recorded at 71 people, a decrease
tahun 2024 yang mencapai 258 orang. Selain penambahan compared to 258 people in 2024. In addition to additions
melalui rekrutmen, terdapat pula pengurangan jumlah through recruitment, there was also a reduction in the
karyawan seiring adanya pemutusan hubungan kerja number of employees due to terminations carried out in a
secara wajar dan sesuai ketentuan perundang-undangan. proper manner and in accordance with applicable laws and
Sepanjang tahun 2025, jumlah karyawan yang meninggalkan regulations. Throughout 2025, the number of employees
Perseroan tercatat sebanyak 322 orang, lebih tinggi who left the Company totalled 322 people, higher than
dibandingkan tahun 2024 yang berjumlah 225 orang. the 225 people recorded in 2024.
Komposisi karyawan yang keluar berdasarkan gender, wilayah The composition of departing employees by gender, work
kerja, dan kelompok usia disajikan pada tabel berikut. location, and age group is presented in the following table.
Komposisi Karyawan Baru Berdasarkan Usia
Composition of New Employees by Age Group [GRI 401-1]
Kelompok Usia
2025 2024 2023
Age Group
≤30 tahun years 53 199 180
31-50 tahun years 12 54 77
≥51 tahun years 6 5 6
Jumlah Total 71 258 263
Komposisi Karyawan Baru Berdasarkan Jenis Kelamin
Composition of New Employees by Gender [GRI 401-1]
Jenis Kelamin
2025 2024 2023
Gender
Pria Male 52 196 188
Wanita Female 19 62 75
Jumlah Total 71 258 263
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Komposisi Karyawan Baru Berdasarkan Wilayah Kerja Tahun
Composition of New Employees by Work Location [GRI 401-1]
Wilayah Kerja
2025 2024 2023
Work Area
Kantor Pusat Head Office 38 74 119
Kantor di Daerah Regional Offices 33 184 144
Jumlah Total 71 258 263
Komposisi Karyawan Meninggalkan Perseroan Berdasarkan Usia
Composition of Employees Leaving the Company by Age Group [GRI 401-1]
Kelompok Usia
2025 2024 2023
Age Group
< 30 Tahun
105 78 54
< 30 Years
31 - 50 Tahun
193 132 204
31 - 50 Years
> 51 Tahun
24 15 6
> 51 Years
Jumlah Total 322 225 266
Komposisi Karyawan Meninggalkan Perseroan Berdasarkan Jenis Kelamin
Composition of Employees Leaving the Company by Gender [GRI 401-1]
Jenis Kelamin
2025 2024 2023
Gender
Pria Male 233 176 210
Wanita Female 89 49 56
Jumlah Total 322 225 266
Komposisi Karyawan Meninggalkan Perseroaan Berdasarkan Wilayah Kerja
Composition of Employees Leaving the Company by Work Location [GRI 401-1]
Wilayah Kerja
2025 2024 2023
Work Area
Kantor Pusat
76 44 44
Head Office
Kantor di Daerah*
246 181 222
Regional Offices
Jumlah Total 322 225 266
*) Kantor di Daerah meliputi Kantor Cabang dan Kantor Satelit | Regional offices include Branch Offices and Satellite Offices
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Tingkat Perputaran Karyawan
Employee Turnover
Pertumbuhan
Growth
Perihal
2025 2024 2023 2025 -2024
Description
Jumlah Orang Persentase
Number of persons Percentage
Jumlah Karyawan
3.378 3.321 3.295 57 1,7%
Total employees
Rekrutmen Karyawan Baru
71 258 263 -187 -72,5%
New Employees
Karyawan yang Berakhir Hubungan Kerjanya
77 44 45 33 75,0%
Employees Whose Employment Has Ended
Mengundurkan Diri
231 172 219 59 34,3%
Resign
Memasuki Masa Pensiun
14 9 2 5 55,6%
Entering Retirement
Jumlah Karyawan Keluar
322 225 266 97 43,1%
Number of Employees Leaving
Jumlah Karyawan Akhir Tahun
3.142 3.384 3.328 -242 -7,2%
Total employees end of year
Tingkat Perputaran Karyawan (%) -
10,25 6,65 7,99 4
Employee Turnover
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Pelatihan dan Pengembangan Kompetensi
Training and Competency Development
Pengembangan kompetensi karyawan merupakan Employee competency development is a key factor in
faktor penting untuk memperkuat daya saing perusahaan strengthening the Company’s competitiveness while
sekaligus menjaga keberlanjutan usaha di tengah dinamika ensuring business sustainability amid continuously evolving
industri yang terus berubah. Melalui program pelatihan industry dynamics. Through well-planned, structured, and
dan pengembangan yang terencana, terstruktur, dan sustainable training and development programs, the
berkelanjutan, Perseroan berupaya memastikan setiap Company strives to ensure that every employee possesses
karyawan memiliki pengetahuan, keterampilan, dan the knowledge, skills, and capabilities aligned with current
kapabilitas yang selaras dengan kebutuhan bisnis, baik and future business needs.
saat ini maupun ke depan.
Upaya pengembangan tersebut tidak hanya diarahkan These development efforts are directed not only toward
pada peningkatan kinerja individu, tetapi juga pada improving individual performance, but also toward
penguatan kapasitas organisasi secara menyeluruh. strengthening organizational capacity as a whole. By
Dengan mengintegrasikan pengembangan kompetensi integrating competency development into its human
ke dalam strategi sumber daya manusia, Perseroan resource strategy, the Company fosters the creation
mendorong terbentuknya insan yang adaptif, profesional, of adaptive, professional individuals who are prepared
dan siap menghadapi tantangan, sehingga turut to face challenges, thereby supporting the sustainable
mendukung pencapaian tujuan perusahaan secara achievement of corporate objectives.
berkesinambungan.
Sebagai wujud komitmen tersebut, Perseroan secara As a manifestation of this commitment, the Company
konsisten menyelenggarakan berbagai program pelatihan consistently organizes various training programs tailored
yang disesuaikan dengan kebutuhan kompetensi pada to the competency needs of each function and position
setiap fungsi dan jenjang jabatan. Program pelatihan level. The training programs provided encompass technical
yang diberikan mencakup pengembangan kompetensi competency development, leadership development,
teknis, pengembangan kepemimpinan, kepatuhan, serta compliance, and the enhancement of other supporting
peningkatan kapasitas pendukung lainnya. capabilities.
Pada tahun 2025, Perseroan telah memberikan berbagai In 2025, the Company delivered various types of training,
jenis pelatihan di antaranya sebagai berikut: [GRI 404-2] including the following: [GRI 404-2]
1. Leadership 1. Leadership
2. Regulasi dan Kepatuhan 2. Regulation and Compliance
3. Risk Management, GRC & Business Continuity 3. Risk Management, GRC, and Business Continuity
4. Anti-Fraud, AML/CFT & Anti-Scam Awareness 4. Anti-Fraud, AML/CFT, and Anti-Scam Awareness
5. Digital & Data (AI, Analytics, IT Security, ISO 27001) 5. Digital and Data (AI, Analytics, IT Security, ISO 27001)
6. Sales, Marketing & Customer Experience 6. Sales, Marketing, and Customer Experience
7. Credit Academy 7. Credit Academy
8. Product Knowledge & Internal Business Process 8. Product Knowledge and Internal Business Processes
9. Sustainability / ESG & Keuangan Berkelanjutan 9. Sustainability / ESG and Sustainable Finance
10. Personal Development & Well-being 10. Personal Development and Well-being
Adapun selama tahun 2025, Perseroan telah memberikan Throughout 2025, the Company delivered a total of
total jam pelatihan hingga 159.896 jam dengan rata- 159.896 training hours, with an average of 50,89 training
rata 50,89 jam per karyawan. Angka tersebut meningkat hours per employee. This figure increased significantly
cukup signifikan dari tahun sebelumnya sebesar 41,70 jam from the previous year’s average of 41.70 hours per
per karyawan, dan peningkatan ini tetap dapat dicapai employee. The increase was achieved despite a decrease
meskipun total biaya pelatihan karyawan pada tahun 2025 in total employee training costs in 2025 compared to the
mengalami penurunan dibandingkan periode sebelumnya. prior period. This demonstrates the Company’s improved
Hal ini menunjukkan bahwa Perseroan semakin optimization of competency development effectiveness
mengoptimalkan efektivitas program pengembangan through more efficient and well-targeted training
kompetensi melalui strategi pelatihan yang lebih efisien strategies.
dan tepat sasaran.
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Jam Pelatihan dan Pendidikan
Training and Education Hours [OJK F.22][GRI 404-1]
2025 2024 2023
Keterangan Jumlah Rata- Jumlah Rata- Jumlah
Jumlah Total Jam Total Jam Total Jam Rata-rata Jam
Karyawan rata Jam Jumlah Karyawan rata Jam Jumlah Karyawan
Karyawan Pelatihan Pelatihan Pelatihan Pelatihan Per
yang ikut Pelatihan Karyawan yang ikut Pelatihan Karyawan yang ikut
Karyawan
Pelatihan Per Pelatihan Per Pelatihan
Karyawan Karyawan
Number of Average Number of Average Number of
Total Total Total Total Average
Description Employees Training Total Employees Training Total Employees
Employees Training Training Training Training Hours
Participating Hours per Employees Participating Hours per Employees Participating
Hours Hours Hours per Employee
in Training Employee in Training Employee in Training
Berdasarkan Jenis Kelamin | Based on Gender
Perempuan
982 982 65.655 66,86 1.036 1.025 55.936 54,6 1.022 1.013 61.787 60,99
Female
Laki-laki
2.160 2.156 94.241 43,63 2.333 2.253 85.183 37,8 2.341 2.288 152.101 66,47
Male
Berdasarkan Kategori Jabatan | Based on Position Category
Komisaris
3 3 147 49 4 4 154 39 3 3 21 7
Commissioner
Komite
4 4 159 39,75 - - - - - - - -
Committee
Direktur, Chief
6 6 450 75 7 7 474 68 6 6 132 22
Director, Chief
Kepala Divisi/
Kepala
Wilayah,
Deputi
Kepala Divisi/
Deputi Kepala
Wilayah
45 43 1.039 24,16 46 45 1.279 28 333 33 1.695 51,3
Head of
Division/Head
of Region.
Deputy Head
of Division/
Deputy Head
of Region
Kepala
Departemen,
Kepala
Cabang, Area
Manager
Division Head
/ Regional
Head, Deputy
285 285 12.938 45,40 307 306 10.190 33 295 269 4.713 17,25
Division Head
/ Deputy
Regional
Head
Department
Head, Branch
Head, Area
Manager
Supervisor
1.214 1.212 70.086 57,83 1.280 1.254 66.908 53 1.231 1.330 137.820 103,6
Supervisor
Staff
1.585 1.585 75.077 47,37 1.725 1.662 64.522 39 1.776 1.669 69.508 41,64
Officer
2024 50,89 Rata-rata jam pelatihan per karyawan, meningkat
22,04%
Average training hours per employee, an increase of
dari tahun sebelumnya.
compared to the previous year 2025
jam/hours
Selain pendidikan dan pelatihan bagi karyawan aktif, In addition to education and training for active employees,
Perseroan juga menyediakan program pelatihan bagi the Company also provides training programs for
karyawan yang mendekati usia pensiun sebagai bagian dari employees approaching retirement age as part of its
bantuan peralihan. Program ini dirancang untuk membekali transition assistance. This program is designed to equip
karyawan dengan pengetahuan dan keterampilan agar employees with the knowledge and skills needed to
tetap produktif dan memiliki kesiapan yang lebih baik remain productive and to be better prepared for the
dalam memasuki masa pensiun. [GRI 404-2] transition into retirement. [GRI 404-2]
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Pelatihan Menjelang Pensiun Tahun 2025
Pre-Retirement Training in 2025
Materi Pelatihan Tujuan Waktu / Tempat Syarat Peserta Jumlah Peserta
Training Topics Objectives Date / Place Participant Requirement Total participants
Menavigasi perubahan identitas baru,
• Berusia 54 tahun (2 tahun sebelum
mempersiapkan pengetahuan dan
pensiun)
keterampilan karyawan menjelang
• Masa kerja 10 tahun
masa pensiun, memberi pengetahuan
• Bukan merupakan karyawan
mengenai keterampilan yang
Program Masa penugasan Bank Mandiri 18 peserta
dibutuhkan untuk berwirausaha. Juli 2025 / Jakarta
Persiapan Pensiun • Aged 54 years (2 years prior to 18 participants
Navigating changes in personal
retirement)
identity, preparing employees’
• Length of service: 10 years
knowledge and skills ahead of
• Not an employee on assignment
retirement, and providing knowledge
from Bank Mandiri
on practical skills.
Untuk mendukung seluruh program pengembangan To support all competency development programs, the
kompetensi tersebut, Perseroan mengalokasikan dana Company allocated funds amounting to IDR 12.78 billion
sebesar Rp12,78 miliar pada tahun 2025. Jumlah ini in 2025. This amount decreased compared to the previous
mengalami penurunan dibandingkan tahun sebelumnya year, which totalled IDR 21.13 billion.
yang mencapai Rp21,13 miliar.
Biaya Pendidikan dan Pelatihan
Education and Training Cost [GRI 404-1]
Tahun Year Biaya Pendidikan dan Pelatihan (Rp) Education and Training Cost
2025 12.781.493.819
2024 21.127.551.469
2023 24.553.791.515
Penilaian Karyawan dan Jenjang Karier
Employee Performance Assessment And Career Paths
Sistem penilaian kinerja karyawan diterapkan secara The employee performance appraisal system is implemented
objektif dan terstruktur sebagai dasar pengelolaan in an objective and structured manner as the basis for
sumber daya manusia serta pengembangan karier. human resource management and career development.
Evaluasi dilakukan secara berkala dengan mengacu pada Evaluations are conducted periodically by referring to the
pencapaian target kerja, kompetensi, serta perilaku kerja achievement of work targets, competencies, and work
yang sejalan dengan nilai serta budaya perusahaan. behaviour that are aligned with the Company’s values and
Melalui mekanisme ini, Perseroan memastikan setiap culture. Through this mechanism, the Company ensures
karyawan dinilai secara adil dan transparan. that every employee is assessed fairly and transparently.
Hasil penilaian kinerja kemudian digunakan sebagai The results of performance assessments are then used
acuan dalam penyusunan rencana pengembangan karier, as a reference for the preparation of career development
pemberian promosi, serta pengembangan kompetensi. plans, the granting of promotions, and competency
Perseroan menyediakan jalur karier yang jelas dan development. The Company provides clear and open
terbuka bagi seluruh karyawan, disertai kesempatan career paths for all employees, accompanied by equal
yang setara untuk berkembang berdasarkan kinerja, opportunities for growth based on performance, individual
potensi, dan kesiapan individu. Pendekatan ini diharapkan potential, and readiness. This approach is expected to
dapat meningkatkan motivasi, performa, serta loyalitas enhance employee motivation, performance, and loyalty,
karyawan, sekaligus menjaga ketersediaan talenta yang while ensuring the sustainable availability of talent to
berkesinambungan guna mendukung pertumbuhan dan support business growth and sustainability.
keberlanjutan usaha.
Pada tahun pelaporan, penilaian kinerja telah dilaksanakan During the reporting year, performance assessments were
untuk seluruh karyawan (100%). Berdasarkan hasil conducted for all employees (100%). Based on the results,
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tersebut, tercatat sebanyak 21 karyawan memperoleh 21 employees received promotions, 1,753 employees
promosi, 1.753 karyawan menjalani rotasi atau mutasi, underwent rotation or transfer, and 4 employees received
dan 4 karyawan menerima demosi. Data ini menunjukkan demotions. These data demonstrate the implementation
penerapan sistem pengelolaan kinerja yang transparan, of a transparent, objective, and merit-based performance
objektif, dan berbasis prestasi, serta menjadi bagian dari management system, and became part of the Company’s
upaya Perseroan dalam mengelola pengembangan karier efforts to manage career development in a consistent and
secara konsisten dan berkelanjutan. sustainable manner.
Penilaian Kinerja dan Pengembangan Karier
Performance Evaluation and Career Development [OJK F.22][GRI 404-3]
Hasil Penilaian dan Relevansi Pengembangan Karir (Orang)
Tahun Jumlah Karyawan yang Mendapatkan Peninjauan Assessment Results and Career Development Relevance (Persons)
Year Number of Employees Receiving a Review Promosi Rotasi/Mutasi Demosi
Promotion Rotation / Transfer Demotion
2025 1.018 21 1.753 4
2024 1.668 154 1.512 2
2023 2.193 134 2.053 6
Kepuasan dan Keterikatan Karyawan
Employee Satisfaction and Engagement
Karyawan dipandang sebagai salah satu pemangku Employees are regarded as one of the Company’s
kepentingan strategis yang berperan penting dalam strategic stakeholders who play an important role in
mendukung pertumbuhan dan keberlanjutan bisnis. supporting business growth and sustainability. As part of
Sebagai bagian dari evaluasi berkelanjutan dalam ongoing evaluation in human resource management, an
pengelolaan sumber daya manusia, survei kepuasan employee satisfaction and engagement survey (Employee
dan keterikatan karyawan (Employee Satisfaction Index) Satisfaction Index) is conducted annually. This survey aims
dilaksanakan secara rutin setiap tahun. Survei ini dilakukan to assess employees’ comfort levels, engagement, and
untuk memahami tingkat kenyamanan, keterlibatan, serta expectations regarding the work environment, and serves
ekspektasi karyawan terhadap lingkungan kerja, sehingga as the basis for developing more targeted improvement
menjadi dasar bagi penyusunan langkah perbaikan yang initiatives.
lebih tepat sasaran.
Pada tahun 2025, hasil pengukuran Employee Satisfaction In 2025, the Employee Satisfaction Index reached 85%.
Index mencapai 85%. Meskipun angka tersebut mengalami Although this figure declined slightly compared to the
penurunan dibandingkan capaian tahun 2024 yang berada 2024 level of 86%, it still reflects a generally positive
pada level 86%, hasil ini masih menggambarkan tingkat level of employee satisfaction. The survey results
kepuasan yang cukup baik secara keseluruhan. Survei provide important input for designing continuous quality
tersebut menjadi masukan penting dalam merancang improvement and enhancement programs within the
berbagai program peningkatan kualitas dan perbaikan Company.
secara berkelanjutan di Perseroan.
Perseroan berkomitmen untuk menindaklanjuti hasil survei The Company is committed to following up on the survey
melalui pengembangan kompetensi, perbaikan fasilitas results through competency development initiatives,
dan ekosistem kerja, serta penguatan komunikasi internal. improvements to facilities and the work ecosystem, and
Upaya ini dilakukan untuk memastikan terciptanya suasana the strengthening of internal communication. These efforts
kerja yang lebih kondusif, inklusif, dan produktif bagi aim to create a more conducive, inclusive, and productive
seluruh karyawan. work environment for all employees.
