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P T B A N K C E N T R A L A S I A T B K
Always by Your Side
Live to Empower
2023
S U S TA I N A B I L I T Y R E P O RT
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Table of Contents
EXECUTIVE SUMMARY
2 Board of Directors’ Message
10 Performances Highlights in 2023
17 Appreciation of BCA’s Achievement
18 Sustainability Highlights
SUSTAINABILITY IN BCA
24 Sustainability Strategy
25 Company in Brief
26 Scale of Business
28 Building a Sustainability Culture
29 Contribution to the Sustainable Development
Goals (SDGs)
32 Sustainability Governance
36 Sustainable Finance Action Plan
RESPONSIBLE BANKING
40 Economic Performance
42 Responsible Financing
49 Strengthening ESG Risk Management
54 Towards Climate Resilience
57 Digital Innovation for Ease of Transactions
59 Data Security and Customer Privacy
65 Responsible Products and Services
69 Access and Affordability of Banking Products
and Services
CULTURE OF SUSTAINABILITY
74 Ethical Operating Practices
76 Anti-Corruption Practices, Gratification
Control and Anti Fraud
79 Human Rights Practices
81 Talent Management & Empowerment
94 Environmentally Friendly Operation Culture
SOCIAL VALUE CREATION
105 Community Involvement and Development
111 Quality Education to Raise
Competitiveness of the Young Generation
116 Financial Literacy and Inclusion
119 Community Health Promotion
121 Environmental Preservation and Biodiversity
124 Preservation of Indonesian Arts, Culture and
Traditions
126 Measuring the Impact of BCA Community
Service Activities
SUSTAINABILITY REPORT IN BRIEF
130 Report Profile
131 Material Topic Management
133 Stakeholder Engagement
137 Approval Page
138 Independent Assurance Statement
143 POJK Number 51/POJK.03/2017 Reference, GRI
Standards, SASB, SUSBA, and ACGS Indicess
153 Feedback Form Bakti BCA Partner Tourism Village, Saba Budaya Baduy
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Live to Empower
BCA is always by your side to offer banking solutions,
share added value, and continuously work together
with stakeholders to create a better future. The
stakeholders’ support in BCA’s business activities
has encouraged us to keep improving sustainability
performance, manage risks and opportunities in
environmental, social and governance (ESG) aspects,
and contribute to the achievement of the Sustainable
Development Goals (SDGs). Therefore, let us
synergize, be empowered and work to create long-
term sustainability value.
Forward-looking Statement
PT Bank Central Asia Tbk and/or in this report referred to as “BCA”, engaged in the banking sector, dicloses its
achievements in economic, social, environmental performance and sustainability management in this Sustainability
Report. The Sustainability Report is part of the Annual Report which is published separately. This report contains material
data and information for stakeholders. In general, the contents of the Report originated from internal documents and
information from reliable sources. Readers need to understand that this report presents a forward-looking statements
containing data and information about future projections and conditions. BCA understands that risk and uncertainty
from various factors can affect operational performance and future business conditions. Therefore, BCA would like to
remind readers that the Bank cannot ensure that the data and information regarding future projections stated in this
Report are correct, accurate and can be entirely fulfilled.
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Board of Directors’ Message
BCA’s commitment to
sustainability is the main message
that we conveyed through the
year 2023. We have ignited
this spirit by engaging with all
stakeholders towards fostering
resilient business practices in
the face of global economic
uncertainties, climate change, and
all aspects of life. Together with
our stakeholders, we advance
in sync and empower each
other (Live to Empower) to grow
sustainably for a better earth and
future generations.
Jahja Setiaatmadja
President Director
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Respected stakeholders,
We acknowledge that sustainability is essential to company’s infrastructure has positively influence the
the future of BCA’s business continuity. We have ESG aspects. The realization of this framework is that
started the ESG journey, therefore we are committed BCA now has five (5) ESG policies for financing the
to implementing sustainability within the company. palm oil plantation and industry, coal mining, toll road
Our primary focus is on developing the capacity and development, wood and forest products industry, and
capabilities of BCA’s individuals, constructing and cement and basic steel industry sectors. Subsequently,
strengthening infrastructure, and financing Sustainable BCA has begun integrating ESG risk assessments into
Business Activities (SBA). financing for the aforementioned sectors. Furthermore,
BCA is actively participating in the pilot implementation
Since 2019, BCA has established a dedicated team, of the Indonesian Green Taxonomy (THI) ver. 1.0 by
the ESG Sub-Division, as an enabler and collaborator mapping the top 450 debtors and conducting a bottom-
to apply Sustainable Finance principles within the up Climate Risk Stress Testing (CRST). Complementing
company. The rapid development of Environmental, the development of the ESG framework infrastructure,
Social, and Governance (ESG) globally and nationally BCA continuously refines the Green House Gas (GHG)
demands that we continuously strengthen and enhance inventory to obtain a comprehensive and accurate
the team members in the ESG Sub-Division. Currently, emissions database.
the ESG Sub-Division has transformed into the ESG
Group, whose role is to instill a culture of sustainability In carrying out BCA’s sustainable business, the adoption
through coordination, planning, monitoring, and of a hybrid banking business model is the best way to
evaluation of various sustainability policies, programs, integrate ESG aspects to strengthen the Bank’s physical
and practices across various BCA units. and virtual existence, and providing convenient, more
affordable, and inclusive financial access for all levels of
The future sustainability of BCA relies heavily on skilled society, even in remote areas. The number of customers
and high-quality human resources (HR). Throughout in 2023 increased by 10.3% YoY to 30.7 million
2023, we have developed various training programs customers, and the number of accounts increased by
for BCA employees, resulting in an increase in average 8.5% YoY to 37.6 million accounts, supported by the
training hours per employee to 44 hours. BCA has also opening of 4.7 million online accounts (an increase of
strengthened leaders’ leadership character through the 11.9% YoY).
BCA Leader+ program with the aim of enhancing their
leading, serving, and coaching roles to build resilient Digitalization has been proven to deliver significant
teams. A total of 2,822 employees were promoted advantages in accelerating the growth of online
to new leadership positions this year to continue transaction volumes. Currently, with digital
leadership succession and occupy various strategic transformation, the contribution of branch transactions
positions across all BCA offices. Additionally, 4,950 is only 0.3%, while the contribution from digital
new employees were recruited this year to strengthen transactions has reached 99.7%. Throughout 2023,
various positions in BCA. digital transactions reached 27,884 million transactions
(an increase of 25.5%) with a value of Rp27,138 trillion
Robust infrastructure is necessary to support skilled (an increase of 7.9%) compared to the previous year.
human resources. BCA continues to build and strengthen The positive impact of digitalization is apparent, not
the ESG framework within the company’s infrastructure, only increasing financial access for the public but also
including systems, policies, processes, procedures, reducing the carbon footprint of paper and energy
and risk management. This approach is significant to usage, as well as fuel consumption from customers’
drive the alignment of company performance with transportation to BCA branch offices.
its sustainability vision and mission, ensuring the
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To strengthen the CASA franchise, BCA continues to The green financing portfolio reached Rp86.6 trillion,
build delivery channel infrastructure, including branch including sustainability-linked loan (SLL) schemes
offices, mobile & internet banking, POS & merchant with an outstanding amount of Rp304.8 billion, and
apps, CRM & ATMs, and the ‘Halo BCA’ contact center green bond instruments reaching Rp1.6 trillion. The
to serve the various needs of a wide spectrum of majority of green financing was channeled to debtors
consumers (customers, suppliers & principals, as well as whose business activities involve managing natural
distributors & retailers). This year, BCA launched a new resources and sustainable land use (78.3%), followed by
version of the myBCA app with more comprehensive environmentally friendly transportation (9.3%) and eco-
features, and has continuously added new features efficient products (6.2%).
such as Paylater, wealth management, and cross-
border QRIS. We are confident that BCA customers will Most of the financing for natural resources and
enjoy an improved experience and the benefits of the sustainable land sectors was allocated to certified
BCA digital ecosystem in accessing various services. palm oil sector financing, reaching Rp40.4 trillion. The
total number of ISPO and/or RSPO certified debtors
Facing the year 2024, we believe the government amounted to 63, an increase of 6.8% compared to the
will continue to play a crucial role in addressing the previous year, a number that represents 72.4% of total
uncertainty of the global landscape and the domestic financing borrowers in the palm oil sector.
“political year”. The Indonesian banking sector
continues to strive to maintain healthy performance in Growing awareness of sustainability and environmental
these conditions, with a high Capital Adequacy Ratio impact among the public has led to an increase in the
(CAR) and continued positive growth in third-party use of electric vehicles. In 2023, BCA’s financing for
funds (DPK) and financing. To support sustainable electric vehicles saw a significant increase to Rp1,275
economic growth, BCA is optimistically targeting an billion, growing by 365.8% YoY.
8% increase in Sustainable Business Activities (SBA)
financing with a minimum contribution of 20% from the To support MSME growth, BCA continues to increase
bank’s portfolio in 2024. its portion of financing, which in 2023 reached Rp116
trillion, growing by 13.4% YoY. In addition to disbursing
Sustainable Performance Achievements People’s Business Credit (KUR) financing, BCA also
and the Implementation of Sustainable organized various programs such as Bangga Lokal,
Finance UMKM Fest, MSME loans for ESG-based business
activities and women entrepreneurs MSME. The UMKM
Performance of Sustainable Business Financing Fest 2023 event was conducted in a hybrid format
In supporting the transition to a green economy, BCA with the theme “Jadi #Andalanlokal” in which ± 1,400
puts significant emphasis on financing Sustainable sellers participated, generating over 79.7 thousand
Business Activities (SBA). In 2023, sustainable business transactions. This year’s event also saw the onboarding
financing exceeded the set target of 9%, with a of 1,209 sellers to the online platforms (Grab and Blibli),
portfolio growing by 10.6% YoY to reach Rp202.6 and export training (Go Export) was provided as part
trillion, and contributing 24.8% to the total portfolio. of BCA’s commitment to continuously support MSME
Sustainable Business Financing consists of financing to level up. In response to the challenges of mandatory
for Environmentally Friendly Business Activities (green halal-certified products, BCA facilitated >1,500 MSME
financing) and financing for Micro, Small, and Medium businesses under its guidance to undergo training and
Enterprises (MSME), with a portfolio composition of self-declared halal certificate registration.
42.7% green financing and 57.3% MSME.
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The participation of women in the MSME sector impact on the environment but also create positive
improve the quality of women’s lives economically, social impact by providing job opportunities for
socially, and culturally. By increasing women’s access informal waste pickers. Additionally, the proceeds
to financing, BCA continues to promote justice and from recycled waste, amounting to Rp531 million, were
equality in society. In 2023, the disbursement of women donated to the Bakti BCA Foundation as educational
entrepreneurs MSME reached Rp14.8 trillion, increasing funds for the children of BCA employees in need.
by 20.2% YoY with 44,465 debtors.
Through the development and implementation of
We continue to enhance the assessment of ESG digitalized products and banking solutions, as well as
performance in the loan approval process, in line digital workplace processes, BCA has successfully
with the principles of responsible banking. Current reduced total GHG emissions by 1,772 tCO2eq. This
policies include the implementation of an exclusion list, has become the dynamic at BCA to enhance banking
environmental document requirements, Environmental services, optimize operations, create a better
Impact Assessment (AMDAL) studies, assessment of the customer experience, and be part of the sustainability
Environmental Performance Rating Program (PROPER), transformation.
ownership of environmental and social management
certificates, and the implementation of policies The environmentally friendly building initiative has been
for sectors potentially at high risk of environmental carried out by implementing green building features,
damage. such as installing solar panels, which are estimated to
reduce GHG emissions by 360 tCO2eq. Wisma BCA
Bringing positive Impact on the Environment Foresta has achieved Platinum certification as a green
BCA has undertaken several initiatives to create an building. The achievements of Wisma BCA Foresta as a
environmentally friendly banking operation. These green building include winning 1st place in the Subroto
initiatives are focused on four (4) main activities, Award for Energy Efficiency (PSBE) from the Ministry
including waste management and recycling, of Energy and Mineral Resources for energy efficiency
digitalization of products and banking solutions, in 2022 and the ASEAN Energy Awards for the Energy
implementation of green building and green lifestyle, Efficient Building category in 2023. Continuing the
as well as environmental conservation and biodiversity green building program, BCA will submit Wisma BCA BSB
preservation. In 2023, BCA contributed to avoid carbon Semarang for green building certification to the Green
emissions that was equivalent to 3,021 tCO2eq, marking Building Council Indonesia. To support the development
a 51.4% increase from the level of avoidance observed of the electric vehicle ecosystem and public interest,
in 2022. BCA has provided two public electric vehicle charging
station (SPKLU) locations to instill public confidence
Through waste management and recycling activities, and facilitate the use of electric vehicles.
BCA handles operational waste such as expired
archives, unused calendars, electronic equipment (ATM Continuing its responsibility to maintain environmental
cartridges, EDC machines, UPS, hard disks), plastics sustainability, the bank has planted 60 thousand trees in
(unused cards, money wrappers), and unused uniforms. various locations through Bakti BCA. Furthermore, BCA
With this initiative, BCA successfully managed 589 tons collaborated with external institutions to care for and
of waste in collaboration with third parties. Through monitor tree growth, as well as calculate the potential
these initiatives, BCA has the potential to reduce absorption of GHG emissions and carbon storage.
greenhouse gas (GHG) emissions by 844 tCO2eq and The potential absorption of GHG emissions from trees
support the principles of a circular economy. Waste planted by BCA and other biodiversity conservation
management and recycling not only have a positive initiatives in 2023 amounted to 45 tCO2eq.
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Involving and Providing a Positive Impact on Another Bakti BCA flagship program is the Business &
Society Banking Education Program (PPBP) and the Informatics
BCA manages social aspects related to employment, Engineering Education Program (PPTI). Both programs
customer privacy, and information protection and are non-degree education programs focusing on the
contributions to community development. BCA banking sector. The PPBP had 265 participants, and the
ensures equal opportunities for both men and women PPTI had 307 participants. The total number of alumni
to pursue careers without discrimination. In 2023, joining BCA as of December 2023 reached 191, or
we recorded that 61.1% of women have occupied 99.5%.
managerial positions out of the total managers. BCA
has successfully maintained retention with a recorded Additionally, BCA has developed the SYNRGY Program,
employee turnover rate 3.6%, lower than the previous which divided into two activities: the accelerator
year. In managing human resources, we respect human and the academy. A total of 7 startups qualified to be
rights and strive to provide work-life balance to nurtured by the SYNRGY Program. By introducing an
employees. BCA provides a grievance system for labor accelerator program and collaborative platforms like
issues, and in 2023, there were no cases of harassment SYNRGY, BCA participates in developing digital talent
or human rights violations. potential and strengthening Indonesia in terms of its
digital economy.
Social aspects of management in the banking sector
include the Bank’s ability to address customer issues. BCA has 14 assisted tourism villages and has been
The presence of the Halo BCA contact center in entrusted by the Ministry of Tourism and Creative
Semarang aims to improve the quality of service to Economy to assist 12 partner villages. This reflects
customers. BCA continues to monitor and measure BCA’s role in community empowerment, supporting
service quality excellence using the results of surveys local tourism development, and conducting financial
conducted by independent parties, such as Gallup, literacy and inclusion. BCA indirectly contributes to the
which in 2023 achieved the score of 4.75 in customer economy through village assistance programs, which
engagement survey and 4.88 (on a scale of 5) on branch are synergized with SME financing collaborations as well
service quality survey. as the development of digital marketing to enhance the
competitiveness of the assisted villages.
In 2023, BCA recorded no data breaches. We
strengthened our information and privacy security Holding strong to BCA’s commitment to build a
management systems, as well as cyber risk meaningful presence in the community, the Bakti BCA
management, to maintain customer trust. We apply program continues to strengthen its care for, and
various quality standards (ISO) including 27001:2013 contribution to, community social welfare. This year’s
and most recently additional scope of ISO 9001:2015. Bakti BCA program awarded scholarships to 900
BCA continuously educates employees and customers students, conducted financial literacy and inclusion
through BCA’s official social media accounts to remain programs for 296,022 students/community, provided
cautious in the face of cybercrime threats. health assistance through affiliated clinics as well
as cataract surgery for 15,735 patients, nutritional
To positively impact the broader community, BCA interventions for 1,725 toddlers, and implemented
consistently organizes community engagement various cultural programs for the preservation of
and development programs under the Bakti BCA Indonesia’s cultural heritage.
Program. Bakti BCA activities cover various fields
such as education, health, financial literacy, cultural
preservation, community empowerment, and
philanthropy. Throughout 2023, Rp153.2 billion in
Environmental and Social Responsibility (CSR) funds
were distributed through this program.
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This year, BCA awarded a certificate of appreciation from the
Ministry of Law and Human Rights of the Republic of Indonesia
for business actors who have fulfilled the protection, respect
and restoration of human rights according to the Business and
Human Rights Risk Assessment (PRISMA) indicator standards.
Building Strong Sustainability Governance early awareness among Financial Institutions regarding
Carrying out good corporate governance allows BCA the impact of climate and environmental risks on banks’
to respond to the challenges faced in the future. Our financial performance, and contribute to the transition
appreciation is expressed for the ratings and awards towards a low-carbon economy. To support the pilot
bestowed upon BCA, including Asiamoney Asia’s implementation of CRST, BCA joined the Partnership
Outstanding Companies Poll 2023 for the Best for ESG for Carbon Accounting Financials (PCAF), using their
in Indonesia category, reflecting BCA’s hard work in methodology to identify and calculate greenhouse gas
fulfilling our commitment to uphold the company’s (GHG) emissions from financing activities in stages.
principles and business management standards
regarding sustainability that positively impact the The rapid development of technology and digitalization
environment, social, and corporate governance. must be supported by reliable protection systems, such
as biometric technology, to safeguard personal data
Responding to Challenges in Sustainable privacy. The development of these systems reflects
Finance and Strategy for Target BCA’s mission to conduct responsible business,
Achievement strengthen cybersecurity, and protect the personal
We greatly appreciate the policies of regulators and the data of customers, which is also a crucial sustainability
Indonesian government in bringing all business actors, principle in banking.
the financial services sector, and national interests
towards a low-carbon economy. As such, opportunities In addition, the rapid increase in digital transactions
remain open to expand financing to environmentally (more than 99.7% of customer transactions are
friendly sectors. BCA has supported credit facility conducted over digital channels) poses its own
expansion for debtors supporting the green economy, challenges for BCA, particularly in terms of identifying
developed sustainability-linked loan financing schemes, what is useful from the excessive data collected.
and invested in green bonds. Furthermore, we continue As a result, technology is needed for real-time data
to increase financing for the MSME sector, which is one acquisition and utilization to enhance BCA’s digital
of the pillar for Indonesian economy. services. We use open-source confluent technology
to move the data, using modernized infrastructure
As part of climate action efforts, in 2023 OJK issued to unlock new value from the data and thereby bring
guidelines on Climate Risk Stress Testing (CRST) for together the entire organization towards building
banks, including those in the OJK Task Force on Climate- intelligent, real-time applications. Real-time data
Related Financial Risks. The government strives to create usage for companies contributes to the success of
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modern companies, enabling agile and strategic as government institutions to finance environmentally
decision-making while alleviating pressure on legacy friendly and sustainable projects.
infrastructure. Additionally, real-time data acquisition
is also key in detecting and analyzing cyber threats In line with the Sustainable Finance Phase II (2021 - 2025)
as they occur, enabling accurate decision-making to roadmap, in 2022 OJK issued the Indonesian Green
mitigate such risks. Taxonomy (THI) to encourage sustainable financing.
This year, OJK updated THI to become the Indonesian
It is critical that the Board of Directors takes an active Sustainable Taxonomy (TBI), focusing on Nationally
role in integrating sustainability principles into the Determined Contribution (NDC) related sectors in
Bank’s policies and business activities. Monitoring and stages. BCA welcomes and understands the importance
implementing sustainable finance are done through of this document in creating a better understanding and
analyst meetings and board meetings, held regularly at facilitating banks in classifying green activities when
a minimum of four times a year. The Board of Directors developing products and/or financial service portfolios.
also monitors and evaluates every Key Performance
Indicator (KPI) achievement related to ESG aspects and The International Sustainability Standards Board (ISSB)
the realization of the Sustainable Finance Action Plan has issued IFRS S1 and S2 in response to rising demands
(SFAP) each year. Overall, the Board assesses that BCA’s for transparency and accountability in sustainability
sustainability performance in 2023 to be excellent and reporting. BCA is committed to preparing material
an improvement on the previous year’s achievements. information disclosures regarding all sustainability-
related risks and opportunities in the short, medium,
Leveraging Opportunities and Business and long term referring to IFRS S1 and S2.
Prospects
Amidst uncertain global economic and geopolitical Challenges in achieving Net Zero Emissions (NZE) will
conditions, BCA conducts business with prudence, impact business prospects. With establishment of
taking into consideration the balance of ESG impacts. government policies that aim to achieve NZE and a
An in-depth understanding of geopolitical conditions low-carbon economy, the bank requires support from
and economic dynamics is key to identifying potential regulators to jointly expand awareness regarding the
risks and opportunities. Facing these challenges, implementation of sustainable finance, green financing,
collaboration between sectors and stakeholders circular economy, and the achievement of Sustainable
has become increasingly significant for sustainable Development Goals (SDGs).
business operations in the future.
We increasingly observe that ESG activities focus
The growing interest of investors and the public in on environmental and social issues such as climate
sustainable investments has encouraged the banking change, the environment, labor, human rights, and
sector to provide sustainable investment products. This others. However, in the transition to a green economy,
trend presents an opportunity for the Bank to increase Indonesia needs policies that can build bridges and
green financing and collaborate with other banks as well compromises that allow business prospects to remain
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open for all parties, accompanied by the opportunity to We realize the importance of long-term sustainability
comply with ESG requirements. Therefore, educating for BCA’s business activities. We continue to instill
customers and debtors is key to building a sustainable, a sustainability culture as part of BCA employees’
competitive, and responsible business. BCA plans to lifestyles. BCA is committed to continue delivering
enhance education and awareness among stakeholders positive impact in line with the existence and aspirations
more aggressively in the coming year. of BCA and with its business strategy to contribute to
economic growth in Indonesia by supporting financial
Empowering Each Other inclusion, maintaining environmental sustainability, and
We express our gratitude and appreciation for the achieving sustainability in the future. We will continue
hard work and collaboration of all BCA Management to maintain good relationships with stakeholders and
and Employees, as well as the support of all other carry on this year’s sustainability report theme of ‘Live
stakeholders. Thanks to the collaboration that was to Empower’. We believe that the ultimate goal of every
established, BCA successfully creates added value for business activity should be improvements to human
the common good and contributes to the Sustainable quality of life and the preservation of the environment,
Development Goals. both now and in the future.
Let’s protect our planet together, because
‘Sustainability is Our Next Life’
On behalf of the entire Board of Directors of BCA,
we express our gratitude.
Jakarta, February 2024
Jahja Setiaatmadja
President Director
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Performance Highlights in 2023
Economic Aspect
SOLID & POSITIVELY GROWING SUSTAINABLE FINANCING PORTFOLIO
YoY:
(In trillion Rupiah) CAGR: 12.9% 203 10.6%
183
159
87 7.0%
125 128 81
71
Green Financing 44 51
116 13.4%
88 102
MSME 81 77
Dec 2019 Dec 2020 Dec 2021 Dec 2022 Dec 2023
% to total portfolio 21.3% 22.2% 24.8% 25.4% 24.8%
I. GREEN FINANCING & INVESTMENT
Green Bonds
Other
Green building Environmentally
friendly
transportation
Rp 1,635 billion
environmentally
Biological natural
332% YoY
8 Green
resources and
friendly sustainable
land use
activities
Financing Sustainability-Linked Loan
Sectors Renewable
Energy Disbursement 2023
319
energy
efficiency
Eco-efficient
products
management of
water & waste
Rp billion
water
Responsible palm oil financing to support Taking part in the development of Indonesia’s
national economic growth electric vehicle ecosystem
Outstanding
Palm Oil Sector Certification
Rp 1,275
nearly 5x YoY
billion
Total Company 2023 2022 Renewable Energy Financing
Mini-hydro 54%
ISPO & RSPO certified companies 13 13 Hydro 27% 212.8 MW
ISPO certified companies 28 30
Solar 9%
RSPO certified companies 22 16
Biomass 7% Outstanding
Total Company 63 59
Biogas 3% Rp2.1 trillion
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II. CONTINUOUSLY SUPPORT MSME AS A PILLAR OF THE NATION’S ECONOMY
KUR Disbursement
Rp 598.8 billion
25.2% YoY
PROMOTING WOMEN’S EMPOWERMENT
Women MSME debtors Outstanding
44 thousands Rp14.8 trillion
24% YoY 20% YoY
UMKM Fest Program
Bangga Lokal Program • Coaching
• Business Solutions
2,161 • Accessibility & exposure
total merchant
Rp727 billion
±1,400
total MSME participated
total sales
Development of MSME Business Actors
963 220 Local inhabitants 1,209 MSMEs
Halal certification for MSME workforce in Onboarding to online
MSME Bakti BCA Villages platform
1,521 MSMEs 60 MSMEs
Training Participants in Training Participants in
halal certification Export-Learning
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Environmental Aspect
I. MANAGING OUR OPERATIONAL EMISSIONS
Total emission from
operational activities
4,840 143,260 160,924
309,024
Tons CO2 eq Tons CO2 eq Tons CO2 eq
Scope 1 Scope 2 Scope 3
Tons CO2 eq
II. PARTICIPATING IN INDONESIA’S FIRST CARBON TRADE
71,500
Carbon units purchased
tCO2eq
III. COMMITMENT TO PROTECT ENVIRONMENT & EFFORT TOWARDS ENVIRONMENTALLY FRIENDLY OPERATION
A Digital Banking B Waste Management &
Products & Solutions Recycling Initiatives
1,772 Estimated Total Reduction of
Carbon Emissions
844
Tons CO2eq Tons CO2eq
3,021
Ton CO2eq
C Green Building
Initiatives
360 45Tons D Biodiversity
Tons CO2eq Tons CO2eq Conservation
A DIGITAL BANKING OPERATION
99.7%
of total transactions Digital Internal Online Internal Digital Approval Work From Hub
in 2023 conducted Administration Event Mechanism
through digital channels
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B WASTE MANAGEMENT & RECYCLING INITIATIVES
589 tons Rp 530.8 million
Total waste managed 100% proceeds from internal are donated for
Bakti BCA scholarship funds
BCA EDC Recycled: Recycled:
& KeyBCA
Token
61.7 Tons
Plastic
seeds & Iron
raw material
Inorganic
Waste 41.1 Tons
Plastic
seeds, pulp,
etc
Waste 2x YoY 15% YoY
13.9 Recycled: Electronic
31.1
Card recycled:
Tons Paving Waste Plastic Flakes
Waste Block
Tons
3x YoY
Recycled: Recycled:
Archival
Waste 425.4 Tons
Pulp Uniform
Waste 12.2 Tons
Recycled
fabric
2% YoY 23 x YoY
Employees involvement in preserving environment
3.3 Tons 13.5 tCO2eq 179 users
Total waste Potential emission Employees
managed reduction participation
C GREEN BUILDING INITIATIVES
Winner 1st Winner
ASEAN Energy Awards Subroto Awards
Best Energy Efficient Energy Efficient
Building in Southeast Asia Building
D BIODIVERSITY CONSERVATION
60,000 trees
7,122 employees
Planted in 2023 involved in Walk & Bike
for Tree Program
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Sustainability in BCA Responsible Banking
Highlight
Social Aspect
Rp 153.2 Billion
Environment & Social Responsibility Activity Funds Realization
Bakti BCA Village Scholarship Culture Preservation
(since 2012)
14 900
BCA Assisted Tourism Students 18,458
Villages
Participants in the
preservation of wayang
12 Rp 6.1
Ministry of Tourism Billion > 900
and Creative Economy Competition of arts,
Assisted Partner Villages culture and traditions
Empowerment of FInancial Literacy Public Health
Tourism Village
253,623 1,036
403
Local workforce absorption
Students Cataract Surgery Patients
>263,000 42,399 1,971
Public Blood Donor (Bags)
Tourist
Rp 8.4 Billion 1,120 14,699
Revenue from tourism spot Volunteers Assisted Clinic Patients
Supporting National Stunting Reduction Program
USD 1 Million 1,725
Commitment to support Toddlers received nutritional
government’s program to accelerate support in 2023
stunting reduction in 2023 - 2026
14 Sustainability Report 2023 PT Bank Central Asia Tbk
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Sustainability Culture Social Value Creation Sustainability Report in Brief
CUSTOMER SERVICE AND EMPLOYMENT
16.7% 100%
Female Directors Employees received Sustainable
Financing training
61.1%
Female managers of
total managers 4.7
Employees
Engagement Score (scale 5)
60.8%
Female employees of
total employees
3.6%
Turn over rate
53.6% 1.4%
New female employees Absentee rate
of total new employees
4.75/5.0 4.88/5.0
Customer Engagement Branch Service Quality
(CE) Index (BSQ) Index
RESPECT FOR HUMAN RIGHTS
Human Rights Training
By Foundation for International BCA has met the standard indicators
Human Rights Reporting Standards of Business Risk Assessment and
(FIHRRST) to all board of Human Rights (PRISMA) indicators
commissioners & directors of BCA from the Ministry of Law & Human
and subsidiaries. Rights
Sustainability Report 2023 PT Bank Central Asia Tbk 15
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Sustainability Aspects
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Highlight
Sustainability Governance Aspect
Established
ASEAN
specialized Cyber
Corporate Governance
Security Risk
Scorecard Data Breach
Management unit
ASEAN ZERO to implement
Asset Class risk policies &
PLCs Established procedures
Specialize Unit
Corruption Incident IT Security Group
to process cyber
ZERO resilience in all
business areas
ESG RATINGS
MSCI Thomson Dow Jones FTSE4Good
Indonesia Index Reuters - Refinitiv Sustainability Index ASEAN 5 Index
Top 10 Constituents ESG Scores S&P Global CSA Top 10 Constituents
Rating A Score 50
Score 87/100 Rank percentile 83th
IT & DATA SECURITY CERTIFICATION
1. ISO 27001:2013 2. ISO 20000-1:2018 3. ISO 27001:2013
for Enterprise Security for IT service management for data center
& data center network & operation
4. PCI DSS 3.2.1 Certification 5. ISO 9001-2015
for BCA data center for data center operations
(global data security) & quality management system
PROACTIVELY CAMPAIGNED ON FINANCIAL FRAUD TO CUSTOMERS
BCA’s campaign won:
• YouTube Works Award
Southeast Asia 2023
• Marketing Excellence
Award 2023.
16 Sustainability Report 2023 PT Bank Central Asia Tbk
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Appreciation of BCA’s
Achievement
World’s Best Bank 2023
#1 in Indonesia FinanceAsia Award 2023 Stevie Awards for Great Employers
Best Bank in Indonesia Best Results of a Learning Program
The Asian Banker Leadership Qorus Reinvention Awards - APAC 2023
Achievement Award 2023 Newsweek: World’s Most Trustworthy Gold Winner - APAC Innovator of The Year
Bank of the Year in Asia Pacific Companies 2023
2023 : Bank Central Asia, No.1 World’s Most Trustworthy
Bapak Jahja Setiaatmadja Companies 2023 in Banking Sector
Stellar Workplace Award 2023
Stellar Workplace Recognition in
Employee Satisfaction
Asiamoney Asia’s Outstanding Institutional Investor 2023 Asia
Companies Poll 2023 Executive Team
Overall Most Outstanding • Most Honored Company
Company in Indonesia • #1 Best ESG (Sell – side)
• #1 Best IR Program (Sell – side)
Asiamoney: Private Banking Award 2023
Best for High Net Worth in Indonesia
Corporate Product and ESG, CSR Employee
Services &GCG
Gallup Customer Engagement
Asiamoney Asia’s Outstanding
Survey
WOW Brand Festive Day 2023 Companies Poll 2023
Customer Engagement (CE)
The Best Digital Lounge-myBCA Best for ESG in Indonesia
Recognition - CE Score di atas
rata-rata global
Global Contact Center World Fortune Indonesia:
2023 BrandZ Most Valuable Global Awards Asia Pasific 2023 Change the World Award (Bakti BCA)
Brand Company Award - GOLD
2023 Most Valuable Southeast Best Mega Contact Center
Asian Award
• Top Most Valuable Brands in
Indonesia (Peringkat I) IICD: The 14th IICD Corporate Governance
• Top 30 Most Valuable Conference and Award
Southeast Asian Brands 2023 Indonesia’s Strongest Brand 2023
AAA+ (92.9) - Rank #1 Best Overall
• Top 100 Most Valuable Global
Brands (Peringkat 74)
Sustainability Report 2023 PT Bank Central Asia Tbk 17
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Sustainability Aspects
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Highlight
Sustainability Highlights
Economic [FN-CB-000.A, FN-CB-000.B]
Description Unit 2023 2022 2021
Internal Performance
Operating income Rp billion 99,945 87,476 78,473
Net income Rp billion 48,658 40,756 31,440
Loan - Gross 1 Rp billion 810,392 711,262 636,987
Infrastructure financing (including non-cash loan) Rp billion 58,679 56,179 54,882
Third Party Funds 2 Rp billion 1,101,673 1,039,718 975,949
Total frequency of internet and mobile banking Million times 25,589 20,079 14,361
transactions
Total taxes paid Rp billion 11,522 9,711 7,401
Economic Performance related to Sustainable Finance
Nominal products and/or services that meet Rp billion 202,606 183,225 159,486
Sustainable Finance (SF) business activities criteria
MSME loan disbursements Rp billion 116,038 102,316 88,206
KUR disbursements Rp billion 599 478 206
Percentage of total Sustainable Finance business % 24.8 25.4 24.8
categories (SF) financing portfolio to total financing
portfolio
Notes :
1) Including asset related to sharia transaction, consumer financing receivables and finance lease receivables.
2) Including sharia deposits.
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Financing for Sustainable Business Activities [FS6, FS8][FN-CB-000.B]
2023 2022 2021
Description
Rp billion % Rp billion % Rp billion %
Total Sustainable Financing Portfolio 202,606 100.0 183,225 100.0 159,486 100.0
a. Renewable energy 2,057 1.0 2,094 1.1 2,334 1.5
b. Energy Efficiency 74 0.0 - - 182 0.1
c. Management of biological natural resources and 67,760 33.4 66,146 36.1 57,910 36.3
sustainable land use
d. Eco-friendly transportation 8,030 4.0 6,948 3.8 5,987 3.8
e. Sustainable water and wastewater management 1,379 0.7 818 0.4 885 0.6
f. Eco-friendly and Eco-Efficient Products 5,326 2.6 4,448 2.4 3,901 2.4
g. Green buildings that comply with national, 99 0.0 77 0.0 81 0.1
regional, and international standards and
certification
h. Sustainable Business and/or Other Activities 1,843 0.9 379 0.2 - -
i. MSME activities 116,038 57.3 102,316 55.8 88,206 55.3
Non-MSME Sustainable Finance Portfolio based 86,568 100.0 80,909 100.0 71,280 100.0
on Segment
Corporate 82,398 95.2 78,903 97.5 70,052 98.3
Commercial 1,500 1.7 1,354 1.7 1,208 1.7
Consumer 1,035 1.2 274 0.3 20 0.0
Corporate Green bonds 1,635 1.9 379 0.5 - -
Infrastructure Financing Portfolio (including non- 11,090 100.0 9,510 100.0 8,804 100.0
cash loan)
Toll roads 1,233 11.1 1,248 13.1 889 10.1
Electricity 2,764 24.9 2,019 21.2 1,945 22.1
Railroads 2,956 26.7 2,667 28.0 2,318 26.3
Airports and ports 2,757 24.9 2,759 29.0 2,760 31.3
Drinking water and sanitation 1,379 12.4 818 8.6 892 10.1
Note:
The overall financing portfolio by industry sector is presented in the 2023 BCA Annual Report.
2023 Sustainability Report PT Bank Central Asia Tbk 19
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Sustainability Aspects
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Highlight
Environmental Performance
Description Unit 2023 2022 2021
Internal Performance
GHG emissions generated (scope 1, 2, 3) ª tCO2 eq 309,024 142,783 104,487
Electricity consumption b kWh 172,492,313 156,040,072 118,611,628
Electricity consumption intensity kWh/m2 154 139 159
kWh/transaction 0.006 0.007 0.007
kWh/employee 6,408 8,038 6,030
Paper consumption c Ton 478 296 57
Paper waste reduction Ton +182 +239 6
Water consumption d m3 403,748 302,646 47,823
Branch offices adopting green office Offices 77 74 71
Environmental Responsibility Activities
Environmental responsibility activity funds realization Rp million 8.1 1.5 1.1
Reintroduction of orangutan in Kalimantan Individuals 5 5 5
Orangutan rehabilitation Individuals 5 5 5
Tree seeds Seed 60,000 24,631 14,700
Environmental education participants 682 939 148
Schools 5 8 4
BCA offices’ participation in Earth Hour Offices 864 544 125
Note:
a) Data in 2023 covered all of BCA’s Head Office, Data Center, and Branch Offices (KCU, KCP, and KCP Kas). The calculation was
extrapolated on January-October 2023 data.
b) Data in 2023 covered all of BCA’s Head Office, Data Center, and Branch Offices (KCU, KCP, and KCP Kas). Data in 2022 covered Head
Office, Data Center, 120 KCUs, 742 KCPs. 2021 covered Head Office, Data Center, and 603 KCP.
c) Data in 2023 covered all of BCA’s Head Office, Data Center, and Branch Offices (KCU, KCP, and KCP Kas). Data in 2022 covered the
Head Office and Main Branch Offices, 2021 covered the Head Office.
d) Data in 2023 covered all of BCA’s Head Office, Data Center, and Branch Offices (KCU, KCP, and KCP Kas). Data in 2022 covered the
Head Office and 100 Branch Offices, in 2021 only covered the Head Office.
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Social Performance
Description Unit 2023 2022 2021
Internal Performance
Females occupying director positions % 16.7 16.7 16.7
Total female employees to total employees % 61.7 61.4 61.6
Number of training hours Hours 1,183,950 950,297 673,040
Employee training and education expenses Rp billion 372.8 263.2 193.4
Number of participants in financial literacy education People 296,022 155,769 117,058
(CSR)
Customer Engagement (CE) index Scale 1-5 4.75 4.73 4.73
Branch Service Quality (BSQ) Index Scale 1-5 4.88 4.86 4.87
Customer complaint settlement level % 97.3 98.1 99.5
Percentage of (whistleblowing) complaints % 98.2 88.5 91.0
investigated to total complaints received
Social Responsibility Activities
Social responsibility activity funds realization Rp billion 145.1 143.1 136.2
Number of PPA/PPBP and PPTI education graduates people 192 199 174
Number of assisted general clinic patients people 12,802 13,734 16,074
Number of assisted Family Planning clinic patients people 1,897 1,978 2,040
Number of cataract surgery patients people 1,036 803 529
2023 Sustainability Report PT Bank Central Asia Tbk 21
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Sustainability in BCA Implementation of the Sustainability Pillar has become a culture of BCA employees at all levels of positions and work units as a tangible step to protect the earth and our lives together
Page 25
TABLE OF CONTENTS
Sustainability Strategy 24
Company in Brief 25
Scale of Business 26
Building a Sustainability Culture 28
Contribution to the Sustainable Development 29
Goals (SDGs)
Sustainability Governance 32
Sustainable Finance Action Plan 36
Employee Welfare in BCA
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
Sustainability Strategy [2-22]
BCA carries out sustainable practices in its business activities to support a low-carbon economy in the future.
BCA’s sustainability strategy encompasses the implementation of Sustainable Finance, Sustainability Pillars,
and other initiatives to support the achievement of the Sustainable Development Goals (SDGs).
Sustainable Finance Vision Sustainable Finance Mission
To be the Bank of choice and a major To align all our corporate
pillar of the Indonesian economy, activities with the principles of
that aligns with Indonesia’s Sustainable Finance.
sustainable development.
Sustainable Finance Core Values
Continuous
Customer
Integrity Teamwork Pursuit of
Focus
Excellence
Sustainability Pillars [2-22]
Sustainable Banking Sustainability Social Value
Pillar Culture Pillar Creation
This pillar covers the This pillar covers the This pillar covers
key material topics for implementation of community
the bank to conduct sustainability values involvement and
responsible business and responsible empowerment
and support operational activities. programs through:
sustainable • Bakti BCA Program
development • Financial literacy and
goals achievement. inclusion programs
24 2023 Sustainability Report PT Bank Central Asia Tbk
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Company in Brief [2-1]
PT Bank Central Asia Tbk or commonly known as BCA, has the legal form of ‘Limited Liability Company’ and
was founded based on Company Establishment Deed No. 38 with the Deed of Notary Raden Mas Soeprapto
dated 10 August 1955, which was approved by the Minister of Justice with Decree No. J.A.5/89/19 dated 10
October 1955. BCA’s main business activity is providing banking solutions. BCA business sector provisions
are stated in Article 3 of the Articles of Association, while a complete description of business activities and
banking support is presented in the 2023 Annual Report and https://www.bca.co.id/en/Individu/produk.
BCA’s operational activities are spread across the regions of Indonesia.
Shareholding Percentage [2-1]
Robert Budi Hartono Bambang Hartono
(Ultimate Shareholder) (Ultimate Shareholder)
51.00% 49.00%
PT Dwimuria Investama
Andalan Public
54.94% 45.06% *
Note:
Controlling
Controlling Line
* As of 31 December 2023, the portion of shares belonging to public shareholders, 2.46% is owned by affiliated parties of
PT Dwimuria Investama Andalan. Commissioners (Independent Commissioner not included) and Board of Directors have 0.14% BCA shares.
Company Name [2-1] Operating Location [2-1]
PT Bank Central Asia Tbk (BCA) Indonesia
Legal Form [2-1] Head Office [2-1]
Limited Liability Company Menara BCA, Grand Indonesia
Jl. M.H. Thamrin No. 1, Jakarta 10310
(+62 21) 2358 8000
Deed of Establishment (+62 21) 2358 8300
Deed of Establishment No.38 with Notary Deed made
before Raden Mas Soeprapto dated August 10, 1955.
Approved by the Minister of Justice through Decree Website
No. J.A.5/89/19 dated October 10, 1955. www.bca.co.id
Lines of Business Call Center
A commercial bank engaged in banking activities.
BCA’s lines of business are in accordance with Article 3
of the Articles of Association as presented in the 2022
Annual Report. The financial products and services can
be accessed at
Halo BCA 1500888
https://www.bca.co.id/en/Individu/produk.
+6281 1150 0998 (WhatsApp)
halobca@bca.co.id (e-mail)
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
Scale of Business [2-1]
Total Total Total Net Total
Asset Liability Equity Profit Operating
Revenues
2023 2023 2023 2023 2023
Rp 1,408.1 Rp 1,165.6 Rp 242.5 Rp 48.6 Rp 99.9
trillion trillion trillion trillion trillion
2022 2022 2022 2022 2022
1,314.7
Rp Rp 1,093.6 Rp 221.2 Rp 40.7 Rp 87.5
trillion trillion trillion trillion trillion
2021 2021 2021 2021 2021
1,228.3
Rp Rp 1,025.5 Rp 202.8 Rp 31.4 Rp 78.5
trillion trillion trillion trillion trillion
Total Total Total Total Number of
Current Saving Time Loan - Transactions
Accounts Accounts Deposits Gross
2023 2023 2023 2023 2023
Rp 348.5 Rp 536.2 Rp 217.0 Rp 810.4 27,978
trillion trillion trillion trillion Million times
2022 2022 2022 2022 2022
Rp 323.9 Rp 524.0 191.8
Rp Rp 711.3 22,337
trillion trillion trillion trillion Million times
2021 2021 2021 2021 2021
Rp 285.6 Rp 481.4 208.9
Rp Rp 637.0 16,423
trillion trillion trillion trillion Million times
Total employee Number of office branch
and management (KCU, KCP, Cash KCP)
2023 2023
2022 2021 2022 2021
26,917
People
24,508
People
23,952
People
1,258
Offices
1,247
Offices
1,242
Offices
Number of ATM Number of
accounts
2023 2023
2022 2021 2022 2021
19,047 Units
18,268
Units
18,033
Units
37.6 34.7
Million Accounts Million Accounts Million Accounts
28.5
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Served Markets, Value Chain, and Business Relationships [2-6]
BCA is engaged in the banking sector and offers financial solutions for the wider community, including
individuals, institutions/organizations, corporations, commercial, to micro, small and medium enterprises
(MSMEs). BCA also serves a number of sectors including the private sector, governments, State-Owned
Enterprises (SOEs), and foreign parties. Information on banking products and services as well as other financial
solutions can be accessed at https://www.bca.co.id/en/Individu.
BCA’s main operating location is Indonesia. As of the end of 2023, BCA operated in 1 Head Office, 138 Main
Branch Offices (KCU), 899 Sub-Branch Offices (KCP), as well as 221 Cash Offices spread across Indonesia.
Even though BCA’s main operational location is in Indonesia, overseas customers can still make financial or non
financial transactions through digital banking solutions.
BCA has 9 subsidiaries with various lines of business. Stakeholders can access information regarding BCA’s
business relationships with subsidiaries via https://www.bca.co.id/en/tentang-bca/korporasi/Perusahaan-
Anak.
In addition, the presence of BCA and its subsidiaries has contributed to economic development and the
Sustainable Development Goals (SDGs). BCA also involve local parties in the BCA supply chain. In 2023, BCA
recorded expenditure on local partners at 98% of the total cost of goods and services procurement. BCA also
complied with regulators and participated in financing government projects.
Significant Changes [2-6]
BCA noted there were no significant changes, such as those related to branch closures or openings, business
models, supply chains and majority shareholder structure.
Association Membership [2-28]
These days, implementing sustainability practices is a strategy for all businesses, with a growing number of
stakeholders paying more attention to ESG practices. Therefore, BCA continues to observe developments in
sustainability issues by joining associations that support sustainable finance implementation.
Association Membership
No. Name of Association
1 National Bank Association (PERBANAS)
2 ACI Financial Market Association (ACI FMA)
3 Indonesian Payment System Association (ASPI)
4 Communication Forum for Director of Banking Compliance (FKDKP)
5 Sovereign Debt Securities Trader Association (HIMDASUM)
6 Indonesia Contact Center Association (ICCA)
7 The Institute of Internal Auditors (IIA)
8 Indonesia Chapter - Indonesia Audit Committee (IKAI)
9 Indonesia Sustainable Finance Initiative (IKBI)
10 Indonesian Public Listed Companies Association (AEI)
11 Indonesian Chamber of Commerce and Industry (KADIN)
12 Partnership for Carbon Accounting Financials (PCAF)
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
Building a Sustainability Culture [2-22, 2-24]
Commitment to implementing sustainability BCA’s efforts to build a sustainability culture
practices is outlined in the vision, mission, core values internally include organizing sustainability campaign
and pillars of sustainability, to allow BCA personnel which consists of three phases, namely awareness,
contribute to sustainability target achievement. The engagement and retention such as through the
Sustainability Pillar consists of three main focuses, Sustainability Awareness Month program, Green
namely Sustainable Banking; Sustainability Culture; Champion Challenge, and dissemination of the
and Social Value Creation. sustainability culture is conducted regularly and
periodically through e-learning, BCA’s internal
Implementation of the Sustainability Pillar has Instagram account @bcasemuaberes and other
become the culture of BCA personnel at all levels internal communication media.
of positions and work units aiming at optimizing
all potentials to provide a sustainable impact on
stakeholders and the environment. BCA continually
build synergy among all employees to carry out the
sustainability pillars, one of which is by encouraging
every employee to become an agent of change.
BCA employees take part in maintaining sustainability culture as agent of change.
28 2023 Sustainability Report PT Bank Central Asia Tbk
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Contribution to the Sustainable
Development Goals (SDGs)
BCA supports and contributes to all SDGs achievements. However, BCA has significant primary support
according to its business lines and capacity.
Primary Support to SDGs
Goal 2023 Achievement Strategy 2024 Target
• Zero major workplace accidents • Providing health education • Zero major accidents in the workplace
• 14,699 people received general through health campaigns • Ensuring all employees have become
medical & contraceptive services • Conducting social service members of BPJS and private health systems
through BCA assisted clinics activities • Conducting regular health education and
• 1,725 toddlers received nutrition • Educating the public about campaigns
intervention through PASTI and ”Ayo health through seminars or • Conducting social services for cataract
Cegah Stunting” Programs webinars surgery and assisted clinics
• 1,036 cataract surgery patients • Conducting employee blood donations
• 1,971 blood bags collected at
employee blood donation event
• 75.9 % employees received training • Developing e-learning • 20% of BCA employees receiving advanced
• 94 employees received scholarships programs, in-class training, SF training
for Bachelor and Master’s degrees and collaborating with other • Implementing the BCA Bakti Scholarship
• All employees have attended educational institutions Program
Sustainable Finance training • Organizing selection and • Implementing PPBP and PPTI programs
• 900 students received Bakti BCA awarding scholarships • BCA employees receiving training and
Scholarship to qualified students and education programs
• 572 PPBP and PPTI participants providing soft skills training • Organizing the Cultural Preservation Award
• 275 school principals participated • PPBP strategy: recruiting Program regularly
in the Transformational Leadership and organizing • Organizing the annual Indonesia Knowledge
training dissemination program in 4 dissemination to leading Forum
cities Senior High Schools/
• 296,022 residents (including students Vocational Schools across
and college students) received Indonesia
financial literacy education • Organizing intensive training
• 830 students and 272 teachers from on blended learning and soft
268 schools participated in the skills training for teachers
Semarak Literasi program using the competitive
• BCA Berbagi Ilmu method
a) 3,103 students at 5 state • Organizing financial literacy
universities attended Public education nationwide
Lecture of the BCA Berbagi Ilmu that has a positive impact
program in accordance with the
b) 993 students from 18 schools OJK Indonesia’s National
participated in the Student Banking Financial Literacy Strategy
Tour (SNLKI) by prioritizing
c) 39 people with disabilities employee volunteer
participated in the I’m Capable programs
2023 Sustainability Report PT Bank Central Asia Tbk 29
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
Goal 2023 Achievement Strategy 2024 Target
• 61.7% of female employees from total • Implementing the Preamble • No remuneration gap between female and
employees were promoted of the Collective Labor male employees
• 16.7% of women occupied director Agreement and article • Zero cases of violation of equal rights and
positions 59 paragraph 2 letter i discrimination against employees
• 61.1% of female employees occupied concerning equal rights and • Zero reports of discrimination against
middle-up manager positions prohibition of discrimination customers
• 43 craftswomen received training in any form against • Maintaining a fair percentage of female and
and guidance in market access employees male employees in opportunities to occupy
expansion through Bakti BCA • Providing equal managerial positions.
opportunities in career
advancement to managerial
level or higher
• Providing training and
assignments to women
weavers to improve their
skills and wellbeing
• 10.6% average portfolio increase • Mapping out the mitigation • Conducting Climate Risk Stress test for 50%
in Sustainable Finance, including strategy to gradually reduce of financing portfolio
environmentally conscious debtors CO2 emissions in BCA • 8% increase in Sustainable Financing
• 9 BCA buildings use solar panels Building portfolio, including non-MSME sector
• Greenhouse gas emission (GHG) • Developing adaptive • Replacing R22 to R32 air conditioners in
measurements now cover all Head behavior in smart buildings, branches
Offices, Data Centers, and Branch applying environmentally • Installation of solar panels in BCA-owned
offices friendly technology, buildings
• 77 Branch offices implemented sustainability culture, and
environmentally friendly building educating employees
features through agents of change
• 2 Bakti BCA-supported tourism • Providing loans to
villages manage bottle waste from environmentally friendly
tourists through reverse vending business
machines.
• 4,950 people were recruited as BCA • Creating job opportunities • 11% increase in KUR disbursement
employees to support BCA digitalization • 8% increase in MSME financing
• 403 full and part-time workers in 14 and relationships • Consistent implementation of Occupational
villages • Developing BCA frontliners’ Health and Safety (no major incidents in the
• 220 local MSME actors from Bakti roles and capabilities work environment)
BCA assisted villages to provide more • Recruitment for employees and Bakti BCA
• The basic salary of BCA’s lowest comprehensive solutions to interns
level employees is higher than the customers • Organizing UMKM Fest 2024
Provincial Minimum Wage (UMP) • Increasing the channeling
applicable in all branch offices in cooperation with anchors
Indonesia. • Providing guidance and
• 3,915 interns were recruited through assistance for branches in
the Bakti BCA program KUR disbursements
• MSME financing increased by 13.4% • Expanding the line of
• Rp599 billion KUR realization business for KUR financing
• ± 1,400 MSMEs participated in the • Mapping the banking
UMKM Fest services for unbankable
• 23 assisted and partnered tourism community
village received 20 trainings on • Collaborating with village
sustainable tourism administrators, local
• More than 1,500 businesses in communities, and local
Bakti BCA’s community and governments
villages received trainings on halal • Recruiting prospective
certification, export and increasing interns for Bakti BCA
market access
• Branch Service Quality (BSQ) index: • Developing digital • Minimum BSQ index 4.50
4.88 from a scale of 5 innovations • Minimum CE Index 4.50
• Customer Engagement index (CE): • Implementing machine • 5.5 million new account openings through
4.75 from a scale of 5 learning and artificial digital banking
• 4.7 million new accounts opened intelligence • Zero major frauds
via digital banking bringing the total • Implementing data loss • Zero complaints related to data privacy and
accounts to 37.6 million prevention (DLP) and two- security
• Financing in infrastructure reached factor authentication for
Rp11.1 trillion electronic information
security
• Financing infrastructure
development
• Educating and disseminating
data security and digital
banking to customers
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Goal 2023 Achievement Strategy 2024 Target
• Meeting compliance indicators, such • Evaluating all business • Fulfilling compliance indicators
as Minimum Capital Adequacy Ratio activities in accordance • Zero reports of corruption committed by the
(CAR), Net Non-Performing Loan with regulations company
(NPL), Maximum Legal Lending Limit • Effective implementation of • Minimum bank soundness level at 2
(LLL), Minimum Statutory Reserve whistleblowing system • No material and significant legal cases and/
Requirement (SSR) for Rupiah & Forex, • Implementing good or disputes with customers
Macroprudential Liquidity Buffer corporate governance • Conducting business risk and human rights
(MLB), Net Open Position (NOP), • Complying with capital due diligence with independent parties
Macroprudential Inclusive Financing market laws and regulations • Issuing a policy of non-discrimination in the
Ratio (RPIM), and Liquidity Coverage • Adopting relevant best workplace
Ratio (LCR) practice standards • Zero corruption cases/reports
• Bank soundness level at 1 • Compliance risk at “low to moderate” level
• All employees have signed the • All employees sign an integrity pact and
integrity pact code of conduct
• Zero cases of corruption • All employees of echelon 5 and above must
• All employees have signed the code sign an annual disclosure
of ethics
• All employees of echelon 5 and above
have signed the annual disclosures
• Conducting the business and human
rights risk assessment (PRISMA) of the
Ministry of Law and Human Rights
Contribution to Other SDGs
Goal Supporting Activities
• Providing wages/salaries in accordance with government regulations
• Providing interest-free loan facilities for a certain nominal amount to BCA workers
• Opening job vacancies for worker and internship positions in the Bakti BCA program
• Enrolling employees in BPJS Employment
• Disbursing financing to people’s agricultural businesses
• Supporting the stunting reduction program (Partnership with the government and philanthropic to accelerate the
reduction of stunting rates in Indonesia)
• Disbursing financing to clean water management and wastewater management businesses
• Providing assistance for sanitation
• Providing shuttle buses at several locations for employees attending in-class training at the BCA Learning Institute (BLI) -
Sentul
• Assistance for government infrastructure development programs, public and social facilities, as well as BCA assisted
villages
• Creating a household waste recycling program for BCA employees
• Switching HVS paper use from 80 gsm to 75 gsm
• Initiative to turn off lights in work areas during lunch break
• Using digital sign and document approval office 365 applications as digital document approval applications to reduce
paper usage
• Working with vendors to manage solid waste
• Planting a total of 54,500 Multi-Purpose Trees (MPTS) in Tanggamus Regency, Lampung and Buleleng Regency, Bali with a
total area of 87.2 ha
• Total planting of 9,000 trees in critical land area totaling 22.5 ha
• Planting 5,500 mangrove seedlings in Kertasari Village, West Sumbawa Regency, West Nusa Tenggara Province
• Collaborating with WWF to learn about opportunities/potentials related to Sustainable Finance
• Collaborating with BOSF to protect orangutans, as well as monitoring tree planting
• Collaborating with the Nusantara Institute and SENA WANGI for activities to preserve Indonesian art, culture and traditions
• Collaborating with SPBK Perdami, Health Agency, Bakti Media Clinic, and North Duri Clinic for community health
promotion
• Collaborating with the Indonesian Natural Dyes Association (WARLAMI) to develop natural dyeing
• Collaborating with PCAF (Partnership for Carbon Accounting Financials) for financed emission calculation
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
Sustainability Governance [2-13, 2-24]
The implementation of sustainable finance and Executive Vice President CFO Office. Meanwhile,
ESG management is the responsibility of all work the Senior Executive Vice President CFO Office is
units and directorates at all levels. BCA involves the responsible for reporting sustainability performance
Board of Directors and Board of Commissioners to the Finance & Corporate Planning Director to
in sustainability governance, sustainability further submit it to the President Director.
performance monitoring and ESG performance
management. In the Board of Directors’ Key Performance Indicators
(KPIs), there are indicators of ESG and Sustainable
Structurally, BCA sets the Environment Sustainability Finance performance achievements. Likewise, all
Governance (ESG) Group as a group that is separate related work units also have KPIs concerning ESG
from other work units. Under the Planning & Finance and sustainable finance, which are integrated into
Directorate, the ESG Group reports to the Senior every daily work activity.
2023 Annual General Meeting of Shareholders
32 2023 Sustainability Report PT Bank Central Asia Tbk
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Sustainability Governance [2-9]
The sustainability governance structure is described as follows:
GENERAL MEETING OF SHAREHOLDERS
BOARD OF BOARD OF DIRECTORS
COMMISSIONERS
PRESIDENT DIRECTOR
FINANCE &
VICE PRESIDENT
CORPORATE
AND OTHER
PLANNING
DIRECTORS DIRECTOR
Senior
Executive
Vice President
Business Units: Compliance CSR & Other Regional
& Risk Supporting Units:
• Corporate • HR & Learning Corporate Head Offices/
Banking Management ESG
Institute Communications Offices Branches
• Commercial & Units: Group
• Complaint &
SME Banking • Credit Risk Logistics
• Consumer Analysis • Operation
Banking • Risk Management Strategy
• Transaction • Compliance • TI
Banking • Anti-Fraud
Sustainable
Finance
Coordination Line
Notes:
- The coordination line describes the mechanism for reporting progress on Sustainable Finance
Complete information regarding the composition of the highest governance bodies and company committees
can be accessed at https://www.bca.co.id/en/tentang-bca/tata-kelola/Struktur-Organisasi, as well as
performance evaluations of the company’s highest organs can be accessed at https://www.bca.co.id/-/
media/Feature/Report/File/S8/Kebijakan-GCG/20190712-Final-Kebijakan-Self-Assessment-EN.pdf, as well
as being presented in the 2023 Annual Report.
Duties of the Board of Commissioners, Board of Directors and Officers Responsible for
Sustainable Finance Implementation [2-12, 2-24]
The roles of Board of Commissioners as a supervisory body in implementing sustainable finance, are:
• Approve the Sustainable Finance Action Plan (SFAP) and Sustainability Report prepared by the Board of
Directors, to be submitted to the OJK;
• Ensure that the preparation of business strategies and implementation of Bank activities by the Board of
Directors has considered and harmonized economic, environmental, social and governance aspects;
• Provide feedback on sustainability and/or Sustainable Finance performance submitted by the Board of
Directors;
• Provide advice on the preparation of the SFAP according to the Bank’s business strategy.
The Board of Directors as a management body plays a strategic role in directing and leading the company to
achieve Sustainable Finance goals including:
• Preparing SFAP and Sustainability Report to be submitted to OJK after obtaining approval from the Board
of Commissioners;
• Developing business strategies and implement the Bank’s activities by considering and aligning economic,
environmental, social and governance aspects;
• Ensuring the overall sustainability strategy aligns with the Bank’s strategy;
• Giving approval to policies on Sustainable Finance;
• Implementing SFAP and Sustainable Finance principles according to the scope of the directorate’s duties;
• Conducting regular evaluations of Sustainable Finance performance.
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
Meanwhile, the main functions of the ESG Group are: and evaluation activities are incidental, which is
• Protecting stakeholder interests and increase adjusted to the implementation of related policy
compliance with laws and regulations through making. Monitoring of the sustainable finance
implementing good corporate governance implementation is carried out every three months
(GCG); and is presented in analyst meetings taking into
• Building a sustainable finance culture and account the achievements of the SFAP.
conducting dissemination to all related parties in
the company to achieve sustainable performance In managing risks in implementing sustainable
(environment, sustainability, governance/ESG). finance, BCA optimize functions related to Risk
Management. ESG risk management in financing
Risk Identification, Monitoring is carried out from the beginning of the screening
and Control Procedures for the process for loan applications by prospective
Implementation of Sustainable Finance debtors. BCA has a sectoral credit policy for sectors
[2-12, 2-14, 2-23, 2-24] [FS9] that have potential high risks to the ESG aspect.
In particular, the Director of Planning and Finance
which oversees the ESG group was appointed The Risk Management Division periodically monitors
as a supervisor, monitor and person in charge of the loan portfolio and ensures diversification in
implementing sustainable finance. The Finance & accordance with the Bank’s risk appetite. Monitoring
Corporate Planning Director acts as a coordinator results are submitted to the Director of Risk
and has the main responsibilities and duties as Management and/or the Director of each business
follows: unit. In response to sustainability risks, BCA regularly
• Building and implementing a sustainable finance conducts short-term and long-term stress testing.
culture in various aspects of the organization; [FN-CB-550a.2]
• Leading the preparation of the SFAP and
Sustainability Report; Management of sustainability risks, sustainability
• Ensure the application of Sustainable Finance performance achievement and sustainable finance
principles, implementation of the SFAP, implementation are discussed at regular Board of
publication of the Sustainability Report and keep Directors meetings at least four times a year. At the
abreast of Sustainable Finance issues; end of the year, BCA prepares an Annual Report and
• Regularly supervise, evaluate and follow up the Sustainability Report which are then uploaded to the
implementation of the SFAP; website that can be accessed by all stakeholders.
• Supervise and ensure the implementation Specifically to shareholders, BCA management
of Sustainable Finance activities/initiatives/ presents sustainability performance through analyst
programs in line with the Bank’s strategy and meetings, public exposures, investor calls, GMS, and
applicable regulations. others.
In implementing sustainable finance, all directors At the Annual GMS, BCA’s Directors and Board of
synergize with each other to achieve KPIs, Commissioners will present financial performance,
coordinated by the Finance & Corporate Planning operational performance, GCG implementation and
Director. The President Director, other members sustainability performance. BCA does not yet have
of the Board of Directors, and senior executives a specific policy regarding granting voting rights to
are also involved in supervising and evaluating shareholders to discuss ESG issues at the GMS. This
the formulation of policies related to economic, does not reduce the voting rights of shareholders to
social and environmental aspects. Monitoring express opinions at the GMS. [FS12]
34 2023 Sustainability Report PT Bank Central Asia Tbk
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Sustainable Finance Competency Development [FS4]
Until the end of 2023, all employees (100%) have received training and dissemination related to sustainable
finance. In the reporting period, BCA has published two mandatory e-learning ESG-related topics,
encompassing Introduction to Climate Change and Green Office & Green Lifestyle. The introduction of
sustainability topics is also part of the learning curriculum in certain promotion preparation programs at BCA.
To improve the competency of BCA personnel, other training methods related to sustainable finance are also
provided, including forums, webinars, FGDs, workshop, sharing sessions and various training media tailored
to needs. The training are carried out online with a variety of topics such as ESG & Climate Change Impact,
Voluntary Carbon Market, Human Rights in Business, and so on. External parties involved to support sustainable
finance related training including experts, practitioners, business actors, consultants, GRI, CDP, IDX, and OJK.
BCA consistently implements ESG and sustainable finance refreshments for the Board of Directors and Board
of Commissioners every year. In addition, refreshment was also given to committee members including all
members of directors/commissioners of BCA Group subsidiaries.
Sustainable Finance Training Data by Level of Position
Number of Participants (people)
Level of Position
2023* 2022 2021
Board of Commissioners 4 1 4
Directors 10 9 11
Senior Manager 1,549 63 171
Middle Manager 8,972 147 4,607
Line Manager 14,988 221 6,847
Staff 25,809 561 10,921
Non-staff 19,110 0 495
Total 70,442 1,002 23,056
*) Consisting 34,765 Climate Change e-learning participants, 34,936 Green Office & Green Lifestyle e-learning participants, 525
Sustainable Finance e-learning participants, 103 career development program participants, 99 workshop participants, 14 ESG
Refreshment participants.
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
Sustainable Finance Action Plan
In 2023, BCA had completed Phase I of its long- As a continuation of Sustainable Finance
term Sustainable Finance Action Plan (SFAP) for implementation, BCA has developed the SFAP Phase
2019-2023 period with excellent achievement of II for 2024-2028 period, which includes three main
targets in the SFAP’s three priority activities. In the priority activities. For the first priority, the plan to
first priority, Sustainable Financing growth reached provide sustainable finance, BCA has set targets for
an average of 13%, exceeding the set target of 8%. the sustainable financing growth, developing special
On the second priority, internal capacity building, programs for MSMEs, exploring the development
BCA has conducted training programs related to of ESG-based products, and encouraging debtors
Sustainable Finance, including in-person training, or potential debtors to improve ESG practices. For
workshops, seminars, FGDs and e-learning for all the second priority, internal capacity building, BCA
permanent employees and management. As for plans to provide advanced Sustainable Finance
the third priority, BCA has made adjustments to training to all employees, providing regular ESG
the organization, risk management, governance, training to all BCA permanent employees, and
and standard operating procedures, including the conducting ESG refreshment training for employees
establishment of the ESG Group in the company’s in managerial level every year. For the third priority,
organizational structure, the establishment of BCA will continue to adjust its organization, risk
BCA’s vision, mission and sustainability governance management, governance and standard operating
structure, adjustments to the risk management procedures to improve the overall effectiveness
framework, alignment of KPIs and the issuance of and efficiency of the organization in implementing
various new ESG-related policies. Sustainable Finance.
One of the disbursements of sustainability financing for biomass power generation in PT. Rezeki Perkasa Sejahtera Lestari
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Sustainability Culture Social Value Creation Sustainability Report in Brief
BCA has submitted SFAP Phase II which contains achievements for 2019-2023 and a five-year plan (2024-
2028) to the Financial Services Authority (OJK) on 30 November 2023. Periodically, the ESG Group receives
reports and communicates with work units related to sustainable finance as forms of supervision. BCA also
conducts regular audits at least once every three years to ensure that sustainability policies, procedures and
performance are set out in the SFAP.
Challenges and Opportunities in Implementing Sustainable Finance
As sustainability issues and ESG risks increase, BCA has been observing several challenges and opportunities
for the next few years that need to be managed from now on.
Challenges
• Increasing cyber attacks.
• Acceleration of information technology and competition from the financial technology
(fintech) industry.
• The importance of complying with green financing policies.
• Many rating agencies require ESG implementation with different standards.
• Increased environmental risks, especially weather changes that affect debtors’
businesses.
• Implementation of climate risk stress testing (CRST).
• GHG emission reduction initiatives/projects and contribution to zero carbon
emissions.
Opportunities
• Increasing attention from the government and investors regarding the
implementation of sustainable business in order to create environmentally friendly
products and projects.
• Many businesses are starting to pay attention to environmental aspect in
conducting their business.
• Opening of financing opportunities to support a low-carbon economy, including
the new and renewable energy (NRE) sector, electric vehicles and batteries, as
well as waste management.
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Responsible Banking BCA manages a sustainable financing portfolio, including green financing and MSMEs, and increases loan disbursement to environmentally friendly sectors with the aim of supporting the creation of a low-carbon economy
Page 41
TABLE OF CONTENTS
Economic Performance 40
Responsible Financing 42
Strengthening ESG Risk Management 49
Towards Climate Resilience 54
Digital Innovation for Ease of Transactions 57
Data Security and Customer Privacy 59
Responsible Products and Services 65
Access and Affordability of Banking Products and 69
Services
MSME in Kakaskasen Dua, Bakti BCA Partner Tourism Village
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
Economic Performance
In 2023, BCA has recorded solid financial performance and has increased green financing disbursement.
Material Topic Management: Economic Performance [3-3]
Economic performance is a material and significant topic for the Bank to manage. It is
Why it Matters supported by the Bank’s commitment to implement sustainable finance practices and
support the achievement of the SDGs.
BCA implements its strategies based on the Bank Business Plan (RBB) which is made every
year to achieve economic and monetary performance. The bank manages the economic
Impact Management aspects with a strategic and systematic planning to achieve the optimal working
performance, thus provides a positive impact and an added value.
Commitment and Carry out financial strategies and manage economic aspects in accordance with RBB
Target targets.
BCA’s commitment to managing economic aspects and financial performance is
supported by the following internal policies:
- Board of Directors’ Decree No. 070/SK/DIR/2012 dated 26 April 2012 concerning
Commercial Bank Periodic Reporting;
- Board of Directors’ Decree No. 193/SK/DIR/2015 dated 29 December 2015 concerning
the Issuance of Transparency Policy and Publication of Bank Reports;
Policy - Circular Letter No. 282/SE/POL/2017 dated 30 November 2017 concerning Mechanisms
for Preparing and Submitting Self-Assessment Reports on the Implementation of
Integrated Governance;
- Circular Letter No. 327/SE/POL/2020 dated 4 December 2020 concerning Integrated
Commercial Bank Reports to Bank Indonesia;
- Circular Letter No. 050/SE/POL/2022 dated 7 February 2022 concerning Submission
of Customer-based Deposit Insurance Data Reports;
BCA carries out financial strategies and manages economic aspects under the direction
of the Finance and Corporate Planning Director. The related parties involved in monitoring
Evaluation on Material and evaluating economic performance are the Internal Audit Unit, Audit Committee,
Director and Board of Commissioners. The Bank also audits financial reports by external
Topic Management auditors from the KAP Tanudiredja, Wibisana, Rintis & Rekan - a member firm of the
Effectiveness PwC global network. Financial statements and economic performance disclosures are
presented in the Annual Report which can be accessed by stakeholders via the BCA
website.
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Economic Performance Achievement vs Target
BCA’s presence in Indonesia has contributed a positive impact to the Indonesia’s economic growth. This is
supported by the upward trend of economic performance compared to last year’s achievements and the
targets set for 2023.
Achievement vs Target 2023
2023
Description 2022 2021
Target Achievement
Loan Growth 10% - 12% 13.9% 11.7% 8.3%
CASA Growth 7% - 9% 4.3% 10.4% 19.1%
Net Interest Income 5.5% - 5.6% 5.5% 5.3% 5.1%
Cost to Income (CIR) 36% - 37% 33.8% 33.9% 34.9%
Return on Asset (ROA) 3% - 4% 3.6% 3.2% 2.8%
Return on Equity (ROE) 19% - 22% 23.5% 21.7% 18.3%
Economic Value Generated and Distributed (Rp million) [201-1]
Description 2023 2022 2021
A. Economic Value Generated
Interest Income and Sharia - Net 87,397,774 72,241,191 65,626,976
Other Operating Income 24,816,551 23,486,808 22,337,794
Other Comprehensive Income (Expense) (1,106,209) (3,322,718) 426,906
Total Economic Value Generated 111,108,116 92,405,281 88,391,676
B. Economic Value Distributed
Interest Expenses and Sharia 12,268,952 8,251,682 9,491,401
Other Operating Expenses (Manpower Costs and General & Administrative 37,502,567 32,482,665 30,308,200
Expenses)
Allowance for Impairment Losses on Assets 2,263,049 4,526,619 9,323,995
Dividend Payments 26,195,948 19,107,633 13,732,840
Payments to Government 11,521,662 9,711,461 7,401,015
Community (Environmental) Investment 153,156 143,096 136,205
Total Economic Value Distributed 89,905,334 74,223,156 70,393,656
C. Economic Value Retained (A-B) 21,202,782 18,182,125 17,998,020
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
Responsible Financing
BCA incorporates ESG aspects in its business strategy to support long-term business performance. In line with
this, BCA manages a sustainable financing portfolio, both for green financing and MSMEs. Increasing financing
to environmentally friendly sectors is expected to accelerate the transition to a low-carbon economy.
Material Topic Management: Green Financing Portfolio [3-3]
The topic of green financing portfolio is a material and significant topic for the Bank to
Why It Matters manage. This is reinforced by the Bank’s commitment to implement sustainable finance
practices and support the achievement of the SDGs.
In managing the green financing portfolio, the Bank reports sustainable financing and
carries out ESG risk mapping. It aims to minimize the Bank’s ESG risks in financing and
Impact Management increase contributions to financing in environmentally friendly sectors to have a positive
impact on stakeholders and the environment.
Commitment and Managing environmental and social risks in financing and aims to achieve green financing
Target targets in accordance with SFAP.
BCA’s commitment to implementing sustainable finance and managing ESG risks in
financing activities is supported by the following internal policies:
• Board of Directors’ Decree No. 196/SK/DIR/2019 concerning Sustainable Finance
Provisions;
• Board of Directors’ Decree No. 169/SK/DIR/2020 concerning Review of the Basic
Bank Credit Policy (KDPB) of PT. BCA, Tbk;
• Board of Directors’ Decree No.198/SK/DIR/2020 concerning Changes to AMDAL
Provisions and Prohibitions on Providing Credit (exclusion list).
• Board of Directors’ Decree No. 179/SK/DIR/2021 concerning Environmental Policy of
PT Bank Central Asia Tbk;
Policy • Board of Directors’ Decree No. 268/SK/DIR/2021 concerning Financing Policy for
Palm Oil Plantations and Industry;
• Board of Directors’ Decree No. 198/SK/DIR/2022 concerning Environmental, Social
and Governance (ESG) Policy for Coal Mining Sector Financing;
• Board of Directors’ Decree No. 203/SK/DIR/2022 concerning Environmental, Social
and Governance (ESG) Policies for Financing the Toll Road Development Sector;
• Board of Directors’ Decree No. 212/SK/DIR/2022 concerning Environmental, Social
and Governance (ESG) Policies for Financing the Timber and Forest Products Industrial
Sector;
• Board of Directors’ Decree No. 213/SK/DIR/2022 concerning Environmental, Social
and Governance (ESG) Policies for Financing the Cement and Basic Steel Industries.
Evaluation on Monitoring and evaluation of the green financing portfolio is carried out simultaneously
with supervision of the sustainable finance implementation. Supervision is carried out
Material Topic every three months through analyst meetings which discuss reports on the results of the
Management sustainable finance implementation in accordance with the SFAP to the Board of Directors
Effectiveness and Board of Commissioners. In particular, the management of the green financing
portfolio is under direct supervision of the Finance & Corporate Planning Director.
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Realization of Sustainable Finance Implementation
A comparison between portfolio targets and performance, financing targets, or investments in financial
instruments or projects that are in line with the implementation of sustainable finance during 2023 is presented
in the following tables:
Sustainable Financing Portfolio
Description Unit 2023 2022 2021
Number of products meeting the sustainable financing categories
1. Funding Number of Products - - -
2. Lending* Number of Products 3 2 3
Total earning assets for sustainable business activities
3. Total SF Loans/Financing Rp billion 202,606 183,225 159,486
4. Total Non-SF Loans/Financing Rp billion 613,640 536,906 484,856
Total Bank’s Portfolio Rp billion 816,246 720,131 644,342
Percentage of total sustainable loans/financing to total % 24.8 25.4 24.8
Bank portfolio
*) The product used for channeling SF funds is integrated with existing loan products at BCA.
Composition of Sustainable Financing Portfolio Outstanding By Business Segment [FS6]
2023 2022 2021
Description
Rp billion % Rp billion % Rp billion %
Non-MSME sustainable financing 86,568 42.7 80,909 44.2 71,280 44.7
portfolio
- Corporate 82,398 40.7 78,903 43.1 70,052 43.9
- Commercial 1,500 0.7 1,354 0.7 1,208 0.8
- Consumer 1,035 0.5 274 0.2 20 0
- Green Bonds/Sukuk 1,635 0.8 379 0.2 0 0
MSME sustainable financing 116,038 57.3 102,316 55.8 88,206 55.3
portfolio
Total Sustainable Financing 202,606 100.0 183,225 100.0 159,486 100.0
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
In 2023, BCA recorded a Sustainable Financing portfolio of Rp202.6 trillion or an increase of 10.6% from
Rp183.2 trillion last year. The percentage exceeds the Sustainable Financing target of 9%. Sustainable
financing portfolio consists of non-MSME (green financing) amounted to 42.7% and MSME amounted to 57.3%.
Total Sustainable Financing portfolio was equivalent to 24.8% of total portfolio in 2023. [FS10]
Non-MSME Sustainable Loan Portfolio based on Business Sector (Rp billion) [FS6, FS8]
Green Business Sector 2023 2022 2021
Renewable energy 2,057 2,094 2,334
Energy Efficiency 74 - 182
Management of Bioresources and Sustainable Land Use 67,760 66,146 57,910
Eco-friendly Transportation 8,030 6,948 5,987
Sustainable Water and Wastewater Management 1,379 818 885
Products That Can Reduce Use of Resources and Generate Less Pollution 5,326 4,448 3,901
(Eco-efficient)
Environmentally Friendly Buildings that Meet National, Regional, or 99 77 81
International Standards or Certifications
Sustainable Business and/or other Activities 1,843 379 -
Total 86,568 80,909 71,280
To continue increasing Sustainable Finance portfolio, BCA uses the Sustainability Linked Loan (SLL) scheme. In
the SLL scheme, BCA and the debtor agree on Key Performance Indicators (KPI) and sustainability performance
targets (SPT) which have been aligned with the debtor’s main business sector. With this mechanism, debtors
will receive incentives if they meet a series of agreed SPTs. In 2023, financing with the SLL scheme that has
been disbursed reached IDR 319 billion, and as of December 2023 the outstanding amounted to IDR 304.8
billion.
A complete explanation regarding the financing portfolio divided by business sector and segment (corporate,
commercial & SME, and consumer) can be accessed in the 2023 Annual Report. [FN-CB-000.B]
Financing for Renewable Energy Sector [FS8]
The government has encouraged the Bank to support a low-carbon economy, including providing financing
to NRE projects. In 2023, BCA recorded disbursement of financing for NRE projects at Rp2.1 trillion. Some of
the projects that have been funded including solar, water, mini hydro, biogas and biomass power generation
projects.
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Financing for the Sustainable Bioresource Sector
By the end of 2023, one of the largest sustainable financing was for business activities related to the
sustainable bioresource and land use management with a total of Rp67.8 trillion. BCA requires certifications
of the Indonesian Sustainable Palm Oil (ISPO) or Roundtable on Sustainable Palm Oil (RSPO) for palm oil
companies; Forest Stewardship Council (FSC) and Programme for the Endorsement of Forest Certification
(PEFC) for timber or forest processing companies; UTZ Certification for coffee and cocoa products.
In particular, the Bank has a policy to supervise and manage financing in the palm oil sector as stated in Board
of Directors’ Decree No. 268/SK/DIR/2021 concerning Financing Policy for Palm Oil Plantations and Industries
to prevent financing to prospective debtors who commit deforestation and human rights violations.
Financing for Certified Palm Oil Industry Companies [FS10]
2023 2022 2021
Certification Status
ISPO & RSPO Number of Outstanding Number of Outstanding Number of Outstanding
Companies (Rp billion) Companies (Rp billion) Companies (Rp billion)
ISPO Certified 28 12,562 30 11,846 25 9,659
RSPO Certified 22 22,405 16 19,848 15 19,624
ISPO and RSPO Certified 13 5,477 13 7,728 13 6,088
Total 63 40,444 59 39,422 53 35,371
Note:
All certified companies are corporate debtors, with a total of 63 companies or approximately 72.4% of the total corporate debtors with
65.9% of the total outstanding engaged in the Palm Oil Plantation and Palm Oil Industry sectors. [FS11]
Financing for the Environmentally Friendly Transportation Sector
The second largest distribution of financing in the green portfolio is the environmentally friendly transportation
category. In realizing a sustainable city, the government is promoting electric and battery powered
transportation projects. In this sector, BCA disbursed financing of Rp8.0 trillion up to the end of 2023.
Financing for Other Environmentally Friendly Projects
In addition to financing in the categories of Renewable Energy, Bioresources and Sustainable Land Management,
and Environmentally Friendly Transportation, in 2023 we also distribute financing in the following categories:
- Energy efficiency;
- Sustainable water and effluent management;
- Eco-efficient products using less resources and causing less pollution;
- Green buildings that meet nationally, regionally, or internationally recognized standards or certifications;
and
- Business activities and/or other green activities.