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Keselamatan dan Kesehatan Kerja
Occupational Health and Safety [OJK F.21]
Keselamatan dan kesehatan kerja merupakan hal penting Occupational Health and Safety (OHS) is a critical priority
dan menjadi perhatian Perseroan dalam menciptakan for the Company in fostering a safe and productive
lingkungan kerja yang aman dan produktif. Oleh karena working environment. Mandiri Tunas Finance is
itu, Mandiri Tunas Finance berkomitmen untuk memastikan committed to ensuring employee protection through the
perlindungan terhadap karyawan melalui penerapan implementation of policies, operational practices, and
ketentuan, praktik operasional, serta penguatan budaya the strengthening of a safety culture that supports the
keselamatan kerja yang mendukung pencegahan prevention of workplace accidents, occupational illnesses,
kecelakaan kerja, kesehatan kerja, dan kesiapsiagaan and preparedness in responding to emergency situations.
dalam menghadapi kondisi darurat.
Sejalan dengan komitmen tersebut, Perseroan menerapkan In line with this commitment, the Company implements
Business Continuity Management (BCM) sebagai bagian Business Continuity Management (BCM) as part of its
dari pengelolaan risiko operasional untuk memastikan operational risk management framework to ensure the
keberlangsungan proses bisnis dan layanan Perusahaan continuity of business processes and services during
dalam menghadapi gangguan, krisis, maupun kondisi disruptions, crises, or emergency conditions. The
darurat. Penerapan BCM diatur secara formal melalui implementation of BCM is formally governed under SOP
SOP No. 03/PGN/22/2024 tentang Business Continuity No. 03/PGN/22/2024 concerning Business Continuity
Management (BCM), yang menjadi pedoman dalam Management (BCM), which serves as a guideline for
perencanaan, kesiapsiagaan, respons, dan pemulihan planning, preparedness, response, and operational
operasional di kantor pusat maupun kantor cabang. recovery at both the head office and branch offices.
Pengelolaan Business Continuity Management (BCM) Business Continuity Management (BCM) Governance
Kerangka BCM Perseroan mencakup pengelolaan risiko The Company’s BCM framework encompasses risk
dan kesiapan organisasi dalam menghadapi berbagai management and organizational readiness in addressing
skenario gangguan operasional, baik yang bersumber various operational disruption scenarios, whether arising
dari bencana alam, gangguan non-alam, maupun kondisi from natural disasters, non-natural events, or other
darurat lainnya. Pengelolaan BCM tersebut antara lain emergency situations. The management of BCM includes
meliputi: the following components:
1. Crisis and Emergency Response Plan 1. Crisis and Emergency Response Plan
Perseroan menerapkan Crisis and Emergency The Company has established a Crisis and Emergency
Response Plan sebagai pedoman dalam penanganan Response Plan as a guideline for handling crisis and
kondisi krisis dan keadaan darurat yang berpotensi emergency situations that may impact employee
berdampak terhadap keselamatan karyawan, aset, safety, assets, and business continuity. This plan
serta kelangsungan operasional Perusahaan. Rencana regulates decision-making mechanisms, reporting
ini mengatur mekanisme pengambilan keputusan, lines, command structures, and emergency response
alur pelaporan, struktur komando, serta prosedur procedures, including evacuation protocols, area
respons darurat, termasuk evakuasi, pengamanan security measures, and internal communication
area, dan komunikasi internal, guna memastikan processes, to ensure a swift, coordinated, and
respons yang cepat, terkoordinasi, dan terstruktur. structured response.
2. Crisis and Emergency Response Team 2. Crisis and Emergency Response Team
Untuk mendukung efektivitas pelaksanaan rencana To ensure effective implementation of the plan, the
tersebut, Perseroan membentuk Crisis and Emergency Company has formed a Crisis and Emergency Response
Response Team sebagai struktur organisasi yang Team responsible for coordinating and executing
bertanggung jawab atas koordinasi dan pelaksanaan response measures during crisis and emergency
respons pada saat terjadi krisis dan keadaan darurat. situations. The team performs control and risk mitigation
Tim ini menjalankan fungsi pengendalian dan mitigasi functions, including risks related to occupational
risiko, termasuk risiko terhadap keselamatan dan health and safety, in accordance with the roles and
kesehatan kerja, sesuai dengan peran dan tanggung responsibilities defined within the BCM framework.
jawab yang telah ditetapkan dalam kerangka BCM.
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3. Disaster Recovery Plan (DRP) dan Emergency 3. Disaster Recovery Plan (DRP) and Emergency
Response Plan (ERP) Response Plan (ERP)
Sebagai bagian dari kerangka BCM, Perseroan As part of the BCM framework, the Company
secara konsisten menjalankan rencana pemulihan consistently implements operational recovery
operasional dan respons darurat untuk memastikan and emergency response plans to ensure service
keberlangsungan layanan dan pemulihan proses continuity and the restoration of critical business
bisnis kritikal. Rencana ini mencakup dukungan processes. These plans include infrastructure support,
infrastruktur, sistem informasi, serta koordinasi lintas information systems recovery, and cross-functional
fungsi dalam menghadapi gangguan operasional. coordination in managing operational disruptions
4. Risk Threat Assessment (RTA) dan Business Impact 4. Risk Threat Assessment (RTA) and Business Impact
Analysis (BIA) Analysis (BIA)
Perseroan secara berkala melakukan identifikasi dan The Company periodically conducts identification and
evaluasi terhadap potensi risiko gangguan operasional evaluation of potential operational disruption risks
melalui Risk Threat Assessment serta analisis dampak through Risk Threat Assessments, as well as assessments
gangguan terhadap proses bisnis kritikal melalui of potential impacts on critical business processes
Business Impact Analysis. Hasil asesmen tersebut through Business Impact Analysis. The results of
digunakan sebagai dasar dalam penetapan prioritas these assessments serve as the basis for determining
mitigasi dan strategi pemulihan. mitigation priorities and recovery strategies.
5. Business Continuity Exercise dan Awareness 5. Business Continuity Exercises and Awareness
Program Programs
Dalam rangka meningkatkan kesiapsiagaan organisasi To enhance organizational preparedness and
serta memperkuat budaya keselamatan dan kesehatan strengthen the occupational health and safety culture,
kerja, Perseroan secara berkala melaksanakan Business the Company regularly conducts Business Continuity
Continuity Exercise yang mencakup berbagai bentuk Exercises, which include various forms of simulation
simulasi dan pengujian kesiapan, antara lain Call Tree and readiness testing such as Call Tree Exercises,
Exercise, Table Top Exercise, serta Alternate Site Table Top Exercises, and Alternate Site Testing. Table
Testing. Table Top Exercise dilakukan untuk menguji Top Exercises are conducted to assess decision-
kesiapan pengambilan keputusan, alur pelaporan, making readiness, reporting lines, cross-functional
koordinasi lintas fungsi, serta efektivitas prosedur coordination, and the effectiveness of crisis and
respons krisis dan darurat melalui simulasi berbasis emergency response procedures through scenario-
skenario. Sementara itu, Alternate Site Testing based simulations. Meanwhile, Alternate Site Testing
dilaksanakan untuk memastikan kesiapan lokasi kerja is performed to ensure the readiness of alternative
alternatif dalam mendukung keselamatan karyawan work locations in supporting employee safety and
dan keberlangsungan operasional apabila lokasi operational continuity when primary locations cannot
utama tidak dapat digunakan akibat kondisi darurat. be utilized due to emergency conditions.
Selain itu, Perseroan juga melaksanakan program In addition, the Company conducts periodic
sosialisasi dan refresher knowledge secara berkala awareness programs and refresher training sessions
guna meningkatkan pemahaman karyawan terhadap to improve employees’ understanding of their roles,
peran, tanggung jawab, serta prosedur keselamatan responsibilities, and safety and emergency response
dan respons darurat sesuai dengan ketentuan BCM procedures in accordance with applicable BCM
yang berlaku. provisions.
Sementara itu, Business Continuity Plan (BCP) adalah suatu Meanwhile, a Business Continuity Plan (BCP) is a structured
perencanaan yang difokuskan untuk mempertahankan plan focused on maintaining the continuity of business
kelangsungan fungsi bisnis saat terjadi gangguan kritis functions during critical disruptions caused by natural or
yang disebabkan oleh bencana alam atau yang dibuat human-induced disasters that may result in losses. The
manusia yang berpotensi menyebabkan kerugian objective is to minimize the impact of such disruptions and
sehingga dapat meminimalkan efek gangguan dan untuk enable business operations to continue effectively.
memungkinkan bisnis terus berlangsung.
Sebagai bagian dari upaya menjaga ketangguhan As part of efforts to maintain operational resilience
operasional dan keselamatan seluruh insan Perseroan, and ensure the safety of all employees, the Company
Perseroan telah menunjuk karyawan yang berkompeten has appointed a competent employee as Head of the
sebagai Ketua Tim Tanggap Darurat. Tim ini bertanggung Emergency Response Team. The team is responsible
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jawab untuk memastikan seluruh peralatan dan prosedur for ensuring that all disaster response equipment and
dalam penanganan kejadian bencana, proses evakuasi, procedures, evacuation processes, and operational
hingga keberlanjutan operasional dapat berjalan dengan continuity measures function effectively and in accordance
baik dan sesuai standar. Di tingkat cabang, langkah with established standards. At the branch level, risk
mitigasi risiko diperkuat melalui prosedur deklarasi apabila mitigation measures are reinforced through formal disaster
terjadi bencana. Perseroan juga memastikan kesiapan declaration procedures in the event of an incident. The
sarana keselamatan dengan melakukan pemeriksaan rutin Company also ensures the readiness of safety facilities
terhadap Alat Pemadam Api Ringan (APAR) minimal dua by conducting regular inspections of fire extinguishers at
kali dalam satu tahun, guna memastikan fungsinya dalam least twice annually to ensure proper functionality during
keadaan darurat. emergencies.
Sepanjang tahun 2025, Perseroan tidak mencatat adanya Throughout 2025, the Company recorded no operational
kejadian gangguan operasional yang disebabkan oleh disruptions caused by non-natural disasters within its
nonbencana alam di lingkungan operasional Perusahaan. operational environment. This reflects the effectiveness
Kondisi ini mencerminkan efektivitas penerapan langkah- of risk prevention measures and consistent emergency
langkah pencegahan risiko serta kesiapsiagaan dalam preparedness across all business units. In line with this,
menghadapi kondisi darurat yang dijalankan secara within the Occupational Health and Safety aspect, the
konsisten di seluruh unit kerja. Sejalan dengan hal Company reported no workplace accidents or occupational
tersebut, dalam aspek Kesehatan dan Keselamatan Kerja illnesses during the reporting period.
(K3), Perseroan juga tidak mencatat adanya kejadian
kecelakaan kerja maupun penyakit akibat kerja selama
periode pelaporan.
Pada periode yang sama, Perseroan secara konsisten During the same period, the Company consistently
melakukan pemantauan dan evaluasi atas efektivitas monitored and evaluated the effectiveness of its Business
penerapan BCM serta praktik keselamatan kerja yang Continuity Management implementation and integrated
terintegrasi dalam aktivitas operasional. Upaya tersebut safety practices within operational activities. These efforts
dilakukan untuk memastikan kesiapan organisasi dalam are undertaken to ensure organizational readiness in facing
menghadapi potensi gangguan, memitigasi risiko potential disruptions, mitigating occupational safety risks,
keselamatan kerja, serta menjaga keberlangsungan and maintaining sustainable operational continuity.
operasional Perusahaan secara berkelanjutan.
Kegiatan dan Pelatihan K3
OHS Activities and Training
Sebagai wujud tanggung jawab dalam menjamin As part of its responsibility to ensure occupational health
keselamatan dan kesehatan kerja, Perseroan membentuk and safety, the Company has established a committee
komite yang beranggotakan manajemen dan karyawan comprising management and employees from various
dari berbagai jenjang untuk mengelola aspek keselamatan levels to manage workplace safety aspects. The committee
kerja di lingkungan perusahaan. Komite ini bertugas is tasked with increasing employee awareness of workplace
meningkatkan kesadaran karyawan mengenai pentingnya safety and ensuring preparedness for potential emergency
keselamatan kerja serta memastikan kesiapsiagaan dalam situations.
menghadapi potensi keadaan darurat.
Sepanjang tahun pelaporan, perusahaan bekerja sama Throughout the reporting year, the Company collaborated
dengan pihak ketiga untuk menyelenggarakan berbagai with third parties to conduct various training activities,
agenda pelatihan, termasuk uji coba keadaan darurat including emergency simulations such as earthquake and
seperti simulasi evakuasi gempa dan kebakaran. Kegiatan fire evacuation drills. These activities aim to ensure that all
ini dilakukan untuk memastikan bahwa seluruh karyawan employees understand safety procedures and are able to
memahami prosedur keselamatan dan mampu mengambil take appropriate actions during emergency situations at
langkah tepat pada saat menghadapi kondisi darurat di the head office, regional offices, and branch offices.
gedung baik di kantor pusat, kantor wilayah dan kantor
cabang.
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Fasilitas dan Jaminan Kesehatan
Health Facilities and Coverage
Perseroan menyediakan fasilitas dan jaminan kesehatan The Company provides comprehensive health facilities
yang komprehensif bagi seluruh karyawan. Jaminan and insurance coverage for all employees. Health and
kesehatan dan kecelakaan kerja dilaksanakan melalui work accident insurance is provided through BP Jamsostek
program BP Jamsostek dengan nomor kepesertaan under membership number (NPP) JJ003582 and BPJS
(NPP) JJ003582 dan BPJS Kesehatan dengan nomor Kesehatan under membership number 01144187. In
kepesertaan 01144187. Selain program wajib tersebut, addition to these mandatory programs, the Company also
Perseroan juga menyediakan fasilitas tambahan melalui offers supplementary coverage through Sunday health
asuransi kesehatan Sunday. Pemeriksaan kesehatan insurance. Medical check-ups are conducted annually for
juga dilakukan 1 tahun sekali melalui program medical employees in certain categories.
checkup untuk karyawan dengan kategori tertentu.
Melalui tim Human Capital, Perseroan memberikan Through the Human Capital team, the Company provides
pendampingan secara administrasi kepada karyawan yang administrative assistance to employees who experience
mengalami kecelakaan lalu lintas maupun yang memiliki traffic accidents or have specific health conditions that
kondisi kesehatan tertentu yang dapat menyebabkan may pose risks while working. This support ensures that
kecelakaan saat bekerja. Pendampingan ini bertujuan employees receive optimal protection and care, enabling
memastikan bahwa seluruh karyawan memperoleh them to perform their duties safely and comfortably.
perlindungan dan penanganan yang optimal sehingga
dapat menjalankan tugas dengan aman dan nyaman.
Keseimbangan Kehidupan Kerja
Work–Life Balance
Keseimbangan antara kehidupan kerja dan kehidupan Work–life balance is a key factor in supporting employee
pribadi (work-life balance) merupakan faktor penting well-being, productivity, and the sustainability of Company
dalam mendukung kesejahteraan karyawan, produktivitas, performance. Accordingly, the Company continues
serta keberlanjutan kinerja perusahaan. Sejalan dengan to foster a conducive work environment through the
hal tersebut, Perseroan terus membangun lingkungan provision of an Employee Assistance Program (EAP) in the
kerja yang kondusif melalui penyediaan Employee form of counselling services, as well as Employee Well-
Assistance Program (EAP) berupa layanan konseling, serta Being programs covering social, financial, physical, and
program Employee Well-Being yang mencakup aspek mental aspects.
sosial, finansial, fisik, dan mental.
Perseroan juga secara aktif memfasilitasi berbagai cabang The Company also actively facilitates various sports and
olahraga dan minat karyawan, antara lain lari, bulu employee interest activities, including running, badminton,
tangkis, futsal, mini soccer, tenis, bola basket, e-sport, futsal, mini soccer, tennis, basketball, e-sports, and zumba.
serta zumba. Inisiatif ini merupakan bagian dari upaya These initiatives form part of the Company’s efforts to
Perseroan dalam mendorong keseimbangan kehidupan promote work–life balance, improve physical health, and
kerja, meningkatkan kesehatan fisik, serta memperkuat strengthen social interaction among employees outside of
interaksi sosial antar karyawan di luar aktivitas operasional. operational activities.
Perseroan turut memberikan ruang bagi pengembangan In addition, the Company provides space for employees’
spiritual dan keseimbangan batin karyawan melalui spiritual development and inner balance through religious
kegiatan keagamaan dan kerohanian, seperti pengajian and spiritual activities, such as regular religious gatherings,
rutin, perayaan hari besar keagamaan, serta pembinaan celebrations of religious holidays, and interfaith community
komunitas lintas agama. Seluruh program tersebut development. All of these programs are integral to creating
menjadi bagian integral dalam menciptakan lingkungan an inclusive, healthy, and sustainable work environment.
kerja yang inklusif, sehat, dan berkelanjutan.
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Salurkan Hobi Bareng MTF Club
Pursue Your Hobbies with MTF Club
Program olahraga serta pengembangan minat dan bakat Sports programs as well as initiatives for the
karyawan disediakan melalui MTF Club sebagai bagian development of employees’ interests and talents are
dari upaya mendukung keseimbangan kehidupan kerja provided through MTF Club as part of the Company’s
dan menjaga kesehatan fisik maupun mental. Inisiatif efforts to support work–life balance and maintain both
ini menjadi wadah bagi karyawan untuk tetap aktif, physical and mental well-being. This initiative serves
menyalurkan minat, serta membangun kesejahteraan as a platform for employees to stay active, pursue
secara menyeluruh di tengah dinamika pekerjaan. their interests, and build holistic well-being amid the
dynamics of the workplace.
Melalui MTF Club, Perseroan mendorong penerapan
gaya hidup sehat yang berkelanjutan, tidak hanya Through MTF Club, the Company encourages the
sebagai aktivitas rekreasional, tetapi juga sebagai adoption of a sustainable healthy lifestyle—not merely
langkah membentuk lingkungan kerja yang positif as a recreational activity, but also as a step toward
dan produktif. MTF Club berfungsi sebagai sarana fostering a positive and productive work environment.
yang memungkinkan karyawan dari berbagai unit dan MTF Club functions as a platform that enables
jenjang jabatan untuk berinteraksi, berkolaborasi, serta employees from various units and position levels to
memperkuat kebersamaan melalui kesamaan minat dan interact, collaborate, and strengthen solidarity through
aktivitas. shared interests and activities.