The total financing in the 5 sectors as of the end of 2023 was Rp8.7 trillion.
BCA has also invested in green bonds/sukuk as a form of sustainable financing diversification since 2022.
Investment in green bonds/sukuk reached Rp1.6 trillion in 2023.
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
Financing for Micro, Small and Medium Enterprises (MSME) Sector [FS6, FS7, FS8][FN-
CB-240a.1]
BCA supports the MSME sector through financing amounted up to Rp116.0 trillion or 57.3% of total financing
in 2023. As compliance with the government, the Bank follows the Macroprudential Inclusive Financing Ratio
(RPIM) reference in disbursing financing to the MSME sector. At of the end of 2023, the distribution ratio in the
MSME sector still met the ratio threshold set by the government.
2023 2022 2021
Description
Rp billion % Rp billion % Rp billion %
MSME portfolio 116,038 57.3* 102,316 55.8 88,206 55.3
* Percentage of total sustainable financing
People’s Business Credit [FS6, FS7][FN-CB-240a.1]
People’s Business Credit (KUR) is part of the MSME sector. In 2023, KUR disbursement was recorded at Rp598.8
billion, up 25.2% from Rp478.1 billion in the previous year. KUR disbursement aims to help small and micro
businesses managed by the community. Through KUR, BCA contributes to providing a direct economic impact
on the community. Types of people’s businesses that receive KUR include handicraft, processed agricultural
products, animal husbandry and nurseries.
KUR Disbursements [FS6, FS7][FN-CB-240a.1, FN-CB-240a.2]
Disbursed Loans Composition
Type of KUR Number of Debtors
(Rp billion) (%)
Micro 306 25.2 4.2%
Retail 1,830 573.6 95.8%
Total 2,136 598.8 100%
As of the end of 2023, BCA recorded there were arrears from KUR. The value of KUR loans in arrears was Rp0.5 billion. [FN-CB-240a.2]
In disbursing KUR, BCA applies procedures for debtors to meet loan requirements, including screening for
the social and environmental management. BCA supports people’s business actors who have not met loan
requirements through mentoring and training related to business development and ESG management. When
they have become assisted partners and are deemed to have met the loan requirements both financially and
non-financially, then the Bank will grant the loan. [FS5]
Currently, BCA KUR applications can be made by visiting the nearest branch or online at the bca.co.id web
form. To make it easier for business actors to apply for KUR, BCA developed a digital application, LOUISE (Loan
Origination Unified System for Enterprise), which is an application that is integrated with the bca.co.id site.
On the other hand, the Bank remains consistent in implementing off-taker and channeling schemes to reach
people-scale productive businesses and increase the KUR portfolio.
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Support to Increase the Capacity of MSME Players [FS5]
Micro, small and medium enterprises (MSMEs) are one of the pillars of Indonesia’s economy. Therefore, the
government encourages loan disbursement to the MSME sector to support their business development and
capacity to level up. BCA’s support for the MSME sector is not only through lending, but also various synergies
and collaborations aiming at raising the competitiveness of MSMEs. BCA collaborated with the Ministry of
Cooperatives & SMEs and the Halal Product Assurance Organizing Body to conduct the Halal Certification
workshop, free for all BCA’s assisted MSMEs. Furthermore, together with the Ministry of Trade, BCA has held
the Export Trade Training for MSMEs. BCA consistently organizes Bangga Lokal and UMKM Fest events annually.
In addition, BCA also held various activities throughout 2023 involving a total of ± 1,400 MSME tenants, with
more than 79.7 thousands transactions.
Support for Women in Developing MSMEs [FS5]
Aside from supporting MSMEs that run environmentally friendly businesses, BCA also supports the management
of social aspects, including women’s empowerment. The Bank provides special offers for businesses owned,
founded, led and/or developed by women. It aims to support gender equality and women’s capacity in running
a business. Some of the benefits offered include lower interest rates.
Bangga Lokal
To encourage business development and capacity of domestic MSMEs, BCA organizes
Bangga Lokal Program. MSMEs who pass the selection will receive promotional,
marketing, mentoring, even the opportunity to win working capital financing. During the
reporting period, there were 681 new MSMEs joining this program.
In 2023, Bangga Lokal held workshops for MSMEs in collaboration with Sekolah Bisnis dan
Manajemen Institut Teknologi Bandung (SBM ITB).
BCA continuously develops Bangga Lokal activities. This year, Bangga Lokal has
designed a business matching scheme to bring together MSMEs who need
partnership and specific products/services, both from the sellers and potential
buyers.
UMKM Fest
In 2023, the UMKM Fest was held again with the theme #AndalanLokal. The BCA
UMKM Fest event has been attended by thousands of MSME sellers across Indonesia,
consisted of BCA’s debtors and customers, as well as MSME partners of the Ministry
of Cooperatives and SMEs. They sell various types of products ranging from food and
beverages, fashion and beauty, arts and crafts, and hobbies. MSMEs are invited to
onboard onto Grab/Blibli platform which aims to educate UMKM Fest
merchants, whether or not they have been selling online in the marketplace.
A total of ± 1,400 MSMEs, who are BCA debtors and customers as well as
MSME partners from the ministry were involved in this event.
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UMKM Fest 2023 at Gandaria City Mall, DKI Jakarta
Positive and Negative Impacts of Sustainable Finance Implementation
The implementation of sustainable finance aims to realize a low-carbon economy and support the achievement
of the SDGs. To date, BCA has consistently implemented sustainable finance in its business practices by
paying attention to several positive impacts that need to be optimized and negative impacts that need to be
managed, including:
Positive Impact
1. Increased understanding of bank employees and customers about sustainable finance.
2. Development of awareness of environmentally friendly and social practices by debtors and sustainable
financing disbursement.
3. Business development for marginalized groups, women and people with disabilities.
4. Contribution to the SDGs achievement.
5. Adjustment of governance, procedures and policies to improve management of ESG aspects.
6. The emergence of new banking initiatives, products and services to support the sustainable finance
implementation.
Negative Impact
1. Different levels of understanding on the sustainable finance implementation and many bank employees
still find difficulties in mapping green financing
2. Mapping of the environmental and social risks of the debtor’s business has not yet covered all segments
financed.
3. Implementation of the Indonesian Green Taxonomy is still a challenge.
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Strengthening ESG Risk Management
ESG Risks in Financing Activities [2-23, FS1, FS2, FS3][FN-CB-410a.2]
The scope of ESG risk management at BCA includes risk management in financing activities in all segments
(corporate, commercial, and SME). BCA has a set of requirements for credit applications that must be met
by (prospective) debtors from all segments (corporate, commercial, and SME), including in fulfilling all
required qualifications that have been determined, all required documents, and every spacial requirements
in accordance with the type of loans product requested. These terms and conditions are part of the risk
assessment of governance aspects, such as legal business licenses, management structure, as well as
social aspects, such as ensuring that there is no child labor or forced labor practices. For the Corporate and
Commercial segments, BCA will further assess social and environmental aspects using Environmental & Social
Risk Assessment (ESRA) criteria.
In the credit approval process, an escalation mechanism is applied and involves several work units, the credit
committee and the Board of Directors in accordance with the policies and regulations established by BCA.
The involvement of the credit committee is in accordance with one of its main functions, which is to provide
direction in the event of the need for a more in-depth and comprehensive credit analysis, and to provide
decisions or recommendations on proposed credit decisions on large debtors or debtors in specific industries.
Since 2022, BCA has classified its debtors based on their support for environmental protection and
management as well as mitigation and adaptation to climate change in accordance with the government’s
Green Taxonomy Indonesia (THI) guidelines. This classification process is carried out in stages in line with the
THI roadmap. As a follow-up to BCA’s concern for industrial sectors with high potential ESG risks, in 2023 BCA
began the pilot of ESRA on limited debtors through the application in the palm oil sector, coal mining, toll road
construction, timber and forest products, cement and basic steel.
BCA also has a Risk Management Division (MRK) with one of the main functions of identifying, measuring,
monitoring, controlling and reporting all risks arising from the bank’s business activities or in an integrated
manner according to risk appetite, including credit risk and/or risks related to ESG and climate change to the
Board of Commissioners and Board of Directors.
Establishment of a Solar Drying Dome as a fish cleaning and packaging facility for Bedetan products to support the operations of MSMEs in Bakti BCA Village.
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ESG Risk Management (ESRM) Integration in Financing Activities
Implementation Duties of Officers in Mitigating Economic Aspects and ESG
• Conducting due diligence on prospective debtors through Know Your Customer and paying
attention to the AML-CTF principles.
Marketing • Providing loans only to individuals and companies that have a healthy business, trustworthy
governance, the ability to repay their loans, and are not in the exclusion list.
• Determining one of the sustainable business activities categories to debtor with sustainable
financing classification (for SME and small commercial segments).
• Analyzing debtor/prospective debtor proposals (corporate and large commercial), related to
environmental, social and governance (ESG) risks that can affect credit quality.
• Determining the relevant Sustainable Business Activity Categories (KKUB) for debtors
(corporate and large commercial) with sustainable financing classification.
• Developing and implementing a credit risk control methodology in the lending process.
Credit Analyst • Ensuring that the lending process is in accordance with the applicable credit provisions.
• Take into account the efforts made by the debtor to preserve the environment through the
Environmental Impact Analysis (AMDAL) document submitted by the debtor and the results
of the Corporate Performance Rating Program in Environmental Management (PROPER)
assessment issued by the Ministry of Environment, if any.
Ensuring the company’s compliance with the applicable banking laws and regulations including
Compliance loan restructuring.
Unit
Responsible for making loan decisions, considering both business development and the credit
Decision risk analysis aspects
Maker
Monitoring the business, portfolio, loan quality and profitability of customers and establish
Branch/Credit anticipatory measures against the decline.
Unit
Monitoring and detecting potential non-performing loans at early stages and takes action to
avoid losses. Supervision is carried out by the Internal Audit Division and the Risk Management
Supervision
Division
BCA always uses a prudential lending approach in analyzing the loan approval process in accordance with the
Credit Condition Expert/Manual. ESG risk mitigation activities refer to the ESG Integration Implementation
Guide for Banks issued by OJK in 2015; BCA Basic Bank Credit Policy (KDPB); Law No. 32 of 2009 concerning
Environmental Protection and Management; and other internal policies related to ESG risk management in
financing activities.
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The Bank’s mitigation measures against ESG risks are carried out through the
following efforts:
Environment
• Taking into account the efforts made by debtors to preserve the environment
through Environmental Impact Analysis (AMDAL) documents, Environmental
Management Efforts and Environmental Monitoring Efforts (UKL-UPL), the
results of the assessment of the Corporate Performance Rating Program in
Environmental Management (PROPER) issued by the Ministry of Environment.
• Requiring submission of AMDAL documents for large-scale and/or high-risk
debtors.
• Requesting follow-up information from debtors if PROPER assessment results
do not meet environmental requirements and monitoring subsequent PROPER
results.
• Monitoring commitments and risk mitigation plans for debtors with significant
risks of climate change, forest destruction, and biodiversity, through
improvement reports submitted periodically.
Social
• Implementing employment policies, at the minimum in accordance with the
company’s regulation and/or the Collective Labor Agreement (CLA)
• No child labour
• No forced labour
Governance
• Implementing the Three Lines of Defense concept in the internal control system
and risk management, involving all lines of the organization.
• Monitoring all credit quality on a regular basis.
• Implementing an internal credit risk rating/scoring system consisting of eleven risk
rating categories ranging from RR1 to RR10, and the worst (loss).
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Environmental Credit Policy [2-23, FS1, FS2, FS3, FS10, FS11] [FN-CB-410a.2]
In conducting sustainable business, BCA recognizes the importance of compliance with environmental
regulations and standards as a form of corporate social responsibility and sustainability commitment.
Therefore, BCA is committed to pay attention to and manage the environmental impacts of its business
activities, and to put in efforts into minimizing these negative impacts. To date, BCA has issued several policies,
including policies on environment, responsible financing, and a financing for sectors with potentially high ESG
risks, such as palm oil plantation and industry, coal mining, toll road construction, timber and forest products
industries, as well as cement and basic steel industries.
BCA requires and/or encourages debtors to implement sustainable business practices on various ESG criteria
in financing with high ESG risk potential, including:
No Sector Criteria
- Hold complete documents for Industries that utilize and manage wood sources, legality of wood
sources, business activities, as well as environmental and social permit documents in accordance with
applicable laws and regulations.
- Comply with laws, government regulations, and government policies applicable to the (prospective)
debtor, especially those related to occupational health and safety, manpower, the environment, and
social responsibility.
- Have clear policies and management systems related to environmental management.
- Hold certificates related to environmental aspects, as well as occupational health and safety aspects.
- Prevent and not conducting illegal logging in its business processes, as well as implementing prevention
and control of forest and land fires.
- Manage and improve environmental conditions from industrial activities, either through land
1 rehabilitation, implementation of sustainable forest management practices, or other efforts.
- Use raw materials from certified sustainable forests.
Agriculture - Making efforts to reduce the impact of environmental, water, air, and soil pollution by adopting the
best management techniques in managing air emissions, water, solid waste, hazardous materials, and
effluent.
- Respect human rights, the rights of surrounding and/or indigenous communities and ensure all land used
for activities is free from conflict and minimize other social risks in the company’s operating areas.
- Conduct empowerment and development programs for surrounding communities to improve their
quality of life.
- Implement FPIC (Free, Prior, and Informed Consent) with surrounding and/or indigenous communities
before conducting operational activities.
- Requires no clearance by burning.
- Hold complete documents related to readiness criteria, legal documents for land used for business,
and relevant environmental and social permit documents, such as Principle License, Location Permit,
Plantation Business Permit (IUP), Environmental Impact Analysis (AMDAL) permit or Environmental
Management and Monitoring Efforts (UPL-UKL) in accordance with applicable laws and regulations.
- Comply with laws and regulations, government regulations, and government policies applicable to
(prospective) debtors, especially those related to human rights, manpower, the environment, and social
responsibility.
- Complete the process of obtaining land certificates (Cultivation Right/Right to Build) for uncertified
land.
2
- Obtain certification (ISPO/RSPO/other similar certifications) in accordance with applicable regulations.
Biodiversity - Adopt the principles of No-Deforestation, No-Peat, No-Exploitation (NDPE) and Free, Prior, and Informed
Consent (FPIC).
- Take into account high conservation value (HCV) and high carbon stock (HCS) in new planting activities.
- Have a Standard Operating Procedure (SPO) for Land Fire Prevention and Handling.
- Implement best practices in peatland and water management, circular economy, low carbon energy
use, climate change adaptation and mitigation efforts.
- Establish good relationships and improve the quality of life of local communities, including through
effective and efficient social and economic empowerment.
- Hold the required documents according to the industry, based on applicable laws.
- Comply with laws and regulations, government regulations, and government policies applicable to the
(prospective) debtor, especially those related to occupational health and safety, labor, the environment,
and social responsibility.
- Have clear policies and management systems related to environmental management.
- Hold certifications related to environmental aspects, as well as occupational health and safety aspects.
- Have clear and transparent grievance channels and processes related to ESG aspects.
- Conducting empowerment programs and mentoring for surrounding communities to improve their
3
quality of life.
- Make efforts to reduce the impact of environmental, water, air, and land pollution in accordance with
Mining applicable laws and regulations.
- Manage and improve environmental conditions from the impact of the company’s business activities,
including through biodiversity conservation or land rehabilitation and other efforts.
- Implement utilization and management practices by minimizing the risk of occupational health and
safety aspects, minimizing and controlling the impact of environmental damage and respecting and
protecting the rights of surrounding and/or indigenous communities and employees.
Note:
Complete information on BCA’s policy on ESG and sustainability can be accessed at
https://www.bca.co.id/en/tentang-bca/keberlanjutan/kebijakan-dan-standar
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BCA’s basic credit policy emphasizes that BCA prohibits the loan provision to businesses that pose
environmental, social and governance (ESG) risk (exclusion list), including:
• Illegal logging, production and trade of timber or other forest products from forests with unsustainable
management.
• Activities involving any form of forced labor or exploitation of minors or human rights violations (such as:
prostitution, trafficking, labor smuggling).
• Production, trade, shipping and import of weapons outside of authorized business entities/institutions that
have received special licenses/legality from the government.
• Production, trade of narcotics, psychotropic substances and addictive substances outside of authorized
business entities/institutions that are licensed/legal by the government.
• Activities that affect UNESCO World Heritage Sites or national and/or international protected areas.
• Activities that violate the rights of local communities, such as activities that take over land ownership from
indigenous peoples without their consent.
• Activities of trading wildlife or wildlife products (e.g. ivory, horns, shark fins).
BCA encourages debtors who have complied with basic credit requirements, but have only met the minimum
threshold for ESG aspects, to continue improving their performance through time-bound action plan. This
action plan contains the debtor’s commitment to improve and enhance ESG performance within a specific
timeline that has been adjusted to the conditions of each debtor. BCA oversees the implementation of debtor
commitments using established procedures. The credit unit conducts supervision at least once a year in
conjunction with the extension process and/or review of credit facilities.
Credit unit is required to examine carefully the mandatory environmental documents,
and consider environmental management achievements beyond those required, such
as PROPER, ISPO or RSPO certificates for palm oil companies; FSC and PEFC for timber
or forest product processing companies; International Sustainability and Carbon
Certification for renewable energy products, including biofuels and bioenergy; UTZ
Certification for coffee and cocoa products; and a Green Building certificate issued
by GBCI.
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Towards Climate Resilience [201-2]
BCA has developed a Climate Strategy to guide our steps in carrying out decarbonization towards climate
resilience. This effort is part of BCA’s support for the government’s target to achieve net zero emission (NZE)
by 2060. The evidence of board-level engagement on climate-related risks, particularly by the Board of
Directors and Board of Commissioners, is carried out by giving approval to the Climate Change Strategy and
monitoring our every action. Discussions on sustainable finance including climate-related risk management
and ESG are presented in the form of quarterly reports.
Material Topic Management: Climate Action [3-3, 201-2]
The risk of climate change can disrupt business activities in the long term. Therefore,
Why It Matters the Bank needs to mitigate climate risks in financing activities because debtor business
activities contribute to GHG emissions.
Climate risk assessment is part of credit assessment, especially for sectors that produce
high GHG emissions and encourages debtors to carry out decarbonization. BCA manages
Impact Management sectors that are vulnerable to the impacts of climate change and seeks to increase
financing for NRE development projects, producing less pollution, energy efficiency and
waste management.
• Managing GHG emissions
Commitment and • Increasing energy efficiency in bank operational activities
Target • Contribute to achieving SDGs - Goal 13 on Climate Action in 2030 and supporting
Indonesia to achieve Net Zero Emissions by 2060.
BCA’s commitment to climate risk mitigation is supported by the following policies:
• Board of Directors’ Decree No. 179/SK/DIR/2021 dated 22 September 2021 concerning
Environmental Policy of PT Bank Central Asia, Tbk
Policy • Board of Directors’ Decree No. 197/SK/DIR/2021 dated 6 October 2021 concerning
Community Empowerment Policy of PT Bank Central Asia, Tbk
• Board of Directors’ Decree No. 212/SK/DIR/2022 dated 29 November 2022 concerning
Environmental, Social, and Governance (ESG) Financial Policy for the Timber and
Forestry Products Industry Sector
The Finance and Corporate Planning Director is responsible for leading the integration
Evaluation on of climate action supported by work units involved in implementing sustainable
finance. From the financing aspect, BCA is gradually assessing debtors based on their
Material Topic environmental protection and management efforts as well as mitigation and adaptation
Management to climate change using the Indonesian Green Taxonomy guidelines. The Bank continues
Effectiveness to increase its green portfolio and consistently implements a green lifestyle, inventorizing
GHG emissions from scopes 1, 2 and 3.
Climate-Related Risk Mitigation [201-2]
Climate-related risk mitigation actions refer to the Climate Change Strategy Roadmap
which has four main parts, namely:
• The assessment process is aligned with the Task Force on Climate-related Financial
Disclosures (TCFD).
• Aligning initiatives or programs with aspects of governance, strategy, risk
assessment, as well as metrics and targets.
• Analyzing possible adaptations to transition and physical risks.
• Implementing the Climate Change Strategy Roadmap.
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The adoption of the TCFD framework aims to integrate aspects related to climate change into risk management
and its impact on finance. The following is a description of the implementation of the TCFD framework at BCA:
1. Climate Governance
BCA maps out management responsibilities for assessing climate-related risks. Departments involved in
analysis related to climate change and strategic developments are: GBKF, DBKK, DBKM, DLOG, POL, DCP,
GARK, MRK, and ESG Group. Institutionally, the climate change initiative is under the Director of Planning
and Finance, who is tasked with integrating climate change as one of the main aspects of ESG into strategy
and regular reporting.
2. Strategy
BCA identifies and analyzes the actual and potential impact of climate-related risks and opportunities
on its business, business strategy, organizational financial planning; as well as other material aspects.
Management of climate-related risks and opportunities refers to the Climate Change Strategy Roadmap.
BCA’s Climate Change Strategy is also a manifestation of our support for the government’s net zero
emission target.
BCA Climate Change Roadmap
2021-2022: 2023-2025: 2026-2030:
Preparation Strategic Decisions BCA Climate Resilience
GOVERNANCE
Communicate and coordinate
Identify internal stakeholder, capacity Form working units related to climate
transparent climate change practices
building & working group development change and set up ESG KPI targets for
and strategies with stakeholders
management
· Identify relevant strategy · Develop climate change policies in line
· Conduct regular internal communication with the roadmap prepared by regulators
STRATEGY
and coordination with management · Seek green financing opportunities (NRE,
· Begin calculating GHG emission environmentally friendly transportation, Draft and/or amend internal regulations
from operative initiative towards etc.) on climate change
environmentally friendly action · Adjust operational and business strategy
· Issue financing exclusion list policy and 5 based on climate risk assessment and
sector guidelines existing opportunities
MANAGEMENT
· Integrate Environment & Social Risk
Assessment (ESRA) and identify
debtors’ risk management against the
RISK
Assess operation and investment risks Develop climate change risk
Indonesia Green Taxonomy
within limited scope management framework
· Calculate GHG from investment
activities (scope 3)
· Inventorize Operational GHG (Scope
1, 2, 3) · Own complete operational GHG
METRIC &
· Own a complete GHG emission
TARGET
· Analyze physical & transitional risks database of scope 1, 2, 3
database from banking operation and
of BCA businesses, along with the · Have a neutral carbon roadmap for the
investment (scope 1, 2, 3)
implementation of GHG simulations operational activities
· Have a neutral carbon roadmap for the
based on investments within the limited · Set climate risk priorities from the
operational & financing activities
scope investment activities
3. Financial Risks of Climate Change Management
BCA has identified and analyzed climate-related risks, both physical and transition risks. Assessments of
these two risks are conducted in BCA operations and in the financed industrial sector which is vulnerable
to climate change. The next stage, BCA will map the financial risks due to climate change from its credit
portfolio.
From the transition risk analysis, BCA has underlined and gradually analyzed industrial sectors in the
financing portfolio that are sensitive and vulnerable to changes in government policy, technological
transition, market demand and reputation caused by climate change.
4. Metrics and Targets
BCA began identifying transition risks, collecting data and conducting climate scenario analysis, especially
in industrial sectors that are vulnerable to the impact of changes in climate policy, technology, markets and
reputation that support low-carbon development. BCA is projected to be able to update data related to
the risk of climate change transition annually.
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Climate-related Risk Analysis in BCA uses several simple approaches to simulate the
Financing Activities [201-2] the climate’s physical and transition risks to the loan
The Bank has carried out physical risk analysis and investment portfolios, while identifying potential
and mapping of the credit portfolio according to vulnerabilities and taking measures to mitigate them
geographical areas and business sectors. BCA for a short-term period. CRST implementation for
conducted a preliminary analysis of high-risk physical risk (1-year time frame; 2023) on credit risk
industrial sectors such as the palm oil industry, coal is carried out quantitatively on the productive loan
mining, as well as timber and forestry products. segment portfolio (Corporate, Commercial, and SME)
which is assumed to be affected by drought/forest
1. Physical Risk fires and consumer loans (KPR) which are assumed
Increasing temperature has the potential to affect to be affected by floods. Meanwhile, the CRST for
businesses in the palm oil plantation sector which short-term transition risk (3-year time frame; 2023-
is vulnerable to rising temperatures (triggering 2025) is also implemented for productive credit
fires and drought) and the coal mining sector is segments (Corporate, Commercial, and SME) and
vulnerable to rainfall (landslides and floods). consumer loans (KPR).
2. Transition Risk The method for short-term CRST and the scope
Preliminary analysis of climate-related risks in of risk measured is market risk assumed from
the financed sector is carried out using a sectoral the ownership of corporate bonds on the list of
approach and stress testing. The results of the Corporate credit debtors affected by transition
transition risk assessment show that the palm and/or physical risks. The CRST of transition risk or
oil plantation and industry will still be able to physical risk to operational risk is implemented using
compete in the future as long as they meet the a qualitative method. Moreover, we take into account
ISPO and/or RSPO certification requirements. complexity, uncertainty for very long time horizons,
and limited resources, for long-term transition risks
Implementation of Climate Risk Stress (2030, 2040, and 2050) is also done qualitatively in
Testing (CRST) [FN-CB-550a.2] the narrative form. We use the Network for Greening
Climate risk mitigation has become the government’s the Financial System (NGFS) method which includes
concern, therefore OJK issued Climate Risk Stress orderly, disorderly, and hot house world scenarios
Testing (CRST) guidelines in 2023 in the initial phase for the long-term of 2030, 2040 and 2050.
of bottom-up Climate Risk Stress Testing (CRST)
for 11 banks included in the OJK’s Climate Related BCA has analyzed the impact of climate risk on credit
Financial Risk Task Force. In this initial phase, the risk. In general, the Bank’s capitalization under stress
banks are expected to submit report of initial bottom conditions, both from transition risk and physical risk
up CRST results. BCA is one of the banks selected to in the climate risk stress test, is still adequate as it is
carry out the initial phase of CRST and has submitted still above the CAR required by OJK. Furthermore,
the results to OJK. BCA is developing the framework in line with the
roadmap or timeline established by OJK.
BCA Follow-Up in Line with OJK CRST Timeline
2024 2025 2026
Continuing risk analysis on property Analyzing up to 88.7% of the financing Analyzing up to 100% of the financing
ownership consumer loans and productive portfolio in the main productive loan sector. portfolio.
loans sectors up to 50%.
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Digital Innovation for Ease of
Transactions
Innovation and Development of Digital Banking
The use of the cutting edge technology is believed to make it easier for customers to conduct financial and
non financial transactions. Through innovation and development of digital banking, BCA has not only increases
time efficiency in transactions, but also provides a positive impact on the environment by reducing the use of
paper and mobility in transportation to branch offices.
BCA provides various forms of digital payments such as QRIS, OneKlik, Sakuku, and Virtual Account, so that
customers can still carry out transactions more safely and easier. Financial solutions can also be accessed
easily through e-channels, including KlikBCA, BCA Mobile, MyBCA, and BCA KlikPay. Information regarding
digital banking can be accessed at https://www.bca.co.id/en/Individu/layanan/e-banking.
BCA branch offices are currently equipped with a variety of digital services such as ATMs, CS Digital, eService,
and Video Banking. The customers can make various transactions, including opening accounts, printing
and replacing ATM cards, registering electronic banking products, withdrawing and depositing money, up
to providing solutions. These digital services aim to provide convenience for customers to do self-service
transaction and provide other positive impacts such as reducing the use of printed forms.
In addition to the BCA application and branch visit, innovation in the B2C credit payment system enables
customers to pay through retail stores and post offices, as part of the development of branchless distribution
channels. This partnership not only improves access and convenience for customers, but also supports
financial inclusion and our commitment to sustainable and innovative services.
Mobile & Internet Banking
Transaction Frequency
2023 25,589
million
2022 20,079
million
2021 14,361
million
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The Role of Information Technology in Digital Banking
Until now, BCA continuously increases its competitiveness by responding to the acceleration of information
technology (IT) and digitalization development. Therefore, the Bank is conducting more reliable, scalable
and flexible digital transformation. Internally, BCA’s digital transformation is supported by involving all BCA
employees through a digital factory-project based program, which encourages employees to deliver ideas,
innovations and develop IT-based programs.
BCA’s efforts in IT and digital banking development, include:
1. Creating innovative digital products.
2. Building capability and capacity of reliable infrastructure and technology
systems.
3. Modernizing legacy system components and supporting devices that are
considered no longer relevant to current conditions.
4. Recruiting and training expert staff to meet dynamic needs and retaining
reliable human resources.
5. Improving data analytics capabilities to identify diverse customer needs
accurately.
6. Enhancing supervision and security over the entire IT development and
management process.
7. Conducting automation of various aspects of work, both at the head office
and branches to increase effectiveness in operational lines.
8. Collaborating with fintech companies in the technology cooperation for
easier customer transactions and getting new customers.
Use of the MyBCA application to support BCA’s digital transformation and make it easier for customers to make transactions through their mobile phones.
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Data Security and Customer Privacy
BCA is committed to maintaining data security and privacy protection for customers in accordance with the
banking code of ethics, internal policies and government regulations. BCA manages data security and privacy
through an adequate information technology (IT) system.
Material Topic Management: Data Security and Customer Privacy
[3-3][FN-CB-230a.2]
Data security and privacy are the rights of every customer, debtor and client of BCA which
Why It Matters must be fulfilled to maintain stakeholder trust.
Efforts to manage the security of customer data, information and privacy are a form of
BCA’s commitment to respecting human rights. Customer privacy protection includes
personal data, savings data and financial security. The personal data protection policy
Impact Management applies to all Bank operational activities, including collaboration with business partners/
suppliers/vendors. The implementation of a data security management system aims to
minimize the impact of weak systems that have the potential to cause data breach, scams,
fraud, phishing and cybercrime.
Commitment and BCA always puts effort in preventing data theft, thus the Bank continuously improves its
Target data security management and IT systems. The Bank’s target is zero data breach.
BCA’s commitment to maintaining data security and protecting customer privacy refers
to the following internal policies:
• Board of Directors’ Decree No. 175/SK/DIR/2017 dated 30 November 2017 on the
Issuance of Risk Management Basic Policy Manual in the Use of Information Technology;
• Board of Directors’ Decree No. 011/SK/DIR/2019 dated 25 January 2019 concerning
Revision of Head Office Information Security Policy and Regional Office - Branch
Information Security Policy;
• Board of Directors’ Decree No. 100/SK/DIR/2022 dated 19 July 2022 concerning
Consumer Protection Provisions;
Policy • Board of Directors’ Decree 141/SK/DIR/2022 dated 16 September 2022 concerning
Operational Risk Management Policy;
• Board of Directors’ Decree No. 075/SK/DIR/2023 dated 6 April 2023 on Information
Technology Implementation Policy;
• Circular Letter No. 257/SE/POL/2015 dated 11 December 2015 on Transparency of
Product Information and Use of Customer Personal Data;
• Circular Letter No. 154/SE/POL/2016 concerning Offering Financial Products and/or
Services by Observing Consumer Protection Principles;
• Collective Labor Agreement (CLA).
• Code of Ethics.
To strengthen the management system for data security and customer privacy, BCA
Evaluation of has built a monitoring system at various levels. The function involved in monitoring and
evaluating data security and privacy is Information Technology Security Group (ISG)
Material Topic which has the duty and responsibility to carry out monitoring and report it to the Vice
Management President Director. During the reporting period, there were no data breach and no reports
Effectiveness of data misuse. The Bank also made sure the effectiveness of the implementation of cyber
security policies and practices.
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Information Security Management System [FN-CB-230a.2]
The Bank realized that the risk of data breach and misuse of customer information is a significant issue in the era
of accelerated technology and digitalization. To prevent data theft and privacy violations, BCA is committed
to complying with OJK Regulation No. 1/POJK.07/2013 concerning Consumer Protection in the Financial
Services Sector and Law No. 27 of 2022 concerning Personal Data Protection. The Bank has implemented
an information and data security management system by adopting international frameworks and standards,
and has been verified by external parties. The assessment is part of the control and audit of the information
security management system. BCA’s certifications have been fully implemented at the head office, including:
• ISO/IEC 27001:2013 for network systems, Data Center and Enterprise Security team;
• ISO/IEC 27001:2022 for the IT Security Group team;
• ISO 9001:2015 to guarantee and improve service quality;
• ISO 20000-1:2018 for IT service management system;
• Payment Card Industry Data Security Standard (PCI DSS) 3.2.1 for global security standard
Company’s Executive Body Responsible for Data Security and Privacy
Organization Structure Information Technology Security Group (ISG)
Information Technology
Security Group (ISG)
Security Monitoring,
Security ID & Security Security Protection
Analytics, &
Administration Assurance A-B
Orchestration
BCA’s policy to maintain data confidentiality and protect customer privacy is applied to all employees at all
levels. In the Collective Labor Agreement (CLA) Chapter 20 Article 58 paragraph 1.e states that employees
are obliged to maintain the confidentiality of the company and customers, which is obtained because of
their position or in their association in the company environment. Referring to the Code of Conduct, BCA
employees must maintain the confidentiality of customer and bank data. Therefore, BCA employees are
prohibited from disclosing company secrets, either intentionally or unintentionally, including customer
information, management information systems, company personnel data, supplier/partner information, and
information on agreements with the government. In accordance with the Code of Conduct, BCA prohibits all
employees from trading/sharing customer data to external parties. If a violation occurs, it can be submitted
to the whistleblowing system and will be received directly by its administrator. The administrator will validate
the report and if it meets the criteria, it will be forwarded to the Anti Fraud Bureau (BAF).
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The Bank has established the Information Technology 6. Installing data traffic monitoring devices on the
Security Group (ISG), a special division that manages BCA network to anticipate indications of cyber
information security management systems related attacks including the risk of data breaches
to operational activities. The information security and advanced persistent threats and be able
management system implementation at BCA is to respond quickly and effectively which is
supported by a strong IT infrastructure. The following monitored by a team operating 24/7 at the
are application of IT systems to secure customer Security Monitoring Center (SMC)
information and data covering all Branch Offices, 7. Employing application security through the use
Head Office and Data Centers: of Obfuscation technology, Web Application
1. Applying Data Loss Prevention (DLP), Database Firewall, API Security, and BOT & anomaly
Activity Monitoring (DAM), data encryption, detection.
database masking, Information Rights 8. Securing transaction traffic and data exchange
Management (IRM), and data classification to through end to end encryption with TLS
protect sensitive information from unauthorized technology.
access. 9. Implementing data breach monitoring on the dark
2. Developing network security technology and web through the use of Cyber Threat Intelligence
increasing web secure gateway capability that technology and follow up by taking down fake
can integrate with DLP, detect and prevent accounts and blocking e-channel user IDs and
access to dangerous sites. credit cards that have indicators of compromise
3. Utilizing machine learning and artificial (IOC).
intelligence technology. 10. Conducting monitoring compliance security
4. Improving remote access security starting from from the application of information technology
implementing multi-factor authentication, at BCA.
securing the endpoints used, network security, 11. Implementing comprehensive security validation
and securing the server being accessed, as and testing before launching new applications or
well as securing the data being accessed and features to customers.
monitoring remote session activity. 12. Securing employee devices used to access email
5. Implement a one-time password code (One Time and BCA internal applications with Enterprise
Password/OTP) and two-factor authentication in Mobility Management.
digital applications to ensure that the application 13. Application of log analysis, event correlation,
is used by the rightful account owner/customer. User Behavior Analytics (UBA) technology to be
able to monitor security anomalies that occur
from employee activities and in the IT system.
Face Biometric Feature
In order to prevent cyber crimes, the Bank has implemented multiple layers of
security to prevent customer information/accounts from changing hands, such as
using one time password (OTP) codes, two-factor authentication, and most recently
the face biometric feature. BCA utilizes the face biometric feature to minimize fraud
and cases of scam or misuse of data that occur through social engineering activities
which become an additional authentication factor for new provisioning devices for
the BCA mobile banking application.
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Cyber Risk Management [FN-CB-230a.2]
BCA‘s cyber security governance encompasses cyber security risk management processes and cyber
resilience processes in all areas of its business. BCA also has an internal policy on Cyber Risk Management as a
reference. The work unit that handles cyber security risk management is the Cyber Security Risk Management
(CSM) subdivision which is under the Risk Management Division, while the cyber resilience process is carried
out by the IT Security Group (ISG). CSM’s duties and responsibilities include preparing, reviewing and
implementing cyber security risk management policies and procedures in the Bank’s operational activities,
while for ISG carries out cyber resilience processes which include identification, security, detection, response
and recovery processes. Periodically, the Cyber Security Risk Management subdivision submits the results of
reviews of the cyber security risk management effectiveness to the Head of the Risk Management Division
and the Board of Directors.
Cyber security governance is the responsibility of all directorates. The implementation of the cyber security
system is also monitored by the Risk Management Committee and Integrated Risk Management Committee
which are under the Board of Directors, as well as the Risk Monitoring Committee and Integrated Governance
Committee, which are under the Board of Commissioners. Monitoring and evaluation of cyber security
implementation is discussed in coordination meetings held quarterly. The implementation of cyber risk
management at BCA refers to OJK Circular No. 29/SEOJK.03/2022 concerning Cyber Resilience and Security
for Commercial Banks.
Cyber Resilience and Security Process
As part of the cyber risk management, the IT Security Group team has implemented mitigation controls for
resilience management and cyber security at the operational level, including mitigation of potential virus
attacks, malware, vulnerability exploits, as well as internal controls that might cause data breach. As part
of implementing controls to mitigate cyber risks, the Bank has procedures for handling information security
incidents, and has established an Information Security Incident Response Team (ISIRT) and a Security Monitoring
Center (SMC) which operates 24 hours.
Post Incident Activity Preparation
Notifications Define critical assets
Incident Report Finalization Protects assets (Application,
Root Cause Analysis Network, Host, Data)
Corrective Action Monitor assets
Incident Closing Vulnerability Assessment,
Penetration Test
Review & Test Incident
Response Procedure
Containment Detection & Analysis
Eradication & Alerts from monitoring tools,
customers, HaloBCA, Contact
Recovery SMS, etc.
Response Strategy Incident Identification & impact
Containment & Remediation Analysis
System Assessment Incident Declaration
Recovery Investigation
Incident Closing
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Adversarial attack simulation exercise and table- Developing HR Capacity related to Cyber
top exercise programs are regularly carried out Security
to prepare the IT Security team and the entire All BCA employees, from staff, executive officers, up
Information Security Incident Response Team (ISIRT) to Board of Directors and Board of Commissioners,
in handling incidents and emergency situations that regularly receive e-posters on cyber security, such
may arise from cyber incidents. The SMC team will as how to identify potential cyber threats and
do a threat hunting process to analyze methods, knowledge about information security systems via
techniques, tactics, procedures, impacts and email and other internal communication media. In
trends of cyber attacks on IT systems. To improve 2023, a mandatory e-learning was published with
the security posture of BCA and subsidiaries as a the main theme of social media’s cyber security.
whole, BCA has also provided Security Information Every BCA employees are constantly informed
Technology Service Provider (PJTI) services to about any updates regarding the upward trend of
subsidiaries so that the entire cybersecurity attack cyber security incidents and prevention tips.
surface can be protected, monitored and mitigated
to improve the cybersecurity posture holistically for To ensure the success of the awareness and
BCA and the entity. knowledge related to cyber security that has been
carried out, BCA also performs tests on all BCA
BCA has carried out a regular information security employees in the form of phishing campaigns
strategy and review the process minimum every throughout the year and measures the level of
three years by bouth internal and external auditors cybersecurity culture of all employees through a
through collaboration between IT Security and cybersecurity culture assessment.
IT Procurement by conducting cyber security
measures for parties related to information assets BCA also marks the cyber security month, which is
at BCA. To ensure that the information security celebrated internationally every October, as the
system is adequate, BCA has carried out a regular peak of the cybersecurity awareness program to
information security strategy and review process by assess the entire series of awareness activities that
both the internal audit team and external auditors. have been carried out throughout the year, as well
The external audit of information security systems as presenting awards to work units and individuals.
in 2023 is carried out by KAP Tanudiredja, Wibisana, This appreciation is part of efforts to encourage the
Rintis & Rekan - a member firm of the PwC global establishment of cyberculture at BCA.
network, with the focus of asset management,
safeguarding of assets, penetration tests and BCA also provides its cyber security team with
vulnerability scans, access controls, detection various forms of certified cyber security training
controls, security breaches or incidents, and backup and encourages the cyber security team to actively
and recovery. participate in various cyber security competitions to
hone the team’s abilities in maintaining BCA’s cyber
BCA has also carried out a cybersecurity maturity resilience and security.
level according to OJK standards, both for assessing
the quality of the implementation of risk management Total Cybersecurity E-Learning Participant
related to cyber security and the quality of
implementing cyber security and resilience with 2023 2022
the result “Strong/Very Adequate”. In addition, BCA
also regularly carries out assessments of information 32,625 28,292
security involving security consultants to obtain a
security development roadmap for the next 3 years.
In addition, BCA is also building internal collaboration
involving Operation Strategy & Development Group
(POL), Legal Group (GHK), Risk Management Division
(MRK), and Information Technology Security Group
(ISG) to protect customer personal data.
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Customer Privacy Protection [2-25, 418-1][FN-CB-230a.1]
All BCA employees are required to implement privacy policy to the entire operations, including suppliers in
accordance with the Code of Conduct. BCA also implements an internal policy that prohibits sharing customer
data and/or information to third parties, unless with the customer’s written consent and/or required by laws
and regulations.
Privacy risk is part of the Bank’s operational risks, therefore BCA has established a privacy protection policy
and implemented adequate mitigation efforts. The Bank also has a policy that gives individuals/subscribers/
customers the rights in controlling access to their data, correction, and/or submit requests to update data. On
the account opening form, the Bank provides an approval column for the customer’s consent to share their
data with a third party according to the needs and permission of the relevant party. Meanwhile, the use of BCA
information for a third party’s interest needs to be approved first by the customer concerned.
BCA has a policy related to the provision of archives (hardcopy and softcopy) with storage retention. Softcopy
archives stored in the database of each applications are managed by the application owner in the Strategic
Information Technology Group (GTI) Division; while for hardcopy archives, the management is done by
centralization or non-centralization. For customer’s personal related data, BCA does not erase customer data.
However, the data will still be stored (without archive retention). We guarantee the security of customer data.
The Consumer Data and/or Information Protection Policy can be accessed by the public via
https://www.bca.co.id/-/media/Feature/Report/File/S8/Kebijakan-GCG/20230731-consumer-data-
and-privacy-protection-policy.pdf, meanwhile the Privacy Policy can be accessed by the public via
https://www.bca.co.id/en/informasi/Kebijakan. To maintain collective security, BCA regularly educates
customers to be aware of cyber attacks and data theft through the #AwasModus campaign which is regularly
disseminated through digital media, webinars, social media and other channels that can be accessed freely.
Anyone can report data breach through HaloBCA which is managed by the Contact Center & Digital Services
(CDG) work unit and/or submit it through the whistleblowing system managed by the Anti Fraud Bureau (BAF)
work unit. In the reporting period, there were no cases of breach or misuse of customer data and privacy that
were material and had a significant effect on BCA’s business continuity. In addition, there were no complaints
related to privacy violations and data breach. All reports of privacy breaches will be reviewed by the BAF and
reported to the President Director.
If there are employees who commit violations of misusing customer privacy information, they will be processed
in accordance with employment provisions, civil law, criminal law and other relevant laws and regulations.
BCA has issued Board of Directors’ Decree No. 021/SK/DIR/2012 concerning Guidelines for Handling Cases
of Violations, which stipulate procedures for handling violations committed by employees, responsibilities
for imposing sanctions, the role of the Personnel Settlement Committee (KPKK), civil lawsuits, and the legal
process for violations that may lead to dismissal, and authority to hand down sanctions. BCA manages reports
on cases of violations by employees through the Operational Risk Management Information System-Loss
Event Database (ORMIS-LED) application for further follow-up in accordance with provisions by the Risk
Management Division (Operational Risk Management Sub-Division). BCA does not tolerate employees who
violate customer privacy, and will give a sanction of termination of employment.
BCA has conducted an audit to assess compliance with its internal privacy policy by the Internal Audit Division,
the which was last conducted in 2023.
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Responsible Products and Services
BCA upholds business ethics and integrity in running its business activities. Every banking solution that will be
launched has gone through a series of evaluation and approval processes from the authorities.
Material Topic Management: Service Excellence [3-3]
BCA provides equal service to all its customers through direct service by frontliners at
Why It Matters branch offices and through digital banking services. We provide service excellence by
taking into account customer convenience in transactions, consultations regarding
banking solutions, and customer satisfaction
Service excellence supported by digital innovation will have a positive impact on customer
convenience in transactions, increase time efficiency and reduce environmental footprint.
The transformation into digital branches is supported by the development of employees
in branch offices to focus more on relationships with customers, in order to provide more
personalized services. Digital branch transformation and improved customer relationships
Impact Management will be the two main pillars of BCA’s service development at the branch office.
BCA continuously provides comprehensive information and education to all customers
through the introduction of BCA products, services, and fee terms and conditions on the
BCA website and other communication media. To improve customer services in dealing
with customers’ complaints, BCA has guidance on Complaint Handling Monitoring
and complaint handling procedures for all products and services, ensuring that every
complaint can be resolved appropriately and swiftly.
By providing service excellence, BCA is committed to maintaining customer trust and
Commitment and always being the first choice in banking solutions, with the target of maintaining customer
Target satisfaction level every year.
BCA’s commitment to providing service excellence is supported by the following policies:
• SMART SOLUTION service standards;
• Board of Directors’ Decree No. 080/SK/DIR/2015 dated 18 June 2015 concerning
Publishing Products/Activities and Providing Supporting Information Technology
Systems.
Policy • Circular Letter No. 181/SE/POL/2009 dated 1 December 2009 concerning Guidelines
for Monitoring Complaint Handling;
• Circular Letter No. 115/SE/POL/2019 dated 11 June 2019 concerning Handling Customer
Complaints;
• Circular Letter No. 328/SE/POL/2023 dated 6 November 2023 concerning Summary of
Product and/or Service Information (RIPLAY).
BCA employees periodically receive refreshment training in the form of dissemination of
Evaluation of the policies, procedures, and service standards to customers. BCA measures and maintains
Material Topic service quality by conducting customer engagement and branch service quality surveys.
Management Operation Strategy & Development Group (POL) and Contact Center & Digital Services
Effectiveness (CDG) are responsible for implementing service excellence, under the supervision of the
Vice President Director.
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New Product Reviews Procedures through digital media are always adapted to the
The Banking Transaction Product Development advertising code of ethics and based on applicable
Division (DPD) and Operation Strategy & regulations. In the reporting period there were no
Development Group (POL) have the duties and incidents of non-compliance related to marketing
responsibilities to manage and develop financial communications.
products and/or services. BCA ensures that all
financial products and/or services launched have Innovation and Development of
received approval from Bank Indonesia and the Sustainable Financial Products and/or
OJK. Product owner evaluates every new financial Services
product and/or service that will be launched, Along with the development of the digital era,
through a risk assessment process by the Risk the Bank keeps up by continuously developing
Management Division (MRK), compliance testing by innovative solutions to meet customer needs.
the Compliance Division (DCP), which is reviewed Internally, BCA gathers innovative new ideas from
and supervised by the Compliance Director. In employees through the BCA Innovation Award (BIA)
addition, the Bank also implements user acceptance event. All employees are free to contribute creative
tests and certification. To date, no financial products and innovative ideas in developing and refining
and/or services have been suspended or withdrawn various banking solutions that are more efficient,
after launch. support ease of access, convenience, and are
environmentally and socially friendly.
Discontinued Financial Products and/or
Services [2-6] Every development of innovation and sustainable
In 2023, BCA discontinued BCA BIZZ and BCA KlikPay financial products and/or services will have an
as of November 2023. The discontinuation of these impact on the Bank and its stakeholders. The positive
services was based on business considerations. impact is in the form of reducing the environmental
However, BCA will continue to meet customer needs footprint and increasing added value for the Bank
through existing services. Information on product and its stakeholders. Meanwhile, the negative
and/or service discontinuation can be found on BCA impact arising from sustainable financial products
website and other external communication media. and/or services is the community’s unpreparedness
in supporting sustainable financial practices, which
Fair Advertising Policies/Procedures may cause unoptimized performance in achieving
Policies governing marketing communications and sustainable finance targets. BCA mitigates the
advertising are stipulated in the Board of Directors’ negative impacts by continuing to provide education
Decree No. 100/SK/DIR/2022 concerning Consumer about sustainable finance for customers, debtors
Protection. The policy states that quantitative and and the wider community; approach debtors to
qualitative information on products and/or services encourage them to carry out environmentally
is delivered honestly based on actual information friendly projects and improve ESG management.
about benefits, costs, and risks. Referring to the
policy, the Bank does not convey misleading Service Excellence
information on products and/or services, does not Every BCA employee is responsible for providing
cause differences in interpretation of consumers solutions to customers with service excellence in
and/or the public and the bank on the agreement accordance with BCA service standards called
provisions. SMART SOLUTION, an Indonesian abbreviation for
Alert, Attractive, Enthusiastic, Friendly, Thorough,
In addition, all product and/or service information Attentive, Open-minded, Complete, Prioritizing
is expressed to the public in an ethical manner customer needs, Telling solutions, Initiative, and
in accordance with generally accepted ethics on-time follow-up). SMART Solutions is one of
and common decency. During the release of BCA’s efforts to consistently increase customer
advertisements, BCA continues to observe and trust and satisfaction with BCA services, thus
protect the interests of customers and the general creating customer engagement between BCA and
public to minimize the potential for future disputes customers. The implementation of SMART Solutions
due to matters beyond its control. Materials for covers all BCA employees in Branches, Regional
marketing banking products and/or services Offices, and Divisions, as an integral and continuous
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chain with each other. In addition, BCA applies Customer Satisfaction Survey
‘know your customer’ (KYC) to learn about customer BCA is committed to providing customers with
profiles and explore their needs to offer the right excellent service quality by prioritizing service
solutions. excellence and customer engagement. According
to a survey conducted by Gallup International, BCA’s
In serving customers, all BCA employees are required customer engagement has reached above the global
to provide equal service and respect human rights, average score or 90th percentile, earning BCA its
which applies to anyone who visit the bank. In order third Gallup Global Customer Engagement Award. In
to improve the service skills of each employee, BCA addition, BCA also measures Branch Service Quality
equips them with various types of training, including (BSQ) in collaboration with an independent third
those related to communication ethics, product and party.
service knowledge, customer financial protection,
and other relevant materials. The Bank regularly holds Customer
Branch Service Engagement
refresher training every year to enhance employees’ Quality Survey Survey
service skills.
2023 2023
BCA recognizes that branch offices, employee
services, and digitalization must go hand in hand
4.88 4.75
to deliver the best services to meet various needs 2022 2022
of customers. BCA consistently implements the 4.86 4.73
hybrid banking concept to continue serving its
2021 2021
growing customer base, both in the online and
offline ecosystems. In principle, we believe
4.87 4.73
that branch offices still play an important role in
providing services to customers because not all
transactions can be completely replaced with BCA receives customer
excellence recognition
digital transactions. Therefore, we continue to for surpassing global
develop frontliners, from those who serve to help benchmark 90th percentile
customers with their transactions to security in customer engagement
survey by Gallup
officers, in providing optimal services to customers.
International
The transformation into digital branches is supported
by the development of employees in branch offices
to focus more on relationships with customers, in
order to provide more personalized services. Digital Process for Handling Complaints [2-25]
branch transformation and improved customer In order to establish good relations and maintain
relationships will be the two main pillars of BCA’s customer trust, BCA implements a customer
service development at the branch office. complaint handling mechanism. Complaints can
be submitted verbally such as through the BCA call
The services available at branch offices have been center (HaloBCA), or other channels available. Each
designed to increase time efficiency in transactions complaint will be handled according to the service
and queuing. Customers can make reservations via level agreement (SLA) of the type of complaint. BCA
eBranch to shorten their waiting time. Branch offices records and follows up on each complaint using the
are not only equipped with Cash Recycling Machines BCA Customer Relationship Management (CRM)
(CRM) but also CS Digital for printing cards and application. Complaint resolution will be monitored
replacing ATM cards. Supported by these facilities and evaluated by the customer complaint handling
and technology, customers who visit the branch can coordinator work unit. All complaints followed up
do self-service transactions. Thus, bank officers by the relevant work units will be monitored and
can fulfill their role in building relationships with evaluated by the Contact Center & Digital Services
customers and assisting customers if they find any (CDG) and under the supervision of the Vice
difficulties with these facilities. President Director.
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Complaint and Resolution Mechanism
Complaint Recipient & Recording Complaint Resolution
Verification
of customer Create a receipt for Escalation to related
Customer/Reporter data according proof of complaint work unit:
to applicable • HaloBCA
regulations • Related Work Units
Customer Complaint Channel :
• Telephone/Halo BCA App/
Solutions to
Social Media/e-mail to Halo BCA
Customers
• Media/e-mail to Corporate
Communication Bureau
• Walk in/Call/e-mail to Branch
Office Kantor Cabang
Complaint Settlement
Number of Complaints Complaints Resolved based Percentage Resolved
Year
(in thousand) on the SLA (in thousand) (%)
2023 1,261 1,226 97.3%
2022 1,082 1,061 98.1%
2021 1,772 1,763 99.5%
Throughout 2023, BCA recorded incoming complaints consisted of 6.3% complaints, 44.1% requests, 49.7%
needs for information on banking solutions, and 0.01% suggestions. There were no complaints regarding
privacy violations or data breach. To reduce customer complaints, BCA’s approaches are by improving the
service quality management system and continuously educating and raising customer awareness regarding
the use of banking solutions, along with transaction security tips. BCA continues to encourage customers
to remain alert against banking crimes. Educational tools are provided through BCA’s official social media
channels.
Handling Financial-Related Complaints
BCA submits quarterly reports on the handling of financial-related complaints to Bank Indonesia and the OJK.
The report consists of:
• Customer Complaint Handling and Resolution Report (Antasena-BI);
• Consumer Complaint Service and Resolution Report (siPeduli-OJK);
• Report on Handling Consumer Complaints Regarding Money Deposits and/or Withdrawals (BI).
If there is a case where a customer is dissatisfied with the resolution from BCA, the customer is allowed to
mediate with BI or a registered Alternative Dispute Resolution Institution (LAPS). This procedure refers to BCA
Work Guide No. 183/SE/POL/2020 concerning Changes to Provisions for Handling Customer Complaints.
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Access and Affordability of Banking
Products and Services
BCA supports inclusive finance and is dedicated to opening access to banking products and services for the
wider community, both in Indonesia and abroad. Supported by advanced technology and digitalization, digital
banking is the Bank’s strategy to expand access and reach.
Material Topic Management: Access and Affordability [3-3]
The increasing demand for banking products and services needs to be balanced with a
Why It Matters product and service access network with a wide coverage.
The positive impact of having access to extensive and affordable banking solutions will
increase customer’s convenience and strengthen the Bank’s advantage in supporting the
Impact Management economy. However, the Bank needs to manage the negative impacts of the access and
convenience offered, including rampant cases of social engineering fraud, cyber attacks
and other technological crimes.
Commitment and Providing convenience banking solutions and increasing access to financial solutions to
Target reach more customers.
BCA’s efforts to achieve access and affordability targets for banking solutions are
supported by the implementation of:
Policy • Corporate Budget Plan (RKAP),
• Bank Business Plan (RBB),
Management of access to banking solutions at BCA is carried out by various divisions
in an integrated manner. The Banking Transaction Cooperation Solution Development
Division has reported its quarterly RBB targets and realization to the OJK. Meanwhile,
Evaluation of the Operation Strategy & Development Group (POL) and the Network Management &
Material Topic Regional Development Division (DJPW) are responsible for ensuring that BCA solutions can
Management be accessed and reached by customers and the wider community. In 2023, information
Effectiveness security and cyber attack management systems have been implemented properly under
Strategic Information Technology Group (GTI) to ensure the security of digital banking
access and networks. Management of access and affordability of banking solutions is
monitored by the Vice President Director and Regional & Branch Network Director.
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Access to Product and Service Information
Access to information on financial products and services can be found at www.bca.co.id, annual report
publications, BCA offices, and digital banking applications. BCA provides complete information about
financial products and services regarding product names, types, benefits, requirements, inherent costs,
interest calculations, and the time period of the product and/or services.
The Bank regularly updates on the latest information through its platforms, including social media, Video
Banking on myBCA, and Video Call at main branch offices. For direct interaction, anyone can contact HaloBCA
to get the information. Additionally, in an effort to provide optimal services and solutions for potential BCA
customers, BCA has established Solution Assistance (SOLA), which works under the Contact Center & Digital
Services (CDG).
Branch Office Access and Banking Service Facilities
Access to branch offices, and BCA service facilities is available in cities across Indonesia. BCA has 2 overseas
representative offices in Singapore and Hong Kong. To ensure the safety of customers visiting the Branch
Office, BCA maintains the integrity of building assets and supporting infrastructure. In addition, BCA always
carries out maintenance of supporting assets for customer transactions, such as ATM and EDC machines.
BCA Branch Office Network
138 899
Main Branch Offices (KCU) Sub-Branch Offices (KCP)
221
Cash Offices (KCP Kas)
36
Provinces
238
cities/regencies
2
overseas
representative offices
BCA Service Network
19,047ATM
EDC with cash withdrawal myBCA stores are
in 273 cities feature are available
10 cities
in 69 cities located in
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Access for Persons with Disabilities [FS14, FS15]
BCA continues to support people with special needs by providing access to banking services. BCA has
provided talking ATMs for customers with disabilities, especially the visually impaired, to make transactions
using voice features. At present, BCA has 13 talking ATMs, called ATM Wicara, in 6 major cities.
Access for Remote Areas [FS13, FS14]
As a good corporate citizen, BCA supports the Presidential Regulation No. 82 of 2016 concerning National
Financial Inclusive Strategy (SNKI) by launching financial products and/or financial services aimed at reaching
unbankable community. The Bank provides banking solutions by expanding and increasing the number of ATMs
in remote areas of the country, in collaboration with ATM Bersama, and develop digital banking.
As of the end of 2023, BCA has operated 20 branch offices in the disadvantaged, outermost, and frontier
areas (3T) in Indonesia, including Bondowoso, Pandeglang, Sampang, Ruteng, Waingapu, Sorong, Sambas, etc.
BCA is also able to reach remote areas through partners using BCA EDC, such as Indomaret and Alfamart so
that BCA debit card holders can make payment transactions and cash withdrawals.
In addition, opening a BCA account can be done digitally on the BCA Mobile application and through BCA
partner applications such as Blibli and Fina (BCA Finance).
BCA is committed to be in the service of all Indonesian citizens.
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Sustainability Culture BCA encourages all stakeholders to implement a sustainable culture by thinking and acting responsibly, ensuring its reflection in our daily actions
Page 75
TABLE OF CONTENTS
Ethical Operating Practices 74
Anti-Corruption Practices, Gratification 76
Control and Anti Fraud
Human Rights Practices 79
Talent Management & Empowerment 81
Environmentally Friendly Operation Culture 94
Sustainable Culture in BCA
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
Ethical Operating Practices [2-27]
Ethical operating practices are part of corporate Maintaining Business Relationships in the
social responsibility implementation. The ethical Supply Chain
operating practices at BCA is reflected in the BCA continuously builds transparent business
following policies: relationships based on mutual agreements to
• Applying banking code of ethics; maintain good business relationships with suppliers
• No involvement in in political activites; and other partners, which will ease the business value
• Establishing, maintaining and strengthening chain. BCA involves many suppliers and partners/
governance, including tax payments; local parties. These suppliers and partners include
• Respecting and supporting the intellectual public accounting firms, IT development vendors,
property protection; suppliers of goods and services, transportation,
• Implementing fair business practices and no building/branch office repair and maintenance
monopoly; contractors, as well as electronic office equipment
• Enforcing anti-corruption, gratification control providers.
and anti-fraud;
• Maintaining sustainability in the value chain In implementing sustainability practices, BCA carries
in various fields and formulating policies to out gradual assessments of social and environmental
address issues of data security, human rights and aspects of suppliers/vendors. The Bank ensures
environmental conservation. that the suppliers/vendors and other partners are
free from corruption practices and/or gratification;
Throughout the reporting period, BCA receive no free from child labor and forced labor; perform
sanction or fines that impact on BCA’s business occupational health and safety (OHS) management;
continuity for non compliance as BCA has complied respect human rights; and does not damage the
with all policies, regulations, and laws in Indonesia. environment. BCA requires every collaborating
partner to sign an Integrity Pact and complete a BCA
Partner Compliance Statement, outlining guidelines
for managing ESG aspects.
Anti-corruption and gratification control training poster which is required e-learning for all BCA employees.
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Procurement of Goods and Services in 2023
Type of Supplier/ Number of Suppliers/ Goods Procurement Procurement Value Total Procurement
Business Partner Business Partner Value (Rp billion) Service (Rp billion) Value (Rp billion)
Local 88,980 4,129 1,742 5,871
Overseas 94 72 48 120
Total 89,074 4,201 1,790 5,991
Implementation of Anti-Money Laundering, Counter Terrorism Financing, and
Counter Proliferation Financing
BCA implements Anti-Money Laundering, Counter Terrorism Financing, and Counter Proliferation Financing
(AML-CFT and CPF) in banking operations. All employees, especially frontliners, will periodically receive
dissemination to raise their awareness of AML-CFT and CPF. Further information regarding AML-CFT and CPF
can be accessed via https://www.bca.co.id/en/tentang-bca/tata-kelola/Informasi-Lain/APU-PPT-dan-
PPPSPM.
All employees have received dissemination about AML-CFT and CPF through e-mail blasts and other internal
communication media. BCA also carries out AML-CFT and CPF by monitoring all financial transactions. AML-
CFT and CPF practices are part of the internal control of the Bank’s operational activities.
AML-CFT and CPF Training based on Position Level
Position Level Number of Employees
Senior Officers (including the Board of Commissioners and the Board of Directors) 2
Manager 386
Staff 6,262
Non-staff 10,556
Total 17,206
Increasing employee awareness to AML-CFT and CPF through e-learning
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
Anti-Corruption, Gratification
Control, and Anti-fraud Practices
BCA always upholds the principle of trust, therefore BCA does not tolerate all forms of fraud, corruption,
collusion and nepotism. The anti-corruption and gratification control policies are implemented based on the
Board of Directors’ Decree No. 269/SK/DIR/2021 dated 31 December 2021 concerning Anti-Corruption and
Gratification Control Policies, as well as anti-fraud strategy policy at BCA referring to the Board of Directors’
Decree No. 114/SK/DIR/2021 dated 17 June 2021 concerning Adjustment of Anti-fraud Strategy Policy. The
anti-fraud policy is part of BCA’s tribute towards human rights, as BCA is fully committed to preventing fraud
in its business value chain. Policy on Anticorruption and Gratification Control & Anti-fraud can be accessed on
the website: https://www.bca.co.id/en/tentang-bca/tata-kelola/ACGS/Kebijakan-GCG.
Material Topic Management: Anti-Corruption Practices, Gratification Control,
and Anti-fraud [3-3]
Trust is the foundation of running a banking business, therefore it is very important to pay
Why It Matters attention to anti-corruption, gratification control and anti-fraud practices.
The management of anti-corruption, gratification control and anti-fraud will have a
positive impact on the Bank and stakeholders, particularly the trust in building business
Impact Management relationships. The Bank needs to enforce anti-corruption and anti-fraud policies with zero
tolerance for any offenders, either management, employees or partners.
Commitment and Zero fraud and corruption.
Target
BCA’s commitment to enforcing anti-corruption, gratification control and anti-fraud is
supported by internal policies, including:
• Board of Directors’ Decree No. 778/SK/DIR/1995 dated 24 August 1995 concerning the
BCA Banker Code of Ethics;
• Board of Directors’ Decree No. 219/SK/DIR/2003 dated 10 October 2003 concerning
Provisions regarding Conflicts of Interest;
• Board of Directors’ Decree No. 146/SK/DIR/2017 dated 1 November 2017 concerning
Implementation of the Whistleblowing System at BCA;
Policy • Board of Directors’ Decree No.139/SK/DIR/2020 dated 20 July 2020 concerning Anti-
Fraud Declaration and Integrity Pact;
• Board of Directors’ Decree No. 114/SK/DIR/2021 dated 17 June 2021 concerning
Adjustment of Anti-Fraud Strategy Policy;
• Board of Directors’ Decree No. 269/SK/DIR/2021 dated 31 December 2021 concerning
Anti-Corruption and Gratification Control Policies;
• Board of Directors’ Decree No. 206/SK/DIR/2023 on the Policy of AML-CFT and CPF
Program Implementation;
• Collective Labor Agreement (CLA).
BCA regularly provides dissemination regarding anti-corruption, gratification control
Evaluation of and anti-fraud awareness. In addition, BCA applies a Whistleblowing System (WBS) and
a three lines of defense internal control system which includes prevention, investigation
Material Topic and monitoring efforts. Monitoring and evaluation of the effectiveness of anti-corruption,
Management gratification control and anti-fraud audits are carried out at least once every 3 years. The
Effectiveness results of gratification control and anti-fraud monitoring will be reported to management
periodically.
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Implementation of Anti-Corruption and 4. Other information
Gratification Control [205-1, 205-2] It is BCA’s culture not to accept gifts or rewards
BCA consistently puts its best effort to improves from customers, debtors, vendors, associates,
internal anti-corruption culture and gratification partners and other third parties for our services.
control, including through the following practices: Every BCA employee must also comply with the
1. Annual Disclosure Code of Conduct relating to vendors, which is
All members of the Board of Commissioners and stipulated in the BCA Governance Guidelines.
Board of Directors, as well as BCA employee
are required to make an Annual Disclosure that In addition, BCA has never offered political
contains all circumstances or situations that may funds/contributions or voluntary donations that
cause a conflict of interest to arise. lead to acts of corruption or bribery during 2023.
Provisions regarding funds/contributions to
2. Internalization of Anti-Corruption Values and political or social activities have been regulated
Gratification Control in the Corporate Governance Guidelines section
Anti-corruption values and gratification control of the Company Code of Conduct.
are internalized through sharing sessions,
dissemination, mandatory e-learning, plasma Anti-fraud Enforcement [205-1, 205-2]
TV, and other internal communication media. Anti-fraud policy encompasses prohibition against
Until the end of December 2023, the number acts of fraud, giving and receiving gratification,
of participants who have attended the Anti- and corruption. All BCA employees are required to
Corruption and Gratification Control e-learning enforce anti-fraud. The Board of Commissioners
reached 35,282 people consisting of employees, and Board of Directors have signed the Anti-fraud
Bakti BCA interns and trainees. Declaration. All BCA employees at all levels of
position, including the Board of Commissioners
3. Reporting of Corruption and Gratification and Board of Directors, are required to sign the
Control Integrity Pact. BCA also mitigates potential fraud
BCA has a Whistleblowing System channel as a from partners/vendors, by requiring them to fill out
means of violation reporting for BCA’s internal a declaration and contract not to commit corruption
and external parties. During 2023, there were no and fraud before collaboration is implemented.
reports of corruption and/or gratification control
policies received through the Whistleblowing BCA has conducted anti-fraud enforcement efforts,
System channel. which are supported by the Anti-Fraud Bureau who
is responsible for monitoring the implementation
The performance of gratification control is of anti-fraud policies or strategies bankwide. The
supervised by the Compliance Division as the Anti-Fraud Bureau also monitors the effectiveness
Gratification Control Unit (UPG) which provides of prevention, detection, investigation, reporting,
internal reporting facility if gratification occurs. evaluation and follow-up activities on fraud cases.
During 2023, there were 4 reports received In addition, the Internal Audit Division evaluates
through this facility. the implementation of anti-fraud strategies
periodically based on the results of risk-based audit
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
assessments. All regional offices, branch offices and head office work units have their own internal monitoring
units. Supervision of operational activities is prioritized on functions that have a high risk of fraud and potential
corruption in branch offices, regional offices, or head offices, such as procurement, cash and valuables
storage, and financial transactions directly related to customers. Supervision has been carried out by internal
supervisors in each work unit.
BCA periodically provides training on anti-fraud topics. In 2023, as many as 35,172 employees or around
95.8% of total employees (including Bakti BCA interns) have received the training. Furthermore, the Bank also
regularly provides dissemination of anti-fraud to all employees via e-mail blasts and internal communication
media. [205-2]
Anti-fraud Training and Awareness [205-2]
Number of Employees
Awareness and Training related to
Anti-corruption and Anti-fraud
2023 2022 2021
In Class Training 3,446 5,875 3,989
e-Learning 35,172 33,178 31,662
Incident Management and Follow-up [205-3][FN-CB-510a.1]
There were 82 cases of internal fraud with a potential loss of Rp3.8 billion. Moreover, there were external
fraud cases with potential losses of Rp85.1 billion. Every incident of fraud and corruption has been followed up
according to procedures on imposing termination of employment sanctions or other sanctions in accordance
with the Collective Labour Agreement (CLA). All incidents have been followed up and BCA recorded no cases
of fraud or corruption that had a significant impact on BCA’s business continuity.
Whistleblowing System [FN-CB-510a.2]
As part of Good Corporate Governance (GCG) implementation, BCA applies the whistleblowing system
(WBS). Anyone can report violations of ethics, fraud, and corruption, or other violations of the banking code of
ethics via WBS. The whistleblower can submit complaints via the bca.co.id website by attaching clear data/
information in accordance with the What, Who, When, Where and How (4W1H) principles. The report will be
received directly by the WBS manager for validation. BCA guarantees the confidentiality of the identity of
every whistleblower.
Resolution of Violation Complaint Reports [205-3]
Year Status Total Remarks
2023 In process (open) 1 Proven (5), not proven (4), incomplete data (25), customer
Completed (closed) 54 information/complaints (20)
2022 In process (open) 0 Proven (4), not proven (3), incomplete data and the whistleblower
Completed (closed) 26 did not provide the additional requested data (15), incomplete data
(2), customer information/complaints (2)
2021 In process (open) 0 Proven (3), not proven (2), incomplete data (7), customer information/
Completed (closed) 22 complaints (10)
Note:
Complete information regarding the Whistleblowing System (WBS) is presented in the 2023 Annual Report and Whistleblowing Report at
https://www.bca.co.id/en/tentang-bca/tata-kelola/Whistleblowing-System.
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Human Rights Practices
Respecting human rights is one of the implementations of a sustainability culture that is closely embedded in
banking operational activities as it is always in direct contact with people, including customers, employees,
partners, or anyone who visits the bank. BCA implements its Human Rights Commitment in all aspects of its
business processes. The implementation of human rights practices has earned an award from the Ministry of
Law and Human Rights of the Republic of Indonesia for fulfilling the standard indicators of Business and Human
Rights Risk Assessment (PRISMA) in 2023.
Material Topic Management: Human Rights [3-3]
BCA believes human rights are the basic values for all banking activities and maintaining
Why It Matters harmonious relationships with all stakeholders.
BCA implements the Human Rights Policy with discipline, including sanction if violations
Impact Management occur.
Commitment and Zero human rights violations.
Target
The commitment to respect human rights is supported by internal policies, including:
• Board of Directors’ Decree No. 214/SK/DIR/2021 dated 27 October 2021 concerning
Human Rights Policy;
Policy • Board of Directors’ Decree No. 778/SK/DIR/1995 dated 24 August 1995 concerning the
BCA Banker Code of Conduct;
• Collective Labor Agreement (CLA).
The implementation of human rights policies for each scope is coordinated, monitored
Evaluation of and evaluated by the relevant Head Office Work Unit. The performance of the Human
Rights Policy implementation is annually reported by the ESG Group in the Secretariat
Material Topic and Corporate Communications (DCS) Division to the Board of Directors, Board of
Management Commissioners and all stakeholders in the Sustainability Report. BCA may ask an external
Effectiveness independent party to objectively assess human rights performance in accordance with
certain standards. In 2023, BCA were not involved in cases of human rights violations.
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Human Rights Mitigation & Remediation in BCA Value Chain
As a Service Provider As a Lender/Creditor As an Employer As a Buyer
Area Banking Service Practices Business Practices and Employment Practices Supply Chain Management
Financing
Issues and • Privacy and data security • Social risks to debtor’s • Discrimination at work by • Social risks to vendor’s
Risks • Banking solutions business (child labor, co-workers business (child labor,
• Disproportionate service forced labor, wages • Workplace conditions forced labor, wages
below the minimum • Freedom of expression and below the minimum
standard, health facilities) association standard, health
• OHS Implementation • Conformity in fulfilling the facilities)
• Unclear work and rest normative employee rights • Product/service quality
time arrangements • Determination of working control practices
conditions
• Participation in the National
Social Security System
Mitigation • BCA guarantees data • Consider human rights in • Exercise Human Rights • Carry out human rights
Measures confidentiality and lending or placement of Policy and upholding due diligence on partners
customer privacy by funds equality • Conduct human rights
implementing a reliable • Conduct an assessment • Provide a complaint channel monitoring on partners/
data security system on the placement of funds (whistleblowing system) vendors
• Accurately explain if there is a risk of a human • Build a healthy and • Encourage each
banking solutions needed rights incident comfortable work culture partner to apply OHS,
by customer to avoid mis- • Respond to the negative • Provide a comfortable, management, ethical
selling impact on debtor if there clean, healthy, and safe employment, and
• Serve fairly is a human rights incident working facility respect for human rights
• Support employees for self-
development and express
their talents/interests
• No prohibition/intimidation
on employees to form unions
• The rights and obligations
of the Company and
Employees as well as
working conditions have
been included in the
Collective Labor Agreement
(CLA)
• All Employees are enrolled
in BPJS Health and BPJS
Employment
Human Rights Due Diligence and Assessment
Since 2021, BCA has carried out internal human rights due diligence, in the context of the bank’s social and
business responsibilities, including towards vendors. Due diligence for vendors aims to avoid direct or indirect
involvement of the Bank in activities that violate human rights, such as human trafficking, forced labor,
prostitution and labor smuggling.
BCA has conducted human rights due diligence activities since 2021, as a form of its commitment to pay
attention to the company’s business risks concerning human rights violations and makes the utmost effort
to prevent and minimize human rights-related risks that may occur. In 2021, BCA conducted human rights
due diligence on the procurement aspect. As for 2022, due diligence activities were carried out on BCA’s
internal employment aspects by involving permanent, contract or non-permanent employees, outsourced
employees, and BCA management. Based on the human rights due diligence process carried out on BCA’s
procurement and employment processes, the Bank has mitigated human rights-related risks so that these
risks can be minimized.
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Talent Management & Empowerment
BCA implements human capital management and empowerment with regards to the human rights principles,
including equal opportunities and non-discrimination. All rights and obligations of the Bank and employees
are stipulated in the CLA that has been registered with the Ministry of Manpower. The rights and obligations
stipulated in the CLA include information, such as equality and fairness in performance appraisal, promotion
and education policies, working time and leave procedures, remuneration policies, and freedom of association.
The CLA applies to all permanent and contract employees. Meanwhile, the rights and obligations of outsourced
employees refer to the applicable manpower provisions or regulations.
BCA Employees Profiles [2-7]
All BCA employees are Indonesian citizens from different ethnic groups, as Indonesia is a very diverse nation.
Due to respect for ethnic diversity, BCA does not present employee data based on race, ethnicity, or class.
All BCA employees are full-time workers and there are no part-time workers. Thus, the data we presented are
permanent and non-permanent employees who work full time.
Total Employees and the Management based on Gender and Employment Status
2023 2022 2021
Employee Status
Male Female Male Female Male Female
Permanent 9,232 14,822 8,506 13,785 8,590 13,937
Non-permanent (contract, 1,328 1,535 957 1,260 595 830
probation, trainee)
Total based on gender 10,560 16,357 9,463 15,045 9,185 14,767
Grand Total 26,917 24,508 23,952
Total Employees and the Management based on Gender and Position Level
2023 2022 2021
Position Level
Male Female Male Female Male Female
Board of Commissioners 5 0 5 0 5 0
Director 10 2 10 2 10 2
Senior Manager 108 94 103 89 104 85
Middle Manager 925 934 872 863 854 811
Line Manager 3,905 6,742 3,786 6,380 3,679 6,136
Staff 5,125 8,071 4,121 7,207 3,869 7,251
Non-staff 482 514 566 504 664 482
Total based on gender 10,560 16,357 9,463 15,045 9,185 14,767
Grand Total 26,917 24,508 23,952
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Total Employees and the Management based on Gender and Length of Service
2023 2022 2021
Length of Service
Male Female Male Female Male Female
> 20 Years 2,932 4,730 3,369 5,139 3,860 5,537
> 15–20 Years 297 403 239 320 222 372
> 10–15 Years 815 1,446 604 956 467 695
> 5–10 Years 1,986 4,008 2,106 4,492 2,022 4,408
> 1–5 Years 2,493 3,335 1,977 2,721 1,923 2,885
≤ 1 Years 2,037 2,435 1,168 1,417 691 870
Total based on gender 10,560 16,357 9,463 15,045 9,185 14,767
Grand Total 26,917 24,508 23,952
Total Employees and the Management based on Gender and Work Area
2023 2022 2021
Work Area
Male Female Male Female Male Female
Greater Jakarta (including Head 6,277 8,399 5,527 7,763 5,486 7,853
Office)
West Java (excluding Greater Jakarta) 1,118 1,724 892 1,563 535 1,088
Central Java and Yogyakarta 569 1,204 542 1,111 551 1,128
East Java 1,122 2,106 1,090 1,959 1,142 2,010
Sumatra 734 1,402 712 1,257 741 1,296
Kalimantan 247 513 229 476 242 475
Eastern Indonesia 493 1,009 471 916 488 917
Total based on gender 10,560 16,357 9,463 15,045 9,185 14,767
Grand Total 26,917 24,508 23,952
Total Employees and the Management based on Gender and Education Level
2023 2022 2021
Education Level
Male Female Male Female Male Female
Doctoral degree 10 4 10 4 9 3
Master’s degree 589 576 547 504 530 470
Bachelor’s degree 8,586 13,532 7,354 12,279 6,824 11,862
Associate degree (Diploma 1-4) 309 861 323 913 374 1,004
High School (and below) 1,066 1,384 1,229 1,345 1,448 1,428
Total based on gender 10,560 16,357 9,463 15,045 9,185 14,767
Grand Total 26,917 24,508 23,952
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Total Employees and the Management based on Gender and Age Group
2023 2022 2021
Age Group
Male Female Male Female Male Female
< 25 Years old 2,312 2,662 1,707 2,033 1,302 1,706
> 25–29 Years old 2,375 3,599 1,949 3,438 1,885 3,696
> 30–34 Years old 1,835 3,730 1,652 3,346 1,462 2,822
> 35–39 Years old 819 1,275 574 861 476 714
> 40–44 Years old 349 650 465 997 605 1,330
> 45–50 Years old 1,023 2,009 1,292 2,383 1,527 2,588
> 50 Years old 1,847 2,432 1,824 1,987 1,928 1,911
Total based on gender 10,560 16,357 9,463 15,045 9,185 14,767
Grand total 26,917 24,508 23,952
Non-Employee Workers [2-8]
In BCA’s work environment, there are other employees who are not permanent employees, consisted of
2,863 people, which covers contract employees, probationers, and trainees, or equivalent to 10.6% of total
permanent employees. In addition, BCA also employs outsourced workers to support its operational activities,
such as security, cleaning service, sales, and collector personnel.
Recruitment, Talent Attraction & Retention and Turnover Rate [401-1]
By the end of 2023, BCA recorded 866 employees leaving the Bank for various reasons such as resignation,
retirement, or death. On the other hand, BCA hired new employees consisting of 2,296 men and 2,654 women
through a fair and transparent recruitment process without discrimination. With such numbers of incoming and
outgoing employees, BCA recorded a turnover rate of 3.6% for fiscal year 2023, lower than the previous year.