Ragam kegiatan dalam MTF Club mencakup 13 cabang MTF Club offers a wide range of activities, encompassing
olahraga dan 3 cabang seni. Sehingga karyawan 13 sports disciplines and 3 arts categories. This provides
memiliki ruang bagi karyawan untuk menyalurkan employees with opportunities to channel their interests
minat dan bakat melalui beragam aktivitas fisik maupun and talents through diverse physical activities as well as
ekspresi kreatif. Keberagaman kegiatan ini mendukung creative expression. The diversity of activities supports
peningkatan employee engagement, memperkuat increased employee engagement, strengthens a sense
semangat kebersamaan, serta berkontribusi pada of solidarity, and contributes to the creation of a healthy,
terciptanya budaya kerja yang sehat, inklusif, dan inclusive, and people-oriented workplace culture across
berorientasi pada kesejahteraan insan Perseroan secara the Company.
menyeluruh.
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Menciptakan Dampak Berkelanjutan untuk Masyarakat / Creating Sustainable Impact for Society
Menciptakan
Dampak Rp124
Berkelanjutan
Juta
Penyaluran biaya
pemberdayaan sosial
untuk
kemasyarakatan
Rp124 million allocated
for community social
Masyarakat
empowerment programs
Creating Sustainable Impact
for Society
Upaya memberikan kontribusi nyata
yang berdampak positif, berkelanjutan,
dan selaras dengan kebutuhan
masyarakat terus dilakukan sebagai
bagian dari komitmen Perseroan.
Komitmen tersebut tercermin dalam
Pilar 3 Sustainability Beyond Financing:
Growth in Social Impacts, yang
berfokus pada perluasan dampak
sosial melalui berbagai kontribusi di
luar aspek bisnis. Inisiatif ini diarahkan
untuk meningkatkan kesejahteraan
masyarakat dan lingkungan, sekaligus
mendukung pencapaian komitmen
“Growth in Social Impacts”.
The Company continuously strives to provide
tangible contributions that create positive, sustainable
impacts aligned with the needs of society as part of its
commitment. This commitment is reflected in Pillar
>475
3 – Sustainability Beyond Financing: Growth in Social
Impacts, which focuses on expanding social impact
through various contributions beyond business
activities. These initiatives are directed at improving Penerima manfaat
the welfare of society and the environment while kegiatan TJSL
supporting the achievement of the Company’s >475 beneficiaries of
commitment to “Growth in Social Impacts.” TJSL activities
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Sustaining Progress, Empowering the Future www.mtf.co.id
PT Mandiri Tunas Finance
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Menciptakan Dampak Berkelanjutan untuk Masyarakat / Creating Sustainable Impact for Society
Masyarakat dipandang sebagai salah satu pemangku The community is regarded as one of the key stakeholders
kepentingan utama dalam menjalankan peran sebagai in the Company’s efforts to operate not only as a business-
perusahaan yang tidak hanya berorientasi pada kinerja oriented organization but also as an entity that creates
bisnis, tetapi juga pada penciptaan nilai bersama bagi shared value for the surrounding social environment. The
lingkungan sosial di sekitarnya. Perseroan meyakini bahwa Company believes that business sustainability can be
keberlanjutan usaha dapat terwujud apabila pertumbuhan achieved when corporate growth goes hand in hand with
perusahaan berjalan seiring dengan peningkatan the improvement of community welfare.
kesejahteraan masyarakat.
Komitmen dan Kebijakan
Commitment and Policy [GRI 3-3]
Kontribusi sosial terus diarahkan untuk menciptakan Social contributions continue to be directed toward
dampak yang positif, berkelanjutan, serta relevan dengan creating positive, sustainable impacts that are relevant
kebutuhan masyarakat. Pelaksanaan tanggung jawab to community needs. The implementation of social
sosial difokuskan pada penguatan hubungan yang responsibility focuses on strengthening harmonious
harmonis dengan komunitas, pemberdayaan masyarakat, relationships with communities, empowering society, and
serta dukungan terhadap pembangunan sosial yang supporting inclusive social development. All initiatives
inklusif. Seluruh inisiatif dirancang dan dijalankan dengan are designed and implemented by upholding prudence,
mengedepankan prinsip kehati-hatian, kepatuhan compliance with applicable regulations, and alignment with
terhadap ketentuan yang berlaku, serta selaras dengan the sustainability values embraced by the Company.
nilai-nilai keberlanjutan yang diusung Perseroan.
Komitmen tersebut tercantum dalam Pilar 3 Sustainability This commitment is embedded in Pillar 3 – Sustainability
Beyond Financing: Growth in Social Impacts yang Beyond Financing: Growth in Social Impacts, which expands
memperluas dampak sosial melalui kontribusi di luar aspek social impact through contributions beyond business
bisnis yang bertujuan untuk meningkatkan kesejahteraan activities aimed at improving the welfare of society and
masyarakat dan lingkungan untuk mencapai komitmen the environment to achieve the commitment of “Growth in
“Growth in Social Impacts”. Dalam pilar tersebut, terdapat Social Impacts.” Within this pillar, the Company focuses on
dua aspek yang menjadi fokus Perseroan yakni Inklusi two key aspects: Financial Inclusion and Corporate Social
Keuangan dan Corporate Social Responsibility (CSR). Responsibility (CSR).
Pada tingkatan implementasi, berbagai program At the implementation level, various social and community
pengembangan sosial dan kemasyarakatan dilakukan development programs are carried out based on Standard
berdasarkan pada Standard Operating Procedure nomor Operating Procedure No. 03/PGN/05/2023 concerning
03/PGN/05/2023 tentang Corporate Communication. Corporate Communication. Through CSR programs, the
Melalui program CSR, Perseroan berupaya memberikan Company strives to provide the broadest possible benefits
manfaat seluas luasnya bagi masyarakat dan komunitas to communities and society, thereby fostering harmonious
sehingga tercipta hubungan timbal balik yang harmonis and sustainable reciprocal relationships.
dan berkelanjutan.
Dampak Operasi Terhadap Masyarakat Sekitar
Operational Impact On Surrounding Communities [OJK F.23][GRI 413-2]
Kegiatan operasional Perseroan memiliki berbagai The Company’s operational activities generate various
dampak terhadap masyarakat di wilayah operasional, impacts on communities within its operational areas,
baik dampak positif maupun dampak negatif. Dalam including both positive and negative impacts. In managing
pengelolaan dampak negatif, Perseroan menetapkan potential negative impacts, the Company implements risk
strategi pengelolaan risiko untuk mengevaluasi dan management strategies to evaluate and mitigate potential
mengurangi potensi dampak tersebut dari aktivitas risks arising from its operational activities.
operasional.
Pada dampak positif, operasional Perseroan turut From a positive perspective, the Company’s operations
mendorong pertumbuhan ekonomi dan membantu contribute to economic growth and help communities
masyarakat menjalankan aktivitas produksi dan keuangan. carry out productive and financial activities. The Company
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Perseroan juga memberikan kesempatan bagi pelaku also provides opportunities for small and micro enterprises
usaha kecil dan mikro untuk mengembangkan usaha, to develop their businesses, offers alternative financing
menyediakan pilihan alternatif pembiayaan yang options that contribute to national economic growth, and
berkontribusi terhadap pertumbuhan ekonomi nasional, expands employment opportunities for the community.
serta meningkatkan kesempatan kerja bagi masyarakat
tanpa terkecuali.
Sedangkan pada dampak negatifnya, Perseroan menyadari However, the Company also recognizes potential negative
adanya potensi timbulnya ketergantungan terhadap impacts, including the risk of financial dependency on
pembiayaan yang dapat menghambat kemandirian financing, which may hinder financial independence if not
finansial masyarakat, risiko pertambahan utang apabila managed properly, the risk of increasing debt, and the risk
tidak dikelola dengan baik, serta risiko penipuan yang of fraud conducted under the Company’s name, which may
mengatasnamakan Perseroan dan dapat merugikan harm the public.
masyarakat.
Untuk memitigasi berbagai risiko tersebut, Perseroan To mitigate these risks, the Company implements various
melakukan berbagai langkah pengelolaan sosial dan social and community management initiatives, including
kemasyarakatan, termasuk penyelenggaraan program financial literacy programs and public awareness campaigns
literasi keuangan serta sosialisasi yang dilakukan secara conducted regularly through various communication
rutin melalui berbagai saluran komunikasi. channels.
Inisiatif Kegiatan Sosial Kemasyarakatan
Social and Community Initiatives [OJK F.25][GRI 413-1][GRI G4 FS16]
Sepanjang tahun 2025, berbagai inisiatif Inklusi Keuangan Throughout 2025, various Financial Inclusion and Corporate
dan Corporate Social Responsibility telah dilaksanakan Social Responsibility initiatives were implemented as part
sebagai upaya memberikan dampak positif terhadap of the Company’s efforts to create a positive impact on
peningkatan kesejahteraan masyarakat. improving community welfare.
Literasi dan Inklusi Keuangan
Financial Literacy and Inclusion
Upaya mendukung pertumbuhan ekonomi yang Efforts to support sustainable economic growth are carried
berkelanjutan dilakukan melalui pendekatan inklusif yang out through inclusive approaches that reach broader
menjangkau masyarakat secara lebih luas. Melalui langkah segments of society. Through these initiatives, access to
ini, akses terhadap layanan keuangan yang relevan dan relevant financial services that support community needs
mendukung kebutuhan masyarakat dapat semakin can be further expanded.
terbuka.
Selama tahun 2025, Perseroan telah melakukan berbagai During 2025, the Company conducted various financial
inisiatif dalam memberikan literasi keuangan kepada literacy initiatives targeting university students through the
mahasiswa yang masuk dalam rangkaian kegiatan MTF Teaching program, which was implemented at public
MTF Mengajar di universitas negeri di Indonesia, yakni universities in Indonesia, namely Universitas Airlangga and
Universitas Airlangga dan Universitas Sebelas Maret. Universitas Sebelas Maret.
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Menciptakan Dampak Berkelanjutan untuk Masyarakat / Creating Sustainable Impact for Society
MTF Mengajar
FEB Universitas Sebelas Maret FEB Universitas Airlangga
MTF Mengajar: Membangun Literasi Keuangan MTF Teaching: Building Financial Literacy for Future
untuk Generasi Masa Depan Generations
Sebagai bagian dari komitmen tanggung jawab sosial As part of its social responsibility commitment to the
kepada masyarakat, Perseroan menginisiasi program community, the Company initiated the MTF Teaching
MTF Mengajar, yaitu program edukasi yang ditujukan program, an educational initiative aimed at university
bagi mahasiswa sebagai kontribusi dalam mendukung students as a contribution to supporting the improvement
peningkatan kualitas sumber daya manusia. of human resource quality.
Program ini sejalan dengan agenda Pemerintah This program aligns with the Government’s agenda
menuju Indonesia Emas 2045, khususnya dalam toward Indonesia Emas 2045, particularly in
penguatan kompetensi dan literasi generasi muda, strengthening the competencies and literacy of the
dengan fokus pada pemahaman literasi keuangan younger generation, with a focus on financial literacy
dan praktik pembiayaan yang bertanggung jawab and responsible and sustainable financing practices.
serta berkelanjutan. Melalui program ini, Perseroan Through this program, the Company seeks to bridge the
berupaya menjembatani dunia industri dengan dunia gap between the industry and the academic world, while
akademik, sekaligus memberikan wawasan praktis providing practical insights into the financing industry,
mengenai industri pembiayaan, pengelolaan keuangan sound financial management, and the application of
yang sehat, serta penerapan prinsip keberlanjutan sustainability principles in business activities.
dalam aktivitas bisnis.
Sepanjang tahun 2025, MTF Mengajar telah Throughout 2025, the MTF Teaching program was
dilaksanakan di dua Perguruan Tinggi Negeri, yaitu conducted at two public universities: the Faculty
Fakultas Ekonomi dan Bisnis Universitas Sebelas of Economics and Business at Universitas Sebelas
Maret dan Fakultas Ekonomi dan Bisnis Universitas Maret and the Faculty of Economics and Business at
Airlangga. Melalui sesi pembelajaran interaktif, diskusi, Universitas Airlangga. Through interactive learning
dan pemaparan studi kasus, mahasiswa memperoleh sessions, discussions, and case study presentations,
pemahaman yang lebih komprehensif mengenai students gained a more comprehensive understanding
literasi keuangan, peran lembaga pembiayaan, serta of financial literacy, the role of financing institutions, and
pentingnya integrasi aspek keberlanjutan dalam the importance of integrating sustainability aspects into
pengambilan keputusan ekonomi. economic decision-making.
Selain itu, kegiatan inklusi keuangan dilakukan bersamaan In addition, financial inclusion activities were conducted
dengan kegiatan canvassing pada rangkaian kegiatan alongside canvassing efforts as part of Bank Mandiri’s
Bank Mandiri seperti Livin Fest di 10 Kota (Jakarta, Medan, event series, such as Livin’ Fest in 10 cities (Jakarta,
Bandung, Palembang, Semarang, Balikpapan, Denpasar, Medan, Bandung, Palembang, Semarang, Balikpapan,
Makassar, Jayapura dan Surabaya), GIIAS di 5 Kota Denpasar, Makassar, Jayapura, and Surabaya), GIIAS in
(Jakarta, Surabaya, Semarang, Bandung dan Makassar), 5 cities (Jakarta, Surabaya, Semarang, Bandung, and
MTF Fest, dan MTF Autovaganza. Makassar), as well as MTF Fest and MTF Autovaganza.
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MTF Fest
MTF Fest – Livin Auto special B16 Day MTF Fest – Jakarta Lebaran Fair 2025
MTF Fest Livin Auto Special B16 Day diselenggarakan Partisipasi Perseroan pada Jakarta Lebaran Fair 2025
dalam rangka perayaan Hari Ulang Tahun MTF ke- menjadi upaya perluasan inklusi keuangan pada
16 pada tahun 2025, sebagai momentum untuk periode dengan kebutuhan mobilitas yang meningkat.
memperluas inklusi keuangan melalui penguatan Melalui event ini, akses pembiayaan kendaraan
akses pembiayaan kendaraan kepada nasabah dan dihadirkan untuk mendukung kebutuhan masyarakat
masyarakat umum. Kegiatan ini mengintegrasikan menjelang hingga pasca Hari Raya. Pelaksanaan
perayaan korporasi dengan penyediaan layanan kegiatan tersebut menghasilkan 48 Surat Pemesanan
pembiayaan yang edukatif, informatif, dan mudah Kendaraan (SPK), sebagai indikasi peningkatan akses
diakses. masyarakat terhadap layanan pembiayaan formal
yang responsif terhadap kebutuhan musiman.
MTF Fest Livin Auto Special B16 Day was organized
to commemorate MTF’s 16th Anniversary in 2025, The Company’s participation in the Jakarta Lebaran
serving as a momentum to expand financial inclusion Fair 2025 served as an effort to expand financial
by strengthening access to vehicle financing for inclusion during a period when mobility needs
customers and the general public. This event increase. Through this event, vehicle financing access
integrated a corporate celebration with the provision was provided to support the public’s needs before and
of financing services that are educational, informative, after the Eid holiday period. The implementation of
and easily accessible. this activity resulted in 48 Vehicle Order Letters (SPK),
indicating increased public access to formal financing
services that are responsive to seasonal needs.
MTF Fest – SEA Indonesia
MTF Fest SEA Indonesia 2025 memberikan ruang bagi
MTF untuk menjangkau pelaku usaha, profesional, MTF Fest Tunas Bazaar 2025
serta pemangku kepentingan lintas sektor industri MTF Fest Tunas Bazaar 2025 menjadi sarana inklusi
yang membutuhkan solusi pembiayaan untuk keuangan bagi masyarakat dan pelaku UMKM
mendukung aktivitas operasional dan mobilitas usaha. melalui penyediaan akses pembiayaan yang mudah
Kegiatan ini berperan sebagai saluran distribusi dipahami dan terjangkau. Event ini mendorong
strategis yang memperluas akses terhadap lembaga literasi serta pemanfaatan layanan pembiayaan formal
dan produk pembiayaan formal, sekaligus mendorong di lingkungan komunitas. Melalui kolaborasi dengan
pemanfaatan layanan keuangan yang inklusif dalam Tunas Ridean, sebanyak 75 orang masyarakat umum
mendukung pertumbuhan industri nasional. memperoleh informasi secara langsung mengenai
produk dan layanan pembiayaan. Kegiatan ini menjadi
wujud kontribusi Perseroan dalam memperluas akses
pembiayaan di tingkat komunitas.
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Menciptakan Dampak Berkelanjutan untuk Masyarakat / Creating Sustainable Impact for Society
MTF Fest SEA Indonesia 2025 provided a platform MTF Fest Tunas Bazaar 2025 served as a platform for
for MTF to reach business owners, professionals, financial inclusion for the community and MSMEs by
and stakeholders across various industry sectors who providing financing access that is easy to understand and
require financing solutions to support their operational accessible. The event encouraged financial literacy as
activities and business mobility. This event served as well as the utilization of formal financing services within
a strategic distribution channel to expand access to the community environment. Through collaboration
formal financing institutions and products, while also with Tunas Ridean, a total of 75 members of the public
encouraging the utilization of inclusive financial services received direct information about financing products
to support the growth of national industries. and services. This activity represents the Company’s
contribution to expanding access to financing at the
community level.
terpapar informasi pembiayaan pembiayaan di lokasi
event, sekaligus menunjukkan peran Perseroan dalam
memperluas akses pembiayaan yang produktif.
Through Smart Business Outlook 2025, MTF supported
financial inclusion for entrepreneurs and professionals
MTF Fest Smart Business Outlook 2025 by providing financing solutions that support mobility
Melalui Smart Business Outlook 2025, MTF and business development. The event served as both
mendukung inklusi keuangan bagi pelaku usaha dan an educational platform and a distribution channel
profesional dengan menyediakan solusi pembiayaan for financing services. The outcome of this activity was
yang mendukung mobilitas dan pengembangan reflected in 100 members of the public being exposed to
usaha. Event ini menjadi platform edukasi sekaligus information about financing services at the event location,
distribusi layanan pembiayaan. Hasil dari kegiatan demonstrating the Company’s role in expanding access
ini tercermin dari 100 orang masyarakat umum yang to productive financing.