Turnover Rate
3.6% 4.8% 5.1%
2023 2022 2021
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New Employees and the Management based on Gender and Position [401-1]
2023 2022 2021
Position Level
Male Female Male Female Male Female
Board of Commissioners 0 0 0 0 0 0
Director 0 0 0 0 1 0
Senior Manager 3 5 3 0 2 4
Middle Manager 11 5 5 3 5 1
Line Manager 34 19 23 17 18 12
Staff 2,106 2,368 1,134 1,283 568 669
Non-staff 142 257 91 180 159 255
Total based on gender 2,296 2,654 1,256 1,483 753 941
Grand total 4,950 2,739 1,694
New Employees and the Management based on Gender and Age Group [401-1]
2023 2022 2021
Age Group
Male Female Male Female Male Female
< 30 Years old 2,150 2,467 1,173 1,356 659 798
30–50 Years old 135 175 77 120 89 137
> 50 Years old 11 12 6 7 5 6
Total based on gender 2,296 2,654 1,256 1,483 753 941
Grand Total 4,950 2,739 1,694
New Employees and the Management based on Gender and Work Area [401-1]
2023 2022 2021
Position Level
Male Female Male Female Male Female
Greater Jakarta (including Head 1,323 1,245 755 751 683 787
Office)
West Java (excluding Greater Jakarta) 667 735 394 532 10 19
Central Java and Yogyakarta 69 119 18 31 5 22
East Java 101 203 41 67 25 39
Sumatra 59 167 25 33 2 5
Kalimantan 23 59 6 26 21 32
Eastern Indonesia 54 126 17 43 7 37
Total based on gender 2,296 2,654 1,256 1,483 753 941
Grand Total 4,950 2,739 1,694
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Employees and the Management Leaving based on Gender and Position Level [401-1]
2023 2022 2021
Position Level
Male Female Male Female Male Female
Board of Commissioners 0 0 0 0 0 0
Director 0 0 1 0 2 0
Senior Manager 1 0 2 2 5 5
Middle Manager 10 13 21 14 31 19
Line Manager 97 219 169 279 193 276
Staff 205 306 327 445 286 438
Non-staff 15 0 121 157 217 181
Total based on gender 328 538 641 897 734 919
Grand Total 866 1,538 1,653
Employees and the Management Leaving based on Gender and Age Group [401-1]
2023 2022 2021
Rentang Usia
Male Female Male Female Male Female
< 30 Years old 173 242 295 365 229 279
30–50 Years old 80 198 167 367 279 447
> 50 Years old 75 98 179 165 229 193
Total based on gender 328 538 641 897 734 919
Grand Total 866 1,538 1,653
Employees and the Management Leaving based on Gender and Placement Area [401-1]
2023 2022 2021
Wilayah Penempatan
Male Female Male Female Male Female
Greater Jakarta (including Head 206 312 459 606 462 600
Office)
West Java (excluding Greater Jakarta) 61 88 41 69 52 65
Central Java and Yogyakarta 12 16 25 39 42 52
East Java 24 41 62 74 90 79
Sumatra 9 39 38 59 60 85
Kalimantan 5 18 6 22 8 13
Eastern Indonesia 11 24 10 28 20 25
Total based on gender 328 538 641 897 734 919
Grand Total 866 1,538 1,653
Performance Evaluation and Appraisal [404-3]
The performance of each individual will contribute to the Bank’s performance. Therefore, BCA annually
conducts employee evaluations and assessments. There are 2 type of employee assessment methods,
namely Performance Appraisal (PA) and Performance Management (PM) which will be used based on the type
of work or level of employee position. It begins with self-assessment and followed with an assessment from
the immediate superior, which is then completed by the superior of the employee’s immediate superior. The
purpose of conducting an assessment with these two methods are to ensure the objectivity of the assessment
process as well as to reduce bias and fraud in the assessment process.
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BCA uses the results of performance assessments as recommendations for promotion, transfer, and
remuneration adjustments, including bonuses. All eligible employees have received evaluation and
performance assessment in 2023.
Employees and the Management Promoted based on Gender and Region
2023 2022 2021
Region
Male Female Male Female Male Female
Head Office 605 612 574 614 408 468
Branches and regional Offices 476 1,129 569 1,225 562 1,079
Total based on gender 1,081 1,741 1,143 1,839 970 1,547
Grand total 2,822 2,982 2,517
KPI - Performance Reward Cycles
01 Directorate KPI determination
02 Division KPI determination
03 Individual KPI determination
KPI - Performance Management Implementation Steps
Performance 04 I. Planning IV. Coaching 2
- Reward Cycle II. Competency Assessment V. Annual Review
III. Coaching 1
05 Periodic grade promotion suggestions
Salary increment & Bonus Suggestions via
06 Enterprise Compensation Management (ECM)
Employee Engagement
BCA collaborate with Engage Rocket to conduct employee engagement survey every two years. The last
employee engagement survey conducted in 2022 with a result of 4.7 out of a scale of 5. The survey results are
utilized as a basis for enhancing engagement between workers and the company.
BCA believes that one of the keys to success is strong teamwork. BCA develops Team Engagement (TE) to
encourage employees to work together as a cohesive unit. In 2023, BCA launched Team Engagement Action,
Action, Action (TEAAA) an arrangement of activities to improve TE. The TEAAA is divided into two activities,
Drive ONE BCA to improve BCA’s overall TE and Drive Our Team to improve aspects of TE in each work unit.
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In addition, the Bank provides the BCA Leader+ concept as stated in the Board of Directors’ Decree No. 234/
SK/DIR/2022 to encourage leadership culture in the work environment. The BCA Leader+ concept contains 10
leadership traits that must be possessed by leaders in BCA:
Becoming a Empathy & Reliable on
Role Model Persuasiveness Growing People
Agility & Drive & Persistence,
Responsiveness yet Patience
Collaboration Looking Forward Enhance Learning
& Personal with a Meaningful Agility & Invest in
Appreciation Goal Yourself
Always Humble & Extra Mile
Serve Others
In 2023, BCA held a Leader Sharing Session to provide all employees with an understanding of BCA Leader+.
This activity was carried out involving Division Heads, Work Unit Heads, Service Center Heads, Group Heads,
Regional Office Heads, and Branch Office Heads as resource persons with participants consisting of more than
90% of permanent and probationary employees at the Head Office, Regional Offices, and Branch Offices.
BCA’s internal social media as one of sharing channels from management or between employee teams.
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Human Capital Development
BCA prepares competent talents and empowers all employees to support the achievement of the company’s
vision and mission. Provisions related to human capital development, including the rules for implementing the
employee scholarship program, are regulated in BCA’s internal policies.
The effectiveness of training programs that has been conducted is measured based on Kirkpatrick model. The
Learning and Development Division is responsible for employee competency development and reports to the
Human Capital Director.
Training Realization [404-1]
Description 2023 2022 2021
Training expenses (Rp million) 372,815 263,243 193,417
Total participants* 59,323 53,294 47,706
Male 24,100 21,180 19,291
Female 35,223 32,114 28,415
Total training hours per year 1,183,950 950,297 673,040
Male 504,320 402,624 286,573
Female 679,630 547,673 386,467
Average training hours per employee per year 44.0 38.8 28.1
Male 47.8 42.5 31.2
Female 41.5 36.4 26.2
* The training data displayed is participation data, in which one employee is counted as having attended more than one training program.
Employees and the Management Training based on Gender and Position Level
2023 2022 2021
Position Level
Male Female Male Female Male Female
Board of Commissioners 2 0 2 0 0 0
Director 7 2 2 2 2 2
Senior Manager 107 93 100 86 101 81
Middle Manager 2,196 2,785 2,131 2,626 2,099 2,517
Line Manager 2,628 4,886 2,515 4,595 2,427 4,417
Staff 5,117 8,062 3,836 6,871 3,710 7,032
Non-staff 230 52 296 7 396 10
Total based on gender 10,287 15,880 8,882 14,187 8,735 14,059
Grand Total 20,443 23,069 22,794
The training materials at BCA encompass knowledge of banking products and services, soft skills such as
leadership and good communication, as well as other materials, such as technical skills to run systems used in
banking, information and cyber security, consumer financial protection, sustainable finance implementation,
risks and impacts of climate change, as well as the latest materials on ESG aspects, including ESRA and ESG
Integration modules that can be accessed by all employees through BCA e-learning applications.
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Employee competency development activities Training for Retiring Employees [404-2]
are carried out through various methods including BCA has established a policy on retirement at a
webinars, face-to-face training, e-learning, video maximum age of 55. Employees who are 50 years
learning, video conference, gamification, and old will be able to participate in the Ring the Bell
micro learning, as well as on-the-job coaching. The program and the Beautiful Life program for those
monitoring and evaluation of training effectiveness turning 54. Employees will receive training on health,
involve the Learning and Development Division, investment, financial management, or skills to
which then periodically reports the evaluation results develop a business.
to each program owner in their respective bureaus
or work units to be followed up periodically. [404-2] Despite having the retirement policy put in place,
the Bank still values those who are still willing to work
In addition, BCA also partners with external parties at BCA. BCA offers partnership opportunities, such
to provide material in several training activities. as representing BCA in signing credit contracts,
Some of these include experts, business people, providing mentoring, motivation, and sharing
consultants, CDP, IDX, OJK, as well as partners with knowledge to employees who are still actively
educational institutions, such as BINUS and Prasetya working in the branch offices. In addition, retirees
Mulya University. BCA also collaborate with the from managerial levels can return to work as expert
Center for Sustainability Studies - Trisakti University, staff assisting committees under the Board of
to deliver material on ESG aspects and sustainability Commissioners. These opportunities are provided
practices. by taking into account their work achievements,
career path at BCA, and the company’s needs.
In addition, BCA provides educational scholarships
for employees who are interested in pursuing their Remuneration and Employee Support
education to undergraduate and postgraduate Programs [401-2]
levels with specified requirements. A total of 94 Employee remuneration is provided based on level
employees receiving scholarships were active until of positions and performance achievements. BCA
the end of 2023. also pays attention to the Gender Pay Indicators and
does not base remuneration on gender, ethnicity,
Employee Development Program for race, religion, or class. The Bank’s employee
Middle Management remuneration complies with the minimum wage
In order to improve the capabilities of middle provisions applicable in all regions of Indonesia. The
management staff, BCA holds a leadership employee remuneration consists of salary, benefits,
program called P2M Madya. This program contains cash bonuses, and extra bonuses in BCA shares. The
a series of trainings to provide employees with an policy on employee stock ownership plan aims to
understanding of the roles and responsibilities of a increase the employees’ sense of belonging in the
Middle Manager. The program includes: company.
1. Accelerating Business Performance to
develop team skills and create a positive work
environment.
2. System Thinking to understand problems more
accurately before being followed up.
3. Strategic Thinking to understand the business
in the big picture, discover strategic issues, and
find innovative ideas that can be incorporated
into business improvement or development
strategies.
4. Financial Perspective to analyze the condition of
the work unit or organization in financial aspects.
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Benefits Based on Employment Status
Type of Allowance Permanent Employees Contract Employees Trainee
Religious Holiday allowance √ √ √
Year-end allowance √ N/A √
Special Religious Holiday allowance √ N/A √
Functional allowance √ N/A N/A
Other allowances √ √ √
Note: No gender pay gap
Salary Comparison between Female and Male Employees (Rp million)
Permanent Employees Contract Employees
Position Level
Male Female Male Female
Staff 10.9 11.2 8.5 8.4
Non-Staff (non-managerial) 9.9 9.7 4.8 4.9
Data coverage (% of total employees) 52.7%
Note: The basic salary for employees at the lowest level at BCA is higher than the Provincial Minimum Wage (UMP) which applies in all
branch office areas in Indonesia.
In addition to providing adequate remuneration, BCA seeks ways to retain employees, by establishing
programs that support work-life balance. The Bank provides platforms to channel employees’ interests and
talents, including communities for photography, handicraft, cycling, wayang enthusiasts, music, mountain
climbing, as well as building a culture of appreciation and recognition among permanent employees.
Other employee support programs for wellbeing and work-life balance include:
1. Flexible working hours policy is applied to all employees at the Head Office from non-operational service
work units.
2. Work from BCA Touchpoint (official work location outside the main office) which applies to employees at
the Head Office from non-operational customer service work units.
3. Recreational facilities are realized in the form of a budget for recreational funds coordinated by each work
unit.
4. Partnership with psychological services bureau to provide counseling services for employees’ mental
health support.
5. Facilitating various sports and arts activities managed by the Sports, Arts and Hobbies Coordinating Board
(BAKORSENI) to support a balanced lifestyle for employees.
6. Providing tools to support employee wellbeing through the collection of points from employee participation
in certain activities at BCA. These points can be redeemed on the MySaku application into goods/services
that can support employee wellbeing.
7. Availability of lactation rooms to provide comfort for employees.
Access to Health Facilities [403-3, 403-4, 403-6]
Health can affect employee productivity, therefore, BCA does its best to provide a decent and safe workplace.
In BCA provides various health facilities in its work environment, such as BPJS health, health insurance,
counselling services with psychologists, online health consultations, and health education. The Human
Capital Management (HCM) Division is responsible for providing healthcare facilities at BCA. Employees and
their immediate family members also receive health benefits in the form of inpatient care, outpatient care,
maternity reimbursement, glasses, dental care, laboratory examinations, periodic medical checks, and pap
smears.
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Employees over 40 years of age are entitled to an also cooperates with the building management
annual medical check-up (MCU) that can be done to ensure that the workplace building is safe from
once a year at BCA’s partner hospitals/clinics/ technical damage and has safety facilities, such as
laboratories. In addition to the health facilities that fire extinguishers, available. BCA and the building
have been provided, BCA also actively promotes management of all Branch Offices regularly hold
healthy lifestyle to the employees by joining support fire and natural disaster simulation drills. BCA also
programs managed by the Sports, Arts and Hobbies equipped office buildings with security facilities,
Coordinating Board (BAKORSENI). such as alarms, as early warning devices to increase
alertness and prevent casualties from disasters.
Every year, BCA also actively holds dissemination on
health awareness, including dissemination on mental Employees with the tasks as expedition staff/
health. In 2023, dissemination of health education messengers/couriers are equipped with
provided to employees included: lung health, eyes, occupational safety facilities in the form of SNI
back pain, cancer, stress management, and mental standard helmets, jackets, raincoats and bags. In
health in the work environment. addition, BCA also provides the employees with
financing for the fees in making and/or extending
OHS Policy [403-1, 403-4, 403-7] driving licenses.
In order to support effective operational activities
and business relationships, BCA has issued policy The OHS management system implementation is
on Occupational Health and Safety (OHS) that expected to enable the creation of a conducive,
can be accessed at: https://www.bca.co.id/-/ safe, productive work situation and to reduce
m e d i a / F e a t u r e / R e p o r t / F i l e / S 8 / Ke b i j a k a n - employee absenteeism rate.
GCG/2023/20230727-ohs-policy.pdf. In addition,
to provide a decent and safe work environment, Absenteeism Rate of
the employee protection policy is stated in the CLA Total Employees
Article 42, Article 47, Article 49, Article 57 Paragraph
1, Article 58 Paragraph 2, and Article 59 Paragraph 2.4% 2.6%
2, and refers to Law Number 13 Year 2003 Article 86
Paragraph 2 containing information about protecting
1.4%
the safety of workers/laborers to realize optimal
work productivity.
All BCA branch offices have implemented healthy,
2021 2022 2023
decent and safe work environment standards to
protect the safety of all employees and stakeholders.
Anyone in the BCA work environment, including all Diversity and Equal Opportunity
employees, customers, vendors, partners, and other The percentage between male and female
stakeholders are encouraged to take responsibility employees at BCA is 39.2% for male and 60.8% for
for preventing incidents related to (OHS). The Risk female employees. BCA also carries out employment
Management Division is tasked with overseeing management by respecting the principle of diversity
the OHS management system implementation and and equal opportunity without discrimination
reporting to the Risk Management Director. against gender, ethnicity, religion, race, or class.
This practice is supported by the non-discrimination
Although OHS risks in the banking industry are low, policy as stipulated in BCA Board of Directors’
BCA continues to implement an OHS management Decree No. 214/SK/DIR/2021 dated 27 October 2021
system to minimize the incidence of workplace concerning Human Rights Policy, BCA’s Code of
accidents and absenteeism due to illness. BCA Conduct, and CLA.
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BCA also continues to increase the role of women in leadership levels of position at BCA. The composition of
the governance organs reflects the diversity of its members, in terms of gender, education, work experience,
age, and expertise. To maintain the inclusiveness of women, BCA continues to promote gender equality in the
work environment and increase the role of women at the Senior Manager and Director levels.
Women’s Representation
Position 2023 2022 2021
Director 16.7% 16.7% 16.7%
Senior Manager 46.5% 46.4% 45.0%
Employment Opportunities for Persons form of commitment to respecting employees’
with Disabilities rights. Provisions on working hours, overtime, rest,
Opportunities to work at BCA are open to those and leave are stipulated in CLA Article 13, Article 14,
with physical limitations and people with disabilities. Article 19, Article 20, and Article 21.
By the end of 2023, BCA employed 19 people with
disabilities as outsourced workers to become call With the development of technology and
center officers at Contact Center & Digital Services. digitalization, BCA provides BCA Touchpoint for
It is a manifestation of human rights practices and work flexibility. BCA Touchpoint is a work area
compliance with Government Regulation No. 43 outside the main office that serves as an alternative
of 1998 on Efforts to improve the Social Welfare of work location. Employees who will work from
Persons with Disabilities. Hub can download the BCA Touchpoint, which
is an application to register, submit and approve
Freedom of Association and Collective seat reservations, work plan information, arrange
Labor Agreement (CLA) [2-30] collaboration day, and team member schedule
BCA management exercises freedom of association information.
for employees to organize and assemble, as well as
express their opinions. BCA has seven labor unions, Retirement Savings Policy [201-3]
one of which is the single majority Labor Union with One of the retirement savings policies for employees
members account for 51.7% of total employees. The who have entered into retirement age is a pension
labor unions together with management review the fund program with a contribution scheme paid by
CLA contents every 2 years. All provisions regarding the company and employees. The pension fund
working conditions, rights and obligations of the program applies to all permanent employees of BCA.
company and employees are stated in the CLA of The company pays 5% in defined contribution for
BCA. the pension program, while employees pay 3%. The
program is managed by a pension fund established
Minimum Working Age and Working Hours by BCA. Information related to estimated pension
Policies fund can be found in BCA’s annual report.
BCA ensures that there is no child labor and forced
labor practices in its work environment. The policy BCA also enrolls all employees in the BPJS
concerning the minimum age limit to work is Employment for Old Age Security (JHT) and Pension
regulated in PCA Article 7 paragraph 2 letter b. The Security (JP) programs with a monthly payment
article also explains the absence of forced labor scheme, in the form of contribution payment by
practices as stated in the explanation related to the company and employees based on government
working time, rest, and employees’ leave rights. All regulations. The percentage of BPJS JHT contribution
BCA employees work full time, from 08.00-17.00 paid by the company is 3.7%, while employees pay
or for offices whose working hours start at 08.30 2%. Meanwhile, BPJS JP contributions paid by the
will end at 17.30, with a 1-hour break, for 5 days a company is 2% of and 1% by employees.
week. The arrangement of working hours is BCA’s
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Parental Leave [401-3]
The CLA regulates the basic rights of all employees including leave of absence. Female employees are entitled
to a 3-month maternity leave. Furthermore, for female employees who experience an unintentional miscarriage
(abortus provocatus) due to medical reasons are entitled to up to 1.5 months of miscarriage leave. Meanwhile,
male employees who accompany their legal wives to give birth are given permission to be absent from work
for 3 working days without reducing their annual leave. If their wives have a miscarriage, male employees will
be given permission to be absent from work for 4 working days.
Description 2023 2022 2021
Employees entitled to maternity leave 14,347 14,678 15,207
- Female 9,051 9,164 9,380
- Male 5,296 5,514 5,827
Employees who took maternity leave 1,211 1,267 1,301
- Female 882 897 972
- Male 329 370 329
Employees returning after maternity leave 1,178 1,231 1,268
- Female 853 868 945
- Male 325 363 323
Percentage returning to work 97.3% 97.2% 97.5%
Percentage of employees retained 96.4% 98.9% 96.4%
Communication Channel and Employment Grievance Mechanism
The employment and industrial relations grievances can be submitted to Halo SDM (6690000) which is
accessible through BCA’s internal telephone network or via email to halo_sdm@bca.co.id. In addition,
complaints can also be submitted through the whistleblowing system (WBS). BCA guarantees the
confidentiality of the complainant’s information. BCA imposes strict sanctions for all cases of violation as
stipulated in the CLA, including letter of reprimand, demotion, and termination of employment.
BCA prohibits and does not tolerate sexual and/or nonsexual harassment in the work environment. If there are
employees who are harassed and/or intimidated or see behavior that violates the norms of decency, they can
report to their immediate superior or the Human Capital work unit at the regional office/head office. For acts
of harassment committed, sanctions will be imposed on the perpetrator under applicable regulations.
Cases related to discrimination, harassment, or other harassing conduct will be resolved through an escalation
mechanism involving the Personnel Advisory Committee (PAC). This committee is under the supervision of the
Board of Directors, chaired by the Head of Human Capital Management Division. The Committee is tasked
with providing independent recommendations to the Board of Directors, regarding the settlement of cases
according to principles of justice and equality, by investigating cases of violations and/or crimes committed
by employees.
As of the end of 2023, there were no reports or cases related to violations of the code of conduct, norms of
decency, or harassment in the BCA environment. To prevent violations of the code of conduct and acts of
harassment, BCA regularly holds dissemination and education on anti-discrimination and anti-harassment to
all BCA employees.
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Environmentally Friendly Operation
Culture
The implementation of an environmentally friendly operation culture is one of BCA’s concrete actions for the
Sustainability Culture Pillar which refers to Board of Directors’ Decree No. 179/SK/DIR/2021 on Environmental
Policy. Environmentally friendly operation culture is not only implemented within the Bank, but also involves
stakeholders in BCA’s value chain.
Agent of Change
BCA mobilizes all employees to become Agent of Change (AOC) in implementing a culture of sustainability.
The AOC movement is directed at realizing green offices in Head Office Work Units, Regional Offices, and
Branch Offices throughout Indonesia, as well as all BCA subsidiaries.
BCA employees also initiated several sustainability movements as agent of change.
Internal Initiatives to Mitigate Climate Risk
Sustainability culture is a shared responsibility for one earth and all generations. The implementation of a green
office and green lifestyle is a fundamental step to mitigate climate risk. This is done through various initiatives,
including utilizing the Enterprise Backoffice Integration (EBI) application to collect data covering all Branch
Offices and developing dashboards to monitor the management of environmental aspects. BCA believes that
well-managed data is the first step in estabilishing climate risk mitigation strategies.
Cooling Containment Optimization in Data Center
Electricity efficiency efforts in the Data Center are carried out by setting
the direction of cold air to software and hardware devices and installing
containment. This technique aims to isolate cold air from mixing with hot
air. This effort can maximize the air cooling on IT devices. The average
energy efficiency in the Data Center is 1.08 kW or 28.4% of the total energy
consumption in the Data Center.
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Green Office dan Green Lifestyle
Initiatives to reduce the GHG emission footprint have been carried out through the
management of environmental aspects, including:
Implementing a digital workplace that optimizes technology and digital
features in the Company’s internal activities, such as work from hub, IT
Hub, sharing desk, digital signature, and reduction of paper use.
Managing energy consumption in the Data Center with electricity
efficiency.
Synergizing with subsidiaries through shared services to improve
services.
Employing a green building concept with environmentally friendly features,
such as:
• Reducing electricity consumption by using LED lights, scheduling the operation of
air conditioners, lights, elevators, computers, and other electronic devices;
• Replacing R22 type air conditioners with more environmentally friendly ones;
• Utilizing renewable energy by installing solar panels in office buildings;
• Implementing recyclable waste management through collaboration with waste
banks in the vicinity of BCA buildings to promote a circular economy in the
surrounding area;
• Using highly efficient water cooled chillers at Wisma BCA Foresta building;
• Using potable tap water in some buildings to reduce the use of bottled water;
• Providing Public Electric Vehicle Charging Stations in several BCA buildings;
• Reusing domestic effluent from Sewage Treatment Plant (STP) and rain harvest
tanks in several BCA buildings to reduce water consumption;
• Actively managing energy consumption such as electricity, water, refrigerant and
fuel in BCA buildings through preventive and corrective maintenance.
Energy Intensity of Electricity based on Room Size [302-1, 302-3]
Description 2023 2022 2021
Total electricity consumption (kWh) 172,492,313 156,040,072 118,611,628
Room size (m2) 1,122,130 1,121,385 746,672
Intensity of Energy Use (kWh/m ) 2
154 139 159
Note:
There were differences in data coverage for 2021, 2022, and 2023. Data in 2023 covered all head offices, data centers, branch offices
(KCU, KCP and KCP Cash). Data in 2022 covered the head office, data center, 120 main branches, and 730 sub-branches. In 2021, it
covered head office, data center, and 603 main branches/sub-branches.
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Energy Intensity of Electricity based on Number of Employees [302-1, 302-3]
Description 2023 2022 2021
Total electricity consumption (kWh) 172,492,313 156,040,072 118,611,628
Number of employees 26,917 19,413 19,669
Intensity of energy use (kWh/employee) 6,408 8,038 6,030
Energy Intensity of Electricity based on Number of Transactions [302-1, 302-3]
Description 2023 2022 2021
Total electricity consumption (kWh) 172,492,313 156,040,072 118,611,628
Number of transactions (million) 27,978 22,337 15,876
Intensity of Energy Use (kWh/transaction) 0.006 0.007 0.007
Electricity consumption in 2023 was higher than in 2022 due to additional data coverage. Measurement of
electricity consumption covered all Head Offices, data centers, and Branch Offices (KCU, KCP, KCP Kas). The
intensity of electricity consumption per room area was 154 kWh/m2 per year. This figure was still in the ‘Fairly
Efficient’ category according to SNI 03-6196-2000 concerning Energy Consumption Intensity of Indonesian
Buildings.
Solar Panel Installation Emission Reduction Potential
9 Solar panel installed
buildings
3,021 tCO2 eq
from BCA operational
~300 MWh
activities until the end of
electricity generated in 2023
2023
BCA Operational GHG Emission Inventory [305-1,305-2, 305-3]
BCA’s GHG emission inventory for 2023 was calculated based on the Greenhouse Gas Protocol (GHG Protocol)
methodology, divided into three scopes as follows:
1. Scope 1 emission includes stationary, mobile, and fugitive combustion. Stationary and mobile combustion
were calculated based on BCA’s fuel purchased and consumption that are in accordance with the emission
factor published by DEFRA 2023. Meanwhile, fugitive emission was calculated based on the estimated
unavoidable Freon leakage, aligned with IPCC AR5 references.
2. Scope 2 emission was measured based on BCA’s electricity consumption, utilizing location-based
methodology in accordance with the Ministry of Environment and Forestry’s (MoEF) regulations.
3. Scope 3 emission is calculated based on several methodologies, depending on the categories and scope
of data. These calculations utilized DEFRA 2023, US EPA Supply Chain v 1.2, and MoEF 2019 regulation as
their emission factor references.
BCA implements a regular monitoring system to maintain the quality of public reporting and the establishment
of GHG emission reductions. In 2023, the total emissions generated showed an increase from the previous
year due to the expansion of the scope of emissions calculation and data coverage. The expansion of GHG
emission’s calculation scope in 2023 is a step forward to determine the emissions baseline and as a foundation
to further complete the next year’s emissions measurement.
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GHG Emission (tCO2 eq) 2023 1) 2022 2021
Scope 1
Stationary combustion 773 416 401
Mobile combustion 7 - -
Fugitive emissions 4,060 390 -
TOTAL 4,840 806 401
Scope 2
Electricity purchased 143,260 137,019 102,516
Scope 3
Category 1. Purchased goods and services 62,314 - -
Category 2. Capital goods 33,282 - -
Category 3. Fuel- and energy-related activities not included 21,006 - -
in scope 1 or scope 2
Category 5. Waste generated in operations 6,511 3) 4112) 382 2)
Category 6. Business travel 12,396 5) 4,547 4) 1,187 4)
Category 8. Upstream leased assets 24,747
Category 12. End-of-life treatment of sold products 668 - -
TOTAL 160,924 4,958 1,570
Total GHG Emissions (Scope 1 + 2 + 3) 309,024 142,783 104,487
Notes:
1) There were differences in data coverage in 2023, 2022 and 2021. Data in 2023 covered 100% of branch offices and BCA ATMs. The calculation was
extrapolated on January-October 2023 data. Data in 2022 covered head office, data centers, 120 main branch offices, and 730 sub-branches. In 2021
covered the head office, data centers, and 603 main branches/sub-branches.
2) Data collected from printer pooling usage in 2022 and 2021.
3) Data covered BCA organic and inorganic waste in 2023.
4) Data collected from combined business flights and carpooling in 2022 and 2021.
5) Data collected from air travel by plane, road travel by vehicles owned by BCA’s third-party partners, and hotel stays in 2023.
Furthermore, with the aim to improve the quality and scope of emissions calculation in accordance to the GHG
Protocol, including as a follow-up to the regulator’s program on Climate Risk Stress Test (CRST), in 2023 BCA
has become a signator of the Partnership for Carbon Accounting (PCAF). BCA has inventories and calculated
financial emissions based on PCAF’s methodology and asset class classification.
In 2023, BCA Foresta Building was awarded as The Best Energy Efficient Building in ASEAN.
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Our Green Building: Wisma BCA Foresta
Wisma BCA Foresta has used rain harvest tank system, water
cooled chiller, BAS, double low-e glass, and has potable tap
water, VVVF lift system, CO & CO2 sensor, daylight optimization,
internal stairs, open office space, and EV charging station. Wisma
BCA Foresta is one of the green buildings that earned Platinum
certification from the Green Building Council Indonesia (GBCI).
The management of this green building has won the 1st
Subroto Award for Energy Efficiency (PSBE) from the Ministry
of Energy and Mineral Resources for the energy efficiency
category in 2022 and won the best Energy Efficient Building
category in Southeast Asia at the ASEAN Energy Awards in
2023.
Total Paper Used [306-3]
Description 2023* 2022** 2021**
Paper used (tons) 478 296 57
Reduced paper consumption at Head Office (tons) +182 +239 6
Emission reduction potential through paper reduction at Head Office (tCO2 +315 +332 21
eq)
Notes:
* Data in 2023 covered all head and branch offices
** Data in 2022 covered 9 Head Office locations and a number of main branches, while in 2021 covered 6 head office locations
Operational Waste Recycling [306-1,306-2, 306-3, 306-4]
In order to move towards environmentally friendly operations, BCA has taken a number of actions to reduce
the environmental impact of its operations, including initiatives to recycle generated operational waste. BCA
gradually expands the scope of waste recycling, starting from the Greater Jakarta area to other regions in
Indonesia. Proceeds from various waste management efforts are donated to Yayasan Bakti BCA to provide
scholarships to BCA employees’ children in need.
1. Waste Management of EDC Machines and KeyBCA Tokens
In 2023, BCA has collected and recycled 61.7 tons EDC machines and KeyBCA tokens. Hazardous waste
components from the both machines that cannot be recycled will be further processed by vendors with
license to manage hazardous waste.
2. ATM Card Waste Management
Throughout 2023, BCA has collected 13.9 tons of card waste to be processed into paving blocks, which are
then paved in BCA parking area. The recycling process is carried out in collaboration with licensed vendors.
3. Uninterruptible Power Supply (UPS) Management
In 2023, BCA has recycled 29.9 tons of Uninterruptible Power Supply (UPS) devices that are broken and no
longer in used. Each components were recycled by a verified vendor, ensuring that all components would
be reused and re-purposed accordingly.
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4. Archival Waste Management
Archive papers from BCA operations that have expired will be processed into paper pulp. In 2023, BCA
collected 425.4 tons of archival waste to be managed by vendors.
5. Inorganic Waste Management from Operational Offices
By the end of 2023, BCA had recycled 41.1 tons of inorganic waste from regular collection at 75 branch
offices. BCA also sorts and manages plastic waste which are 8.1 tons of plastic money wrappers from
branch offices and more than 3,500 plastic bottle waste generated from various BCA activities through
the provision of Reverse Vending Machines (RVM).
6. Data Center Hard Disk Waste Management
In 2023, BCA collected 1.2 tons of hard disk waste from the data centers, which was then sent to the
vendor to be recycled. BCA ensures that all data within each hard disk has been cleared out and cannot be
accessed by any parties prior to the recycling process.
7. Optimization of Asset Use
Since 2018, the Bank has been inventorizing the used cords, including patch cords, patch panels, and
terminal adapters, then measured the life of these assets to optimize their usefulness. By optimizing the
useful life of these assets, BCA can reduce the negative impact of cable waste.
8. Used Uniforms Recycling
BCA frontliners’ used uniforms are collected and processed into recycle fabrics to be then utilized as one
of the material for the 2024 BCA Anniversary uniform, which would be worn by all of BCA management
and employees. By involving local craftsmen and encouraging women’s empowerment, the process of
recycling BCA used uniform realized the concept of circular textile. During 2023, BCA has successfully
collected 12.2 tons used uniform to be recycled.
Positive Impacts of several BCA Waste management Initiatives (Non-Organic Waste, Hard Disks, ATM
Cards, and UPS):
134,753 kWh 102,230 Kg CO2 2,123 Kg CH4
Potential Energy Saving Emissions Avoidance Methan emissions reduction
> Rp530.8 million
The proceeds from all processed waste
were donated to the Bakti BCA Foundation
in the form of scholarships in 2023.
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Green Champion Program [306-1,306-2, 306-3, 306-4]
The Green Champion Program is an initiative created by BCA in collaboration with a third party.
This campaign aims to inspire BCA employees in taking part in preserving the environment
through recycling their own household generated waste. The program was carried out for 4
months, starting in June until September 2023. All BCA employees located in Jakarta (except
the Thousand Islands area) and Tangerang joined this program. As of September 2023, this
program has succeeded in providing an environmental impact including:
Preventing Preventing Saving
Waste Managed
3,289 kg employee 13.5K Kg
469.8 Kg 65.9K
of CH4 emissions from liters of water use.
household waste managed emission CO2 emissions entering the atmosphere
from potentially entering
the atmosphere.
Clean Water Consumption and Effluent Management [303-1, 303-2]
The clean water supply used for operational
Total Water Consumption (m3)
activities in BCA’s offices is purchased from the
Regional Drinking Water Company (PDAM) and other 2023*
water companies in the vicinity of the bank’s office
locations. To maintain the availability of water on 403,748
earth, BCA continues to use clean water efficiently,
2022**
including by regularly maintaining water installations,
using water-efficient faucets, eco-washers, 302,646
installing rain harvest tanks, and campaigning water
saving. 2021***
47,823
The Bank also conducts water conservation efforts * Water consumption data for 2023 covered Head
by installing Wastewater Treatment Plants (WWTP) in Office and 122 BCA Branches.
** Water consumption data for 2022 covered the Head
several buildings that are self-managed (not rented). Office building and 10 BCA branches.
*** Water consumption data for 2021 only covered the
The treated wastewater is used for non-hygienic Head Office building.
needs, such as plant watering and toilet flushing.
Domestic effluent from the Bank’s operational
activities has met the water quality standard and had
no negative impact on the environment as it does
not contain hazardous and toxic compounds. During
2023 there were no incidents of effluent, chemicals,
or hazardous liquid waste spills in the BCA office
area.
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Initiative on the Use of Environmentally Friendly Materials
BCA has not utilized recycled materials for the Bank’s main operational activities. However, BCA uses
environmentally friendly materials, including biodegradable plastics (oxium), the use of LED lighting in most
of BCA’s office buildings, the use of paint products with low volatile organic compound (VOC) values for
construction or renovation, and the use of environmentally friendly cleaning agents and refrigerants. We are
also gradually replacing desktop PCs with laptops or more power-efficient desktop PCs to reduce electricity
consumption. In addition, we are also implementing the carpooling concept to improve operational efficiency.
Recycled fabric of used uniforms will be worn for BCA’s 67th anniversary attire in 2024 for all BCA personnel.
BCA’s Board of Commisioners wear attire from used uniform recycled fabrics to welcome BCA’s 67th anniversary in 2024.
BCA’s Board of Directors wear attire from used uniform recycled fabrics to welcom BCA’s 67th anniversary in 2024.
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Social Value Creation Growing together with the communities is our hope, as well as stay by the side of all stakeholders to deliver valuable work and creating shared value
Page 105
TABLE OF CONTENTS
Community Involvement and Development 105
Quality Education to Raise Competitiveness of 111
the Young Generation
Financial Literacy and Inclusion 116
Community Health Promotion 119
Environmental Preservation and Biodiversity 121
Preservation of Indonesian Arts, Culture and 124
Traditions
Measuring the Impact of BCA Community 126
Service Activities
A traditional ceremony called berkaul adat in Sijunjung Traditional Village, West Sumatra
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The ‘Social Value Creation’ pillar is realized through BCA also allocates funds for philanthropic (charity)
a series of community involvement & development programs. The Bakti BCA program synergizes
activities, as well as biodiversity conservation. the implementation of financial literacy and
Under the umbrella of the Bakti BCA Program, the inclusion to support government programs on the
Bank carries out community outreach programs that implementation of sustainable finance.
encourage self-reliance.
Material Topic Management: Community Investment [3-3]
BCA cares and embraces local communities and the general public, therefore in every
Why It Matters BCA’s operational locations, we aim to provide positive value and impact.
Through investment in the community, BCA seeks to contribute to the local economic
growth, contribute to poverty alleviation and national development.
Impact Management BCA seeks to increase investment in activities that encourage development and
empowerment, not just philanthropy. This way, the impact for the community will be more
sustainable.
Commitment and Carrying out community development and empowerment activities to support the
Target achievement of the SDGs, especially SDG number 3, 4, 8 and 10.
BCA’s commitment to provide community investment is supported by the following
policies:
Policy • Decree No. 193/SK/DIR/2020 concerning BCA Sustainability Governance;
• Decree No. 197/SK/DIR/2021 concerning BCA Community Empowerment Policy.
The implementation of community investment programs is under the responsibility of the
Corporate Communication & Social Responsibility (CCR) Group. In 2023, BCA allocated
Evaluation on a total of Rp153.2 billion for community investments. Based on the impact measurement
Material Topic results, the community investments done under the Bakti BCA initiatives, which
Management includes various mentoring and development programs for Assisted Villages and SMEs,
Effectiveness improvement of education quality, health service assistance, preservation of local arts
and culture, as well as conservation and environmental rehabilitation, has made positive
impacts on many parties across nearly all regions in Indonesia.
Tourism Village and MSME assisted by Bakti BCA, demonstrating BCA’s commitment to the community and environmental benefits.
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Community Involvement and
Development [203-1, FS13]
Tourism Village [203-1, FS13][FN-CB-240a.3]
BCA through Bakti BCA provided mentoring for a total of 26 tourism villages, which consist of 14 assisted
tourism villages and 12 partner tourism villages in collaboration with the Ministry of Tourism and Creative
Economy of the Republic of Indonesia for the Anugerah Desa Wisata Indonesia (ADWI) program in 2022 and
2023.
Kampung Melayu BML
Tourism Village
Tigarihit Colorful Coaching & Mentoring
Pecinan Glodok Coaching 15 women batik makers
Tourism Village Meet the market with 10 travel agents,
Coaching & Mentoring travel operators, and media
Coaching & Mentoring
Renovation of lighting and park Visitation of 41 influencers Initiation
infrastructure of cultural art performances
Gunung Lumut
Dayun Tourism Tourism Village
Village Terong Creative MSMEs
Tourism Village Woven, Honey, Rosella Tea
Coaching &
Mentoring Coaching & Mentoring
Meet the market Kelubi Tourism Travel agent online onboarding Malangga Tourism
with 10 travel Village
agents, travel Village
operators, and Coaching & Mentoring
media Coaching &
Mentoring Establishment of 1 decree from
Peramun Hill Travel agent Tolitoli tourism office
online
Coaching & onboarding
Mentoring
Kakaskasen Dua
Digital Tourism Village
information
room
maintenance
Edelweiss Wonokitri
Tourism Village
Tamansari Tourism
Village
Coaching & Mentoring Gemah Sumilir
Nagari Sijunjung Plastic bottle waste Batik Village
Traditional Village management instalment
MSMEs
Batik
Taro Tourism
Village
Doesoen Kopi Coaching & Mentoring
MSMEs
Sirap Silver
Travel agent online
Nagari Silokek onboarding
MSMEs Coaching & Mentoring
Tourism Village Travel package onboarding in Travel agent online onboarding
Coffee BCA Lifestyle Travel package onboarding in BCA Lifestyle
Coaching & Mentoring
Establishment of 1 Goa Pindul
georafting tourism village Tourism Village Bilebante Tourism
management structure Village
Semen Tourism Village MSMEs
Cassava, Tortillas
Pahawang Island Tebara Prai Ijing Coaching & Mentoring
Tourism Village Tourism Village Travel agent online onboarding
Travel package onboarding in BCA Lifestyle
Coaching & Mentoring Pentingsari
Planting of 1000 corals and establishment Tourism Village
of 1 spot of Centra Coral Fam owned
by BUMDes MSMEs
Mushrooms
Coaching & Mentoring
Travel package onboarding in BCA Lifestyle
Plastic bottle waste management instalment
Gunung Padang
Saba Budaya Baduy Cultural Heritage Site Assisted Tourism Village
Wayang Wukirsari
Tourism Village MSMEs ADWI Tourism Village 2022
MSMEs Palm Sugar
Baduy Tenun MSMEs
Coaching & Mentoring ADWI Tourism Village 2023
Wayang puppets
Coaching & Mentoring 15 Homestays re-opened
Structuring of baduy culture preservation 937 viewers on ATOURIN (Online Travel Agent) Assisted & ADWI Tourism Village
Coaching & Mentoring
group Onboarding Wisata Indonesia di BCA
Lifestyle
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The main objectives of tourism village assistance are to improve the community economic welfare through
increased income and employment opportunities in the tourism and creative economy sectors.