MTF Autovaganza
MTF Fest Smart Business Outlook 2025 MTF Autovaganza Pekan Raya Jakarta (PRJ) 2025
Perseroan menghadirkan akses pembiayaan kendaraan Keikutsertaan Perseroan dalam Pekan Raya Jakarta
secara langsung kepada masyarakat umum dalam skala 2025 menjadi sarana untuk memperluas akses layanan
nasional. Event ini menjadi saluran distribusi strategis pembiayaan kepada masyarakat urban dan suburban
untuk menjangkau calon debitur lintas segmen, dengan dengan latar belakang ekonomi yang beragam.
menyediakan edukasi pembiayaan, simulasi kredit, serta Melalui pendekatan pameran terbuka dan interaktif,
proses pengajuan yang mudah dan transparan di lokasi kemudahan akses informasi produk pembiayaan
pameran. Kegiatan ini berkontribusi pada peningkatan kendaraan disediakan, disertai pendampingan
inklusi keuangan dengan menghasilkan 1.317 Surat langsung bagi calon debitur. Sebagai bentuk nyata
Pemesanan Kendaraan (SPK), mencerminkan tingginya inklusi keuangan, event ini berhasil membukukan 424
pemanfaatan layanan pembiayaan oleh masyarakat, SPK, menjadikannya salah satu kanal distribusi paling
termasuk segmen yang sebelumnya mungkin belum signifikan dalam memperluas kepemilikan kendaraan
terjangkau layanan keuangan formal. melalui pembiayaan yang bertanggung jawab.
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The Company provided direct access to vehicle The Company’s participation in the Pekan Raya
financing to the general public on a national scale. Jakarta (PRJ) 2025 served as a platform to expand
This event served as a strategic distribution channel access to financing services for urban and suburban
to reach potential debtors across various segments communities with diverse economic backgrounds.
by offering financing education, credit simulations, Through an open and interactive exhibition approach,
and a simple and transparent application process easy access to information on vehicle financing
at the exhibition venue. This activity contributed to products was provided, accompanied by direct
the increase of financial inclusion, generating 1,317 assistance for prospective debtors. As a tangible form
Vehicle Order Letters (SPK). This achievement reflects of financial inclusion, this event successfully recorded
the strong utilization of financing services by the 424 Vehicle Order Letters (SPK), making it one of the
public, including segments that may have previously most significant distribution channels in expanding
had limited access to formal financial services. vehicle ownership through responsible financing.
MTF Autovaganza Crystalin RunXperience 2025 MTF Autovaganza Livin’ Fest 2025
Melalui Smart Business Outlook 2025, MTF Kehadiran Perseroan pada Livin’ Fest 2025 by Bank
mendukung inklusi keuangan bagi pelaku usaha dan Mandiri (Persero) Tbk, memperkuat integrasi layanan
profesional dengan menyediakan solusi pembiayaan pembiayaan dengan ekosistem perbankan digital.
yang mendukung mobilitas dan pengembangan Event ini mempermudah masyarakat mengakses
usaha. Event ini menjadi platform edukasi sekaligus layanan produk pembiayaan melalui saluran yang
distribusi layanan pembiayaan. Hasil dari kegiatan lebih modern, praktis, dan relevan dengan kebutuhan
ini tercermin dari 100 orang masyarakat umum yang nasabah saat ini. Sebagai wujud peningkatan akses
terpapar informasi pembiayaan pembiayaan di lokasi keuangan, Perseroan berhasil membukukan 1.020
event, sekaligus menunjukkan peran Perseroan dalam SPK dari total 10 Kota di Indonesia, mulai dari Jakarta,
memperluas akses pembiayaan yang produktif. Bandung, Medan, Semarang, Palembang, Balikpapan,
Makassar, Jayapura, Denpasar, dan Surabaya. Capaian
Through Crystalin RunXperience 2025, the Company tersebut menunjukkan efektivitas kolaborasi lintas
reached active communities and lifestyle segments ekosistem dalam mendorong inklusi keuangan.
through a non-conventional approach. This event
opened access to financing services beyond traditional The Company’s participation in Livin’ Fest 2025
automotive exhibition spaces, while also increasing organized by Bank Mandiri (Persero) Tbk strengthened
awareness of formal financing services. Through the integration of financing services with the digital
this collaboration, 33 participants were exposed banking ecosystem. This event made it easier for
to information regarding financing services. This the public to access financing products through
achievement reflects the Company’s efforts to promote channels that are more modern, practical, and aligned
financial inclusion through a community-based with current customer needs. As part of efforts to
approach. enhance financial access, the Company successfully
recorded 1,020 Vehicle Order Letters (SPK) across
10 cities in Indonesia, namely Jakarta, Bandung,
Medan, Semarang, Palembang, Balikpapan, Makassar,
Jayapura, Denpasar, and Surabaya These achievements
demonstrate the effectiveness of cross-ecosystem
collaboration in promoting financial inclusion.
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Menciptakan Dampak Berkelanjutan untuk Masyarakat / Creating Sustainable Impact for Society
MTF Autovaganza GJAW 2025 MTF Autovaganza BMRI x Suzuki Exhibition Day
Partisipasi Perseroan pada GJAW 2025 memperluas 2025
jangkauan layanan pembiayaan kendaraan bagi Melalui kolaborasi Bank Mandiri dan Suzuki Exhibition
masyarakat pengunjung pameran otomotif regional. Day 2025, Perseroan menghadirkan sinergi antara
Melalui layanan on-site, kemudahan proses pembiayaan pembiayaan dan ekosistem perbankan guna
secara langsung, khususnya bagi masyarakat di wilayah mempermudah masyarakat dalam mengakses produk
Jabodetabek. Event ini berhasil mencatatkan 103 SPK, pembiayaan kendaraan secara terintegrasi. Dalam
yang menjadi indikator meningkatnya akses masyarakat kesempatan ini, Perseroan berperan aktif dalam
terhadap produk pembiayaan formal. ekosistem bersama induk perusahaan Bank Mandiri
(Persero) Tbk serta ATPM Suzuki.
The Company’s participation in GJAW 2025 expanded
the reach of vehicle financing services to visitors of Through the collaboration in Bank Mandiri and Suzuki
the regional automotive exhibition. Through on-site Exhibition Day 2025, the Company established synergy
services, the Company provided direct and convenient between financing services and the banking ecosystem
financing processes, particularly for communities in to facilitate the public in accessing integrated vehicle
the Greater Jakarta (Jabodetabek) area. This event financing products. On this occasion, the Company
successfully recorded 103 Vehicle Order Letters (SPK), played an active role within the ecosystem together
serving as an indicator of increased public access to with its parent company, Bank Mandiri (Persero)
formal financing products. Tbk, and the authorized brand holder Suzuki Motor
Corporation.
MTF Autovaganza - Jakarta Livin’ Mandiri 2025
MTF Autovaganza Jakarta Livin’ Mandiri 2025 MTF Autovaganza – IIMS Jakarta 2025
diselenggarakan dalam rangkaian event olahraga voli Keikutsertaan dalam IIMS Jakarta 2025 berperan
yang disponsori oleh Bank Mandiri dan Mandiri Group, sebagai kanal distribusi utama dalam menjangkau
sebagai sarana perluasan inklusi keuangan melalui masyarakat dengan kebutuhan kepemilikan kendaraan
pendekatan berbasis komunitas dan sportainment. yang beragam. Perseroan menghadirkan layanan
Kehadiran Perseroan pada event ini membuka pembiayaan yang inklusif melalui pendampingan
akses layanan pembiayaan kendaraan kepada langsung dan proses yang transparan di area pameran.
masyarakat umum dan penggemar olahraga, melalui Kontribusi terhadap peningkatan inklusi keuangan
penyediaan informasi produk serta pendampingan tercermin dari capaian 851 Surat Pemesanan Kendaraan
pengajuan pembiayaan secara langsung. Partisipasi (SPK), yang menunjukkan tingginya akses serta
ini mencerminkan kontribusi nyata Perseroan dalam kepercayaan masyarakat terhadap produk pembiayaan
meningkatkan ketersediaan akses terhadap lembaga yang ditawarkan.
dan layanan pembiayaan formal melalui kolaborasi
dalam ekosistem Mandiri Group.
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MTF Autovaganza Jakarta Livin’ Mandiri 2025 was held Participation in IIMS Jakarta 2025 served as a key
as part of a volleyball sporting event sponsored by Bank distribution channel for reaching the public with diverse
Mandiri and the Mandiri Group, serving as a platform to vehicle ownership needs. The Company provided
expand financial inclusion through a community-based inclusive financing services through direct assistance
and sportainment approach. The Company’s presence and transparent processes at the exhibition area. Its
at this event opened access to vehicle financing contribution to increasing financial inclusion was reflected
services for the general public and sports enthusiasts in the achievement of 851 Vehicle Order Letters (SPK),
by providing product information and direct assistance demonstrating strong public access to and trust in the
in financing applications. This participation reflects the financing products offered.
Company’s tangible contribution to enhancing access
to formal financing institutions and services through
collaboration within the Mandiri Group ecosystem.
Tanggung Jawab Sosial dan Lingkungan
Social and Environmental Responsibility
Pelaksanaan Tanggung Jawab Sosial dan Lingkungan The implementation of Corporate Social and Environmental
(TJSL) dilakukan sebagai wujud komitmen Perseroan dalam Responsibility (TJSL) reflects the Company’s commitment
memberikan kontribusi nyata kepada masyarakat dan to making a tangible contribution to communities and
lingkungan di sekitar wilayah operasional. Program TJSL the environment surrounding its operational areas. TJSL
diarahkan untuk mendukung pembangunan sosial dan programs are directed toward supporting sustainable
lingkungan yang berkelanjutan, memperkuat hubungan social and environmental development, strengthening
dengan pemangku kepentingan, serta menciptakan relationships with stakeholders, and creating measurable
dampak positif yang terukur bagi penerima manfaat. positive impacts for beneficiaries.
TJSL Perseroan dilaksanakan dengan mengedepankan The Company’s TJSL initiatives are carried out by prioritizing
prinsip kebermanfaatan, keberlanjutan program, serta the principles of benefit creation, program sustainability,
akuntabilitas dalam perencanaan, pelaksanaan, dan and accountability in planning, implementation, and
pelaporannya. Program TJSL difokuskan pada upaya reporting. These programs focus on improving community
peningkatan kesejahteraan masyarakat, penguatan welfare, strengthening social capacity, and addressing
kapasitas sosial, serta kepedulian terhadap isu lingkungan environmental issues relevant to stakeholder needs.
yang relevan dengan kebutuhan pemangku kepentingan.
Sebagai perusahaan pembiayaan dan bagian dari Mandiri As a financing company and part of the Mandiri Group,
Group, Perseroan memandang keberlanjutan usaha the Company views business sustainability as the result of
sebagai hasil dari keseimbangan antara kinerja keuangan, a balance between financial performance, management of
pengelolaan dampak sosial dan lingkungan, serta social and environmental impacts, and the implementation
penerapan tata kelola yang baik. Dalam kerangka tersebut, of good corporate governance. Within this framework,
TJSL dirancang dan dilaksanakan secara terstruktur agar TJSL programs are designed and implemented in a
program yang dijalankan tepat sasaran, memberikan structured manner to ensure that initiatives are well-
manfaat yang nyata, dan dapat dipertanggungjawabkan targeted, provide tangible benefits, and can be accounted
secara transparan. for transparently.
Melalui integrasi kerangka kerja global Sustainable Through the integration of the global Sustainable
Development Goals (SDGs), Perseroan berupaya Development Goals (SDGs) framework, the Company
memberikan kontribusi yang berarti dalam mendukung strives to make meaningful contributions in supporting
peningkatan kualitas pendidikan, pelaksanaan aksi improvements in education quality, implementing
sosial yang inklusif, serta pelestarian lingkungan hidup. inclusive social initiatives, and promoting environmental
Integrasi SDGs ini menjadi landasan dalam memastikan conservation. The integration of the SDGs serves as the
bahwa setiap program TJSL tidak hanya menjawab foundation to ensure that each TJSL program not only
kebutuhan masyarakat, tetapi juga berkontribusi pada addresses current community needs but also contributes
pencapaian tujuan pembangunan berkelanjutan secara to the achievement of sustainable development goals in
berkesinambungan. the long term.
PT Mandiri Tunas Finance
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Menciptakan Dampak Berkelanjutan untuk Masyarakat / Creating Sustainable Impact for Society
Adapun pelaksanaan TJSL Perseroan berpedoman pada The implementation of the Company’s TJSL programs
ketentuan peraturan perundang-undangan yang berlaku refers to applicable laws and regulations, including:
antara lain:
1. Undang-Undang No. 40 Tahun 2007 tentang 1. Law No. 40 of 2007 on Limited Liability
Perseroan Terbatas sebagaimana telah diubah Companies, as most recently amended by
terakhir dengan Peraturan Pemerintah Pengganti Government Regulation in Lieu of Law No. 2 of
Undang-Undang No. 2 Tahun 2022 tentang 2022 on Job Creation;
Cipta Kerja;
2. Peraturan Pemerintah No. 47 Tahun 2012 2. Government Regulation No. 47 of 2012
tentang Tanggung Jawab Sosial dan Lingkungan on Corporate Social and Environmental
Perseroan Terbatas; Responsibility of Limited Liability Companies;
3. Peraturan Menteri Badan Usaha Milik Negara 3. Regulation of the Minister of State-Owned
Republik Indonesia No. PER-1/MBU/03/2023 Enterprises of the Republic of Indonesia No. PER-
tanggal 3 Maret 2023 tentang Penugasan 1/MBU/03/2023 dated 3 March 2023 concerning
Khusus dan Program Tanggung Jawab Sosial dan Special Assignments and Corporate Social and
Lingkungan Badan Usaha Milik Negara. Environmental Responsibility Programs of State-
Owned Enterprises.
Landasan tersebut menjadi acuan Perseroan dalam These regulations serve as the Company’s reference in
memastikan bahwa pelaksanaan TJSL dilakukan secara ensuring that the implementation of TJSL is conducted
tertib, akuntabel, dan sesuai dengan ketentuan yang in an orderly, accountable, and compliant manner with
berlaku. prevailing regulations.
Sedangkan dalam menjalankan TJSL, Perseroan bepegang In implementing TJSL, the Company adheres to the
pada prinsip-prinsip sebagai berikut: following principles:
1. Terintegrasi, berdasarkan analisa risiko dan proses 1. Integrated, based on risk analysis and business
bisnis yang memiliki keterkaitan dengan pemangku processes that are connected with stakeholders;
kepentingan;
2. Kebermanfaatan, dengan memastikan program TJSL 2. Benefit-oriented, ensuring that TJSL programs create
memberikan dampak nyata bagi penerima manfaat tangible impacts for beneficiaries;
3. Akuntabilitas dan transparansi, dalam perencanaan, 3. Accountability and transparency, in the planning,
pelaksanaan, serta pelaporan program; implementation, and reporting of programs;
4. Kolaborasi, dengan melibatkan pemangku 4. Collaboration, by involving stakeholders to expand
kepentingan untuk memperluas dampak program. the impact of the programs.
Pilar TJSL
TJSL Pillars
Mandiri Tunas Finance mengimplementasikan berbagai Mandiri Tunas Finance implements various strategic TJSL
inisiatif strategis TJSL yang dirancang secara terarah melalui initiatives that are systematically designed through four
empat pilar utama, yakni pilar sosial, lingkungan, ekonomi, main pillars: social, environmental, economic, and legal &
serta hukum dan tata kelola: governance:
1. Ekonomi, untuk tercapainya pertumbuhan ekonomi 1. Economic, aimed at achieving quality economic
berkualitas melalui keberlanjutan peluang kerja dan growth through sustainable employment and
usaha, inovasi industri inklusif, infrastruktur memadai, business opportunities, inclusive industrial innovation,
energi bersih yang terjangkau dan didukung kemitraan. adequate infrastructure, affordable clean energy, and
strengthened partnerships.
2. Sosial, untuk tercapainya pemenuhan hak dasar 2. Social, aimed at ensuring the fulfillment of fundamental
manusia yang berkualitas secara adil dan setara untuk human rights in a fair and equitable manner in order to
meningkatkan kesejahteraan bagi seluruh masyarakat; improve the welfare of all communities.
3. Lingkungan, untuk pengelolaan sumber daya alam dan 3. Environmental, aimed at the sustainable management
lingkungan yang berkelanjutan sebagai penyangga of natural resources and the environment as a
seluruh kehidupan; dan foundation that supports all forms of life.
4. Hukum dan tata kelola, untuk terwujudnya kepastian 4. Legal and Governance, aimed at establishing legal
hukum dan tata kelola yang efektif, transaparan, certainty and effective, transparent, accountable, and
akuntabel dan partisipatif untuk menciptakan stabilitas participatory governance in order to create security
keamanan dan mencapai negara berdasarkan hukum. stability and uphold a rule-of-law-based state.
160 PT Mandiri Tunas Finance
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Ruang lingkup TJSL Perseroan difokuskan pada kontribusi The scope of the Company’s Corporate Social and
sosial dan lingkungan melalui program-program yang Environmental Responsibility (TJSL) is focused on social and
ditujukan kepada masyarakat dan pemangku kepentingan environmental contributions through programs aimed at
eksternal. Secara umum, ruang lingkup TJSL mencakup: communities and external stakeholders. In general, the scope
of TJSL includes:
1. Pendidikan dan pengembangan kapasitas sumber daya 1. Education and human resource capacity development;
manusia;
2. Pemberdayaan sosial dan kemanusiaan; 2. Social empowerment and humanitarian assistance;
3. Kesehatan dan kesejahteraan masyarakat; 3. Public health and community welfare;
4. Kepedulian terhadap lingkungan hidup. 4. Environmental stewardship.
Perseroan menyusun berbagai Program TJSL untuk jangka The Company develops various TJSL programs for the medium
menengah sebagai panduan pelaksanaan program secara term as a guideline to ensure that program implementation
terstruktur, terukur, dan berkelanjutan guna menciptakan is carried out in a structured, measurable, and sustainable
manfaat nyata bagi masyarakat dan lingkungan, sekaligus manner in order to create tangible benefits for society and the
mendukung keberlanjutan usaha Perseroan. Strategi TJSL environment, while also supporting the Company’s business
difokuskan pada 4 ruang lingkup, yaitu: sustainability. The TJSL strategy is focused on four key areas:
1. Pendidikan dan pengembangan kapasitas sumber daya 1. Education and human resource capacity development,
manusia, melalui program Edukasi Literasi Keuangan, dan through financial literacy education programs and
peningkatan kompetensi; competency improvement initiatives;
2. Pemberdayaan sosial dan kemanusiaan, melalui program 2. Social empowerment and humanitarian assistance,
aksi sosial dan bantuan kemanusiaan; through social action and humanitarian aid programs;
3. Kesehatan dan kesejahteraan masyarakat, melalui 3. Public health and community welfare, through preventive
program kesehatan preventif; health programs;
4. Kepedulian terhadap lingkungan hidup, melalui program 4. Environmental stewardship, through environmental
edukasi dan kegiatan pelestarian lingkungan. education and conservation activities.