The tourism village development refers to:
1. Regulation of the Minister of Tourism and Creative Economy No. 9 dated 7 July 2021 concerning Guidelines
for Sustainable Tourism Destinations.
2. Decree of the Minister of Tourism of the Republic of Indonesia, Number KM.143/KD.00/MENPAR/2019,
concerning the Indonesia Sustainable Tourism Council.
3. Global Sustainable Tourism Council (GSTC)
Number of Visitors in Assisted Tourism Villages
In 2023, a total of 263,053 people visited BCA-assisted tourism villages. The three tourism villages with the
most visitors in 2023 were Tamansari Tourism Village with 129,756 visitors which equal to 49.3% of the total
visitors, Wirawisata Goa Pindul Village with 37,730 people, and Pentingsari Tourism Village with 25,275 people.
Over the past 5 years, a total of 985,787 people have visited BCA-assisted tourism villages.
Total Workforce in Assited Tourism Villages
BCA-assisted tourism villages have employed 403 local workers, 40% of whom are full-time workers.
Bilebante Tourism Village has absorbed the most workforce of 59 workers, followed by Pentingsari Tourism
Village with 49 local workers.
Total Revenue of Assisted Tourism Villages
In 2023, BCA-assisted tourism villages generated income of Rp8.4 billion or increased by 108.7% from
Rp4 billion in 2022. Over the past 5 years, the income of BCA-assisted tourism villages has reached
Rp22.3 billion.
Total revenue from 2019 to 2023 for the 14 BCA Assisted Tourism Villages
(in Rp billion)
8.4
6.9
4.0
1.8
1.2
2019 2020 2021 2022 2023
Achievements of Assisted Tourism Villages
BCA-assisted tourism villages won a total of 13 awards in 2023, both at the national and global level including
Taro and Bilebante Tourism Villages that were announced as part of The Best Tourism Villages Upgrade Program
2023 by United Nation World Tourism Organization (UNWTO). Tamansari Tourism Village, Pentingsari Tourism
Village, and Nagari Silokek earned the Community Based Tourism category award at the ASEAN Tourism Forum
event. In addition, Sijunjung Traditional Village received the MURI record as the longest lined traditional village
in Indonesia. Next to the Sijunjung Traditional Village, Peramun Hill in Belitung also received a MURI record
award as the First Community Based Digital Forest. This award was given for Arsel Community’s innovation in
utilizing digital technology to share knowledge about the various benefits and origins of plants in the Peramun
Hill forest. Arsel Community is a community-based group that manages the operation of Peramun Hill Tourism
Village.
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Assisted Tourism Village Development 4. Nagari Silokek, West Sumatra
In 2023, BCA conducted 8 mentoring programs: 5. Dayun Tourism Village, Siak Riau
1. Human resource mentoring for the management 6. Kampung Melayu BML Tourism Village, Pontianak
of the assisted tourism villages 7. Semen Tourism Village, Blitar
2. Development of attractions and tourism appeal 8. Malangga Tourism Village, Tolitoli
3. Development of Tourism Promotion & Marketing 9. Tigarihit Colorful Tourism Village, North Sumatera
• BCA Lifestyle Onboarding 10. Pecinan Glodok, Jakarta
• Onboarding Online Travel Agent & Partnership
with Online Travel Agent / Travel Operator In the ADWI event in 2023, Bakti BCA partnered
4. Financial Service Mentoring of Assisted Tourism tourism villages managed to bring home 5 awards:
Villages 1. Nagari Sijunjung Traditional Village won 1st place
5. Development of digitalization & technology - Developing Tourism Village Category.
6. Supporting Amenity Assistance 2. Kakaskasen Dua Tourism Village became the
7. Fostering an environmental conscious movement runner up - Tourism Village Institution and CHSE
through managing plastic bottle waste using Category.
reverse vending machine 3. Edelweiss Wonokitri Tourism Village became the
8. Capacity Building of Local Champion of Assisted runner-up - Tourism Village Pilot Category.
Tourism Village management 4. Terong Creative Tourism Village became the
runner-up - Advanced Tourism Village Category.
Training for ADWI Partner Tourism Villages 5. Prai Ijing Tebara Tourism Village became the
Bakti BCA was also actively involved in mentoring runner-up - Advanced Tourism Village Category.
tourism villages that won the Anugerah Desa Wisata
Indonesia (ADWI) award organized by the Ministry of Results of Tourist Satisfaction Survey
Tourism and Creative Economy of the Republic of Bakti BCA conducted a tourism village customer
Indonesia for the 2022 and 2023 periods. satisfaction survey involving 375 respondents. A
total of 357 respondents (95.2%) were satisfied
The 2022 ADWI award-winning Partner Tourism with the services provided by the tourism village
Villages that received special mentoring from Bakti management, while 342 respondents (87.2%)
BCA in 2023, include: enjoyed the tour packages available.
1. Mount Padang Site Tourism Village, Cianjur
District, West Java
2. Saba Budaya Baduy, Lebak District, Banten
3. Pahawang Tourism Village, Pesawaran District,
Lampung
Saba Budaya Baduy, Lebak District, Banten, winner of ADWI 2022. Nagari Silokek, West Sumatra winner of ADWI 2022
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Bakti BCA Assisted MSMEs
Number of Workforce of Bakti BCA Assisted MSMEs
A total of 220 local residents became Bakti BCA-assisted MSME actors. The majority of MSME actors were
batik craftsmen from Gemah Sumilir Batik Village with a total of 40 people. The next highest labor absorption
was Doesoen Kopi Sirap with 28 coffee farmers and the Timor Tengah Selatan natural dye weaving community
with 28 weavers.
Development of Bakti BCA Assisted MSMEs
To support the sustainability of assisted MSMEs, BCA provides the following mentoring programs:
1. Training for MSMEs
In 2023, more than 1,500 MSMEs received training on halal certification and 60 MSMEs from Semarang and
Yogyakarta received Go Export curriculum. As of December 2023, a total of 963 halal certificates have
been issued.
963 participants
Total Participants Received Halal Certification
1.521
business actors 96 participants
Certification on Progress
Banjarmasin
West Sumatra Invitees: 100 Participants
88 participants
Attendees: 95 Participants Other
Invitees: 500 Participants
Attendees: 430 Participants
Lampung Makassar
Invitees: 100 Participants Invitees: 100 Participants
Attendees: 94 Participants Attendees: 136 Participants
Jabodetabek
Invitees: 150 Participants
Attendees: 85 Participants
Surabaya
Invitees: 100 Participants
Attendees: 83 Participants
Tasikmalaya Invitees: 370 Participants
Invitees: 100 Participants Attendees: 364 Participants
Attendees: 52 Participants
Lombok
Solo
Tulungagung
Invitees: 100 Participants
Attendees: 98 Participants Invitees: 100 Participants
Attendees: 84 Participants
HALAL OVERVIEW
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2. Promotion and Market Access Expansion for Bakti BCA Assisted MSMEs
Bakti BCA facilitates MSMEs with promoting and expanding market access by providing pop-up stores/
booths at various events and creating e-flyers for catalog of tourism villages assisted by Bakti BCA.
Assisted MSMEs are present at the BCA Expoversary, Indonesia Knowledge Forum, MSME Festival, Jakarta
Fair, Kangen Market Sudamala Solo, Annual Conference Meeting, and others.
3. Mentoring Program on Natural Dye for Weavers in Timor Tengah Selatan (TTS)
Bakti BCA has provided mentoring in the cultural heritage preservation of traditional woven fabric called
wastra, in Timor Tengah Selatan region. The TTS wastra has the strengths of its uniqueness in decoration,
weaving technique and cultural expression that has its own distinctive cultural expression. In 2023, BCA
collaborated with the Indonesian Natural Color Association (Warlami) to assist 28 women weavers in Timor
Tengah Selatan who originated from autonomous regions (Swapraja) of Amanatun, Amanuban, and Mollo
tribes. BCA helps the market access expansion for natural dyed textile weaving through several activities
such as the BCA Expoversary, BCA Expo and Sabang Merauke with a total of more than 100 pieces of cloth
sold and gained revenues of Rp174.3 million.
Revenue from Promotion Program and Market Access Expansion
At the end of 2023, Bakti BCA Assisted MSMEs managed to generate revenue of Rp1.2 billion with the majority
of revenue generated by MSME Gemah Sumilir. Gemah Sumilir MSME, which managed to reach Rp709.7 million
or around 58.9% of the total revenue. The second largest revenue was generated by MSME Timor Tengah
Selatan at Rp174.3 million.
Collaboration of Bakti BCA Assisted MSMEs
On 18 to 22 October 2023, two Bakti BCA-assisted MSMEs, Gemah Sumilir Batik Village and Doesoen Kopi
Sirap, were involved in the Trade Expo Indonesia event, which was the largest trade exhibition in Indonesia.
In addition, the MSMEs assisted by BCA also participated in the International Batik Day Event. Their participation
was also covered by various social media channels, such as VOA Indonesia and the social media of the
Indonesian Embassy in the US, which was expected to expand the market.
Craftsman of silver artistry from Taro Village, Desa Bakti BCA. Female weaving artisan from Kampung Adat Sijunjung, Desa Bakti BCA.
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Peramun Hill Success Story!
Peramun Hill has a very picturesque landscape, where 90% of it covers with medicinal plants.
The forest at Peramun Hill is a protected forest that became a destination for both local and
foreign researchers to study the characteristics of vegetation, geology, and biodiversity
unique to the area.
The village management took the initiative to develop an application that can be accessed
by visitors for information about the plants there. Visitors who are unable to follow the trail
in person can also explore Peramun Hill through a virtual guide. Peramun Hill has become the
first community-based digital forest in Indonesia and has been acknowledged by the Museum
Records of Indonesia (MURI).
Gemah Sumilir Batik Village Success Story!
Kampung Gemah Sumilir is a community engaged in community empowerment through culture,
education and socio-economy based on sustainable local wisdom values. The community’s
crafts such as batik, woven fabrics and handicrafts and many other products have been
included in various expo, exhibitions and other events. The capacity building provided to
Gemah Sumilir crafters has encouraged resilient human resources and economic improvement
as well as good relationships with stakeholders.
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Quality Education to Raise
Competitiveness of the Young
Generation
The quality of Indonesia’s education towards the Golden Indonesia of 2045 still faces a number of challenges.
The Program for International Student Assessment (PISA) 2022 research results show that Indonesia’s literacy,
numeracy and science scores are still below the average of countries surveyed by The Organisation for
Economic Co-operation and Development (OECD). In addition, the results of the National Survey of Financial
Literacy and Inclusion (SNLIK) in 2022 showed that Indonesia’s financial literacy index was at 49.7% and
Indonesia’s financial inclusion index was at 85.1%. Thus, initiatives and joint efforts from various parties are
needed to lead to positive changes in the quality of education.
Under the Bakti BCA Program, BCA carries out initiative programs that focus on improving the quality and
competitiveness of Indonesia’s human resources, especially the younger generation through the provision of
knowledge, skills, competency and capacity building for teachers, students, and university students. BCA also
provides programs to improve the financial literacy index through financial literacy activities for students and
the general public.
Bakti BCA Assisted School
BCA has 20 assisted schools spread across several cities in Indonesia, from elementary, junior high to senior
high school levels. The Assisted School Program aims to develop and empower the schools community
holistically in order to generate skilled and competitive human resources, as well as supporting government
programs in improving the quality of education in Indonesia.
In 2023, BCA had disseminated the results of Transformational Leadership training attended by 275 school
principals, Learning Innovation Training attended by 65 Teachers and 15 school management, webinars on
career preparation attended by 900 students, as well as infrastructure development support for 20 schools.
20 Schools 679 Teachers 10,044 Students
Teachers and Educational Assisted School Students
Assisted Schools Support Staff
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Capacity Building for Teachers in Eastern Indonesia
BCA collaborated with the Education Agency in Jayapura, Kupang, and Soe in a competency development
program for elementary school teachers in Eastern Indonesia. Participants consisted of 111 teachers
from 32 public and private elementary schools. The training used a blended learning method, which is the
implementation of merdeka curriculum in their respective school areas. The program is held for 8 to 10 months,
which expected to improve 4C skills (Critical Thinking, Creativity, Collaboration, & Communication) through
literacy and meaningful inquiry in innovative and fun learning for students.
Education Partnership in 2023
No Location Number of participants Number of Schools
1 Jayapura 40 teachers 11 schools
2 Kupang & Soe 71 teachers 21 schools
Program Impact:
1. Teacher Training in Kupang and Soe
Providing comprehensive training to teachers had a direct impact on students’ reading literacy skills. There
was an increase in students’ ability to read fluently with comprehension by 17.3% and a decrease in the
number of students who could not read by 11.8% to 2.6% (lower than the national average of 5.8%).
2. Teacher Training in Jayapura
The Teacher Training Program had a significant impact on changes in teacher behavior patterns. As many
as 80% of the participants in Jayapura applied the training materials in the classroom which resulted
in an increase in student motivation and activeness in the classroom by 80% compared to before the
intervention. Moreover, stakeholders synergized in employing 40 BCA-assisted teachers to equalize the
quality of education in Jayapura City and Papua Province.
Semarak Literasi
The Semarak Literasi program is a manifestation of BCA’s commitment to improve comprehension
of literacy among Indonesia’s young generation. The program is a platform for young people and
educators to get to know and understand literacy in a more enjoyable way. The program also aims
to celebrate Language Month every October.
830 Students
272 Teachers
268 Schools
5 Cities
15+ Types of fun literacy activities
97 Fun literacy programs at school
32 Journalistic creations
24 Feature creations
28 Microblog creations with 800+ Likes
Books donation in Jayapura
Further information can be accessed at
https://www.bca.co.id/en/tentang-bca/media-riset/pressroom/siaran-pers/
2023/11/14/04/19/kenalkan-literasi-ke-generasi-muda-dengan-lebih-menyenangkan
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Bakti BCA Scholarship
By providing scholarships, BCA helps students complete their education at the university level. In addition to
providing assistance in the form of scholarships, BCA also organizes a number of soft skills training that will
be useful in the working environment. By the end of 2023, BCA granted scholarships to 900 students from 19
universities in Indonesia with a total fund of Rp6.1 billion.
Bakti BCA Scholarship BCA Bakti Scholarship
Recipients Nominal (Rp billion)
900 6.1
870 870 5.9
5.7
2021 2022 2023 2021 2022 2023
Bakti BCA awardees had an opportunity to join in BCA’s management sharing session through “BCA Berbagi Ilmu” activities.
BCA Berbagi Ilmu
In commemoration of the National Education Day, BCA held a knowledge sharing program entitled “ BCA Berbagi
Ilmu” throughout the month of May 2023. Involving experts, practitioners, and BCA Directors as speakers for
various fields of knowledge, this event was held in three concepts, which are public lectures at five State
Universities (University of Indonesia, University of North Sumatra, Gadjah Mada University, Airlangga University
and Hasanuddin University), Student Banking Tour conducted at 11 BCA branch locations, and the “I’m Capable”
program for disabilities.
Carrying the spirit of #GenerasiPastiBisa, the BCA Berbagi Ilmu program is a realization of continued commitment
from Bakti BCA for Education in supporting the Sustainable Development Goals (SDGs).
North Sumatera
BCA KCU University
Asla BCA KCU
Pontianak
BCA KCU
Pematang
Siantar
BCA KCU
Bogor Airlangga
BCA KCU University
Bandar Lampung
BCA KCU Hasanuddin
Matraman University
University of
Indonesia BCA KCU
BCA KCU Madiun
Dago
Gadjah Mada
University BCA KCU BCA KCU
BCA KCU Singaraja Kupang
Slamet Riyadi
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PPBP and PPTI
BCA manages non-degree education programs through the Business & Banking Education Program (PPBP -
previously known as Accounting Education Program/PPA), and the Informatics Engineering Education Program
(PPTI). These programs implementation is in collaboration with leading universities. The alumni of PPBP and
PPTI are offered the opportunity to join BCA.
Number of PPBP and PPTI Participants and Alumni
PPBP PPBP PPBP Alumni Joining
Participants* Alumni BCA
2023 265 132 131 (99%)
2022 308 132 126 (95%)
2021 264 131 130 (99%)
PPTI PPTI PPTI Alumni Joining
Participants * Alumni BCA
2023 307 60 60 (100%)
2022 267 67 67 (100%)
2021 232 43 43 (100%)
* The 2023 participants consist of 6 batches PPBP and 9 batches PPTI.
Bakti BCA Internship
BCA provides the Bakti BCA Internship program for high school, vocational school and undergraduate
graduates who have interest in the banking sector. The positions offered in this program are customer service
officer and teller.
Number of New Bakti Number of Active Bakti
BCA Interns BCA Interns
6,104 10,266 9,741
9,028
3,634 3,915
2021 2022 2023 2021 2022 2023
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SYNRGY
The SYNRGY program is a program based on empowerment and education to support the digital economy
in Indonesia by increasing the capacity and competitiveness of start-up companies. SYNRGY consists of 2
types, SYNRGY Accelerator and SYNRGY Academy.
SYNRGY Accelerator
SYNRGY Accelerator aims to drive growth and innovation within the startup ecosystem, specifically those
developing digital ventures. The program offers tailored training to meet the specific needs of each startup,
with the primary objective of strengthening the digital ecosystem in Indonesia. Throughout the year 2023,
BCA has successfully provided training to seven startup companies.
SYNRGY Academy
SYNRGY Academy collaborates with Binar Academy in organizing joint training to increase capacity and
competence in Information and Communications Technology. In 2023, SYNRGY Academy had successfully
trained 231 participants. After attending the academy, BCA will help alumni find jobs and provide opportunities
to work in the BCA group.
BCA Cash Management Academy
BCA Cash Management Academy helps prepare ready to work youths through partnership with various
vocational schools across Indonesia. Referral vocational schools receive practical tools such as dummy
money, money counters, money sorting machines, a set of ATM and CRM machines, and cash delivery vehicles.
In 2023, a total of 2,487 participants attended this program. Of the selected participants, 304 participants will
work at various BCA vendors to do an internship program for 6 months.
Positive Impact of BCA Cash Management Academy 2019 - 2023
8,770 students
participated in this program
74 Vocational School
In collaboration with BCA
1,059 students
have done internships in
the industry
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Financial Literacy and Inclusion
[FS13, FS16][FN-CB-240a.4]
Education and Financial Literacy for Students and the Community
Under the Bakti BCA Program, BCA conducted financial literacy education activities to improve early financial
management skills.
Material Topic Management: Financial Literacy [3-3]
To provide education and literacy regarding finance to all people in Indonesia is the
Why It Matters obligation and responsibility of all banks, including BCA, in order to long-term support
the development of the national economy.
The impact of financial literacy on the general public is to increase their ability to manage
finances, build business, or organize financial planning for the future. In implementing
the financial literacy program, there are challenges, namely regarding the coverage of
Impact Management financial literacy recipient areas. Therefore, BCA will gradually expand the target areas
for financial literacy in the future.
Providing financial education and literacy to all levels of society, both individuals
Commitment and and MSMEs, and gradually increasing the regional coverage of literacy program
Target implementation.
BCA’s commitment to implementing financial literacy programs is supported by the
following policies:
Policy • Decree No. 193/SK/DIR/2020 concerning BCA Sustainability Governance;
• Decree No. 197/SK/DIR/2021 concerning BCA Community Empowerment Policy.
BCA’s Financial Literacy Program is the responsibility of the Corporate Communication
Evaluation on and Social Responsibility (CCR) Group. During 2023, BCA held more than 1,000 financial
Material Topic literacy education activities, both online and offline, which reached 296,022 student
Management participants, migrant workers and the general public in various BCA branch operating
Effectiveness areas. BCA’s performance in providing financial literacy education is also reported to
Bank Indonesia and the OJK.
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The Financial Literacy Education Program was carried out nationwide by promoting the voluntary movement of
BCA employees which were conducted offline and online, to students, university students, and the community
including teachers, lecturers, MSMEs, migrant workers and the implementation of Mobile Information Facility
for Financial Literacy and Education, called SiMolek.
253,623 42,399 >1,000 234 1,120
students people participated activities branches employees
participated in in financial literacy implementing volunteered as
financial literacy education financial literacy financial literacy
education educators
Number of Participants Received Financial Literacy
Education in 2014-2023
296,022
90%
155,743
107,267
90,116 117,058
105,522
97,993
73,414
28,281
4,310
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
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For its efforts and initiatives, BCA received an award from the Deposit Insurance Corporation as the Most Active Bank in Financial
Literacy Activities of the KBMI 4 group.
Financial Inclusivity [FN-CB-240a.3]
BCA strives to market products inclusively to all levels of society, one of which are through Student Savings
and BCA Paylater. BCA markets saving products for students called Simpanan Pelajar (“SimPel and SimPel iB”)
to support the implementation of Presidential Regulation No. 82 of 2016 on the National Strategy for Financial
Inclusion (SNKI). By the end of 2023, BCA had 79 thousand SimPel accounts, an increase of more than six times
compared to 2022 (around 11 thousand accounts), with an accumulated balance of Rp3.3 billion. In the same
year, BCA launched the Paylater feature on the myBCA application as a credit facility with practical and fast
QRIS transactions. Repayment can be paid in installments over a period of time according to the customer’s
choice.
Bakti BCA’s financial literacy as one of BCA’s commitment to establish inclusive financial knowledge and access from western to eastern part of Indonesia
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Community Health Promotion
Assistance to Improve Quality Human Capital through Support for the Acceleration of
Stunting Reduction Program
UNICEF and WHO data show that the prevalence of stunting in Indonesia is ranked 27th highest out of 154
countries that have stunting data. Indonesia is also ranked 5th among Asian countries. With the demographic
bonus which is expected to occur in 2030, around 68 percent of Indonesia’s 200 million population will enter
the productive period. However, challenges arise because stunting can result in a generation with low IQ.
Therefore, BCA together with other parties supports the government’s efforts to accelerate the reduction of
stunting rates in Indonesia.
1,725 2,165 2,366 554
teenagers received parents participated
toddlers received in knowledge sharing bride-to-be received
education on reproduction
nutrition intervention session to support counseling on stunting
health & stunting
behavior changes prevention
prevention
Partnership to Accelerate Stunting Reduction in Indonesia (PASTI) Program
BCA, together with philanthropic organizations and other private companies, provide support to the National
Population and Family Planning Agency (BKKBN) by making a Memorandum of Understanding (MoU) committed
to supporting the acceleration of stunting reduction in Indonesia with a four-year program period (2023 to
2026). Based on this MoU, BCA participated in PASTI program that intervenes in four provinces which are
Banten, East Java, East Nusa Tenggara, and West Kalimantan. BCA is committed to donating USD 1 million with
the first phase of fund disbursement starting in 2023 amounting to Rp3.95 billion.
”Ayo Cegah Stunting” Action in Banyuwangi
In support of the government’s target to reduce
the stunting rate to below 14% by 2024, BCA held a
“Bakti Sehat untuk Balita” and “Stunting Prevention
Education for Teenagers” in Banyuwangi Regency.
A total of 150 babies and 250 teenagers from state
senior high school SMAN 1 Wongsorejo were the
beneficiaries of this program. To ensure that the
benefits of this program are well-targeted, BCA also
collaborates with the National Population and Family
Planning Agency (BKKBN).
Stunting prevention program including inseminating education and
awareness of children nutrition to existing and soon-to-be parents.
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Cataract Surgery Program
Since 2001, BCA has collaborated with the Cataract Blindness Management Division of the Indonesian
Ophthalmologist Association (SPBK-Perdami) to carry out a cataract surgery social service program. In 2023,
BCA recorded 1,036 cataract surgery beneficiaries, bringing the total number of beneficiaries to 8,131 since
the beginning of the program.
1,036
Cataract patients
517
Number of
669
Number of
successfully patients aged patients highly
underwent surgery 15-64 (productive dependent on
in 2023 age) others
The cataract surgery social service in 2023 was carried out in eight provinces across Indonesia, taking into
account the high cataract population, limited number of ophthalmologists, limited surgical equipment, and limited
economic areas. Through the implementation of this program, BCA aims to support the Government’s program in
reducing blindness due to cataracts and support the World Health Organization’s initiative of the Right to Sight.
Assisted Clinics and Free Medical Services
BCA supports health services for the community through its assisted clinics, Duri Utara Clinic in Tambora, West
Jakarta and the Bakti Medika Clinic in South Mangga Dua, Sawah Besar, Central Jakarta.
1,897 patients
received contraceptive
12,802 patients
received general medical
fee waivers in 2023 treatment fee waivers in
2023
BCA also held a social health services in the form of hypertension, diabetes, hypercholesterolemia, and
hyperuricemia check-ups as well as eye virus checks and provision of reading glasses for those in need. A
total of 483 residents around the clinic and 30 BCA-assisted village administrators benefited from the free
medical treatment.
Blood Donation
BCA has consistently collaborated with the Indonesian Red Cross (PMI) to conduct a regular Blood Donor
Program since 1990. In 2023, as many as 1,971 blood bags were collected from blood donation events at
Menara BCA Head Office, Main Branch Panakukang, Regional Office V Medan, Main Branch City Tower and
Regional Office X Pluit.
Preparation and implementation of BCA’s cataract surgery program for people in need.
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Environmental Preservation
and Biodiversity
As a form of social responsibility, BCA aims to have a positive impact on the environment by improving the
carrying capacity of ecosystems and protecting species of flora and fauna.
Tree Planting Program
Critical Land Rehabilitation Program in Samboja Lestari
BCA, in collaboration with the East Kalimantan Natural Resources Conservation Agency (BKSDA), treated and
reforested a critical land area in Samboja Lestari, East Kalimantan, which is also an orangutan conservation
area. By the end of 2023, a total of 9,000 trees were planted and have grown well on the land. The tree planting
involves the local community and other stakeholders. BCA also ensures the care and monitoring of the planted
trees using the Carbon Atlas application platform.
Critical Land Rehabilitation Program in Samboja Lestari
Description Phase 1 Phase 2
Planting and Monitoring Period December 2021 - December 2026 December 2022 - December 2027
Tree Seedlings 4,000 tree seedlings 5,000 tree seedlings
Planted Area 10 Ha 12.5 Ha
Mangrove Planting and Rehabilitation
In order to support the preservation of mangrove forests with all their benefits, in 2023, BCA planted 5,500
mangrove seedlings in Kertasari Village, West Sumbawa Regency, West Nusa Tenggara Province. The planting
of mangrove seedlings not only improves the marine ecosystem, but also provides economic benefits to the
village community who largely rely on marine products for their livelihoods.
The location for mangrove planting was selected based on Kertasari Village’s status as a marine tourism village
that has been established in 2022 and strong support from the West Sumbawa regional government.
Aside from planting, the process of care and monitoring mangroves is carried out consistently, including
replanting 1,000 trees in the coastal area of Takalar Regency, South Sulawesi, which previously failed to grow
due to natural conditions.
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Multipurpose Tree Species (MPTS) Planting Monitoring of BCA Tree Planting
In addition to mangrove planting, BCA emphasizes its Continuing BCA’s positive activities of tree planting,
commitment to environmental conservation through in 2023 BCA in collaboration with Jejakin conducted
planting 54,500 multipurpose tree species (MPTS). carbon absorption monitoring using the Carbon
A total of 16,000 trees were planted in Margomulyo Atlas platform. The results showed that there was a
Village, Lampung, and 38,500 trees in Buleleng total of 53 ton CO2eq of carbon absorption from the
Regency, Bali. The main objective of this program trees planted by BCA.
is to increase community involvement in landscape
protection and offer alternative sources of livelihood BCA Estimated Carbon Absorption (tC02eq)*
through the maintenance of MPTS plants. MPTS Tree
Planting 2023 2028 2033 2038
In Margomulyo Village, which is a buffer area for the 2021 - 2022 21 1,328 3,567 5,335
Bukit Barisan Selatan National Park, tree planting
2023 32 2,686 6,147 9,074
aims to increase the water absorption area which is
TOTAL 53 4,014 9,714 14,409
expected to prevent erosion, landslides and floods.
Meanwhile, the planting in Buleleng Regency is a *) Estimation counted based on Carbon Atlas platform per
January 2024
response to land conversion which causes a decrease
in water volume, with the hope of restoring water
availability for residents. The tree planting activity Protected Animal Conservation
was carried out in conjunction with the socialization
of the launch of SBSN Green Sukuk Series ST011 Orangutan Rehabilitation and Reintroduction
by the Indonesian Ministry of Finance, which will The survival of the orangutan as a large primate that
be used exclusively to finance green projects and only lives on the islands of Sumatra and Kalimantan
support sustainable national development. It is a has many challenges. Its dwindling population could
commitment for BCA to continuously take care of threaten the balance of the forest ecosystem.
and monitor the planted trees using the Carbon Atlas
platform. Recognizing this, BCA has been continuously
supporting orangutan conservation efforts in
This tree planting cannot be separated from the Indonesia, in collaboration with the East Kalimantan
involvement of BCA employees. A total of 7,122 Natural Resources Conservation Center (BKSDA)
employees took part in the ‘Bike for Tree’ and and Borneo Orangutan Survival Foundation (BOSF)
‘Walk for Tree’ programs, which were part of BCA’s since 2012. The activities include rehabilitating and
66th anniversary celebrations, contributing to the reintroducing orangutans, participating in long-
planting of 39,481 trees. The distance traveled during term nature reserve maintenance and sustainable
this activity is converted into the number of tree community development. In addition, education
seedlings planted through the Bakti BCA program. and dissemination on the importance of orangutan
conservation also continues to be actively carried
out at schools through the Orangutan Goes To
Activity Participants Tree Conversion
School (OGTS) program.
Bike for Tree 639 7,882
Walk for Tree 6,483 31,599
TOTAL 7,122 39,481
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Since the program’s inception in 2012, a total of 49 previous program that was halted due to the COVID
orangutans have been successfully reintroduced to 19 Pandemic, sea turtle conservation activities in
their natural habitat. 2023 include planting 100 sea pandanus, which
is a habitat for sea turtle nesting, and releasing
50 sea turtle hatchlings at Santen Island Beach,
5 orangutans Banyuwangi Regency. This program utilizes “Intan
rehabilitated in Box” technology as turtle eggs incubator that also
2023
protect them from predators and help influence the
sex of the hatchlings.
5 orangutans
Compost House Building and Composting
reintroduced in
2023 Training
Bakti BCA has collaborated with the Balikpapan
Forestry Agency-Protected Forest Management Unit
4 pre-release & (KPHL) to manage organic waste. This collaboration
sanctuary island
improvements is in the form of a program to build compost houses
and train farmer groups at the location to manage
organic waste into compost. This program started at
5 schools 682 students the end of 2023 and will continue in 2024.
involved in OGTS participated in OGTS
program program
Environmental Complaints [413-2]
BCA’s presence in the community contributes to
environmental conservation through environmental
Sea Turtle Conservation responsibility programs. In 2023, the Bank did not
BCA has been working with the Banyuwangi Sea receive any environmental complaints directly
Turtle Foundation (BSTF) to support sea turtle related to BCA’s banking activities.
conservation activities since 2016. Continuing the
Environment preservation efforts of Bakti BCA including sea turtle and mangrove conservation support.
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Preservation of Indonesian Arts,
Culture and Traditions
Starting from the wayang puppet art preservation program, BCA has consistently carried out activities aimed
at preserving Indonesian art, culture and traditions under the umbrella of Bakti BCA since 2012. These activities
include training, workshops, competitions, awards, art publications, cultural events and others.
Regional Office II
Regional Office XII Surakarta
Magelang
Jakarta Yogyakarta
Semarang
Purwokerto
Kudus
Regional Office XI
Regional Office VIII Pati
Banjarmasin
Banyumas
Jakarta Karanganyar
Colomadu
Jepara
Palembang
Regional Office III
Regional Office VI
Surabaya
Lamongan
Jember
Regional Office IV
Jakarta
Bali
Regional Office IX Ambon
Jakarta
Tulungagung
Regional Office X Blitar Distribution of
Kediri
Jember Indonesian Art,
Bandung Malang
Regional Office I Regional Office VII
Culture and
Tradition Program
Data Since 2012
BCA’s various forms of contribution in preserving Indonesian art, culture and traditions from 2012 to 2023,
include:
18,458 participants 38awardees 11,063 participants 1,400 participants > 900 artworks
Wayang Appreciation for Art and Dialogue on Indonesian Traditional art Works of art, culture
Culture Activists Arts, Culture & Tradition competition
Preservation and tradition
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Preservation of Wayang Art
Wayang for Student
Since 2012, through the Wayang for Student Program, BCA has been committed to support the preservation
and introduction of wayang culture (Indonesian traditional puppet culture) for the younger generation,
especially students in Indonesia.
In 2023, BCA’s commitment to the art of wayang preservation was realized through a wayang drama
performance entitled “Hanoman: Ada Apa dengan Shinta” with more than 1,000 spectators. There was also
an exhibition of comic strips created by 10 young comic artists who had previously received coaching from
Marvel Comics and DC Comics artists.
On the same occasion, BCA was recognized by the Indonesian Museum of Records (MURI) as the Company
with the Most Wayang Preservation Activities.
Support for Wayang Art Preservation Activities
In 2023, BCA became the main sponsor for the Union Internationale de la Marionnette (UNIMA) Councillor
Meeting and the 2023 World Puppet Festival. The events were a forum for Interactive Cultural Communication
between relevant stakeholders in the international art and cultural community. The 2023 World Puppet Festival
was attended by around 16 wayang puppet groups from Indonesia as well as 2 puppet groups from China and
Italy, which also gave an opportunity for local puppeteers and puppet artists to perform on the international
stage.
Appreciation for Tradition and Culture Activists
BCA collaborated with the Nusantara Institute to organize the Nusantara Academic Writing Awards (NAWA) in
2023 to recognize the best master’s thesis or doctoral dissertation that addressed issues related to tradition,
culture, religion, and local kingdoms in Indonesia. Amongst the 196 participants for master’s thesis/doctoral
dissertation manuscripts, 7 students were selected as winners of NAWA 2023.
Indonesian Art, Culture and Traditions
In effort to revive the younger generation’s interest in traditional arts, Bakti BCA organized a cultural dialogue
with the theme “Musik Tradisional: Menolak Sunyi di Tengah Deru Modernisasi” which was attended by more
than 300 audiences. Not only that, BCA also collaborated with Titimangsa and Pura Mangkunegaran Solo to
organize “Satu dalam Cita”, a performance that involved hundreds of artists and art activists to present a series
of Sudamala performances. Through these activities, BCA seeks to promote the preservation of traditional
music and art so that it can develop alongside modern art, while supporting economic growth in the local area.
Wayang for Students and Nusantara Academy Writing Awards of Bakti BCA in 2023.
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Measuring the Impact of BCA
Community Service Activities
Program Evaluation and Impact Measurement [413-1]
BCA evaluates and measures the impact of the Bakti BCA program using the Contribution Analysis method
conducted by experts. The evaluation results are in the form of contribution value of the Bakti BCA program,
which is obtained through focus group discussions (FGDs) with representatives of relevant parties. FGD
participants are asked to identify and rate factors/actors that contribute to the achievement of predetermined
program outcomes.
Based on the evaluation of several program under the Bakti Cerdas, Bakti BCA’s interventions are considered
successful in contributing to improving the quality and competitiveness of human resources. The results of
the evaluation and measurement of program impact on this pillar are presented in the table below:
Weighted
Program Sample of Study Outcome Contribution Bakti BCA’s contribution
(out of 10)
• Provide activities that are not
Teachers at SMAN Improvement in student
facilitated by other parties/funding
1 Karangmojo, learning outcomes in 1.8
sources
Gunungkidul Regency the last 5 years
Assisted • Provide high-quality training
School
Students at SMAN Improvement in student • Support the completion of the
1 Karangmojo, learning outcomes in 4 learning infrastructure, making it more
Gunungkidul Regency the last 1-2 years appropriate
• Familiarize alumni with the rhythm of
PPBP (formerly PPA) the world of work
4.7
alumni echelon X* Readiness of • Equipping hard skills and soft skills
participants to enter the needed at work
PPBP
workforce in the last 5 • Trigger learning motivation due to the
PPBP (formerly PPA) years high GPA standard (2.75)
3.6 • Offering internships, practicums, and
alumni echelon Y*
jobs at BCA
*) Level echelon X is higher than echelon Y
Based on the evaluation of several program under the Bakti Kesehatan and Bakti Lingkungan, the Bakti BCA
intervention is considered as one of the factors that contribute to supporting the social welfare of the
communities involved. The results of the evaluation and measurement of program impact on this pillar are
outlined in the following table:
Weighted
Program Sample of Study Outcome Contribution Bakti BCA’s contribution
(out of 10)
• Providing easy access to health
services, especially for underprivileged
residents, by providing subsidized
Community around Duri Improved community
treatment costs at a clinic with
Assisted Utara Clinic in Duri Utara access to basic health
6.7 strategic location, in the middle of
Clinic Urban Village, West services in the last 10
residential areas
Jakarta years
• Optimal health services with
quality medicine and friendly and
conscientious health workers
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Weighted
Program Sample of Study Outcome Contribution Bakti BCA’s contribution
(out of 10)
Farmers and laborers
in Village 1 around the • Employment opportunities for people
Samboja Lestari Forest, 0.7 living around the Samboja Lestari
Tree Increase in income of
Kutai Kartanegara Forest
Plantation community groups
Regency • Provide equipment that helps improve
around involved in orangutan
work efficiency
Samboja conservation and tree
Farmers and laborers • The large planting location that is close
Lestari planting in the last 5
in Village 2 around the to residential areas/easy access to
Forest years*
Samboja Lestari Forest, 1.5 residents, making it easier for residents
Kutai Kartanegara to actively participate
Regency
*) Exclude the ecological impact of preserving orangutans and their habitat
Based on the evaluation of several program under the Bakti Solusi Bisnis Unggul, Bakti BCA’s development and
empowerment interventions are considered to be one of the contributing factors in increasing the income
of village communities. Bakti BCA is considered capable of providing sustainable tourism village/community
development programs in accordance with the needs of business actors, as well as providing a broader
marketing platform through various promotional opportunities.
The results of the evaluation and measurement are shown in the following table:
Weighted
Program Sample of Study Outcome Contribution Bakti BCA’s contribution
(out of 10)
• Supporting Arsel Community to receive
training on tourism services
Workers, businesses, • Tourism service training has an impact
and the general public on the confidence of tourism workers
1.1
in Air Selumar Village, when serving visitors
Belitung Regency • Support the increase in tourist arrivals,
thereby increasing the income of local
communities
• Increased batik sales through
promotional assistance, expos, etc.
• Members of the Gemah Sumilir
Workers, business Community gain increased skills
people, farmers/ through various trainings that are
ranchers, and carried out
2
entrepreneurs in Gemah Increase in village • Community members have an
Tourism Sumilir Tourism Village, understanding of batik product
community income in
Villages Pekalongan Regency marketing and tourism community
the last 5 years
management, especially in making
batik educational tour packages and
how to serve guests
• An increase in community skills
through homestay excellent service
training activities accompanied by
Workers, business the provision of homestay equipment
people, and the general assistance, training of tourism actors,
public in Pentingsari 3.2 and tourism infrastructure assistance
Tourism Village, Sleman (gates, wayfinding boards, signboards)
Regency • An increase in the selling value of
tourist villages because it is supported
by continuous training/assistance/
infrastructure improvements
The results of the evaluation serve as a learning tool for BCA to strategize on how to increase targeted
contributions to support sustainability goals for the community and its surroundings.
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Page 131
Sustainability
Report in
Brief
TABLE OF CONTENTS
Report Profile 130
Material Topic Management 131
Stakeholder Engagement 133
Approval Page 137
Independent Assurance Statement 138
POJK Number 51/POJK.03/2017 Reference, 143
GRI Standards, SASB, SUSBA and ACGS Indices
Feedback Form 153
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Report Profile [2-2, 2-3, 2-4, 2-5]
The Sustainability Report of PT Bank Central Asia Tbk Assurance verification was conducted by SR Asia
(BCA) for 2023 has been prepared on an annual basis Indonesia using the AA1000 AS Standard (V3), Type
and is a continuation of the previous report published II, with a moderate level. The assurance process
on February 16, 2023. The sustainability report involved verification and confirmation from all data
guidelines and standards are made in reference to: contributors, as well as high-level officers from
• Financial Services Authority Regulation (POJK) relevant functions. This report includes the results of
No. 51/POJK.03/2017 on Sustainable Finance; an independent statement on the assurance process.
• Global Reporting Initiatives (GRI) Standards 2021,
option: in accordance with the GRI Standards; Response to Feedback on Previous Year’s
• GRI-G4 Sector Disclosures: Financial Sector Report
Supplement Disclosures (FSSS); BCA regularly receives reviews and input on its
• Sustainability Accounting Standards Board sustainability performance from investors, rating
(SASB) Commercial Banks category; agencies, regulators and other stakeholders. Some of
• Sustainable Banking Assessment (SUSBA) the feedback concerning increasing green financing,
Environmental, Social, and Governance (ESG) strategy and implementation of climate-related
Integration Pillars of the World Wide Fund for financial risk mitigation, disclosure of GHG emissions
Nature (WWF); and from financing, and the Bank’s commitment to
• Early adoption of the International Financial support a low carbon economy. Management has
Reporting Standard (IFRS) Sustainability from the responded and followed up on the stakeholders’
International Sustainability Standard Board (ISSB) concerns in stages. The responses are also presented
Standard 2 (S2). in this sustainability report.
The report covers data and information from Contact Information [2-3]
January 1 to December 31, 2023. Data and
information were collected from BCA’s operational
activities, while financial data was collected from Company Website:
the consolidated financial statements covering
www.bca.co.id
BCA and all subsidiaries, including PT BCA Finance,
www.klikbca.com
BCA Finance Limited, PT Bank BCA Syariah, PT BCA
Sekuritas, PT BCA Multi Finance, PT Asuransi Umum Call Center:
BCA (BCA Insurance), PT Asuransi Jiwa BCA (BCA
Life), PT Central Capital Ventura (CCV), and PT Bank Hallo BCA 1500888
Digital BCA (BCA Digital). There are data from the
previous year that have been restated. All data and Corporate Communication,
information has been reviewed and validated by the Investor Relations, ESG
working units and has been approved by the Board • Corporate Communication
of Directors and Board of Commissioners, as the • Investor Relations
final stage before the report is published. • Environment Sustainabillity Governance
Menara BCA, 20th Floor
BCA management appointed an independent party Grand Indonesia
that has the competence to perform assurance Jl. M.H. Thamrin No.1
on sustainability reports and understands the Jakarta 10310, Indonesia
Tel. (62-21) 2358 8000
sustainability context of the banking sector. BCA
Fax. (62-21) 2358 8300
ensures that there is no conflict of interest during
E-mail: corcom_bca@bca.co.id;
the verification process and the selection of the
investor_relations@bca.co.id
vendor is done independently. The appointment of esg_group@bca.co.id
an independent party is monitored and approved by
the Finance and Corporate Planning Director.
130 2023 Sustainability Report PT Bank Central Asia Tbk
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Material Topic Management [2-14, 3-1, 3-2]
Materiality Analysis and Material Topic Determination
In determining material topics, BCA reviews the previous year’s material topics to be readjusted. The review
process considers significant issues encountered in the current year, actual and potential future impacts
related to ESG, economics, human rights, and their influence on business strategy and stakeholder decision-
making.
Material Topic Determination Process
Integration of Material Topic
Identification of Significant Issues Materiality Assessment
Prioritization
BCA identified issues relevant BCA management assessed the BCA management integrated
to the sustainability context in results of the identification of significant issues and the results
the banking industry and their significant issues in 2023 and of material topic prioritization
impact on the Bank’s strategy. reviewed last year’s material topics with the implementation
In addition, BCA also considers to determine the priority of material of the Bank’s strategy. In
input from work units and the topics this year. Internally, the addition, management also
needs of stakeholders. prioritization of topics emphasized integrated the results of the
the impact on the economic, social, materiality assessment with
(For more information, please environmental, and performance ESG risk management and the
read stakeholder engagement aspects of the Bank. Externally, Bank’s performance targets.
on the page 133). management assesses the impact of BCA aimed to disclose the
each topic on stakeholder decision- management of material topics
making. to increase positive impact and
create value, while mitigating
Materiality assessment is conducted associated risks.
once a year.
Integration of impact, risk, and
Involving input from external experts target management is delivered
and considering standard references in the discussion of each Topic
for the banking sector. Management Material.
The material topic prioritization
process involves oversight from the
ESG Group officer and approval from
the Finance & Corporate Planning
Director.
Material Topic Priority
No. Material Topics Significant Issues SDGs
1 Green Portfolio • Sustainable loan classification and green financing portfolio
improvement
• Loan sector policies to support eco-friendly businesses
• Policies to assess eco-friendly businesses
• ESG risk management
2 Data Security and • Security system implementation
Customer Privacy • Cybersecurity and cybercrime mitigation
• Ethics to protect customer privacy
3 Economic Performance • Economic performance
• Implication, risk, and/or opportunities related to climate
2023 Sustainability Report PT Bank Central Asia Tbk 131
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
No. Material Topics Significant Issues SDGs
4 Anti-corruption and Anti- • Anti-corruption and anti-fraud training and dissemination
fraud • Operating areas/work units assessed concerning corruption
• Complaint mechanism for corruption and fraud cases
• Sanctions for corruption and fraud violations
5 Service Excellence • Implementation of reliable and secure digital services
• Increased engagement with customers at branch offices
• Increased digital transactions and reduced physical transactions at
branch offices
6 Access and Affordability • Availability of banking facilities and accessible areas
• Services to unbankable areas
• Increased digital banking access
7 Financial Literacy • Increased coverage area of financial literacy implementation
• Development of innovations to support financial literacy activities
• Cooperation with external institutions
8 Climate Action • Calculating GHG emissions scope 3 from operational activities
• Management of climate-related financial risk
• GHG emissions inventory
• GHG emissions reduction initiatives
• Environmental footprints reduction
9 Human Rights Practices • Implementation of human rights practices in the value chain
• Human rights due diligence
10 Community Investment • Community involvement and development
• Enhancement and development of local potential
• Measurement of positive social investment impact
There is a change in material topics this year from last year due to the consideration that the topic of product
and service responsibility is an obligation of the Bank that still needs to be disclosed. Meanwhile, the supply
chain management is also no longer a material topic because there are no significant issues that have an
impact on the Bank’s business continuity, but we still provide adequate disclosure. In 2023, there are new
priority material topics due to new area of concerns from stakeholders and the Bank, specifically in Service
Excellence; Financial Literacy; and Community Investment.
132 2023 Sustainability Report PT Bank Central Asia Tbk
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Stakeholder Engagement
The role of stakeholders has a significant impact on the management of the Bank’s business. BCA has
identified key stakeholders, who have a direct relationship with operations and have the ability to influence
the company’s sustainability. The identification of stakeholder groups takes into account dependency,
responsibility, tension, and influence.
BCA engages with stakeholders to explore issues that are considered significant and of concern to them.
BCA follows up and responds to manage the impact of these significant topics and issues. Stakeholder
management is an indicator that BCA values their input and concerns for the holistic sustainability of BCA’s
business, as well as the management of ESG and economic aspects.
BCA’s Approach to Stakeholder Engagement [2-29]
Stakeholder Engagement and Frequency Key Concerns BCA Response
Regulator • All compliance reports, • Compliance and • Comply with applicable laws and
including evidence of implementation of prudential regulations, capital market, banking
announcements of the Annual and governance principles regulations and other relevant
and Extraordinary General • ESG risk analysis for lending regulations
Meetings of Shareholders • Anti-corruption and anti- • Ensure the implementation of
(AGMS and EGMS), and fraud, Anti-Money Laundering/ corporate governance
summary of Consolidated Counter-Terrorism Financing • Develop an ESG Group to monitor
Financial Statements. (AML-CFT) the implementation of the SFAP and
• All reports are presented at • Lending to sustainable business improve the quality of Sustainable
least once a year or incidentally activities and MSMEs Finance implementation
whenever necessary. • Payment of taxes and other • Pay taxes in accordance with
obligations obligations and on time
• Increase MSME financing
• Meet regulatory thresholds
Investors and • GMS once a year, EGMS • Financial performance • More comprehensive disclosure of
Shareholders incidentally • Financing to the green sector ESG performance information in the
• Analyst meeting and • Improved information on Sustainability Report and analyst
publication of quarterly environment, social and meeting
financial reports governance (ESG) performance • Follow up on ESG aspect
• Annual Report and • Support for climate change recommendations from rating
Sustainability Report once a mitigation actions agencies and observers
year • The values of shares that are • Formulate strategies and climate
considered premium by the action roadmap
public • Increase investment and dividend
value.
Employees • Internal communication media, • Training, knowledge sharing, • Availability of internal
periodically. and competency development communication means, including
• Internal meetings based on the • Career path internal media, gatherings, sharing
needs of the related divisions, • Employees’ comprehension on sessions, and Halo SDM
at least once a year supporting application from HR • Whistleblowing system
• Periodic gatherings management • Offline and online internal and
• Freedom of association external training
• Work Life Balance • Performance appraisal and
• Welfare, equality, health, safety promotion system
and security of workers and • Adequate work facilities
retirees • The existence of a labor union
• Guarantee employees’ rights
according to the Collective Labor
Agreement (CLA)
2023 Sustainability Report PT Bank Central Asia Tbk 133
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
Stakeholder Engagement and Frequency Key Concerns BCA Response
Customers • Banking activities at branch • Confidentiality of customer • Maintain the confidentiality of
offices, call centers, and other data and privacy customer data and privacy
digital banking solutions, any • Fraud prevention • Manage Security Monitoring
time and/or as needed • Availability of adequate Center (SMC) and Data Loss
• Other meetings, any time information on financial Prevention (DLP), as well as improve
needed products and services technological innovation system to
• Financial service excellence anticipate cyber crime
• Competitive lending rates • Update product and service
• Product innovation and digital information on the company
banking website
• Banking access • Implement service excellence
based on the SMART SOLUTION
principle
• Provide loan benchmark and
competitive interest rates
• Conduct regular customer surveys
• Implement financial inclusion and
literacy
• Digital finance education
Business Partners/ • Interaction through various • Transparency in building • Provide the required information
Suppliers/Vendors means of communication at any cooperation • Conduct fair and proper partner
time • Clear tender procedures selection according to the rules
• Vendor code of conduct • Smooth communication • Disseminate procurement
• Dissemination of the terms of • Sustainable cooperation procedure policies
procurement of goods and • Timely payment • Ensure healthy and safe working
services, once a year conditions
• Payment system according to work
contract
• Vendor performance appraisal
General Public • General seminars or training, • Assistance for Bakti BCA • Bakti BCA Program
held regularly program • Internships and provision of job
• Community development • Education and training opportunities, as needed
activities • Workforce absorption and/or • Financial literacy and inclusion
• UMKM Fest, Bangga Lokal, and internship programs
other events • Financial inclusion and literacy
Media • Banking information, • Schedule of meetings during • Provide materials for press releases
periodically or incidentally. press conferences • Develop communication facilities
• Media coverage (print and • Clarity of the material to be including press conferences,
electronic) reported pressroom on BCA website, email:
• Shared perception and corcom_bca@bca.co.id
knowledge about ESG to • Update banking solutions or
facilitate reporting company performance information
on BCA website www.bca.co.id
Furthermore, BCA conducts a materiality analysis to identify and assess the positive/negative impact of each
material topic on external stakeholders related to business operations, products/services, and influence on
the supply chain.
134 2023 Sustainability Report PT Bank Central Asia Tbk
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Approach to Managing Material Topic Impacts on Stakeholders
No. Material Topics Positive and/or Negative Impacts to the Stakeholders
1 Green Portfolio Positive:
Green portfolio management will support the realization of a green economy, achieving the
Affected stakeholders: government’s target of realizing NZE targets in the future. Green portfolio management will also
Employees, Customers, increase opportunities for other clean and green energy projects to emerge.
Regulators, Investors/
Shareholders Negative:
Potential errors in categorizing environmentally friendly businesses, therefore the Bank needs
to improve human resources competency in this aspect. On the other hand, green financing
requires a substantial investment, which poses a risk to the rate of return and bad debts that may
affect the Bank’s financial performance.
2 Data Security and Customer Positive:
Privacy Managing data security and protecting customer privacy will increase customer confidence
in the Bank. The availability of a strong data security system and the implementation of
Affected stakeholders: cybersecurity management are expected to prevent cyber-attacks, technology crimes, and
Employees, Customers, data breach that are of concern to stakeholders.
Regulators
Negative:
The Bank has identified negative impacts from the development of digital banking services,
including cyber threats and data theft. Therefore, BCA management is concerned and involved
in monitoring the implementation of data security management systems and the protection of
customer privacy.
3 Economic Performance Positive:
Economic performance achievement, including financial and operational performance, will be a
Affected stakeholders: driver for the Bank’s business continuity and can provide added value to all stakeholders.
Employees, Customers,
Business Partners/Suppliers/ Negative:
Vendors, Regulators, Failure to achieve performance targets will affect shareholders and investors’ decision making,
Investors/ Shareholders, and can affect the Bank’s reputation and assessment. Therefore, Bank management tries its best
Media to implement business and sustainability strategies to achieve positive performance.
4 Anti-corruption and Anti- Positive:
fraud The implementation of anti-corruption and anti-fraud policies is a form of Bank’s transparency,
as well as a commitment to conduct an ethical business to maintain stakeholder trust.
Affected stakeholders:
Employees, Customers, Negative:
Business Partners/Suppliers/ Corruption and fraud can harm the Bank and the stakeholders involved. Therefore, BCA
Vendors, Regulators, implements anti-corruption and anti-fraud policies throughout its business value chain.
Investors/ Shareholders
5 Service Excellence Positive:
Service excellence will increase the number of customers which can then boost operational and
Affected stakeholders: financial performance.
Employees, Customers,
General Public Negative:
There is competition with competitors, both in terms of physical services through frontliners and
digital banking services. Therefore, BCA continues to innovate in digital banking and develops
the customer experience officer (CXO) function to give the best experience to customers.
6 Access and Affordability Positive:
Access to banking facilities, products/services supported by digital technology will make it
Affected stakeholders: easier and expand customer reach. Apart from that, it also has a positive impact on customer
Customers, Regulators, convenience in transactions and strengthens the benefits of the Bank’s existence in supporting
General Public the digital economy.
Negative:
There is a gap between the coverage of physical access such as branch offices, ATMs, EDCs,
and digital banking services, because banks need to continue to increase the coverage of
physical and digital access.
7 Financial Literacy Positive:
Financial literacy is expected to be disseminated to the community from all walks of life
Affected stakeholders: and regions in Indonesia, to improve their skills in managing finances and contribute to the
General Public, Regulators Government’s efforts to equally distribute economic development.
Negative:
There is still a gap among the public in understanding financial literacy material, thus the Bank
needs to continuously improve the material and develop new approach methods.
2023 Sustainability Report PT Bank Central Asia Tbk 135
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
No. Material Topics Positive and/or Negative Impacts to the Stakeholders
8 Climate Action Positive:
The series of decarbonization efforts that BCA has implemented as climate action are expected
Affected stakeholders: to be able to achieve absolute results in reducing GHG emissions, strengthening climate
Employees, Customers, resilience, and contributing to the Government’s NZE target.
Business Partners/Suppliers/
Vendors, Investors/ Negative:
Shareholders, Regulators The negative impacts of not managing climate risks, including natural disasters, seasonal
imbalances which can affect several sectors of debtor’s business, as well as climate-related
financial risks which impact the business activities of the Bank, debtors and other stakeholders.
Therefore, BCA seeks to synergize with stakeholders in pursuing climate resilience in its business
value chain.
9 Human Rights Practices Positive:
Respecting human rights and carrying out human rights practices is a manifestation of ethical
Affected stakeholders: business practices and can guarantee business continuity in the long term.
Employees, Customers,
Business Partners/Suppliers/ Negative:
Vendors Potential human rights violations, both direct and indirect, can be prevented by implementing
human rights practices across the value chain. Therefore, BCA has a human rights policy and
carries out human rights due diligence on employees and business partners/suppliers/vendors.
10 Community Investment Positive:
By investing in the community, BCA can expand both social and economic impact of its
Affected stakeholders: presence in the community.
General Public, Regulators
Negative:
The distribution of investments for social purposes and community empowerment needs to be
properly planned in order to be well-targeted, optimize positive impacts and minimize negative
impacts such as social jealousy, potential corruption/fraud from the implementation team, and
problems with indigenous peoples.
136 2023 Sustainability Report PT Bank Central Asia Tbk
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Sustainability Culture Social Value Creation Sustainability Report in Brief
Approval Sheet of the Board of Commissioner and the Board of Director
on the 2023 Sustainability Report of PT Bank Central Asia Tbk
We, the undersigned, hereby declare that all information in the Sustainability Report of PT Bank Central Asia
Tbk for the year 2023 has been presented in its entirety, and that we assume full responsibility for the accuracy
of the contents of this Sustainability Report in compliance with POJK No. 51/POJK.03/2017.
This statement is duly made in all integrity.
Jakarta, February 2024
Members of the Board of Commissioners
Djohan Emir Setijoso
President Commissioner
Tonny Kusnadi Cyrillus Harinowo Raden Pardede Sumantri Slamet
Commissioner Independent Commissioner Independent Commissioner Independent Commissioner
Members of the Board of Directors
Jahja Setiaatmadja Armand Wahyudi Hartono Gregory Hendra Lembong
President Director Deputy President Director Deputy President Director
Subur Tan Rudy Susanto Lianawaty Suwono
Director Director Director
Santoso Vera Eve Lim Haryanto Tiara Budiman
Director Director Director
Frengky Chandra Kusuma John Kosasih Antonius Widodo Mulyono
Director Director Director
2023 Sustainability Report PT Bank Central Asia Tbk 137
Page 140
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ĂŶĚĚĂƚĂŽŶƚŚĞĨŝŶĂůĚƌĂĨƚĂƐŽĨ:ĂŶƵĂƌLJϯϬƚŚ͕ϮϬϮϰ͘tĞĂƌĞŽŶůLJƌĞƐƉŽŶƐŝďůĞƚŽĚĞůŝǀĞƌĂƐƐƵƌĂŶĐĞǁŽƌŬ͕
EKdĂŶĂƵĚŝƚ͕ďLJĨŽůůŽǁŝŶŐƚŚĞ EŽŶͲŝƐĐůŽƐƵƌĞ ŐƌĞĞŵĞŶƚ͕ƚŚĞƐƐƵƌĂŶĐĞ ŶŐĂŐĞŵĞŶƚ ŐƌĞĞŵĞŶƚ͕
ZĞƉƌĞƐĞŶƚĂƚŝŽŶ>ĞƚƚĞƌ͕ĂŶĚ^ƵďƐĞƋƵĞŶƚ ǀĞŶƚdĞƐƚŝŶŐ͘ džĐĞƉƚĨŽƌƚŚĞDĂŶĂŐĞŵĞŶƚ͕ǁĞĂƐƐƵŵĞŚĂǀŝŶŐ
EK ƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐ Žƌ ĂĐĐŽƵŶƚĂďŝůŝƚŝĞƐ ĨŽƌ ĂŶLJ ĐůĂŝŵƐƚŽ ĂŶLJ ŽƚŚĞƌ ŝŶĚŝǀŝĚƵĂůƐŽƌ ŽƌŐĂŶŝnjĂƚŝŽŶƐ͘dŚĞ
DĂŶĂŐĞŵĞŶƚ ŝƐ ƐŽůĞůLJ ƌĞƐƉŽŶƐŝďůĞ ĨŽƌ ƉƌĞƐĞŶƚŝŶŐ ĚĂƚĂ͕ ŝŶĨŽƌŵĂƚŝŽŶ͕ ĂŶĚ ĚŝƐĐůŽƐƵƌĞƐ ŝŶ ƚŚĞ ZĞƉŽƌƚ
ĐŽŶƚĞŶƚ͘dŚĞƌĞĨŽƌĞ͕ĂŶLJƉĂƌƚŝĞƐǁŚŽĚĞƉĞŶĚŽŶƚŚĞZĞƉŽƌƚĂŶĚƚŚŝƐ^ƚĂƚĞŵĞŶƚƐŚĂůůďĞĂƌĂŶĚŵĂŶĂŐĞ
ƚŚĞŝƌƌŝƐŬƐ͘
/ŶĚĞƉĞŶĚĞŶĐĞ͕/ŵƉĂƌƚŝĂůŝƚLJ͕ĂŶĚŽŵƉĞƚĞŶĐLJ
^ZƐŝĂĂƉƉůŝĞƐĂƐƐƵƌĂŶĐĞŵĞĐŚĂŶŝƐŵƐĂŶĚƉƌŽĐĞĚƵƌĞƐďĂƐĞĚŽŶĂƉƌŽĨĞƐƐŝŽŶĂůĐŽĚĞŽĨĐŽŶĚƵĐƚƚŚĂƚ
ŵĂŶĚĂƚĞƐĂůůǁŽƌŬƐĂƌĞƉĞƌĨŽƌŵĞĚŝŶĂŶŽďũĞĐƚŝǀĞĂŶĚƚƌƵƚŚĨƵůŵĂŶŶĞƌ͘dŚĞƌĞĂƌĞŶŽŵĞŵďĞƌƐŽĨƚŚĞ
^ZƐŝĂ/ŶĚĞƉĞŶĚĞŶƚƐƐƵƌĂŶĐĞ^ƚĂƚĞŵĞŶƚ͕ǀĞƌƐŝŽŶϮϬϮϯ͕ƉĂŐĞϭŽĨϱ
138 2023 Sustainability Report PT Bank Central Asia Tbk
Page 141
ĂƐƐƵƌĂŶĐĞƚĞĂŵƚŚĂƚŚĂƐƌĞůĂƚŝŽŶƐŚŝƉƐǁŝƚŚƚŚĞĂŶŬƚŚĂƚĐĂŶƉƌĞǀĞŶƚƚŚĞŵƚŽƉƌŽǀŝĚĞĂŶŝŶĚĞƉĞŶĚĞŶƚ
ĂŶĚ ŝŵƉĂƌƚŝĂů ƐƚĂƚĞŵĞŶƚ͘ ^Z ƐŝĂ ĂůƐŽ ĐŽŶĨŝƌŵƐ ƚŚĂƚ ƚŚĞ ĂƉƉŽŝŶƚĞĚ ĂƐƐƵƌĂŶĐĞ ƚĞĂŵ ŵĞŵďĞƌƐ ŚĂǀĞ
ĂĚĞƋƵĂƚĞƐŬŝůůƐĂŶĚĞdžƉĞƌƚŝƐĞŝŶƌĞǀŝĞǁŝŶŐƐƵƐƚĂŝŶĂďŝůŝƚLJƌĞƉŽƌƚƐŽĨŽƌŐĂŶŝnjĂƚŝŽŶƐŝŶǀĂƌŝŽƵƐŝŶĚƵƐƚƌŝĂů
ƐĞĐƚŽƌƐ ĂƐǁĞůů ĂƐŬŶŽǁůĞĚŐĞ ŽĨ /^K ϮϲϬϬϬ͕ ƚŚĞ ƉƌŝŶĐŝƉůĞƐ ĂŶĚ ƐƚĂŶĚĂƌĚƐ ŽĨ ϭϬϬϬ ĐĐŽƵŶƚďŝůŝƚLJ
ƐƚĂŶĚĂƌĚƐĂŶĚƉƌŝŶĐŝƉůĞƐ͕ǀĂƌŝŽƵƐƌĞƉŽƌƚŝŶŐƌĞŐƵůĂƚŝŽŶƐ͕ƐƚĂŶĚĂƌĚƐ͕ĂŶĚƉƌŝŶĐŝƉůĞƐ͘
dLJƉĞĂŶĚ>ĞǀĞůŽĨƐƐƵƌĂŶĐĞ^ĞƌǀŝĐĞ
ϭ͘ dLJƉĞϭĂƐƐƵƌĂŶĐĞŽŶƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚ͘
Ϯ͘ dLJƉĞϮĂƐƐƵƌĂŶĐĞŽŶ ĐŽŶŽŵŝĐWĞƌĨŽƌŵĂŶĐĞ͕'ƌĞĞŶWŽƌƚĨŽůŝŽ͕ĂƚĂ^ĞĐƵƌŝƚLJĂŶĚƵƐƚŽŵĞƌ
WƌŝǀĂĐLJ͕ĂŶĚŽŵŵƵŶŝƚLJ/ŶǀĞƐƚŵĞŶƚ͘
ϯ͘ ŵŽĚĞƌĂƚĞůĞǀĞůŽĨĂƐƐƵƌĂŶĐĞƚŽƚŚĞƉƌŽĐĞĚƵƌĞŽŶƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚĂŶĚĞǀŝĚĞŶĐĞ͕ǁŚĞƌĞƚŚĞ
ƌŝƐŬƐŽĨŝŶĨŽƌŵĂƚŝŽŶĂŶĚĐŽŶĐůƵƐŝŽŶƐŽĨƚŚĞZĞƉŽƌƚďĞŝŶŐĞƌƌŽƌŝƐƌĞĚƵĐĞĚ͕ŶŽƚƚŽǀĞƌLJůŽǁ͕ďƵƚŶŽƚ
njĞƌŽ͘
^ĐŽƉĞĂŶĚ>ŝŵŝƚĂƚŝŽŶŽĨƐƐƵƌĂŶĐĞ^ĞƌǀŝĐĞ
ϭ͘ ĂƚĂĂŶĚŝŶĨŽƌŵĂƚŝŽŶŝŶƚŚĞZĞƉŽƌƚĨŽƌƚŚĞƉĞƌŝŽĚŽĨ:ĂŶƵĂƌLJϭƚŽĞĐĞŵďĞƌϯϭ͕ϮϬϮϯ͘
Ϯ͘ ǀĂůƵĂƚŝŽŶ ŽĨ ƉƵďůŝĐůLJ ĚŝƐĐůŽƐĞĚ ŝŶĨŽƌŵĂƚŝŽŶ͕ ƐLJƐƚĞŵ͕ ĂŶĚ ƉƌŽĐĞƐƐ ŽĨ ƚŚĞ ŽŵƉĂŶLJ ƚŽ ĞŶƐƵƌĞ
ĂĚŚĞƌĞŶĐĞŽĨƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚƚŽƚŚĞZĞƉŽƌƚŝŶŐƉƌŝŶĐŝƉůĞƐ͘
ϯ͘ ^Z ƐŝĂ ĚŽĞƐ EKd ŝŶĐůƵĚĞ ĨŝŶĂŶĐŝĂů ĚĂƚĂ͕ ŝŶĨŽƌŵĂƚŝŽŶ͕ ĂŶĚ ĨŝŐƵƌĞƐ ŝŶ ƚŚĞ ZĞƉŽƌƚ ĐŽŶƚĞŶƚ͘ tĞ
ĂƐƐƵŵĞĚƚŚĂƚƚŚĞŽŵƉĂŶLJ͕ŝŶĚĞƉĞŶĚĞŶƚƉĂƌƚŝĞƐ͕ŽƌŽƚŚĞƌƉĂƌƚŝĞƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĞŽŵƉĂŶLJ
ŚĂǀĞǀĞƌŝĨŝĞĚĂŶĚͬŽƌĂƵĚŝƚĞĚĨŝŶĂŶĐŝĂůƐƚĂƚĞŵĞŶƚƐ͕ĚĂƚĂ͕ĂŶĚŝŶĨŽƌŵĂƚŝŽŶ͘
ϰ͘ ĚŚĞƌĞŶĐĞƚŽƚŚĞĨŽůůŽǁŝŶŐƌĞƉŽƌƚŝŶŐƉƌŝŶĐŝƉůĞƐ͕ƐƚĂŶĚĂƌĚƐ͕ĂŶĚƌĞŐƵůĂƚŝŽŶƐ͗
ĂͿ ZĞŐƵůĂƚŝŽŶ ŽĨ /ŶĚŽŶĞƐŝĂ &ŝŶĂŶĐŝĂů ^ĞƌǀŝĐĞ ƵƚŚŽƌŝƚLJ EŽ͘ϱϭͬWK:<͘ϬϯͬϮϬϭϳ ĂŶĚ ^ K:< EŽ͘
ϭϲͬ^ K:<͘ϬϰͬϮϬϮϭ
ďͿ ŽŶƐŽůŝĚĂƚĞĚƐĞƚŽĨ'Z/^ƵƐƚĂŝŶĂďŝůŝƚLJZĞƉŽƌƚŝŶŐ^ƚĂŶĚĂƌĚƐϮϬϮϭ;'Z/hŶŝǀĞƌƐĂů^ƚĂŶĚĂƌĚͿĂŶĚ
'Z/'ϰ&ŝŶĂŶĐŝĂů^ĞƌǀŝĐĞƐ^ĞĐƚŽƌŝƐĐůŽƐƵƌĞ;'Z/Ͳ'ϰ&^ͿŝƐƐƵĞĚďLJƚŚĞ'ůŽďĂůZĞƉŽƌƚŝŶŐ/ŶŝƚŝĂƚŝǀĞ
ĐͿ ^ƵƐƚĂŝŶĂďŝůŝƚLJĐĐŽƵŶƚŝŶŐ^ƚĂŶĚĂƌĚŽĂƌĚ&ŝŶĂŶĐŝĂů^ĞĐƚŽƌ–ŽŵŵĞƌĐŝĂůĂŶŬƐ
ĚͿ ^ƵƐƚĂŝŶĂďůĞĂŶŬŝŶŐƐƐĞƐƐŵĞŶƚ;^h^ͿtŽƌůĚtŝĚĞ&ƵŶĚĨŽƌEĂƚƵƌĞ;tt&Ϳ
džĐůƵƐŝŽŶ
ϭ͘ dŚĞĞdžƉƌĞƐƐŝŽŶŽĨŽƉŝŶŝŽŶ͕ďĞůŝĞĨ͕ĞdžƉĞĐƚĂƚŝŽŶ͕ĂĚǀĞƌƚŝƐĞŵĞŶƚ͕ ĂŶĚĨŽƌǁĂƌĚͲůŽŽŬŝŶŐƐƚĂƚĞŵĞŶƚƐ͕
ŝŶĐůƵĚŝŶŐĨƵƚƵƌĞƉůĂŶŶŝŶŐŽĨƚŚĞŽŵƉĂŶLJĂƐƐƉĞĐŝĨŝĞĚŝŶƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚ͘
Ϯ͘ ŶĂůLJƐŝƐŽƌĂƐƐĞƐƐŵĞŶƚĂŐĂŝŶƐƚƌĞŐƵůĂƚŝŽŶƐ͕ƉƌŝŶĐŝƉůĞƐ͕ƐƚĂŶĚĂƌĚƐ͕ŐƵŝĚĞůŝŶĞƐ͕ĂŶĚŝŶĚŝĐĂƚŽƌƐŽƚŚĞƌ
ƚŚĂŶƚŚŽƐĞŝŶĚŝĐĂƚĞĚŝŶƚŚĞ^ƚĂƚĞŵĞŶƚ͘
ϯ͘ dŽƉŝĐƐ͕ĚĂƚĂ͕ĂŶĚŝŶĨŽƌŵĂƚŝŽŶŽƵƚƐŝĚĞƚŚĞƌĞƉŽƌƚŝŶŐƉĞƌŝŽĚ͕ŽƌŝŶƚŚĞƉƵďůŝĐĚŽŵĂŝŶŶŽƚĐŽǀĞƌĞĚŝŶ
ƚŚĞƌĞƉŽƌƚŝŶŐƉĞƌŝŽĚ͘
ϰ͘ Financial performance data and information as presented in the Company’s financial statements
ĂŶĚĚŽĐƵŵĞŶƚƐ͕ŝŶĐůƵĚŝŶŐŵĞŶƚŝŽŶĞĚŝŶƚŚŝƐZĞƉŽƌƚ͘
DĞƚŚŽĚŽůŽŐLJĂŶĚ^ŽƵƌĐĞŝƐĐůŽƐƵƌĞ
ϭ͘ &ŽƌŵĂŶĂƐƐƵƌŽƌƚĞĂŵǁŚŽƐĞŵĞŵďĞƌƐĂƌĞĐĂƉĂďůĞŝŶƐƵƐƚĂŝŶĂďŝůŝƚLJ͕ĂŶĚƐƵƐƚĂŝŶĂďŝůŝƚLJƌĞƉŽƌƚŝŶŐ
ĚĞǀĞůŽƉŵĞŶƚĂŶĚĂƐƐƵƌĂŶĐĞ͘
Ϯ͘ WĞƌĨŽƌŵƚŚĞƉƌĞͲĞŶŐĂŐĞŵĞŶƚƉŚĂƐĞƚŽĞŶƐƵƌĞƚŚĞŝŶĚĞƉĞŶĚĞŶĐĞĂŶĚŝŵƉĂƌƚŝĂůŝƚLJŽĨƚŚĞĂƐƐƵƌŽƌ
ƚĞĂŵ͘
ϯ͘ ,ŽůĚĂŬŝĐŬͲŽĨĨŵĞĞƚŝŶŐĂŶĚŝŶŝƚŝĂůĂŶĂůLJƐŝƐŽĨƚŚĞZĞƉŽƌƚĚƌĂĨƚďĂƐĞĚŽŶƚŚĞ^ZƐŝĂWƌŽƚŽĐŽůŽŶ
ƐƐƵƌĂŶĐĞŶĂůLJƐŝƐƌĞĨĞƌƐƚŽƚŚĞƐƚĂŶĚĂƌĚƐ͕ƉƌŝŶĐŝƉůĞƐ͕ĂŶĚŝŶĚŝĐĂƚŽƌƐŽĨϭϬϬϬ^ǀϯ͕ϭϬϬϬW^
;ϮϬϭϴͿ͕ĂŶĚƐƚĂŶĚĂƌĚƐͬƌĞŐƵůĂƚŝŽŶƐƵƐĞĚŝŶƚŚĞZĞƉŽƌƚ͘
ϰ͘ ŝƐĐƵƐƐŽŶůŝŶĞƚŚĞƌĞƐƵůƚƐŽĨƚŚĞĂŶĂůLJƐŝƐǁŝƚŚƚŚĞDĂŶĂŐĞŵĞŶƚĂŶĚĚĂƚĂĐŽŶƚƌŝďƵƚŽƌƐ͘
^ZƐŝĂ/ŶĚĞƉĞŶĚĞŶƚƐƐƵƌĂŶĐĞ^ƚĂƚĞŵĞŶƚ͕ǀĞƌƐŝŽŶϮϬϮϯ͕ƉĂŐĞϮŽĨϱ
2023 Sustainability Report PT Bank Central Asia Tbk 139
Page 142
ϱ͘ sĞƌŝĨLJĞǀŝĚĞŶĐĞĂŶĚƚƌĂĐĞĚĂƚĂĂŶĚŝŶĨŽƌŵĂƚŝŽŶĂƐĐŽǀĞƌĞĚŝŶƚŚĞZĞƉŽƌƚ͘
ϲ͘ dŚĞŽŵƉĂŶLJŝŶĐŽƌƉŽƌĂƚĞĚŽƵƌƌĞĐŽŵŵĞŶĚĂƚŝŽŶƐŝŶƚŚĞĚƌĂĨƚZĞƉŽƌƚĂŶĚƌĞůĞĂƐĞƚŚĞĨŝŶĂůZĞƉŽƌƚ
ĐŽŶƚĞŶƚ͘
ϳ͘ WƌĞƉĂƌĞƚŚĞ ^ƚĂƚĞŵĞŶƚ ĂŶĚƐĞŶĚŝƚƚŽ^ZƐŝĂ/ŶƚĞƌŶĂƚŝŽŶĂůŝƌĞĐƚŽƌĨŽƌƌĞǀŝĞǁƚŽŐĞƚĂƉƉƌŽǀĂů
ďĞĨŽƌĞƐƵďŵŝƚƚŝŶŐŝƚƚŽƚŚĞŽŵƉĂŶLJ͘
ϴ͘ WƌĞƉĂƌĞ Ă DĂŶĂŐĞŵĞŶƚ >ĞƚƚĞƌ ĚĞƚĂŝůŝŶŐ Ăůů ĂƐƉĞĐƚƐ ƐĞĞŶ͕ ƌĞĐŽƌĚĞĚ͕ ĂŶĚ ŽďƐĞƌǀĞĚ ĚƵƌŝŶŐ ƚŚĞ
ĂƐƐƵƌĂŶĐĞ ǁŽƌŬ ƚŽ ƚŚĞ DĂŶĂŐĞŵĞŶƚŽĨƚŚĞŽŵƉĂŶLJ ĨŽƌ ĨƵƌƚŚĞƌ ŝŵƉƌŽǀĞŵĞŶƚ ŽĨ ƐƵƐƚĂŝŶĂďŝůŝƚLJ
ƉƌŽĐĞƐƐĞƐ͘
ĚŚĞƌĞŶĐĞƚŽϭϬϬϬW;ϮϬϭϴͿĂŶĚ'Z/hŶŝǀĞƌƐĂů^ƚĂŶĚĂƌĚƐ
/ŶĐůƵƐŝǀŝƚLJ–dŚĞZĞƉŽƌƚĐŽŶƚĞŶƚĚĞƐĐƌŝďĞƐƚŚĞŝƌĞĨĨŽƌƚƐƚŽĞŶŐĂŐĞǁŝƚŚƐƚĂŬĞŚŽůĚĞƌƐ͕ďLJĞŶĂďůŝŶŐƚŚĞŝƌ
participation in establishing the Bank’s material sustainability topics, such as involving communities
ƚŚƌŽƵŐŚ ĨŝŶĂŶĐŝĂů ůŝƚĞƌĂĐLJ ĂŶĚ ŝŶĐůƵƐŝŽŶ ƉƌŽŐƌĂŵƐ͕ ŝŶĐƌĞĂƐŝŶŐ D^D ĨŝŶĂŶĐŝŶŐ ĂŶĚ ĨŽƌŵƵůĂƚŝŶŐ
ƐƚƌĂƚĞŐŝĞƐĂŶĚĐůŝŵĂƚĞĂĐƚŝŽŶƌŽĂĚŵĂƉ͘^ƚĂŬĞŚŽůĚĞƌƐŚĂǀĞďĞĞŶŝĚĞŶƚŝĨŝĞĚƉƌŽƉĞƌůLJďLJƚŚĞĂŶŬ͕ĂůŽŶŐ
with their expectations and viewpoints. Overall, the Report content shows the Bank’s adherencĞƚŽ
ƚŚĞŝŶĐůƵƐŝŽŶƉƌŝŶĐŝƉůĞ͘
DĂƚĞƌŝĂůŝƚLJ–We appreciate the Bank's approach in identifying the Report’s material topics for current
ƌĞƉŽƌƚŝŶŐ ƉĞƌŝŽĚ͕ ǁŚŝĐŚ ƚĂŬĞƐ ĐŽŶƐŝĚĞƌĂƚŝŽŶ ŽĨ ŝŶƉƵƚ ĨƌŽŵ ĂĐƌŽƐƐ ŝŶƚĞƌŶĂů ĚŝǀŝƐŝŽŶƐ ĂƐ ǁĞůů ĂƐ ƚŚĞŝƌ
ĞdžƚĞƌŶĂů ƐƚĂŬĞŚŽůĚĞƌ ŶĞĞĚƐ͘ tĞ ĐŽŶĐůƵĚĞ ƚŚĂƚ ƚŚĞ ƚĞŶ ŵĂƚĞƌŝĂů ƚŽƉŝĐƐ ĂƌĞ ƌĞůĞǀĂŶƚ ĂŶĚ ƚŚĞ ƌĞǀŝĞǁ
ƉƌŽĐĞƐƐŚĂƐƵŶĚĞƌŐŽŶĞĂƐƐĞƐƐŵĞŶƚƐŽŶĂĐƚƵĂůĂŶĚƉŽƚĞŶƚŝĂůŝŵƉĂĐƚƐƌĞůĂƚĞĚƚŽ ^'ƚŚĂƚŵĂLJŝŶĨůƵĞŶĐĞ
ƚŚĞŝƌďƵƐŝŶĞƐƐƐƚƌĂƚĞŐLJĂƐĚĞƚĂŝůĞĚŝŶƚŚĞZĞƉŽƌƚ͘
ZĞƐƉŽŶƐŝǀĞŶĞƐƐ – dŚĞ ĂŶŬ ŚĂƐ ĞƐƚĂďůŝƐŚĞĚ ƉƌŽƉĞƌ ƉŽůŝĐŝĞƐ ǁŚĞƌĞ ĂŶLJŽŶĞ ĐĂŶ ƌĞƉŽƌƚ ǀŝŽůĂƚŝŽŶƐ ŽĨ
ĞƚŚŝĐƐ͕ ĨƌĂƵĚ͕ ĂŶĚ ĐŽƌƌƵƉƚŝŽŶ͕ Žƌ ŽƚŚĞƌ ǀŝŽůĂƚŝŽŶƐ ŽĨ ƚŚĞ ďĂŶŬŝŶŐ ĐŽĚĞ ŽĨ ĞƚŚŝĐƐ ǀŝĂ ǁŚŝƐƚůĞďůŽǁŝŶŐ
ƐLJƐƚĞŵ͘dŚĞ Bank’s ǁŚŝƐƚůĞďůŽǁŝŶŐ ƐLJƐƚĞŵ ŵĂŶĂŐĞĚ ďLJ ƚŚĞ ŶƚŝͲĨƌĂƵĚ ƵƌĞĂƵ;&Ϳ ǁŽƌŬ ƵŶŝƚ ĂŶĚ
ƌĞƉŽƌƚĞĚ ƚŽ WƌĞƐŝĚĞŶƚ ŝƌĞĐƚŽƌ͘ We also appreciate the Bank’s improvement ŽĨ ǁŚŝƐƚůĞďůŽǁŝŶŐ
ĐŽŵƉůĂŝŶƚƐŝŶǀĞƐƚŝŐĂƚĞĚƚŽƚŽƚĂůĐŽŵƉůĂŝŶƚƐƌĞĐĞŝǀĞĚǁŚŝĐŚŝŶĐƌĞĂƐĞƐŝŶĐƵƌƌĞŶƚLJĞĂƌĐŽŵƉĂƌĞĚƚŽƉƌŝŽƌ
LJĞĂƌ͘dŚĞĂŶŬĂůƐŽŚĂƐ,ĂůŽ͕ǁŚĞƌĞĞĂĐŚĐŽŵƉůĂŝŶƚǁŝůůďĞŚĂŶĚůĞĚĂĐĐŽƌĚŝŶŐƚŽƚŚĞƐĞƌǀŝĐĞůĞǀĞů
ĂŐƌĞĞŵĞŶƚ ;^>Ϳ͕ ƐŚŽǁŝŶŐƚŚĞŝƌ ĐŽŵŵŝƚŵĞŶƚ ŝŶ ĞƐƚĂďůŝƐŚŝŶŐ ŐŽŽĚ ƌĞůĂƚŝŽŶƐ ĂŶĚ ŵĂŝŶƚĂŝŶ ĐƵƐƚŽŵĞƌ
ƚƌƵƐƚ͘
/ŵƉĂĐƚ–The Bank’s commitment in contributing to the Government's efforts to equally distribute
economic development are shown in their financial literacy program, aiming to improve community’s
ƐŬŝůůƐŝŶŵĂŶĂŐŝŶŐĨŝŶĂŶĐĞ͘ĐĐĞƐƐƚŽďĂŶŬŝŶŐĨĂĐŝůŝƚŝĞƐƚŽďĞĐŽŵĞĞĂƐŝůLJĂĐĐĞƐƐŝďůĞƚŽƚŚĞƉƵďůŝĐĂůƐŽ
ƐŚŽǁƐƚŚĞďĞŶĞĨŝƚƐŽĨƚŚĞĂŶŬΖƐĞdžŝƐƚĞŶĐĞŝŶƐƵƉƉŽƌƚŝŶŐƚŚĞĞĐŽŶŽŵLJ͕ǁŚŝĐŚƐƵƉƉŽƌƚƐ^'ϭϬ;ZĞĚƵĐĞ
/ŶĞƋƵĂůŝƚŝĞƐͿ͘/ŶƐƵƉƉŽƌƚƚŽǁĂƌĚƐƚŚĞ/ŶĚŽŶĞƐŝĂŶŐŽǀĞƌŶŵĞŶƚƉŽůŝĐLJŽĨůŽǁͲĐĂƌďŽŶĞĐŽŶŽŵLJ͕ƚŚĞĂŶŬ
ĞŵƉŚĂƐŝƐĞƐ ƚŚĞŝƌ ĨŝŶĂŶĐŝŶŐ ŽŶ ^ƵƐƚĂŝŶĂďůĞ ƵƐŝŶĞƐƐ ĐƚŝǀŝƚŝĞƐ ;^Ϳ͕ ĞƐƉĞĐŝĂůůLJ ĨŽƌ ŶǀŝƌŽŶŵĞŶƚĂůůLJ