Adapun pelaksanaan TJSL Perseroan berada di bawah The implementation of the Company’s TJSL is carried
koordinasi Corporate Secretary Division (Sekretaris out under the coordination of the Corporate Secretary
Perusahaan). Pelaksanaan kegiatan TJSL dilaksanakan secara Division. TJSL activities are implemented directly by the
langsung oleh Departemen Corporate Communication Corporate Communication Department as the responsible
sebagai unit kerja dengan dukungan lintas fungsi sesuai work unit, with cross-functional support as needed. This
kebutuhan. Struktur pengelolaan ini bertujuan untuk management structure is designed to ensure that the
memastikan perencanaan, pelaksanaan, serta pelaporan TJSL planning, implementation, and reporting of TJSL activities are
berjalan secara efektif dan akuntabel. conducted effectively and accountably.
Corporate Secretary
Division Head
Corporate Secretary Deputy
Division Head
Anti Fraud Corporate Communication Office of the Board
Department Head Department Head Department Head
Sepanjang tahun 2025, Perseroan merealisasikan berbagai Throughout 2025, the Company implemented various
program TJSL yang difokuskan pada bidang pendidikan, TJSL programs focused on education, social initiatives,
sosial, lingkungan, kesehatan dan kemanusiaan. Program- environmental care, health, and humanitarian assistance.
program tersebut dirancang untuk memberikan manfaat These programs were designed to provide direct benefits to
langsung kepada masyarakat dan memperkuat peran the community and to strengthen the Company’s role as part
Perseroan sebagai bagian dari komunitas. of the community.
Realisasi Program TJSL tahun 2025 disusun dengan mengacu The realization of the 2025 TJSL Programs was developed
pada Tujuan Pembangunan Berkelanjutan (Sustainable with reference to the Sustainable Development Goals (SDGs)
Development Goals/SDGs) sebagai kerangka global as a global framework for sustainable development. Through
pembangunan berkelanjutan, sehingga setiap inisiatif yang this approach, each initiative implemented not only addresses
dijalankan tidak hanya menjawab kebutuhan masyarakat current community needs but also contributes to achieving
saat ini, tetapi juga berkontribusi terhadap pencapaian inclusive and sustainable long-term development.
pembangunan jangka panjang yang inklusif dan berkelanjutan.
PT Mandiri Tunas Finance
2025 Sustainability Report 161
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Menciptakan Dampak Berkelanjutan untuk Masyarakat / Creating Sustainable Impact for Society
Inisiatif Kegiatan TJSL
TJSL Initiative Activities [OJK F.25][GRI 413-1]
Tujuan Pembangunan
Jenis Kegiatan TJSL Penjelasan Capaian
Berkelanjutan
Pada bulan Maret 2025, MTF
menyalurkan santunan kepada
anak yatim piatu dengan alokasi
Penyaluran santunan kepada 25 anak yatim
dana sebesar Rp20.000.000 yang
piatu dengan total dana Rp20.000.000
dilaksanakan bersamaan dengan
serta pelaksanaan kegiatan berbuka puasa
kegiatan berbuka puasa bersama.
bersama berhasil memberikan dukungan
Kegiatan ini merupakan wujud
Mandiri Tunas Finance sosial dan meringankan kebutuhan
kepedulian sosial Perseroan kepada
Berbagi dan Berbuka dasar penerima manfaat. Program ini
masyarakat serta bagian dari
Bersama Anak Yatim memperkuat komitmen kepedulian MTF
komitmen pelaksanaan program
Piatu terhadap masyarakat dan peningkatan
TJSL Perseroan.
Mandiri Tunas Finance kesejahteraan sosial.
In March 2025, Mandiri Tunas
Sharing and Break By channeling aid totaling Rp20,000,000
Finance distributed financial
Fasting together with to 25 orphans, and organizing a break
assistance to orphans with a total
Orphans fasting together, MTF successfully
allocation of Rp 20,000,000 as
provided social support to alleviate the
a form of the Company’s social
basic needs of beneficiaries. This program
concern for the community,
underscores the Company’s dedication to
in line with its commitment to
improving social welfare.
implementing the Corporate Social
and Environmental Responsibility
(TJSL) program.
Pada bulan Juni 2025, melalui
program Mandiri Qurban Pelosok
Negeri, Mandiri Tunas Finance
menyalurkan hewan kurban sapi
Pelaksanaan kurban pada Juni 2025
seberat 940 kg dengan alokasi
berhasil memberikan manfaat nyata bagi
dana Rp89.000.000 sebagai wujud
Penyembelihan Hewan masyarakat di wilayah pelosok. Distribusi
kepedulian perusahaan dalam
Kurban Hari Raya Idul daging kurban sapi seberat 940 kg
berbagi manfaat qurban kepada
Adha 1446 H tersalurkan dengan baik kepada penerima
masyarakat yang membutuhkan.
Sacrificial Animal manfaat.
In June 2025, through the Mandiri
Slaughter for Eid al-Adha The Qurban program implemented in
Qurban Pelosok Negeri program,
1446 H June 2025 provided tangible benefits for
Mandiri Tunas Finance distributed
communities in remote areas. A total of
sacrificial cattle weighing 940
940 kg of beef from sacrificial cattle was
kg with a total fund allocation
successfully distributed to beneficiaries.
of Rp 89,000,000 as a form of
the Company’s commitment to
sharing the benefits of qurban with
communities in need.
Pada momentum Hari Pelanggan
Nasional di bulan September 2025,
Mandiri Tunas Finance menghadirkan
layanan cek kesehatan gratis bagi
50 pelanggan yang hadir di MTF
Program cek kesehatan gratis pada
Customer Experience sebagai
September 2025 berhasil memberikan
bentuk apresiasi atas loyalitas dan
manfaat langsung bagi 50 pelanggan
kepercayaan yang terus tumbuh
yang hadir di MTF Customer Experience.
bersama MTF. Program ini terlaksana
Melalui layanan pemeriksaan kesehatan
dengan alokasi dana Rp3.250.000
dasar, program ini memperkuat kepedulian
sebagai wujud komitmen perusahaan
Cek Kesehatan Gratis perusahaan terhadap kesehatan
dalam meningkatkan kualitas layanan
dalam Rangka Hari pelanggan sekaligus meningkatkan
dan kepedulian terhadap kesehatan
Pelanggan Nasional kualitas pengalaman layanan dan loyalitas
pelanggan.
Free Health Check-Up pelanggan.
During the National Customer
in Commemoration of The free health check-up program in
Day in September 2025, Mandiri
National Customer Day September 2025 successfully provided
Tunas Finance provided free health
direct benefits to 50 customers who
check-up services for 50 customers
attended the MTF Customer Experience.
attending the MTF Customer
Through basic health screening services,
Experience as a form of appreciation
the program reinforced the Company’s
for the loyalty and trust that continue
concern for customers’ health and well-
to grow with MTF. This program
being, while also enhancing the quality of
was implemented with a total fund
service experience and customer loyalty.
allocation of Rp 3,250,000, reflecting
the Company’s commitment to
enhancing service quality and
demonstrating care for customers’
health and well-being.
162 PT Mandiri Tunas Finance
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Tujuan Pembangunan
Jenis Kegiatan TJSL Penjelasan Capaian
Berkelanjutan
Pada Oktober 2025, Mandiri Tunas
Finance berkolaborasi dengan
FEB UNS melalui program MTF
Program MTF Mengajar yang dilaksanakan
Mengajar. Direktur MTF, Bapak
pada Oktober 2025 berhasil memberikan
William Francis Indra, menjadi
akses pembelajaran praktis kepada
narasumber kuliah praktisi bertema
200 mahasiswa FEB UNS melalui kuliah
“Manajemen Keuangan dalam
daring. Kehadiran Direktur MTF sebagai
Praktik Lapangan” yang dihadiri
narasumber memperkuat transfer
oleh 200 mahasiswa secara daring.
pengetahuan langsung dari praktisi
Program ini bertujuan memperluas
industri, sehingga meningkatkan wawasan
wawasan praktis mahasiswa dan
MTF Mengajar Bersama mahasiswa mengenai manajemen
mendukung peningkatan kualitas
FEB Universitas Sebelas keuangan dalam praktik lapangan sebagai
pendidikan.
Maret bekal memasuki dunia kerja.
In October 2025, Mandiri Tunas
MTF Teaching Program The MTF Teaching program conducted
Finance collaborated with the
with the Faculty of in October 2025 successfully provided
Faculty of Economics and Business,
Economics and Business, practical learning access to 200 students
Universitas Sebelas Maret (FEB UNS)
Universitas Sebelas of the Faculty of Economics and
through the MTF Teaching program.
Maret Business, Universitas Sebelas Maret
MTF Director, Mr. William Francis
(FEB UNS) through an online lecture.
Indra, served as the guest lecturer
The presence of the MTF Director as
for a practitioner lecture titled
the keynote speaker strengthened the
“Financial Management in Field
direct transfer of knowledge from industry
Practice,” attended online by 200
practitioners, thereby enhancing students’
students.
understanding of financial management in
This program aimed to broaden
field practice as preparation for entering
students’ practical insights while
the professional workforce.
supporting efforts to enhance the
quality of education.
Pada Oktober 2025, Mandiri Tunas
Finance berkolaborasi dengan
FEB UNAIR melalui program MTF
Mengajar dan MTF Campicnic.
Direktur Utama MTF, Bapak Pinohadi Kolaborasi MTF Mengajar dan MTF
G. Sumardi, menjadi narasumber Campicnic pada Oktober 2025 berhasil
kuliah praktisi bertema “Empowering memberikan akses pembelajaran praktis
the Future: Mempersiapkan Karier kepada 200 mahasiswa FEB UNAIR melalui
dan Finansial Sejak Muda.” yang kuliah praktisi yang diisi langsung oleh
dihadiri oleh 200 mahasiswa di Aula Direktur Utama MTF. Pemaparan mengenai
Fadjar Notonegoro. Program ini persiapan karier dan pengelolaan finansial
bertujuan memperluas wawasan sejak dini memperkuat literasi keuangan
praktis mahasiswa dan mendukung serta pemahaman mahasiswa terkait
peningkatan kualitas pendidikan. kesiapan memasuki dunia kerja. Program
Alokasi dana program MTF ini berkontribusi pada peningkatan kualitas
MTF Mengajar dan
Mengajar dan Campicnic sebesar pendidikan dan kompetensi generasi
Campicnic Bersama FEB
Rp9.421.155. muda di tingkat perguruan tinggi.
Universitas Airlangga
In October 2025, Mandiri Tunas The MTF Teaching and MTF Campicnic
MTF Teaching and
Finance collaborated with the collaboration in October 2025 successfully
Campicnic Program with
Faculty of Economics and Business, provided practical learning access to 200
the Faculty of Economics
Universitas Airlangga (FEB UNAIR) students of the Faculty of Economics
and Business, Universitas
through the MTF Teaching and and Business, Universitas Airlangga (FEB
Airlangga
MTF Campicnic programs. The UNAIR) through a practitioner lecture
President Director of MTF, Mr. delivered directly by the President Director
Pinohadi G. Sumardi, served as of MTF. The presentation on career
the guest lecturer for a practitioner preparation and financial management
lecture titled “Empowering the from an early stage strengthened students’
Future: Preparing for Career and financial literacy and enhanced their
Financial Readiness from a Young understanding of workforce readiness.
Age,” attended by 200 students This program contributed to improving the
at Fadjar Notonegoro Hall. The quality of education and strengthening the
program aimed to broaden students’ competencies of the younger generation
practical insights and support efforts at the university level.
to enhance the quality of education.
The total fund allocation for the MTF
Teaching and Campicnic programs
amounted to Rp 9,421,155.
PT Mandiri Tunas Finance
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Menciptakan Dampak Berkelanjutan untuk Masyarakat / Creating Sustainable Impact for Society
Tujuan Pembangunan
Jenis Kegiatan TJSL Penjelasan Capaian
Berkelanjutan
PT Mandiri Tunas Finance
menyalurkan bantuan bagi
masyarakat terdampak bencana
di Sumatra melalui donasi yang
dihimpun dari Perwira MTF. Inisiatif
ini merupakan wujud solidaritas Bantuan sebesar Rp172.500.000 berhasil
Aksi Peduli Perwira
dan kepedulian karyawan dalam disalurkan kepada warga terdampak
Mandiri Tunas Finance,
membantu warga yang mengalami bencana di Sumatra, membantu memenuhi
Salurkan Bantuan untuk
masa sulit. Total dana bantuan yang kebutuhan dan memperkuat solidaritas
Korban Bencana di
disalurkan sebesar Rp172.500.000. serta kepedulian sosial Perwira MTF.
Sumatra
PT Mandiri Tunas Finance distributed Assistance totaling Rp 172,500,000 was
Mandiri Tunas Finance
assistance to communities affected successfully distributed to communities
Officers’ Care Action:
by disasters in Sumatra through affected by disasters in Sumatra,
Delivering Aid for
donations collected from MTF helping to meet essential needs while
Disaster Victims in
Officers (Perwira MTF). This strengthening the solidarity and social
Sumatra
initiative reflects the solidarity concern of MTF Officers (Perwira MTF).
and compassion of employees in
supporting communities facing
difficult circumstances.
The total amount of assistance
distributed reached Rp 172,500,000.
Titik Akses pada Wilayah Rendah Populasi
atau Ekonomi Kurang Menguntungkan
Access Points in Low-Population or Economically Disadvantaged Areas [GRI FS13]
Perluasan akses pembiayaan yang inklusif terus dilakukan The expansion of inclusive financing access continues
di seluruh wilayah operasional, termasuk daerah to be carried out across all operational areas, including
dengan tingkat kepadatan penduduk yang lebih rendah regions with lower population density as well as areas with
maupun wilayah dengan potensi ekonomi yang masih developing economic potential. Through this approach,
berkembang. Melalui pendekatan ini, pemerataan equitable access to financial services is expected to
akses layanan keuangan diharapkan semakin meningkat improve while also encouraging sustainable local
sekaligus mendorong pertumbuhan ekonomi lokal secara economic growth.
berkelanjutan.
Upaya perluasan akses tersebut dilaksanakan melalui These efforts are implemented through the utilization
pemanfaatan jaringan cabang Perseroan yang tersebar of the Company’s branch network located in various
di berbagai daerah, kerja sama strategis dengan mitra regions, strategic partnerships with dealer partners, and
dealer, serta optimalisasi kanal distribusi pembiayaan the optimization of financing distribution channels tailored
yang disesuaikan dengan karakteristik sosial, ekonomi, to the social, economic, and local market characteristics.
dan kebutuhan pasar lokal. Dengan strategi ini, Through this strategy, the Company ensures that financing
Perseroan memastikan bahwa layanan pembiayaan dapat services can reach communities more effectively while
menjangkau masyarakat secara lebih efektif, sekaligus continuing to apply prudential principles and responsible
tetap menerapkan prinsip kehati-hatian dan pengelolaan risk management.
risiko yang bertanggung jawab.
Pelaksanaan komitmen ini merujuk pada Peraturan The implementation of this commitment refers to
Presiden Nomor 63 Tahun 2020 mengenai penetapan Presidential Regulation No. 63 of 2020 concerning the
daerah tertinggal untuk periode 2020 hingga 2025. designation of disadvantaged regions for the 2020–2025
Berdasarkan data Direktorat Jenderal Kependudukan period. Based on data from the Directorate General
dan Pencatatan Sipil Kementerian Dalam Negeri per Juni of Population and Civil Registration of the Ministry of
2025, terdapat sepuluh provinsi dengan jumlah penduduk Home Affairs as of June 2025, there are ten provinces
164 PT Mandiri Tunas Finance
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Page 166
paling sedikit, yaitu Papua Selatan, Papua Barat, Papua with the lowest population levels, namely South Papua,
Barat Daya, Kalimantan Utara, Papua, Gorontalo, Papua West Papua, Southwest Papua, North Kalimantan, Papua,
Tengah, Maluku Utara, Sulawesi Barat, dan Papua Gorontalo, Central Papua, North Maluku, West Sulawesi,
Pegunungan. and Highland Papua.
Pada tahun 2025, Mandiri Tunas Finance telah In 2025, Mandiri Tunas Finance has established service
menghadirkan kantor layanan di sebagian provinsi dengan offices in several of these provinces with the lowest
jumlah penduduk paling sedikit tersebut. Kehadiran kantor population levels. The presence of these service offices
layanan di wilayah ini berada di bawah koordinasi Regional is under the coordination of Regional 9, which covers the
9 yang meliputi wilayah Sulawesi, Papua, dan Maluku. regions of Sulawesi, Papua, and Maluku.
Mekanisme Pengaduan Masyarakat
Public Complaint Mechanism [OJK F.24]
Kepatuhan terhadap seluruh ketentuan peraturan Compliance with all applicable laws and regulations is
perundang-undangan yang berlaku senantiasa consistently implemented in operational activities in order
diterapkan dalam pelaksanaan kegiatan operasional guna to minimize potential social and environmental impacts.
meminimalkan potensi dampak sosial maupun lingkungan. To further mitigate these potential impacts, the Company
Guna meminimalkan potensi dampak tersebut, Perseroan provides a public complaint mechanism that allows
menyediakan mekanisme pengaduan bagi masyarakat stakeholders to submit feedback or complaints related to
yang memungkinkan penyampaian masukan atau keluhan operational impacts. Every complaint received is followed
terkait dampak operasional. Setiap pengaduan yang up in an accountable, transparent, and timely manner, in
diterima akan ditindaklanjuti secara akuntabel, transparan, accordance with established procedures.
dan tepat waktu sesuai dengan prosedur yang ditetapkan.
www.mtf.co.id Youtube: Mandiri Tunas Finance
Saluran Pengaduan customer.service@mtf.co.id X: @mandiritunasfin
Complaint Channel Care Center 1500059 Instagram: @mandiritunasfinance
Facebook: Mandiri Tunas Finance LinkedIn: Mandiri Tunas Finance
Hingga tanggal 31 Desember 2025, Perseroan tidak As of 31 December 2025, the Company did not receive
menerima pengaduan dari masyarakat terkait dampak sosial any complaints from the public regarding social or
maupun lingkungan yang timbul dari kegiatan operasional environmental impacts arising from the operational
Mandiri Tunas Finance. Kondisi ini menunjukkan efektivitas activities of Mandiri Tunas Finance. This condition
pengelolaan operasional Perseroan serta hubungan yang reflects the effectiveness of the Company’s operational
harmonis dengan masyarakat di lingkungan sekitar. management as well as the harmonious relationship with
the surrounding communities.
PT Mandiri Tunas Finance
2025 Sustainability Report 165
Page 167
Menghadirkan Produk dan Layanan yang Bertanggung Jawab / Delivering Responsible Products and Services
Menghadirkan
Produk dan
Layanan yang
Bertanggung
Jawab
Delivering Responsible
Products and Services
Menyediakan produk dan layanan
pembiayaan yang berkualitas,
bertanggung jawab, serta sesuai
dengan ketentuan peraturan
perundang-undangan yang berlaku
di sektor pembiayaan, dengan tetap
mengedepankan kepuasan dan
perlindungan pelanggan adalah
komitmen Perseroan.
Providing high-quality, responsible financing
products and services in compliance with prevailing
4,76
laws and regulations in the financing sector—while
prioritizing customer satisfaction and protection—is
a commitment of the Company.
Tingkat kepuasan
nasabah
4.76 Customer
satisfaction level
166 PT Mandiri Tunas Finance
Laporan Keberlanjutan 2025
Page 168
Sustaining Progress, Empowering the Future www.mtf.co.id
25,80%
Penurunan jumlah
pengaduan nasabah
25.80% reduction in the
number of customer
complaints
95,64%
Pengaduan nasabah telah
diselesaikan, 4,36% masih
dalam proses penyelesaian
95.64% of customer
complaints have been
resolved, while 4.36% are
still in progress
PT Mandiri Tunas Finance
2025 Sustainability Report 167
Page 169
Menghadirkan Produk dan Layanan yang Bertanggung Jawab / Delivering Responsible Products and Services
Komitmen dan Kebijakan
Commitment and Policies [GRI 3-3][OJK F.17]
Pelanggan atau debitur merupakan pemangku kepentingan Customers or debtors are key stakeholders who directly
utama yang menerima manfaat langsung dari produk dan benefit from the Company’s products and services.
layanan Perseroan. Sejalan dengan itu, penyediaan produk Accordingly, the Company continuously strives to provide
dan layanan pembiayaan yang berkualitas dan bertanggung high-quality and responsible financing products and
jawab senantiasa diupayakan dengan mengacu pada services by adhering to applicable laws and regulations in
ketentuan peraturan perundang-undangan di sektor the financing sector, while remaining focused on customer
pembiayaan, serta tetap berorientasi pada kepuasan dan satisfaction and protection.
perlindungan pelanggan.
Dalam implementasinya, Perseroan memastikan bahwa In its implementation, the Company ensures that all
seluruh pelanggan memperoleh akses yang setara terhadap customers are granted equal access to products and
produk dan layanan tanpa adanya diskriminasi. Penerapan services without discrimination. This principle of equality
kesetaraan tersebut merupakan kepatuhan Perseroan reflects the Company’s compliance with Article 7(c) of the
terhadap Undang-Undang Perlindungan Konsumen pasal Consumer Protection Law, which stipulates the obligation
7, huruf c, “memperlakukan atau melayani konsumen secara to “treat or serve consumers properly, honestly, and
benar dan jujur serta tidak diskriminatif.” without discrimination.”
Hal ini juga sejalan dengan Undang-Undang Perlindungan This commitment is also aligned with the Consumer
Konsumen serta Peraturan Otoritas Jasa Keuangan Nomor Protection Law and Financial Services Authority (OJK)
22 Tahun 2023 tentang Perlindungan Konsumen dan Regulation No. 22 of 2023 concerning Consumer and Public
Masyarakat di Sektor Jasa Keuangan. Komitmen dalam Protection in the Financial Services Sector. The Company’s
memberikan layanan terbaik dan setara atas produk dan commitment to providing the best and equitable services
layanan pembiayaan kepada seluruh pelanggan juga for financing products is further reinforced through various
diperkuat melalui berbagai regulasi internal Perseroan, yakni: internal regulations, including:
1. Kebijakan Pembiayaan No. 1 tanggal 29 Februari 2016. 1. Financing Policy No. 1 dated February 29, 2016.
2. Kebijakan Operasional dan Support No. 2 tanggal 31 2. Operational and Support Policy No. 2 dated March
Maret 2016, khususnya bagian Pengadaan Barang dan 31, 2016, particularly concerning Procurement and
Jasa (Procurement), Penerimaan Pembayaran Kewajiban Customer Payment Acceptance.
Customer.
3. Standar Operating Procedure Pengendalian No. 03/ 3. Standard Operating Procedure (SOP) for Control No.
PGN/02/2016 mengenai Customer Care. 03/PGN/02/2016 regarding Customer Care.
4. Standar Operating Procedure No. 02/PGA/01/2020 4. SOP No. 02/PGA/01/2020 regarding Procurement.
mengenai Procurement.
5. Standar Operating Procedure No. 01/IT/02/2021 5. SOP No. 01/IT/02/2021 regarding Infrastructure.
mengenai Infrastructure.
6. Standar Operating Procedure No. 03/PGN/15/2022 6. SOP No. 03/PGN/15/2022 regarding the
mengenai Penerapan Perlindungan Konsumen dan Implementation of Consumer and Public Protection.
Masyarakat.
Seluruh kebijakan dan prosedur tersebut menjadi landasan All of these policies and procedures serve as the
bagi Perseroan dalam memastikan proses pelayanan berjalan foundation for ensuring that service delivery is conducted
secara adil, transparan, dan non-diskriminatif. Dengan fairly, transparently, and without discrimination. Through
demikian, keamanan, kenyamanan, serta kepercayaan this approach, customer security, comfort, and trust in the
pelanggan terhadap Perseroan dapat senantiasa terjaga. Company are consistently maintained.
168 PT Mandiri Tunas Finance
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Page 170
Akses untuk Nasabah Penyandang Disabilitas
Access for Customers with Disabilities [GRI G4 FS14]
Selaras dengan prinsip penghormatan terhadap hak asasi In line with the principles of respect for human rights
manusia dan komitmen terhadap kesetaraan, Perseroan and commitment to equality, the Company ensures that
memastikan bahwa seluruh pelanggan, termasuk nasabah all customers, including persons with disabilities, receive
penyandang disabilitas, memperoleh akses layanan yang equal and fair access to its services. Customers with
setara dan adil. Kesempatan yang sama diberikan kepada disabilities are provided the same opportunities to apply
nasabah penyandang disabilitas untuk mengajukan for motor vehicle financing, provided that all applicable
pembiayaan kendaraan bermotor, sepanjang seluruh requirements and conditions are fulfilled.
persyaratan dan ketentuan yang ditetapkan dapat dipenuhi.
Selain menyediakan akses terhadap produk pembiayaan, In addition to providing access to financing products, the
Perseroan juga berupaya menyediakan layanan yang Company also strives to deliver inclusive services through
inklusif melalui penyediaan fasilitas pendukung di kantor the availability of supporting facilities at its operational
operasional. Fasilitas tersebut meliputi area parkir khusus, offices. These facilities include designated parking
akses yang ramah bagi penyandang disabilitas, serta areas, disability-friendly access, and frontliner assistance
dukungan layanan dari petugas frontliner apabila diperlukan. when required. Through this approach, the Company is
Melalui pendekatan ini, Perseroan berkomitmen untuk committed to creating a safe, comfortable, and equitable
menciptakan pengalaman layanan yang aman, nyaman, dan service experience for all customers without exception.
setara bagi seluruh nasabah tanpa terkecuali.
Inovasi dan Pengembangan Produk dan
Layanan
Innovation and Development of Products And Services [OJK F.26]
Melalui pemanfaatan teknologi digital dan penguatan Through the utilization of digital technology and the
kapabilitas internal, Perseroan terus mengembangkan strengthening of internal capabilities, the Company
solusi pembiayaan yang relevan dengan kebutuhan continues to develop financing solutions that are relevant
nasabah di era digital. Upaya inovasi ini tidak hanya to customer needs in the digital era. These innovation
ditujukan untuk meningkatkan efisiensi operasional dan initiatives are aimed not only at enhancing operational
daya saing perusahaan, tetapi juga sebagai bagian dari efficiency and competitiveness, but also at delivering
komitmen Perseroan dalam memberikan nilai tambah yang sustainable added value to customers and stakeholders.
berkelanjutan bagi pelanggan dan pemangku kepentingan.
Sejak tahun 2025, berbagai inovasi dan pengembangan Since 2025, various innovations and developments in
pada produk serta layanan telah dilakukan untuk menjawab products and services have been implemented to address
kebutuhan pelanggan yang terus berkembang di era digital. the evolving needs of customers in the digital era. These
Berbagai inisiatif tersebut difokuskan pada peningkatan initiatives focus on improving convenience, speed,
kemudahan, kecepatan, dan kenyamanan dalam proses and comfort throughout the financing process, while
pembiayaan, sekaligus memperkuat posisi Perseroan reinforcing the Company’s position as a trusted financing
sebagai mitra pembiayaan terpercaya di Indonesia. partner in Indonesia.
1. Aplikasi MTF Mobile 1. MTF Mobile Application
Aplikasi MTF Mobile terus dikembangkan untuk The MTF Mobile application continues to be enhanced
memberikan layanan digital end-to-end kepada pelanggan, to provide end-to-end digital services to customers,
mulai dari simulasi kredit, pengajuan pembiayaan, including credit simulation, financing applications,
pembayaran dan informasi angsuran, perpanjangan STNK, payment and instalment information, vehicle registration
dan layanan pengambilan BPKB. Dengan antarmuka yang (STNK) renewal, and BPKB retrieval services. With a user-
ramah pengguna dan aksesibilitas yang tinggi, aplikasi ini friendly interface and high accessibility, the application
menjadi solusi digital bagi konsumen dalam mengakses serves as a digital solution that allows customers to access
layanan pembiayaan kapan pun dan di mana pun. financing services anytime and anywhere.
PT Mandiri Tunas Finance
Sustainability Report 2025 169
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Menghadirkan Produk dan Layanan yang Bertanggung Jawab / Delivering Responsible Products and Services
2. Aplikasi MTF 1Access 2. MTF 1Access Application
Sebagai platform processing leads yang terintegrasi, As an integrated lead processing platform, MTF 1Access
MTF 1Access mempermudah internal perusahaan dalam facilitates internal processes by enabling easier access to
memproses dan mengakses informasi progress aplikasi and monitoring of credit application progress. The platform
kredit. Platform ini dirancang untuk mempercepat is designed to accelerate business processes, improve
proses bisnis, meningkatkan efisiensi operasional, dan operational efficiency, and deliver a more consistent and
menciptakan pengalaman pengguna yang lebih konsisten transparent user experience.
serta transparan.
3. Aplikasi MTF Flash 3. MTF Flash Application
MTF Flash ini dikembangkan sebagai solusi akuisisi untuk MTF Flash was developed as an acquisition solution for the
segmen wholesale. Seluruh proses bisnis dilakukan secara wholesale segment. All business processes are integrated
terintegrasi dalam satu platform, termasuk pengelolaan into a single platform, including debtor data management,
data debitur, pengajuan plafon kredit, proses persetujuan, credit limit applications, approval processes, fulfilment of
pemenuhan persyaratan kredit, hingga proses pra credit requirements, and pre-disbursement activities.
pencairan kredit.
Dengan pengembangan aplikasi ini Perseroan dapat Through the development of these applications, the
meningkatkan efisiensi operasional melalui otomatisasi Company enhances operational efficiency through process
proses, mengurangi ketergantungan pada proses manual, automation, reduces reliance on manual procedures, and
serta meminimalkan potensi kesalahan administrasi. minimizes the potential for administrative errors. With the
Dengan implementasi sistem ini, seluruh dokumen implementation of these systems, all documents are fully
terintegrasi secara menyeluruh sejak pengajuan hingga integrated from application through pre-disbursement,
pra pencairan kredit, sehingga proses bisnis menjadi lebih resulting in more efficient, standardized, and measurable
efisien, terstandarisasi, dan dapat dipantau secara terukur business processes in accordance with established Service
berdasarkan Service Level Agreement (SLA). Level Agreements (SLA).
Mandiri Tunas Finance Raih Berbagai Penghargaan Mandiri Tunas Finance Wins Multiple Awards for Product
Inovasi Produk dan Layanan and Service Innovation
Mandiri Tunas Finance secara berkelanjutan mendorong Mandiri Tunas Finance consistently drives innovation and
inovasi dan pengembangan produk serta layanan the development of products and services through the
melalui pemanfaatan teknologi digital guna membangun utilization of digital technology to build an integrated,
ekosistem pembiayaan yang terintegrasi dan berorientasi customer-oriented financing ecosystem. This commitment
pada pelanggan. Komitmen tersebut tercermin dari is reflected in the Company’s achievement of the Indonesia
diraihnya Indonesia Digital Innovation Awards atas Digital Innovation Awards for the successful development
keberhasilan pengembangan ekosistem berbasis of a technology-based ecosystem, as well as the Top Digital
teknologi, serta Top Digital Awards 2025 sebagai Awards 2025, where the Company was recognized as Top
Top Digital Implementation #Stars 5, Golden Winner Digital Implementation #Stars 5, Golden Winner Medallion,
Medallion, dan Top Leader on Digital Implementation and Top Leader on Digital Implementation 2025 for
2025 atas keunggulan implementasi dan kepemimpinan excellence in digital implementation and leadership.
digital Perseroan.
Dari sisi layanan, Perseroan memperoleh Indonesia From a service perspective, the Company received the
Customer Service Quality Award 2025 dengan predikat Very Indonesia Customer Service Quality Award 2025 with a
Good untuk kategori Car Financing, yang mencerminkan Very Good rating in the Car Financing category, reflecting
penerapan budaya layanan berfokus pada pelanggan secara the consistent application of a customer-centric service
konsisten. Selain itu, efektivitas inovasi pemasaran digital culture. In addition, the effectiveness of the Company’s
Perseroan diakui melalui Marketeers Digital Marketing digital marketing innovation was acknowledged through
170 PT Mandiri Tunas Finance
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Page 172
Heroes 2025 sebagai Engaging Social Media Marketing the Marketeers Digital Marketing Heroes 2025 award as
Heroes, yang menunjukkan keberhasilan Perseroan dalam Engaging Social Media Marketing Heroes, demonstrating
meningkatkan keterlibatan dan pengalaman pelanggan the Company’s success in continuously enhancing customer
secara berkelanjutan. engagement and experience.
Dampak dan Kejelasan Informasi Produk dan
Layanan
Impact and Clarity of Product and Service Information [OJK F.27][OJK F.28]
Kebijakan kredit dan pembiayaan dirancang untuk Credit and financing policies are designed to generate
memberikan dampak positif, baik bagi Perseroan maupun positive impacts for both the Company and its customers.
pelanggan. Bagi Perseroan, kebijakan tersebut berperan For the Company, these policies play an important role in
dalam menjaga kualitas portofolio dan menekan tingkat maintaining portfolio quality and reducing non-performing
piutang bermasalah. Sementara itu, bagi pelanggan, receivables. For customers, prudent financing policies
kebijakan pembiayaan yang prudent memberikan provide protection by ensuring that financial obligations
perlindungan agar kewajiban keuangan tetap terkelola remain manageable and sustainable.
secara sehat dan berkelanjutan.
Adapun potensi dampak negatif yang dapat timbul antara Potential negative impacts that may arise include the risk
lain risiko penipuan oleh pihak tidak bertanggung jawab of fraud committed by irresponsible parties claiming to
yang mengatasnamakan Perseroan. Untuk memitigasi represent the Company. To mitigate such risks, the Company
risiko tersebut, Perseroan secara rutin melakukan sosialisasi regularly conducts public outreach and education through
dan edukasi kepada masyarakat melalui berbagai kanal various official communication channels.
komunikasi resmi.
Perseroan senantiasa memastikan kejelasan informasi produk The Company consistently ensures the clarity of product
dan layanan sebelum pelanggan mengambil keputusan and service information before customers make financing
pembiayaan. Informasi tersebut disampaikan secara decisions. Such information is communicated transparently
transparan melalui berbagai saluran, antara lain situs web, through multiple channels, including the Company’s
media sosial resmi, Care Center 1500059, materi promosi, website, official social media platforms, Care Center
serta penjelasan langsung oleh petugas Perseroan. 1500059, promotional materials, and direct explanations
provided by Company officers.
Proses pengajuan pembiayaan dilakukan melalui pengisian The financing application process is carried out through the
Formulir Aplikasi Permohonan Pembiayaan yang disertai completion of a Financing Application Form, accompanied by
penjelasan lengkap dari Officer Perseroan. Setiap persetujuan a comprehensive explanation from Company officers. Each
pembiayaan dilengkapi dengan ringkasan informasi produk financing approval is supported by a summary of product
dan layanan serta perlindungan asuransi, termasuk asuransi and service information as well as insurance coverage details,
jiwa dan asuransi kendaraan. including life insurance and vehicle insurance.
Dalam pemberian pembiayaan kendaraan, Perseroan In providing vehicle financing, the Company establishes
menetapkan batasan yang jelas, antara lain ketentuan uang clear limitations, including down payment requirements,
muka, batas usia kendaraan bekas, jangka waktu kredit age limits for used vehicles, minimum and maximum loan
minimum hingga maksimum, serta kewajiban perlindungan tenors, and mandatory insurance coverage throughout the
asuransi selama masa kredit. Selain itu, struktur biaya yang financing period. In addition, the cost structure charged
dikenakan kepada pelanggan disampaikan secara terbuka, to customers is disclosed transparently, including fixed-
meliputi bunga dengan angsuran tetap, biaya administrasi, instalment interest, administrative fees, late payment
denda keterlambatan, serta biaya pembebanan fidusia. penalties, and fiduciary registration fees.
Konsistensi Perseroan dalam memberikan informasi yang jelas The Company’s consistency in providing clear and
dan akurat tercermin dari tidak adanya insiden ketidakpatuhan accurate information is reflected in the absence of any
terkait informasi produk dan layanan sepanjang tahun 2025. non-compliance incidents related to product and service
Perseroan juga menjalankan komunikasi pemasaran secara information throughout 2025. The Company also conducts
etis dan bertanggung jawab dengan mematuhi ketentuan ethical and responsible marketing communications by
periklanan, promosi, dan sponsor, serta menghindari klaim complying with advertising, promotion, and sponsorship
yang menyesatkan atau berlebihan. [GRI 417-1][GRI 417-2] regulations and avoiding misleading or exaggerated claims.