&ƌŝĞŶĚůLJƵƐŝŶĞƐƐĐƚŝǀŝƚŝĞƐ;ŐƌĞĞŶĨŝŶĂŶĐŝŶŐͿĂŶĚĨŝŶĂŶĐŝŶŐĨŽƌDŝĐƌŽ͕^ŵĂůů͕ĂŶĚDĞĚŝƵŵ ŶƚĞƌƉƌŝƐĞƐ
;D^D Ϳ͘ dŚĞ Bank’s ŐƌĞĞŶ ĨŝŶĂŶĐŝŶŐ ƉŽƌƚĨŽůŝŽ͕ ŝŶĐůƵĚŝŶŐ ƐƵƐƚĂŝŶĂďŝůŝƚLJͲůŝŶŬĞĚ ůŽĂŶ ;^>>Ϳ ƐĐŚĞŵĞƐ͕
ĐŽŶƐŝƐƚŽĨĚĞďƚŽƌƐǁŚŽƐĞďƵƐŝŶĞƐƐĂĐƚŝǀŝƚŝĞƐŝŶǀŽůǀĞŵĂŶĂŐŝŶŐŶĂƚƵƌĂůƌĞƐŽƵƌĐĞƐĂŶĚƐƵƐƚĂŝŶĂďůĞůĂŶĚ
ƵƐĞ͕ ĨŽůůŽǁĞĚ ďLJ ĞŶǀŝƌŽŶŵĞŶƚĂůůLJ ĨƌŝĞŶĚůLJ ƚƌĂŶƐƉŽƌƚĂƚŝŽŶ ĂŶĚ ĞĐŽͲĞĨĨŝĐŝĞŶƚ ƉƌŽĚƵĐƚƐ͘ dŚĞ ĂŶŬ
ŵĂdžŝŵŝnjĞƐ ƚŚŝƐ ŽƉƉŽƌƚƵŶŝƚLJ ƚŽ ŝŶĐƌĞĂƐĞ ŐƌĞĞŶ ĨŝŶĂŶĐŝŶŐ ĂŶĚ ĞdžƉĂŶĚ ĂǁĂƌĞŶĞƐƐ ƌĞŐĂƌĚŝŶŐ ƚŚĞ
ŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨ ƐƵƐƚĂŝŶĂďůĞ ĨŝŶĂŶĐĞ͕ ŐƌĞĞŶ ĨŝŶĂŶĐŝŶŐ͕ ĐŝƌĐƵůĂƌ ĞĐŽŶŽŵLJ͕ ĂŶĚƚŚĞ ĂĐŚŝĞǀĞŵĞŶƚ ŽĨ
^ƵƐƚĂŝŶĂďůĞ ĞǀĞůŽƉŵĞŶƚ 'ŽĂůƐ ;^'ƐͿ͘ dŚĞ ŝŵƉůĞŵĞŶƚĂƚŝŽŶ ŽĨ ĐŽŵŵƵŶŝƚLJ ŝŶǀĞƐƚŵĞŶƚ ŚĂƐ ĂůƐŽ
ŝŵƉĂĐƚĞĚ ǀĂƌŝŽƵƐ ďĞŶĞĨŝĐŝĂƌŝĞƐ ŝŶ ƐĞǀĞƌĂů ƌĞŐŝŽŶƐ ǁŝƚŚŝŶ ƚŚĞ ĐŽƵŶƚƌLJ͘ /Ŷ ŐŽǀĞƌŶĂŶĐĞ ĂƐƉĞĐƚ͕ ǁĞ
conclude that the Bank has achieved zero data breach. the Bank’s strong data security system and the
^ZƐŝĂ/ŶĚĞƉĞŶĚĞŶƚƐƐƵƌĂŶĐĞ^ƚĂƚĞŵĞŶƚ͕ǀĞƌƐŝŽŶϮϬϮϯ͕ƉĂŐĞϯŽĨϱ
140 2023 Sustainability Report PT Bank Central Asia Tbk
Page 143
ŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨĐLJďĞƌƐĞĐƵƌŝƚLJŵĂŶĂŐĞŵĞŶƚĂƌĞǁĞůůͲŵĂŶĂŐĞĚƚŽƉƌĞǀĞŶƚĐLJďĞƌͲĂƚƚĂĐŬƐ͕ƚĞĐŚŶŽůŽŐLJ
ĐƌŝŵĞƐ͕ĂŶĚĚĂƚĂůĞĂŬƐ͘
^ƚĂƚĞŵĞŶƚŽĨhƐĞ͗“/ŶĐĐŽƌĚĂŶĐĞƚŽthe GRI Standards”–tĞĞǀĂůƵĂƚĞĚƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚĂŐĂŝŶƐƚ
ƚŚĞ 'Z/ hŶŝǀĞƌƐĂů ^ƚĂŶĚĂƌĚƐ ƉƌŝŶĐŝƉůĞƐ͕ ĚŝƐĐůŽƐƵƌĞƐ͕ ĂŶĚ ƌĞƋƵŝƌĞŵĞŶƚƐ ĨŽƌ ƌĞƉŽƌƚŝŶŐ͘ dŚĞ ĂŶŬ ŚĂƐ
ĐŽŵƉůŝĞĚ ǁŝƚŚ ŶŝŶĞ ƌĞƋƵŝƌĞŵĞŶƚƐ͗ ĂƉƉůLJ ƚŚĞ ƌĞƉŽƌƚŝŶŐ ƉƌŝŶĐŝƉůĞƐ͕ ƌĞƉŽƌƚ ƚŚĞ ĚŝƐĐůŽƐƵƌĞƐ ŝŶ 'Z/ Ϯ͗
'ĞŶĞƌĂůŝƐĐůŽƐƵƌĞƐϮϬϮϭ͕ĚĞƚĞƌŵŝŶĞŵĂƚĞƌŝĂůƚŽƉŝĐƐ͕ƌĞƉŽƌƚƚŚĞĚŝƐĐůŽƐƵƌĞƐŝŶ'Z/ϯ͗DĂƚĞƌŝĂůdŽƉŝĐƐ
ϮϬϮϭ͕ ƌĞƉŽƌƚ ĚŝƐĐůŽƐƵƌĞƐ ĨƌŽŵ ƚŚĞ 'Z/dŽƉŝĐ ^ƚĂŶĚĂƌĚƐ ĨŽƌĞĂĐŚŵĂƚĞƌŝĂů ƚŽƉŝĐ͕ ƉƌŽǀŝĚĞ ƌĞĂƐŽŶƐ ĨŽƌ
ŽŵŝƐƐŝŽŶĨŽƌĚŝƐĐůŽƐƵƌĞƐĂŶĚƌĞƋƵŝƌĞŵĞŶƚƐƚŚĂƚƚŚĞŽƌŐĂŶŝnjĂƚŝŽŶĐĂŶŶŽƚĐŽŵƉůLJǁŝƚŚ͕ƉƵďůŝƐŚĂ'Z/
ĐŽŶƚĞŶƚŝŶĚĞdž͕ƉƌŽǀŝĚĞĂƐƚĂƚĞŵĞŶƚŽĨƵƐĞ͕ĂŶĚŶŽƚŝĨLJ'Z/͘
'Z/ ^ƚĂŶĚĂƌĚƐ WƌŝŶĐŝƉůĞƐ – Ɛ ƚŚĞ ĂƐƐƵƌĂŶĐĞ ǁŽƌŬ ǁĂƐ ƚĂŬĞŶ͕ ƚŚĞ ZĞƉŽƌƚ ĐŽŶƚĞŶƚ ŝŶĚŝĐĂƚĞƐ ŝƚƐ
ĂĚŚĞƌĞŶĐĞ ƚŽ ƚŚĞ ZĞƉŽƌƚŝŶŐ ƉƌŝŶĐŝƉůĞƐ ;ĂĐĐƵƌĂĐLJ͕ ďĂůĂŶĐĞ͕ ĐůĂƌŝƚLJ͕ ĐŽŵƉĂƌĂďŝůŝƚLJ͕ ĐŽŵƉůĞƚĞŶĞƐƐ͕
ƐƵƐƚĂŝŶĂďŝůŝƚLJ ĐŽŶƚĞdžƚ͕ ƚŝŵĞůŝŶĞƐƐ͕ ĂŶĚ ǀĞƌŝĨŝĂďŝůŝƚLJͿ͘ dŚĞ DĂŶĂŐĞŵĞŶƚ ƉƌŽǀŝĚĞĚ ĂĚĞƋƵĂƚĞ ƐƵƉƉŽƌƚ
ĚƵƌŝŶŐƚŚĞĂƐƐƵƌĂŶĐĞǁŽƌŬďLJƐƵďŵŝƚƚŝŶŐĞǀŝĚĞŶĐĞͬĚŽĐƵŵĞŶƚƐĂƐƌĞƋƵĞƐƚĞĚ͘
dLJƉĞϮƐƐƵƌĂŶĐĞ–dŚĞĂŶŬŚĂƐďĞĞŶŝŵƉůĞŵĞŶƚŝŶŐƐƵƐƚĂŝŶĂďůĞĨŝŶĂŶĐĞƉƌĂĐƚŝĐĞƐŝŶƉƵƌƉŽƐĞƚŽ
ƉƌŽǀŝĚĞƐŝŐŶŝĨŝĐĂŶƚŝŵƉĂĐƚƐ͕ďŽƚŚƉŽƐŝƚŝǀĞĂŶĚŶĞŐĂƚŝǀĞĨŽƌƚŚĞĂŶŬĂŶĚŝƚƐƐƚĂŬĞŚŽůĚĞƌƐ͘^ƚƌĂƚĞŐŝĞƐ
ĂƌĞ ĐĂƌƌŝĞĚ ŽƵƚ ĂĐƌŽƐƐ ĚŝǀŝƐŝŽŶƐ ǁŚŽ ĂƌĞ ŝŶǀŽůǀĞĚ ŝŶ ŵŽŶŝƚŽƌŝŶŐ ĂŶĚ ĞǀĂůƵĂƚŝŶŐ ĞĐŽŶŽŵŝĐ
ƉĞƌĨŽƌŵĂŶĐĞ͕ƐƵĐŚĂƐ/ŶƚĞƌŶĂůƵĚŝƚhŶŝƚ͕ƵĚŝƚŽŵŵŝƚƚĞĞ͕ŝƌĞĐƚŽƌĂŶĚŽĂƌĚŽĨŽŵŵŝƐƐŝŽŶĞƌƐ͘
dŚĞ ĂŶŬ ŚĂƐ ĂůƐŽ ĐŽŵŵŝƚƚĞĚ ŝŶ ŝŶĐƌĞĂƐŝŶŐ ƚŚĞ ĨŝŶĂŶĐŝŶŐ ƚŽ ĞŶǀŝƌŽŶŵĞŶƚĂůůLJ ĨƌŝĞŶĚůLJ ƐĞĐƚŽƌƐ ŝƐ
ĞdžƉĞĐƚĞĚƚŽĂĐĐĞůĞƌĂƚĞƚŚĞƚƌĂŶƐŝƚŝŽŶƚŽĂůŽǁͲĐĂƌďŽŶĞĐŽŶŽŵLJƚŚƌŽƵŐŚŽƵƚƚŚĞŝƌŵĂŶĂŐĞŵĞŶƚŽĨ
ŐƌĞĞŶ ĨŝŶĂŶĐŝŶŐ ƉŽƌƚĨŽůŝŽ͘ &Žƌ ƚŚĞŝƌ ĐƵƐƚŽŵĞƌƐ͕ ƚŚĞ ĂŶŬ ĞŶƐƵƌĞƐ ƚŚĂƚ ƚŚĞ ŝŶĨŽƌŵĂƚŝŽŶ ƐĞĐƵƌŝƚLJ
ƐLJƐƚĞŵŝƐĂĚĞƋƵĂƚĞďLJƌĞŐƵůĂƌůLJĐŽŶĚƵĐƚŝŶŐĂƌĞǀŝĞǁƉƌŽĐĞƐƐďLJďŽƚŚƚŚĞŝŶƚĞƌŶĂůĂƵĚŝƚƚĞĂŵĂŶĚ
ĞdžƚĞƌŶĂů ĂƵĚŝƚŽƌƐ ǁŝƚŚ ƚŚĞ ĨŽĐƵƐ ĂƌĞĂ ŽĨ ĂƐƐĞƚ ŵĂŶĂŐĞŵĞŶƚ͕ ƐĂĨĞŐƵĂƌĚŝŶŐ ŽĨ ĂƐƐĞƚƐ͕ ƉĞŶĞƚƌĂƚŝŽŶ
ƚĞƐƚƐĂŶĚǀƵůŶĞƌĂďŝůŝƚLJƐĐĂŶƐ͕ĂĐĐĞƐƐĐŽŶƚƌŽůƐ͕ĚĞƚĞĐƚŝŽŶĐŽŶƚƌŽůƐ͕ƐĞĐƵƌŝƚLJďƌĞĂĐŚĞƐŽƌŝŶĐŝĚĞŶƚƐ͕ĂŶĚ
ďĂĐŬƵƉĂŶĚƌĞĐŽǀĞƌLJ͘
ZĞĐŽŵŵĞŶĚĂƚŝŽŶ
ϭ͘ dŽĐŽŶĚƵĐƚƚŽƉŝĐŵĂƚĞƌŝĂůŝƚLJƚĞƐƚŝŶŐƚŚƌŽƵŐŚƐƚĂŬĞŚŽůĚĞƌĞŶŐĂŐĞŵĞŶƚ͘
Ϯ͘ dŽĐŽŶĚƵĐƚĂƚŚŽƌŽƵŐŚĂƐƐĞƐƐŵĞŶƚŽĨĐŽŵŵƵŶŝƚLJŶĞĞĚƐĂŶĚƉŽƚĞŶƚŝĂů ĐŽŵŵƵŶŝƚLJŝŶǀŽůǀĞŵĞŶƚ
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2023 Sustainability Report PT Bank Central Asia Tbk 141
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POJK Number 51/POJK.03/2017
Reference, GRI Standards, SASB, and
SUSBA Indices
Financial Services Authority Regulation (POJK) Number 51/
POJK.03/2017 - Financial Services Authority Circular Letter
(SEOJK) Number 16/SEOJK.04/2021
Index Number Index Name Page (s)
Sustainability Strategy
A.1 Explanation of Sustainability Strategy 24
Performance Overview on Sustainability Aspects
B.1 Economic Aspects 18-19
B.2 Environmental Aspects 20
B.3 Social Aspects 21
Company Profile
C.1 Vision, Mission and Values of Sustainability 24
C.2 Company Address 25
C.3 Business Scale 26
C.4 Products, Services, and Business Activity 25, 27
C.5 Membership of Association 27
C.6 Significant Changes 27
Board of Director Statement
D.1 Board of Director Statement 2-9
Sustainability Governance
E.1 Responsible Party related to Sustainable Finance Implemention 32-34
E.2 Competency Development related to Sustainable Finance 35
E.3 Risk Assessment for the Application of Sustainable Finance 34
E.4 Stakeholder Engagement 133-136
E.5 Problems Encountered on Sustainable Finance 37
Sustainability Performance
F.1 Building a Sustainability Culture 28
Economic Performance
F.2 Comparison of Targets and Production Performance, Portfolio, Financing Targets, or Investments, 41
Income as Well as Profit and Loss
F.3 Comparison of Target and Portfolio Performance, Financing Targets, or Investments in Financial 43-47
Instruments or Projects That are in line with the Implementation of Sustainable Finance
Environmental Performance
General Aspects
F.4 Environmental Costs 20
Material Aspects
F.5 Usage of Environmentally Friendly Materials 101
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Index Number Index Name Page (s)
Energy Aspects
F.6 Amount and Intensity of Energy Consumed 95-96
F.7 Efforts and Achievement for Energy Efficiency and Renewable Energy Usage 94-96
Water Aspects
F.8 Water Usage 100
Biodiversity Aspects
F.9 Impacts from Operational Areas that are Near or Located in Conservation Areas or Have Biodiversity 123
F.10 Biodiversity Conservation Efforts 121-123
Emission Aspects
F.11 Amount and Intensity of Emissions Generated by Type 96-97
F.12 Efforts and Achievements Made for Emission Reduction 94-96, 99-
100, 122
Waste and Effluent Aspects
F.13 Amount of Waste and Effluent Generated by Type 98-101
F.14 Waste and Effluent Management Mechanism 98-101
F.15 Occurring Spills (if any) 101
Complaints Related to the Environment Aspects
F.16 Amount and Material of Environmental Complaints Received and Resolved 123
Social Performance
F.17 Commitment to Provide Services on Equal Products and/or Services to Consumers 65, 67
Employment Aspects
F.18 Equal Employment Opportunities 81, 91-92
F.19 Child Labor And Forced Labor 74, 92
F.20 Regional Minimum Wage 89-90
F.21 A Decent and Safe Work Environment 91
F.22 Training and Development of Employee Skills 35, 88-89
Community Aspects
F.23 Operations Impacts on Surrounding Communities 126-127
F.24 Community Complaints 67-68
F.25 Corporate Social Responsibility (CSR) Activities 104-125
Responsibility for Sustainable Product/Service Development
F.26 Innovation and Development of Sustainable Finance Products/Services 57-58, 66
F.27 Products and Services that the Safety have been Evaluated for Customers 66
F.28 Products/Services Impacts 48, 57, 66
F.29 The Number of Products Withdrawn 66
F.30 Customer Satisfaction Survey of Sustainable Finance Products and/or Services 67
Others
G.1 Written Verification from Independent Parties (if any) 138-142
G.2 Feedback Form 153
G.3 Responses to Previous Year’s Sustainability Report Feedback 130
G.4 List of Disclosures According to Financial Services Authority Regulation Number 51/POJK.03/2017 143-144
concerning Implementation of Sustainable Finance for Financial Services Institutions, Issuers, and
Public Companies
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GRI Content Index
Statement of use PT Bank Central Asia Tbk has reported the information cited in this GRI content index for the
period January 1 to December 31, 2023 with reference to the GRI Standards.
GRI 1 used GRI 1: Foundation 2021
Applicable GRI Sector Standard(s) N/A
Omission
GRI Standard Location GRI Sector
Disclosure
Requirement(s) Standard
Reason Explanation
Omitted
General Disclosures
GRI 2: General 2-1 Organizational details 25-26
Disclosures
2-2 Entities included in the 130
2021
organization’s sustainability
reporting
2-3 Reporting period, frequency 130
and contact point
2-4 Restatements of information 130
2-5 External assurance 130
2-6 Activities, value chain and 27, 66
other business relationships
2-7 Employees 81-93
2-8 Workers who are not 83
employees
2-9 Governance structure and 33
composition
2-10 Nomination and selection of N/A Nomination
the highest governance body and selection
of members of Reducing This
the Board of repetitive information
Directors Information is disclosed
in the Annual in the Annual
2-11 Chair of the highest N/A Chair of Report Report
governance body the highest
governance body
2-12 Role of the highest governance 33-34
body in overseeing the
management of impacts
2-13 Delegation of responsibility for 32
managing impacts
2-14 Role of the highest governance 33-34, 131
body in sustainability reporting
2-15 Conflicts of interest N/A Conflict of
interest
2-16 Communication of critical N/A Communication
concerns of critical
concerns
2-17 Collective knowledge of the N/A Collective
highest governance body knowledge
of the highest
governance body
Reducing This
2-18 Evaluation of the performance N/A Evaluation of the repetitive information
of the highest governance performance Information is disclosed
body of the highest in the Annual in the Annual
governance body Report Report
2-19 Remuneration policies N/A Remuneration
policies
2-20 Process to determine N/A Process to
remuneration determine
remuneration
2-21 Annual total compensation N/A Annual total
ratio compensation
ratio
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Omission
GRI Standard Location GRI Sector
Disclosure
Requirement(s) Standard
Reason Explanation
Omitted
2-22 Statement on sustainable 24, 28
development strategy
2-23 Policy commitments 34, 49-53
2-24 Embedding policy 28, 32-34
commitments
2-25 Processes to remediate 64, 67
negative impacts
2-26 Mechanisms for seeking N/A Mechanisms for Reducing This
advice and raising concerns seeking advice repetitive information
and raising Information is disclosed
concerns in the Annual in the Annual
Report Report
2-27 Compliance with laws and 74
regulations
2-28 Membership associations 27
2-29 Approach to stakeholder 131-132
engagement
2-30 Collective bargaining 92
agreements
Material Topic
GRI 3: Material 3-1 Process to determine material 131
Topic 2021 topics
3-2 List of material topics 131-132
Material Topic: Economic Performance
GRI 3: Material 3-3 Management of material 40
Topic 2021 topics
GRI 201: 201-1 Direct economic value 41
Economic generated and distributed
Performance
201-3 Defined benefit plan 92
2016
obligations and other
retirement plans
Material Topic: Green Portfolio
GRI 3: Material 3-3 Management of material 42
Topic 2021 topics
Material Topic : Climate Action
GRI 3: Material 3-3 Management of material 54
Topic 2021 topics
GRI 201: 201-2 Financial implications due to 54, 56
Economic climate change
Performance
2016
GRI 305: 305-1 Direct (Scope 1) GHG 96-97
Emission 2016 emissions
305-2 Energy indirect (Scope 2) GHG 96-97
emissions
305-3 Other indirect (Scope 3) GHG 96-97
emissions
Material Topic: Data Security and Customer Privacy
GRI 3: Material 3-3 Management of material 59
Topic 2021 topics
GR1 418: 418-1 Substantiated complaints 64
Customer concerning breaches of
Privacy 2016 customer privacy and losses of
customer data
Material Topic: Service Excellence
GRI 3: Material 3-3 Management of material 65
Topic 2021 topics
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Omission
GRI Standard Location GRI Sector
Disclosure
Requirement(s) Standard
Reason Explanation
Omitted
Material Topic: Access and Affordability
GRI 3: Material 3-3 Management of material 69
Topic 2021 topics
Material Topic: Anti-Corruption, Gratification Control, and Anti-fraud
GRI 3: Material 3-3 Management of material 76
Topic 2021 topics
Anti- 205-1 Operations assessed for risks 77
corruption related to corruption
2016
205-2 Communication and training 77-78
about anti-corruption policies
and procedures
205-3 Confirmed incidents of 78
corruption and actions taken
Material Topic: Human Rights
GRI 3: Material 3-3 Management of material 79
Topic 2021 topics
Material Topic: Community Investment
GRI 3: Material 3-3 Management of material 104
Topic 2021 topics
GRI 203: 203-1 Infrastructure investments and 105
Indirect services supported
Economic
413-1 Operations with local 126
Impacts 2016
community engagement,
impact assessments, and
GRI 413: Local
development programs
Communities
2016 413-2 Operations with significant 123
actual and potential negative
impacts on local communities
Material Topic: Financial Literacy
GRI 3: Material 3-3 Management of material 116
Topic 2021 topics
Energy
GRI 302: 302-1 Energy consumption within the 95-96
Energy 2016 organization
302-3 Energy intensity 95-96
Water and Effluents
GRI 303: Water 303-1 Interactions with water as a 100
and Effluents shared resource
2018
303-2 Management of water 100
discharge-related impacts
Waste
GRI 306: 306-1 Waste generation and 98-100
Waste 2020 significant waste-related
impacts
306-2 Management of significant 98-100
waste-related impacts
306-3 Waste generated 98-100
306-4 Waste diverted from disposal 98-100
Employment
GRI 403: 401-1 New employee hires and 83-85
Employment employee turnover
2016
401-2 Benefits provided to full- 89-90
time employees that are not
provided to temporary or part-
time employees
401-3 Parental leave 93
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Omission
GRI Standard Location GRI Sector
Disclosure
Requirement(s) Standard
Reason Explanation
Omitted
GRI 403: 403-1 Occupational health and 91
Occupational safety management system
Health and
403-3 Occupational health service 90-91
Safety 2018
403-4 Worker participation, 90-91
consultation, and
communication on
occupational health and safety
403-6 Increasing the quality of 90-91
employees’ health
403-7 Prevention and mitigation of 91
occupational health and safety
impacts directly linked by
business relationships
GRI 404: 404-1 Average hours of training per 88
Training and year per employee
Education 2016
404-2 Programs for upgrading 89
employee skills and transition
assistance programs
404-3 Percentage of employees 85-86
receiving regular performance
and career development
reviews
GRI Financial Services
Indicator Aspect Aspect
FS1 Policies with specific environmental and social components applied to business lines 49-53
FS2 Procedures for assessing and screening environmental and social risks in business lines 49-53
FS3 Processes for monitoring clients’ implementation of and compliance with environmental and social 49-53
requirements included in agreements or transactions
FS4 Process(es) for improving staff competency to implement the environmental and social policies and 35
procedures as applied to business lines
FS5 Interactions with clients/ investees/business partners regarding environmental and social risks and 46-47
opportunities
FS6 Percentage of the portfolio for business lines by specific region, size (e.g. micro/SME/large) and by 19, 43-44, 46
sector
FS7 Monetary value of products and services designed to deliver a specific social benefit for each business 46
line broken down by purpose
FS8 Monetary value of products and services designed to deliver a specific environmental benefit for each 19, 44, 46
business line broken down by purpose
FS9 Coverage and frequencies of audits to assess implementation of environmental and social policies and 34
risk assessment procedures
FS10 Percentage and number of companies held in the institution’s portfolio with which the reporting 44, 45, 52
organization has interacted on environmental or social issues
FS11 The percentage of assets subject to positive and negative environmental or social screening 45, 52
FS12 Voting policy applied to environmental or social issues 34
FS13 Access points in low-populated or economically disadvantaged areas by type 71, 105-106,
116-118
FS14 Initiatives to improve access to financial services for disadvantaged people 71
FS15 Policies for the fair design and sale of financial products and services 71
FS16 Initiatives to enhance financial literacy by type of beneficiary 116-118
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Sustainability Accounting Standards Board (SASB)
Code Description Page
Activity Metrics
FN-CB-000.A (1) Number and (2) value of checking and savings accounts by segment: (a) personal and (b) small 18
business
FN-CB-000.B (1) Number and (2) value of loans by segment: (a) personal and (b) small business 18-19, 44
Data Security
FN-CB-230a.1 (1) Number of data breaches, (2) percentage involving personally identifiable information (PII), (3) 64
number of account holders affected
FN-CB-230a.2 Description of approach to identifying and addressing data security risks 59-63
Financial Inclusion & Capacity Building
FN-CB-240a.1 (1) Number and (2) amount of loans outstanding qualified to programs designed to promote small 46
business and community development
FN-CB-240a.2 (1) Number and (2) amount of past due and nonaccrual loans qualified to programs designed to promote 46
small business and community development
FN-CB-240a.3 Number of no-cost retail checking accounts provided to previously unbanked or underbanked 105, 118
customers
FN-CB-240a.4 Number of participants in financial literacy initiatives for unbanked, underbanked, or underserved 116-117
customers
Incorporation of Environmental, Social, and Governance Factors in Credit Analysis
FN-CB-410a.2 Description of approach to incorporation of environmental, social and governance (ESG) factors in 49, 52
credit analysis
Financed Emissions
FN-CB-410b.1 Absolute gross financed emissions, disaggregated by (1) Scope 1, (2) Scope 2 and (3) Scope 3 -
FN-CB-410b.2 Gross exposure for each industry by asset class -
FN-CB-410b.3 Percentage of gross exposure included in the financed emissions calculation -
FN-CB-410b.4 Description of the methodology used to calculate financed emissions -
Business Ethics
FN-CB-510a.1 Total amount of monetary losses as a result of legal proceedings associated with fraud, insider trading, 78
anti-trust, anti-competitive behavior, market manipulation, malpractice, or other related financial
industry laws or regulations
FN-CB-510a.2 Description of whistleblower policies and procedures 78
Risk Management System
FN-CB-550a.1 Global Systemically Important Bank (G-SIB) score, by category Not relevant
FN-CB-550a.2 Description of approach to incorporation of environmental, social, and governance (ESG) factors 34, 56
in credit analysis into capital adequacy planning, long-term corporate strategy, and other business
activities
SUSBA ESG Integration Pillars
No Indicator Aspect Page
1 Purpose Sustainability strategy and stakeholder engagement 24, 133-134
Participation in sustainable finance initiatives and policy advocacy with regulators 27, 135-136
2 Policies Public statements on specific ESG issues 34, 36-37, 52
Public statements on specific sectors 34, 45, 52-53
3 Processes Assessing ESG risks in client and transaction approvals 49-53
Client monitoring and engagement 49-50
4 People Responsibilities for ESG 32-34
Staff E&S training and performance evaluation 35, 85-89
5 Product ESG integration in products and services 43-44
6 Portfolio ESG risk assessment and mitigation at portfolio level 42, 49-51
Disclosure of ESG risk exposure and targets 49-51, 54-56
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ASEAN Corporate Governance Scorecard (ACGS)
No. Principles and Recommendations Page
LEVEL 1
C Sustainability and Resilience
C.1 Sustainability-related disclosure should be consistent, comparable and reliable, and include
retrospective and forward-looking material information that a reasonable investor would consider
important in making an investment or voting decision.
C.1.1 Does the company identify/report ESG topics that are material to the organization’s strategy? 131-132
C.1.2 Does the company identify climate change as an issue? 54,132
C.1.3 Does the company adopt an internationally recognized reporting framework or standard for 141-149
sustainability (i.e. GRI, Integrated Reporting, SASB, IFRS Sustainability Disclosure Standards)?
C.1.4 Does the company disclose quantitative sustainability target? 29-31
C.1.5 Does the company disclose sustainability-related performance progress in relation to its previously 29-31
set targets?
C.1.6 Does the company confirm that its Sustainability Report / Reporting is reviewed and /or approved by 137
the Board or Board Committee?
C.2 Corporate governance frameworks should allow for dialogue between a company, its shareholders
and stakeholders to exchange views on sustainability matters
C.2.1 Does the company engage internal stakeholders to exchange views and gather feedback on 133-134
sustainability matters that are material to the business of the company?
C.2.2 Does the company engage external stakeholders to exchange views and gather feedback on 131, 133-134
sustainability matters that are material to the business of the company?
C.3 The corporate governance framework should ensure that boards adequately consider material
sustainability risks and opportunities when fulfilling their key functions in reviewing, monitoring and
guiding governance practices, disclosure, strategy, risk management and internal control systems,
including with respect to climate-related physical and transition risks
C.3.1 Does the company disclose that the board reviews on an annual basis that the company's capital and 4, 34, 56
debt structure is compatible with its strategic goals and its associated risk appetite?
C.4 The corporate governance framework should recognise the rights of stakeholders established by
law or through mutual agreements and encourage active coroperation between corporations and
stakeholders in creating wealth, jobs, and the sustainability of financially sound enterprises.
C.4.1 The existence and scope of the company's efforts to address customers' welfare? 4, 57, 60, 65, 69
C.4.2 Supplier/contractor selection procedures? 74, 134
C.4.3 The company's efforts to ensure that its value chain is environmentally friendly or is consistent with 74
promoting sustainable development?
C.4.4 The company's efforts to interact with the communities in which they operate? 104
C.4.5 The company's anti-corruption programmes and procedures? 76-78
C.4.6 How creditors' rights are safeguarded? 59-61, 64, 66
C.4.7 Does the company have a separate report/section that discusses its efforts on environment/ -
economy and social issues?
C.5 Where stakeholder interests are protected by law, stakeholders should have the opportunity to
obtain effective redress for violation of their rights.
C.5.1 Does the company provide contact details via the company's website or Annual Report which 25, 68, 78, 130
stakeholders (e.g. customers, suppliers, general public etc.) can use to voice their concerns and/or
complaints for possible violation of their rights?
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No. Principles and Recommendations Page
C.6 Mechanisms for employee participation should be permitted to develop.
C.6.1 Does the company explicitly disclose the policies and practices on health, safety and welfare for its 91
employees?
C.6.2 Does the company explicitly disclose the policies and practices on training and development 35, 88-89
programmes for its employees?
C.6.3 Does the company have a reward/compensation policy that accounts for the performance of the 81, 89-90
company beyond short-term financial measures?
C.7 Stakeholders including individual employee and their representative bodies, should be able to freely
communicate their concerns about illegal or unethical practices to the board and their rights should
not be compromised for doing this.
C.7.1 Does the company have a whistle blowing policy which includes procedures for complaints by 78, 93
employees and other stakeholders concerning alleged illegal and unethical behaviour and provide
contact details via the company’s website or annual report?
C.7.2 Does the company have a policy or procedures to protect an employee/person who reveals alleged 78, 93
illegal/unethical behaviour from retaliation?
LEVEL 2. BONUS ITEMS
(B)C. Sustainability and Resilience
(B)C.1.1 Does the company disclose how it manages climate-related risks and opportunities? 54-56
(B)C.1.2 Does the company disclose that its Sustainability Report / Sustainability Reporting is externally 138-142
assured?
(B)C.1.3 Does the company disclose the engagement channel with stakeholder groups and how the company 60, 67-68, 78, 93
responds to stakeholders’ ESG concerns?
(B)C.1.4 Does the company have a unit / division / committee who is specifically responsible to manage the 33-34
sustainability matters?
(B)C.1.5 Does the company disclose board of directors/commissioners' oversight of sustainability-related 32-33
risks and opportunities?
(B)C.1.6 Does the company disclose the linkage between executive directors and senior management 32
remuneration and sustainability performance for the previous year?
(B)C.1.7 Is the company’s Whistle Blowing System managed by independent parties / institutions? -
LEVEL 2. PENALTY
(P)C. Role of stakeholders
(P)C.1 The rights of stakeholders that are established by law or through mutual agreements are to be
respected.
(P)C.1.1 Have there been any violations of any laws pertaining to labour/employment/ consumer/insolvency/ 74
commercial/competition or environmental issues?
(P)C.2 Where stakeholders participate in the corporate governance process, they should have access to
relevant, sufficient and reliable information on a timely and regular basis.
(P)C.2.1 Has the company faced any sanctions by regulators for failure to make announcements within the 74
requisite time period for material events?
(P)C.2.2 Is there any evidence that the company is engaging in greenwashing activities? -
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Feedback Form
The PT Bank Central Asia Tbk (BCA) 2022 Sustainability Report portrays the financial performance and sustainability.
Upon reading this Sustainability Report, we look forward to your input, criticism and suggestions by sending an e-mail or by
sending this form by mail.
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Stakeholder Group
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Others. please specify:
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2. This report is useful for you.
3. Laporan ini sudah memaparkan kinerja keberlanjutan secara jelas.
4. This report already portrays the Company’s performance in sustainable development.
Thank You for Your Participation.
Please Submit and Send This Response to The Following Address:
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PT Bank Central Asia Tbk (BCA)
Menara BCA, 20th Floor, Grand Indonesia
Jl. M.H. Thamrin No.1 Jakarta 10310
Tel. : (62 21) 2358 8000
Fax. : (62 21) 2358 8300
E-mail : humas@bca.co.id
Website : www.bca.co.id
2023 Sustainability Report PT Bank Central Asia Tbk 153
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Sustainability Aspects Highlight Sustainability in BCA Responsible Banking
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154 2023 Sustainability Report PT Bank Central Asia Tbk
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Live to Empower 2 0 2 3 S U S TA I N A B I L I T Y R E P O RT Kantor Pusat BCA Menara BCA, Grand Indonesia Jl. M.H. Thamrin No. 1 Jakarta 10310, Indonesia Telepon : (62 21) 235 88000 Fax : (62 21) 235 88300
Names mentioned 32 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Ministry of Tourism and Creative Semarang
p.8
unresolved
org
Ministry of Law and Human Rights
p.9 ×2
unresolved
org
Ministry of Tourism
p.16
unresolved
org
Ministry of Law & Human
p.17
unresolved
org
Minister of Justice
p.27 ×2
unresolved
org
PT Dwimuria Investama Andalan
p.27 ×2
unresolved
person
H. Thamrin
p.27
unresolved
org
Ministry of Law and Human Rights Contribution
p.33
unresolved
org
PT. Rezeki Perkasa Sejahtera Lestari
p.38
unresolved
org
Financial Services Authority
p.39
unresolved
org
Bank Periodic Reporting
p.42
unresolved
org
Bank Indonesia
p.42 ×3
unresolved
org
Tanudiredja
p.42 ×2
unresolved
org
Rintis & Rekan
p.42 ×2
unresolved
org
PT. BCA
p.44
unresolved
org
Ministry of Cooperatives & SMEs
p.49
unresolved
org
Ministry of Trade
p.49
unresolved
org
Ministry of Environment
p.52 ×2
unresolved
org
Ministry of Manpower.
p.83
unresolved
org
Ministry of Environment and Forestry’s
p.98
unresolved
org
Yayasan Bakti BCA
p.100
unresolved
org
Ministry of Tourism and Creative Economy
p.107
unresolved
org
Minister of Tourism and Creative Economy
p.108
unresolved
org
Minister of Tourism
p.108
unresolved
org
Onboarding Online Travel Agent & Partners
p.109
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