[GRI 417-3] [GRI 417-1][GRI 417-2][GRI 417-3]
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Menghadirkan Produk dan Layanan yang Bertanggung Jawab / Delivering Responsible Products and Services
Satuan Keamanan yang Terintegrasi dengan
Layanan
Integrated Security Services
Bagi Mandiri Tunas Finance, peran satuan pengamanan For Mandiri Tunas Finance, the role of security personnel
tidak hanya terbatas pada aspek keamanan, tetapi juga extends beyond safety and security functions and forms
menjadi bagian integral dari kualitas layanan kepada an integral part of customer service quality. As personnel
pelanggan. Sebagai pihak yang berinteraksi langsung who interact directly with customers at the head office and
dengan nasabah di kantor pusat maupun jaringan cabang, branch network, security officers serve as the Company’s
satuan pengamanan berperan sebagai representasi awal first point of service representation. Accordingly, the
layanan Perseroan. Oleh karena itu, Perseroan menekankan Company emphasizes professionalism aligned with service
pentingnya profesionalisme yang sejalan dengan prinsip and hospitality principles.
pelayanan (hospitality).
Sejalan dengan peran strategis tersebut, Perseroan In line with this strategic role, the Company ensures that
memastikan bahwa satuan pengamanan menjalankan security personnel perform their duties with self-control, a
tugasnya dengan menjunjung tinggi pengendalian diri, human-centered approach, and respect for human rights
sikap humanis, serta penghormatan terhadap hak asasi in all situations. To support this commitment, Mandiri
manusia dalam setiap situasi. Untuk mendukung hal Tunas Finance places special emphasis on ensuring human
tersebut, Mandiri Tunas Finance memberikan perhatian rights training for third-party security service providers
khusus pada pemenuhan pelatihan hak asasi manusia operating within the Company’s environment, as part of
bagi perusahaan penyedia jasa satuan pengamanan yang its commitment to safe, ethical, and responsible service
bekerja di lingkungan Perseroan, sebagai bagian dari delivery.
komitmen terhadap layanan yang aman, beretika, dan
bertanggung jawab.
Kebijakan Privasi
Privacy Policy
Kerahasiaan dan keamanan data pelanggan merupakan The confidentiality and security of customer data are
hak fundamental yang menjadi perhatian utama Perseroan. fundamental rights and a primary concern of the Company.
Penggunaan data dan/atau informasi pelanggan hanya The use of customer data and/or information is carried out
dilakukan sesuai dengan ketentuan peraturan perundang- strictly in accordance with applicable laws and regulations.
undangan yang berlaku. Komitmen ini tidak hanya bertujuan This commitment aims not only to protect customer interests
untuk melindungi kepentingan pelanggan, tetapi juga but also to maintain public trust and safeguard the Company’s
menjaga kepercayaan publik serta reputasi Perseroan sebagai reputation as a responsible financial services institution.
lembaga jasa keuangan yang bertanggung jawab.
Pengelolaan dan perlindungan data pelanggan dilaksanakan Customer data management and protection are implemented
dengan mengacu pada Undang-Undang Republik Indonesia in accordance with Law of the Republic of Indonesia No. 27
Nomor 27 Tahun 2022 tentang Pelindungan Data Pribadi serta of 2022 on Personal Data Protection and Financial Services
Surat Edaran Otoritas Jasa Keuangan No. 14/SEOJK.07/2014 Authority (OJK) Circular Letter No. 14/SEOJK.07/2014 on
mengenai Kerahasiaan dan Keamanan Data dan/atau the Confidentiality and Security of Consumer Personal Data
Informasi Pribadi Konsumen. [GRI 3-3] and/or Information. [GRI 3-3]
Kesungguhan Perseroan dalam menerapkan kebijakan privasi The Company’s strong commitment to implementing its
tersebut tercermin dari tidak adanya insiden pengaduan, privacy policy is demonstrated by the absence of any
baik dari pelanggan maupun regulator, terkait pelanggaran complaints from customers or regulators regarding data
kerahasiaan data sepanjang tahun pelaporan. Selama periode confidentiality breaches during the reporting year. Throughout
tersebut, Perseroan tidak mengalami kejadian kebocoran, the period, the Company experienced no incidents of data
pencurian, maupun kehilangan data pelanggan, serta tidak leakage, theft, or loss, and no fines or sanctions related to
dikenakan denda atau sanksi atas pelanggaran privasi, privacy violations were imposed, reflecting the effectiveness
yang menunjukkan efektivitas penerapan pengelolaan dan of consistent data protection management and control.
pengendalian perlindungan data secara konsisten. [GRI 418-1] [GRI 418-1]
172 PT Mandiri Tunas Finance
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Penarikan Produk dan Layanan
Product and Service Withdrawals [OJK F.29]
Sepanjang tahun pelaporan, tidak terdapat laporan, Throughout the reporting year, there were no reports,
sanksi, maupun penarikan produk dan layanan akibat sanctions, or withdrawals of products and services due to
ketidakpatuhan terhadap regulasi. Seluruh produk dan regulatory non-compliance. All of the Company’s products
layanan Perseroan telah berada dalam pengawasan and services are under the supervision of the Financial
Otoritas Jasa Keuangan (OJK), yang menegaskan Services Authority (OJK), reaffirming the Company’s
komitmen Perseroan terhadap perlindungan konsumen commitment to consumer protection and regulatory
dan kepatuhan regulasi. compliance.
Pengaduan Terkait Produk dan Layanan
Complaints Related to Products and Services
Saluran pengaduan pelanggan disediakan sebagai wujud Customer complaint channels are provided as part of
komitmen Perseroan dalam menjaga kualitas produk dan the Company’s commitment to maintaining product and
layanan sekaligus melindungi kepentingan pelanggan. service quality while protecting customer interests. Through
Melalui mekanisme pengaduan yang tersedia, pelanggan the available complaint mechanisms, customers are given
diberikan ruang untuk menyampaikan pengaduan terkait the opportunity to submit complaints related to financing
produk dan jasa pembiayaan, termasuk pengaduan atas products and services, including alleged service procedure
dugaan pelanggaran prosedur layanan maupun potensi violations and potential issues related to data security and
permasalahan terkait keamanan dan kerahasiaan data confidentiality.
pelanggan.
Dalam penanganan pengaduan, Perseroan menerapkan In handling complaints, the Company implements a
mekanisme yang terkoordinasi antara kantor cabang dan coordinated mechanism between branch offices and the
kantor pusat. Proses ini melibatkan peran frontliner di head office. This process involves the role of frontliners
cabang sebagai titik awal penerimaan pengaduan, serta at branches as the initial point of complaint receipt, as
unit kerja Customer Care di kantor pusat yang memastikan well as the Customer Care unit at the head office, which
pelaksanaan complaint handling berjalan dengan baik ensures that complaint handling is carried out properly in
dengan mematuhi kebijakan yang ada. compliance with prevailing policies.
Melalui koordinasi yang terstruktur tersebut, Perseroan Through this structured coordination, the Company seeks
berupaya memastikan setiap pengaduan ditangani secara to ensure that every complaint is handled in a timely,
tepat waktu, transparan, dan bertanggung jawab, sekaligus transparent, and accountable manner, while also serving as
menjadi masukan penting dalam peningkatan kualitas valuable input for continuous service quality improvement.
layanan secara berkelanjutan. Adapun saluran-saluran Information regarding the communication channels
komunikasi yang disediakan untuk pengaduan produk dan available for product and service complaints is presented
layanan telah disampaikan di halaman 165. on page 165.
Jumlah Pengaduan Pelanggan Tahun
Number of Customer Complaints by Year
Selisih
Perihal Difference
2025 2024 2023
Description Jumlah Persentase
Total Percentage
Jumlah Pengaduan
1.171 1.578 1.462 407 -25,79
Total Customer Complaint
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Menghadirkan Produk dan Layanan yang Bertanggung Jawab / Delivering Responsible Products and Services
Jumlah Pengaduan Pelanggan Berdasarkan Jenis Produk dan Status
Penyelesaian Tahun 2025
Number of Customer Complaints by Product Type and Resolution Status in 2025
Jumlah Pengaduan yang Status
Jenis Produk
Diterima Selesai Dalam Proses Tidak Selesai
Type of Product
Number of Complaint Received Solved In Process Unsolved
KKB
149 142 7 -
Car Loans
Multiguna
179 169 10 -
Multipurpose Loans
Retail 810 776 34 -
Fleet 33 33 - -
Total 1.171 1.120 51 -
Jumlah Pengaduan Pelanggan Berdasarkan Kategori Pengaduan Tahun 2025
Number of Customer Complaints by Complaint Category in 2025
Kategori Pengaduan
Grand Total %
Complaint category
Collection 586 50,04
Operation 506 43,21
Credit 29 2,48
Marketing 17 1,45
Others 20 1,71
Service 13 1,11
Jumlah Pengaduan Pelanggan Berdasarkan Penyebab Pengaduan Tahun 2025
Number of Customer Complaints by Cause of Complaint in 2025
Penyebab Terjadinya Pengaduan Jumlah
Causes of Complaints Total
Kelalaian Pelanggan
98
Customer Negligence
Pemahaman Karakteristik Produk oleh Pelanggan
195
Customer Understanding of Product Characteristics
Informasi Produk Kurang Memadai
143
Inadequate Product Information
Kelalaian MTF
6
MTF Negligence
Proses
329
Process
Kendala Sistem
393
System Issues
Lain-lain
7
Others
Jumlah Pengaduan Pelanggan Berdasarkan Tindak Lanjut Pengaduan Tahun
2025
Number of Customer Complaints by Follow-Up Action in 2025
Status Tindak Lanjut
Total %
Follow-Up Status
Proses Process 51 4,36
Selesai Solved 1.120 95,64
Tidak Selesai Unsolved - -
174 PT Mandiri Tunas Finance
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Kepuasan Pelanggan
Customer Satisfaction [OJK F.30]
Kepuasan pelanggan dipandang sebagai faktor penting Customer satisfaction is regarded as a key factor in
dalam menjaga keberlanjutan usaha serta meningkatkan sustaining business continuity and enhancing the quality
kualitas produk dan layanan yang ditawarkan. Perseroan of products and services offered. The Company believes
meyakini bahwa pemahaman yang menyeluruh terhadap that a comprehensive understanding of customer needs,
kebutuhan, harapan, dan pengalaman pelanggan expectations, and experiences is the primary foundation for
merupakan fondasi utama dalam membangun hubungan building long-term, mutually beneficial relationships.
jangka panjang yang saling menguntungkan.
Untuk memperoleh pemahaman tersebut, Perseroan To obtain such understanding, the Company actively
secara aktif melakukan pengukuran kepuasan pelanggan measures customer satisfaction through survey methods
melalui metode survei yang memungkinkan pelanggan that allow customers to share their experiences, feedback,
menyampaikan pengalaman, masukan, serta tantangan and challenges encountered in accessing products and
yang dihadapi dalam mengakses produk dan layanan. services. The information gathered from these surveys
Informasi yang dihimpun dari survei ini menjadi serves as a basis for designing strategies to improve service
dasar dalam merancang strategi peningkatan kualitas quality, develop more relevant products, and ensure that
layanan, pengembangan produk yang lebih relevan, every initiative undertaken delivers a positive impact for
serta memastikan bahwa setiap inisiatif yang dijalankan customers.
memberikan dampak positif bagi pelanggan.
Survei kepuasan pelanggan dilakukan dengan Customer satisfaction surveys are conducted by leveraging
memanfaatkan ulasan pelanggan di kantor-kantor cabang customer reviews at branch offices through Google
melalui Google Business Review, yang dipantau secara Business Reviews, which are continuously monitored by the
berkelanjutan oleh Departemen Customer Care bersama Customer Care Department in coordination with relevant
unit kerja terkait di cabang. Setiap ulasan pelanggan branch units. Each customer review is followed up as
ditindaklanjuti sebagai bahan evaluasi untuk perbaikan evaluation material to improve service standards and as a
standar layanan sekaligus menjadi tolok ukur tingkat benchmark of customer satisfaction levels.
kepuasan pelanggan.
Hingga Desember 2025, nilai Google Business Review As of December 2025, the Google Business Review score
tercatat sebesar 4,76 dari skala 5, yang mencerminkan was recorded at 4.76 out of 5, reflecting the Company’s
komitmen Perseroan dalam memberikan layanan yang commitment to delivering high-quality services and
berkualitas serta berorientasi pada kepuasan pelanggan. maintaining a strong customer-oriented approach.
PT Mandiri Tunas Finance
Sustainability Report 2025 175
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Lembar Umpan Balik dan Indeks / Feedback Form and Index
Lembar
Umpan
Balik dan
Indeks
Feedback Form and Index
176 PT Mandiri Tunas Finance
Laporan Keberlanjutan 2025
Page 178
Sustaining Progress, Empowering the Future www.mtf.co.id
PT Mandiri Tunas Finance
Sustainability Report 2025 177
Page 179
Lembar Umpan Balik dan Indeks / Feedback Form and Index
Form Umpan Balik
Feedback Form [OJK G.2]
Silahkan pilih salah satu kelompok pemangku kepentingan yang paling mewakili Anda:
Please tick the box for the stakeholder group that best describes you:
Employee Regulator Others: ___________________
Contractor/Sub-contractor/Vendor/Supplier NGO
Customer Media
Investor / Financial Analyst / Shareholders Student / Academics
Bagaimana peniliaian Anda terhadap laporan ini:
Please rate the report for:
(1 being POOR up to 5 being EXCELLENT)
Parameter | Parameter 1 2 3 4 5
Dapat memenuhi kebutuhan informasi yang anda butuhkan
Meeting your information needs
Konten yang lengkap
Content completeness
Transparan
Transparency
Jelas dan mudah dimengerti
Clarity and easy to understand
Kemudahan dalam mencari informasi tertentu
Ease in finding information
Keseluruhan Laporan
Overall Report
Laporan ini terdiri dari bagian-bagian berikut:
The report has these following sections:
Apakah bagian ini bermanfaat/
Bagian Apakah anda mengakses bagian ini?
memuat informasi yang mencukupi?
Section Did you access this section?
Is it useful/insightful?
Ikhtisar Kinerja Keberlanjutan | Sustainability Performance
Strategi Keberlanjutan | Sustainability Strategy
Profil Perusahaan | Company Profile
Sambutan Direksi | Message from Board of Directors
Tata Kelola Keberlanjutan | Sustainability Governance
Kinerja Ekonomi | Economic Performance
Kinerja Lingkungan | Environmental Performance
Kinerja SDM | Human Resources Performance
Kinerja Sosial Masyarakat dan Tanggung Jawab Produk | Community
Performance
Kinerja Tanggung Jawab Produk | Product Responsibility
178 PT Mandiri Tunas Finance
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Page 180
Sustaining Progress, Empowering the Future www.mtf.co.id
Apa yang menjadi perhatian utama bagi Anda mengenai performa keberlanjutan kami?
Does the report address your main concerns about our sustainability performance?
Please elaborate:
Mohon berikan saran kepada kami untuk meningkatkan kualitas laporan berikutnya
How could we improve this report in the future
== THANK YOU ==
PT Mandiri Tunas Finance
Sustainability Report 2025 179
Page 181
Lembar Umpan Balik dan Indeks / Feedback Form and Index
Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 |
List of Disclosure Based on POJK No.51/Pojk.03/2017 [OJK G.4]
No. Indeks Nama Indeks Halaman
Strategi Keberlanjutan
Sustainability Strategy
Penjelasan Strategi Keberlanjutan
A.1 18
Explanation on Sustainability Strategies
Ikhtisar Kinerja Aspek Keberlanjutan
Overview of Sustainability Aspects Performance
Aspek Ekonomi
B.1 6
Economy Aspects
Aspek Lingkungan Hidup
B.2 8
Environmental Aspects
Aspek Sosial
B.3 9
Social Aspects
Profil Perusahaan
Company Profile
Visi, Misi, dan Nilai Keberlanjutan
C.1 48
Vision, Mission, Sustainable Values
Alamat Perusahaan
C.2 45
Company Address
Skala Usaha:
a. Total aset atau kapitalisasi dan total kewajiban;
b. Jumlah karyawan menurut jenis kelamin, jabatan, usia, pendidikan, dan status
ketenagakerjaan;
c. Nama pemegang saham dan persentase kepemilikan saham; dan
C.3 d. Wilayah operasional 45, 50, 57, 59
Business Scale:
a. Total assets or assets capitalizationm and total liabilities;
b. Total employee based on gender, position, age, education and employment status;
c. Percentage of share ownership; and
d. Operational area.
Produk, Layanan, dan Kegiatan Usaha yang Dijalankan
C.4 44, 54, 62
Product, Service and Business Activities
Keanggotaan pada Asosiasi
C.5 61
Member Association
Perubahan Emiten dan Perusahaan Publik yang Bersifat Signifikan Tidak Ada
C.6
Significant Changes None
Penjelasan Direksi
Director Explanation
Penjelasan Direksi
D.1 36
Director Explanation
Tata Kelola Keberlanjutan
Sustainable Corporate Governance
Penanggung Jawab Penerapan Keuangan Berkelanjutan
E.1 78
Person in Charge Responsibility for Sustainable Finance
Pengembangan Kompetensi Terkait Keuangan Berkelanjutan
E.2 80
Sustainable Finance Competency Development
Penilaian Risiko Atas Penerapan Keuangan Berkelanjutan
E.3 83
Sustainable Finance Risk Assessment Implementation
Hubungan dengan Pemangku Kepentingan
E.4 91
Stakeholders Relations
Permasalahan Terhadap Penerapan Keuangan Berkelanjutan
E.5 95
Sustainable Finance Implementation Problems
Kinerja Keberlanjutan
Sustainable Performance
Kegiatan Membangun Budaya Keberlanjutan
F.1 33
The Activities of Building a Culture of Sustainability
Kinerja Ekonomi
Economic Performance
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Sustaining Progress, Empowering the Future www.mtf.co.id
No. Indeks Nama Indeks Halaman
Strategi Keberlanjutan
Sustainability Strategy
Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi, Pendapatan
dan Laba Rugi
F.2 100
Comparison of Production Targets and Performance, Portfolio, Financial Targets, or Investment, Revenue
and Profit
Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi pada Instrumen
Keuangan atau Proyek yang Sejalan dengan Keuangan Berkelanjutan
F.3 106
Comparison of Portfolio Targets and Performance, Financing Targets, or Investments in Financial
Instruments or Projects in Line With the Implementation of Sustainable Finance
Kinerja Lingkungan Hidup
Environmental Performance
Biaya Lingkungan Hidup
F.4 120
Environment Cost Incurred
Aspek Material
Material Aspect
Penggunaan Material yang Ramah Lingkungan
F.5 120
Use of Environmentally Friendly Materials
Aspek Energi
Jumlah dan Intensitas Energi yang Digunakan
F.6 124
The Amount and Intensity of Energy Used
Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan
F.7 121
Efforts and Achievement of Energy Efficiency Including Use of Renewable Energy Sources
Aspek Air
Water Aspect
Penggunaan Air
F.8 127
Water Used
Aspek Keanekaragaman Hayati
Biodiversity Aspect
Dampak dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau Memiliki
F.9 Keanekaragaman Hayati 128
Impacts from Operational Areas Close to or in Conservation Areas or Having Biodiversity
Usaha Konservasi Keanekaragaman Hayati
F.10 128
Biodiversity Conservation Efforts
Aspek Emisi
Emission Aspect
Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya
F.11 125
The Amount and Intensity of Emissions Produced by Type
Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan
F.12 121
Efforts and Achievement Emission Reduction Carried Out
Aspek Limbah dan Efluen
Waste and Effluent Aspect
Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan Jenis
F.13 127
The Amount of Waste and Effluent Produced by Type
Mekanisme Pengelolaan Limbah dan Efluen
F.14 127
Mechanism of Waste and Effluent Management
Tumpahan yang Terjadi (jika ada)
F.15 128
Spills that Occur (if any)
Aspek Pengaduan Terkait Lingkungan Hidup
Environmental Complaint Aspect
Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan Diselesaikan
F.16 129
The Amount and Material of Environmental Complaints Received and Resolved
Kinerja Sosial
Social Aspect
PT Mandiri Tunas Finance
Sustainability Report 2025 181
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Lembar Umpan Balik dan Indeks / Feedback Form and Index
No. Indeks Nama Indeks Halaman
Strategi Keberlanjutan
Sustainability Strategy
Komitmen untuk Memberikan Layanan atas Produk dan/atau Jasa yang Setara kepada Konsumen
F.17 168
Commitment to Provide Services for Equivalent Products and/or Services to Consumers
Aspek Ketenagakerjaan
Employment Aspect
Kesetaraan Kesempatan Bekerja
F.18 133
Equality of Employment Opportunities
Tenaga Kerja Anak dan Tenaga Kerja Paksa
F.19 134
Child Labor and Forced Labor
Upah Minimum Regional
F.20 136
The Regional Minimum Wage
Lingkungan Bekerja yang Layak dan Aman
F.21 145
Decent and Safe Working Environment
Pelatihan dan Pengembangan Kemampuan Pegawai
F.22 142, 144
Training and Capacity Building of Employees
Aspek Masyarakat
Society Aspect
Dampak Operasi Terhadap Masyarakat Sekitar
F.23 152
Operational Impacts to the Surrounding Community
Pengaduan Masyarakat
F.24 165
Public Complaints
Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL)
F.25 153, 162
Environmental and Social Responsibility Activities
Tanggung Jawab Pengembangan Produk/Jasa Berkelanjutan
Responsibilities for Developing Sustainable Products/Services
Inovasi dan Pengembangan Produk/Jasa Keuangan Berkelanjutan
F.26 169
Innovation and Development of Sustainable Financial Products and/or Services
Produk/Jasa yang Sudah Dievaluasi Keamanannya bagi Pelanggan
F.27 171
Products/Services that have been Evaluated for Safety for Customers
Dampak Produk/Jasa
F.28 171
Products/Service Impacts
Jumlah Produk yang Ditarik Kembali
F.29 173
Number of Products Recalled
Survei Kepuasan Pelanggan Terhadap Produk dan/atau Jasa Keuangan Berkelanjutan
F.30 175
Customer Satisfaction Survey of Sustainable Finance and/or Services
Lain-lain
Verifikasi Tertulis dari Pihak Independen (jika ada)
G.1 12
Written Verification from an Independent Party (if any)
Lembar Umpan Balik
G.2 178
Feedback Form
Tanggapan Terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya
G.3 13
Feedback on Previous Year’s Sustainability Report
Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 tentang
Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik
G.4 180
Disclosure List Based on POJK No.51/POJK.03/2017 regarding the Implementation of Sustainable
Finance for Financial Services Institutions, Listed Companies and Public Companies
182 PT Mandiri Tunas Finance
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Indeks Isi GRI – IN ACCORDANCE
GRI Content Index – IN ACCORDANCE
PT Mandiri Tunas Finance telah melaporkan sesuai dengan Standar GRI untuk periode 1 Januari-31
Desember 2025.
Pernyataan penggunaan
Statement of use
PT Mandiri Tunas Finance has reported in accordance with the GRI Standards for the period
January 1st – December 31st 2025.
Penggunaan GRI 1
GRI 1: Foundation 2021
GRI 1 used
Sektor Standar GRI yang Berlaku -
Applicable GRI Sector Standard(s)
Hal Yang Tidak Dicantumkan Gri Sektor
Standar GRI/ Lokasi Omission Standar
Referensi Lain Pengungkapan Halaman Persyaratan yang No.
Gri Standard / Disclosure Page Tidak Dicantumkan Alasan Penjelasan Gri Sector
Other Source Location Requirement(S) Reason Explanation Standard
Omitted Ref. No.
General Disclosures
GRI 2: General Informasi Organisasi
2-1 44
Disclosures 2021 Organization Details
Entitas yang Termasuk dalam Laporan Keuangan
Dikonsolidasi
2-2 12
Entities Included in the Consolidated Financial
Statement
Periode Pelaporan, Frekuensi, dan Titik Kontak
2-3 12, 13
Reporting Period, Frequency and Contact Point
Pernyataan Kembali Informasi
2-4 12
Restatement of Information
Verifikasi Pihak Eksternal
2-5 12
External Assurance
Kegiatan, Rantai Pasokan, dan Hubungan Bisnis
Lainnya 44, 50, 54,
2-6
Activities, Value Chain and Other Business 60, 62
Relationships
Karyawan
2-7 57
Employees
Pekerja Bukan Karyawan
2-8 57
Workers Who Are Not Employees
Struktur Tata Kelola dan Komposisi
2-9 71
Governance Structure and Composition
Nominasi dan Seleksi Badan Tata Kelola Tertinggi
2-10 Nomination and Selection of the Highest 73
Governance Body
Ketua Badan Tata Kelola Tertinggi
2-11 71
Chair of the Highest Governance Body
Peran Badan Tata Kelola Tertinggi dalam
Mengawasi Pengelolaan Dampak
2-12 71
Role of the Highest Governance Body in
Overseeing the Management of Impacts
Delegasi Tanggung Jawab untuk Mengelola
Dampak
2-13 71, 78
Delegation of Responsibility for Managing
Impacts
Peran Badan Tata Kelola Tertinggi dalam Laporan
Keberlanjutan
2-14 80
Role of the Highest Governance Body in
Sustainability Reporting
Konflik Kepentingan
2-15 84
Conflict of Interest
PT Mandiri Tunas Finance
Sustainability Report 2025 183
Page 185
Lembar Umpan Balik dan Indeks / Feedback Form and Index
Hal Yang Tidak Dicantumkan Gri Sektor
Standar GRI/ Lokasi Omission Standar
Referensi Lain Pengungkapan Halaman Persyaratan yang No.
Gri Standard / Disclosure Page Tidak Dicantumkan Alasan Penjelasan Gri Sector
Other Source Location Requirement(S) Reason Explanation Standard
Omitted Ref. No.
GRI 2: General Komunikasi Hal-hal Kritis
2-16 85
Disclosures 2021 Communication of Critical Concern
Pengetahuan Kolektif Badan Tata Kelola Tertinggi
2-17 Collective Knowledge of the Highest Governance 80
Body
Evaluasi Kinerja Badan Tata Kelola Tertinggi
2-18 Evaluation of the Performance of the Highest 77
Governance Body
Kebijakan Remunerasi
2-19 73
Remuneration Policies
Proses Menentukan Remunerasi
2-20 75
Process to Determine Remuneration
Rasio Kompensasi Total Tahunan
2-21 77
Annual Total Compensation Ratio
Pernyataan Tentang Strategi Pembangunan
2-22 Berkelanjutan 36
Statement on Sustainable Development Strategy
Komitmen Kebijakan
2-23 18
Policy Commitments
Menerapkan Komitmen Kebijakan
2-24 18
Embedding Policy Commitments
Proses untuk Memulihkan Dampak Negatif
2-25 83
Processes to Remediate Negative Impacts
Mekanisme untuk Mencari Saran dan
Menyampaikan Kekhawatiran
2-26 85
Mechanism for Seeking Advice and Raising
Concern
Kepatuhan Terhadap Regulasi dan Hukum
2-27 91
Compliance with Laws and Regulations
Keanggotaan Asosiasi
2-28 61
Membership Associations
Pendekatan Pelibatan Pemangku Kepentingan
2-29 91
Approach to Stakeholder Engagement
Perjanjian Perundingan Kolektif
2-30 133
Collective Bargaining Agreements
Topik Material | Material Topics
Proses Menentukan Topik Material
GRI 3: Material Topics 3-1 12, 14
Process to Determine Material Topics
2021
Daftar Topik Material
3-2 16
List of Material Topics
Efisiensi Pengadaan Materials Sourcing and Efficiency
GRI 3: Material Topics Pengelolaan Topik Material
3-3 60
2021 Management of Material Topics
GRI 204: Praktik
Proporsi Pengeluaran untuk Pemasok Lokal
Pengadaan 204-1 61
Proportion of Spending on Local Suppliers
Procurement Practices
Tata Kelola Perusahaan
Good Corporate Governance
yang Baik
GRI 3: Material Topics Pengelolaan topik material
3-3 86
2021 Management of material topics
Operasi-operasi yang Dinilai Memiliki Risiko
Terkait Korupsi
205-1 87
Operations Assessed For Risks Related To
Corruption
Komunikasi dan Pelatihan Tentang Kebijakan dan
GRI 205
Prosedur Anti-korupsi
Anti-korupsi 205-2 89, 90
Communication and Training About Anti-
Anti-corruption
corruption Policies and Procedures
Insiden Korupsi yang Terbukti dan Tindakan yang
Diambil
205-3 90
Confirmed Incidents of Corruption and Action
Taken
184 PT Mandiri Tunas Finance
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Sustaining Progress, Empowering the Future www.mtf.co.id
Hal Yang Tidak Dicantumkan Gri Sektor
Standar GRI/ Lokasi Omission Standar
Referensi Lain Pengungkapan Halaman Persyaratan yang No.
Gri Standard / Disclosure Page Tidak Dicantumkan Alasan Penjelasan Gri Sector
Other Source Location Requirement(S) Reason Explanation Standard
Omitted Ref. No.
Efisiensi Lingkungan Operational Environmental
Operasional Efficiency
GRI 3: Material Topics Pengelolaan topik material
3-3 121
2021 Management of material topics
Konsumsi Energi dalam Organisasi
302-1 124
Energy Consumption Within the Organization
Konsumsi Energi di Luar Organisasi
302-2 122, 123
Energy Consumption Outside of The Organization
GRI 302 Intensitas Energi
302-3 124
Energi Energy Intensity
Energy Pengurangan Konsumsi Energi
302-4 121
Reduction of Energy Consumption
Pengurangan Pada Energi yang Dibutuhkan untuk
Produk dan Jasa
302-5 124, 125
Reduction In Energy Requirements of Products
and Services
Emisi GRK GHG Emission
GRI 3: Material Topics Pengelolaan topik material
3-3 121
2021 Management of material topics
Emisi GRK Langsung (Cakupan 1)
305-1 125
Direct GHG Emissions (Scope1)
Emisi Energi GRK (Cakupan 2) Tidak Langsung
305-2 125
Energy Indirect (Scope 2) GHG Emmisions
Emisi GRK (Cakupan 3) Tidak Langsung Lainnya
305-3 126
Other Indirect (Scope 3) GHG Emmisions
GRI 305 Intensitas Emisi GRK
305-4 126
Emisi GHG Emissions Intensity
Emission Pengurangan Emisi GRK
305-5 121
Reduction of GHG Emissions
Emisi Zat Perusak Ozon (ODS)
305-6 125
Emissions of Ozone-Depleting Subtance (ODS)
Nitrogen Oksida (NOX), Sulfur Oksida (SOX), dan
Emisi Udara Signifikan Lainnya
305-7 125
Nitrogen Oxides (NOX), Sulfur Oxides (SOX), and
Other Significant Air Emissions
Pengembangan dan
Employee Development and Wellbeing
Kesejahteraan Karyawan
GRI 3: Material Topics Pengelolaan topik material
3-3 132
2021 Management of material topics
Perekrutan Karyawan Baru dan Pengantian
137, 138,
401-1 Karyawan
139
New Employee Hires and Employee Turnover
Tunjangan yang Diberikan Kepada Karyawan
Purnawaktu yang Tidak Diberikan Kepada
GRI 401
Karyawan Sementara atau Paruh Waktu
Ketenagakerjaan
401-2 Benefits Provided to Full-time Employees That 135
Employment
Are Not Provided to Temporary or Part-Time
Employees
Cuti Melahirkan
401-3 137
Parental Leave
GRI 3: Material Topics Pengelolaan topik material
3-3 132
2021 Management of material topics
PT Mandiri Tunas Finance
Sustainability Report 2025 185
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Lembar Umpan Balik dan Indeks / Feedback Form and Index
Hal Yang Tidak Dicantumkan Gri Sektor
Standar GRI/ Lokasi Omission Standar
Referensi Lain Pengungkapan Halaman Persyaratan yang No.
Gri Standard / Disclosure Page Tidak Dicantumkan Alasan Penjelasan Gri Sector
Other Source Location Requirement(S) Reason Explanation Standard
Omitted Ref. No.
Rata-rata Jam Pelatihan Per Tahun Per Karyawan
404-1 142, 143
Average Hours of Training Per Year Per Employee
Program untuk Meningkatkan Keterampilan
GRI 404 Karyawan dan Program Bantuan Peralihan
404-2 141, 142
Pelatihan & Pendidikan Programs for Upgrading Employee Skills and
Training & Education Transition Assistance Programs
Persentase Karyawan yang Menerima Tinjauan
Rutin Terhadap Kinerja dan Pengembangan Karier
404-3 144
Percentage of Employees Receiving Regular
Performance and Career Development Reviews
Keterlibatan, Keragaman,
Employee Engagement, Diversity and Inclusion
dan Inklusi Karyawan
GRI 3: Material Topics Pengelolaan Topik Material
3-3 132
2021 Management of Material Topics
Keanekaragaman Badan Tata Kelola dan
GRI 405: Keberagaman 405-1 Karyawan 71, 73
dan Kesetaraan Diversity of Governance Bodies and Employees
Kesempatan Rasio Gaji Pokok dan Remunerasi Perempuan
Diversity and Dibandingkan Laki-laki
405-2 135
Equal Opportunity Ratio of Basic Salary and Remuneration of Women
to Men
GRI 3: Material Topics Pengelolaan topik material
3-3 132
2021 Management of material topics
Insiden Diskriminasi dan Tindakan Perbaikan yang
GRI 406
Dilakukan
Non-diskriminasi 406-1 134
Incidents of Discrimination and Corrective Actions
Non-discrimination
Taken
Keterlibatan Masyarakat Community Engagement
GRI 3: Material Topics Pengelolaan topik material
3-3 152
2021 Management of material topics
Operasi dengan Keterlibatan Masyarakat Lokal,
Penilaian Dampak dan Program Pengembangan
413-1 153, 162
Operations with Local Community Engagement,
GRI 413
Impact Assessments, and Development Programs
Masyarakat Lokal
Operasi yang Secara Aktual dan yang Berpotensi
Local Community
Memiliki Dampak Negatif Signifikan Terhadap
413-2 Masyarakat Lokal Operations with Significant 152
Actual and Potential Negative Impacts On Local
Communities
Keamanan Data dan Privasi
Data Security and Customer Privacy
Nasabah
GRI 3: Material Topics Pengelolaan topik material
3-3 172
2021 Management of material topics
Pengaduan yang Berdasar Mengenai Pelanggaran
GRI 418
Terhadap Privasi Pelanggan dan Hilangnya Data
Privasi Pelanggan
418-1 Pelanggan 172
Customer Privacy
Substantiated Complaints Concerning Breaches
of Customer Privacy and Losses of Customer Data
Pembiayaan Hijau Berkelanjutan Green and Sustainable Financing
- - -
Pembiayaan Hijau Berkelanjutan Green and Sustainable Financing
- - -
Manajemen Risiko Insiden
Critical Incident RiskManagement
Kritis
- - -
186 PT Mandiri Tunas Finance
Laporan Keberlanjutan 2025
Page 188
PT Mandiri Tunas Finance
Graha Mandiri Lt. 3A Website: www.mtf.co.id
Jl. Imam Bonjol No.61 E-mail: customer.service@mtf.co.id
Jakarta 10310 Telephone: (62-21) 2305608
2025
Laporan Keberlanjutan
Sustainability Report
Sustaining Progress,
Empowering the Future
mtf.co.id
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PT Mandiri Tunas Finance Sustaining Progress
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PT Mandiri Tunas Finance Berizin
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PT Mandiri Tunas Finance Sustainability
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Tata Kelola Tertinggi
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PT Mandiri Tunas
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Financial Services Authority
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PT Mandiri
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PT Mandiri Tunas Finance Aksesibilitas
p.14
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Bank Mandiri’s MSMPG
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Bank Indonesia
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Bank Indonesia. Stabilitas
p.38
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Bank Mandiri. Melalui
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PT Mandiri Tunas Finance On Behalf
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PT Mandiri Tunas Finance Board
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PT Tunas Financindo Corporation.
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PT Tunas Financindo Sarana
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PT Tunas Ridean
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PT Tunas Financindo Corporation. In
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Pendirian
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Menteri Kehakiman
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diumumkan dalam Lembaran Berita Negara
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Wilamarta, S.H., Notary in Jakarta, which was approved
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Minister of Justice
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State Gazette of the Republic of Indonesia No. 57,
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Branch Offices
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PT Tunas Tunas Financindo Corporation.
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Financindo Corporation
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PT Tunas
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Menteri Keuangan Republik Indonesia
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Minister of Finance
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PT Rapi Utama Indonesia
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Bank Mandiri Organizer Bank Mandiri
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PT TUV NORD Indonesia Award
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PT TUV NORD Indonesia Penyelenggara IT Works Organizer
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PT TUV SUD Indonesia Authority
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PT TUV NORD Indonesia
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Bank Mandiri. Penghargaan
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PT Pemeringkat Efek Indonesia
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Pinohadi G. Sumardi
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M. Kholid Artha
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Financial Year M. Kholid Artha
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PT Mandiri Year
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Tahun Kholid Artha
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Annual GMS Resolution
· Direktur
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Menteri Negara BUMN No. PER-
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Minister of State-Owned Enterprises MBU
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Minister of State-Owned Enterprises Badan Usaha Milik Negara. Prosedur
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Meanwhile
· Komisaris
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Bank Financial Institutions
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Pelatihan Anti-korupsi
· Komisaris
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